I told the truth -- and got hired anyway

Liar, liar, pants on fire!

For those of us -- ahem -- seasoned pros, we're supposed to have handled every type of engagement, right?  Our prices are set to match our marketplace tenure, right?   We want to be recognized for our experience, right?   

OK.  Tell the truth.  You HAVEN'T done it all, have you?  There are some types of assignments you HAVEN'T actually worked on.  Professional service marketers and business developers know that seriously UNCOMFORTABLE feeling when a potential client asks: "Have you ever done this type of work before?" or "Have you worked for a firm like ours before?"  (And we know how critically they need us to proclaim, "OF COURSE!")

Last month I had two such moments.  Prior to the inevitable questions, I had made a decision not to try to fake it in any way, but to tell the unvarnished truth.  (Which is good, because I'm a lousy liar.)  I said, "Well, no, I have not worked for a firm like yours before."   

Both times, I forced myself NOT to rush ahead with a too-anxious, too-glib explanation.  I waited and waited, for what seemed like eons, for the inevitable replies, "Uh ... well ... then, what makes you think you could help us?"

Both times, I had carefully prepared my answers.  I tried to think ahead about what would reassure these potential clients that I could indeed help them.  I addressed my shortcomings with my heart in my throat. 

And, incredibly, both times, I got hired for important marketing strategy engagements -- without having to give references (another shocker).

OK all you professional services marketing and selling gurus -- why did these great clients hire me?    

Comments

[Shama Hyder]

Probably because you showed them that the experience you have in other sectors could transfer over without regard to their industry.

I am curious to know what exactly you told them. = )

[Suzanne Lowe]

My replies were pretty much as you've guessed, Shama, although it might breach their confidentiality if I got too specific. But it was indeed a leap of faith to see if they believed my cross-sector experience was transferable.

[Andrea Harris]

I think your honesty gave them a good reason to trust you. And without trust how can there be a good relationship?

Also, if they were already familiar with your thought leadership then maybe they were already somewhat pre-sold on you.

[Charles H. Green, Trusted Advisor Associates]

Suzanne,

Thanks for a great post--though I would have changed the title. You didn't win the job "in spite of" telling the truth, you won it BECAUSE of telling the truth.

When you tell someone the flat-out truth--as opposed to sliding and gliding, tweaking and burnishing reality to suit your own good--you reveal something very valuable to a client.

You reveal that they can believe you; that they can trust you to tell the truth.

What they get with most consultants proves no such thing. What they get proves nothing more than how slick you are at putting together a package. Does it prove you have their interests at heart? No. Does it prove they can believe you when you give hard advice? No. Does it prove they can trust you about your own abilities? Decidedly not.

But when you tell the truth even when it might not appear to be advantageous to you, you tell quite a bit. You tell them that you are willing to be judged by anyone, anytime--and to live by the result. You tell them you're not afraid to face any truth, including truths about yourself.

That translates into a great deal of confidence about taking advice from you. It suggests, above all, that you have no ulterior motives.

Less than full truth-telling, no matter how "white" the lie or how artful the tweak, calls into question everything you say. But if you say nothing but the truth, then all that you say has the air of truth. As it should. The best way to be perceived as truthful, credible, trustworthy is to in fact BE truthful, credible, trustworthy.

It has a side effect--that of differentiation. Because very few people do it. But that's not the main point; the main point is truth-telling is very valuable.

I'd bet big-time that's why they hired you--not for your expertise or credentials, but because they could trust you about your advice, and even your own self-assessment.

[Ford Hardin]

Suzanne:

I doubt there is one reason they hired you. Buyers hire on the basis of their feelings and then use logic to justify their decisions. You passed the chemistry test. Undoubtedly, your integrity contributed to that good feeling, but, Suzanne, I know you. Your concern for others, your intelligence are traits that result in people wanting you to win are apparent in even a casual meeting.

In any case I doubt you were honest as a winning tactic. Integrity should be important to our own well-being, even with clients who don't value ii--and there are a few of those.

Ford Harding

[Merle Braley]

Suzanne,

Your lack of experience in their specific business could be or should be the reason they hired you. Many specialists sequester themselves to a narrowly defined field of knowledge, reading only their industry specific trade journals, looking only at what their competition is doing. Then, regurgitating plans that look and smell like all the others. What you may have to offer is the ability to translate what's proven to work in another industry and transfer it to their company to produce remarkable results.

Consider using this response next time: "Well, no, I have not worked for a firm like yours before, and that's exactly why you should choose to do business with me vs. any and every other option available to you, including doing nothing. Let me explain..."

Merle Braley

P.S. I have no experience with professional services marketing and I'm not a selling guru. And that's exactly why...

[Suzanne Lowe]

Fascinating comments by all (and thank you!), which stimulate some questions of my own:

Why DON'T clients value integrity, as Ford suggests? Would more consultants feel safe "telling the truth" if we felt they would value it?

Why, if diverse experience is valuable (I happen to agree, Merle) do they appear so fixated on ensuring that consultants have directly relevant experience?

[Merle Braley]

Given the old saw, "you never get fired for buying IBM," the risk-averse decision (indecision?) makers had it easy. If there was a problem it's just a computer glitch.

Similarly, if a marketing and advertising campaign was created by an insider and looks like all the others' in the industry fails, it's the market's fault.

Pretty safe decision.

Hey, Suzanne, these folks stuck their neck out for you!

[Charles H. Green, Trusted Advisor Associates]

Suzanne,

Congratulations on your post's inclusion in this month's Carnival of Trust (hosted this month by Michelle Golden at Golden Practices).

I've already taken up some of your comment space complimenting your article on my own, so I'll spare the repetition, but nice to see you get the added recognition from the Carnival,
http://goldenmarketing.typepad.com/weblog/2008/02/carnival-of-tru.html?cid=100139858#comments

[Glenn Mickle]

I'm currently the marketing manager at an accountancy/business advisory firm in Australia. 12 partners/75 staff. The job description read: Business degree essential, background in finacial services preferred. My response was they would have more than enough brains with financial backgrounds and degrees, what would be better is someone from the other side of the fence. My practical experience is from communications, photography, publishing and even management - no degrees. Plus 10 years running my own business. I've been here 8 months and we are a good fit. I'm grateful to them for thinking beyond the norm.