The document outlines 4 steps to determining trustworthiness: 1. Observe how quickly someone speaks - fast talkers may lack confidence or belief in what they're saying. 2. Notice if they interrupt others - interrupting is rude and signals a lack of interest in others. 3. Consider their body language - trusting people make eye contact, smile, and appear engaged rather than distracted. 4. Assess their grasp of facts - trusting sources are honest about evidence rather than selective or opinionated. Checking these factors can help evaluate trustworthiness in sales and politics.

1. EngageSelling.com
4 Steps to Determining
Trustworthiness
Colleen Francis
EngageSelling.com

2. 4 Steps to Determining Trustworthiness
You can learn a lot from watching political panels, especially during an election year. The
behavior you see—both between the panelists and in how they relate to their audience—is
a microcosm of what we see as sales professionals in the marketplace every day.
People in sales and in politics have something really important in common: trust. Neither
can be successful in meeting their goals unless they’ve earned it from their audience.
I assess people for a living. I’ve learned to make observations about subtle (and sometimes
not-so-subtle) things that point to whether someone is trustworthy.
In other words: I do a gut check by asking four questions.
© Engage Selling Solutions Inc. 2

3. 1. How quickly is this person speaking?
This one is the easiest to spot because it’s so common.
Fast talkers reveal that they’re more interested in their message and themselves than they
are in meeting the needs of their audience. Ask any woman who has met a man at a social
gathering. You’ll never hear her say “I met this really great guy who I trust. And boy he’s a
fast talker!”
To be clear, I am not saying that all dishonest people are fast talkers. Rather, it’s a cue:
one that—fairly or unfairly—plants a seed of doubt in your audience. You wind up asking:
“does this person lack confidence in what they are saying, and do they even believe it
themselves?”
If you’re leading a sales team, take time to observe how your team members talk to each
other and to customers. If your gut says their cadence is running in overdrive, odds are
good that your customer is feeling the same way.
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4. 2. Do they interrupt others?
Interrupting is rude. Period. In conversation, it signals you’re not interested in what others
have to say. No one likes to feel like they are being talked to. Political panels on TV these
days are notorious for this: a blood sport decided by which speaker crams in the most
talking points. Little wonder then why voter participation rates continue to be a challenge
in many industrialized countries today: people tune out what they don’t trust.
Don’t let this happen to your business or your marketplace. When you or your sales team is
engaged in a conversation with a customer, focus on your listening skills ahead of your
talking skills. Your buyer has important things to tell you, if you’re willing to hear it.
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5. 3. What does this person’s body language
tell me?
We say more with actions than we do with words. Sellers who are truly engaged in
conversation (and are you having the wrong conversations?) with their customer make a
point of maintaining eye contact and being friendly with their gestures. These are
important cues that put your audience at ease.
Let’s look again at what happens with those TV political panels. Ever notice that the least
effective panelists have a tendency to not look directly into the camera? They don’t smile.
Often they look as though they’d rather be anywhere but on that panel, and spend what
ought to be listening moments instead rolling their eyes at their fellow panelists.
The people you trust are always present in the conversation. They’re not stuck inside their
own head. Get this right in sales and you can build rapport quickly and capitalize on
opportunities. Get it wrong and you could lose it all.
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6. 3. What does this person’s body language
tell me?
A client shared this story with me: on her ride-along with his sales team, she noticed her
reps having a conversation with two brothers who were co-owners of a family business.
Joining them was their father—now retired—who was the company founder, and who also
happened to have some points to contribute to the discussion that was underway. The sales
reps ignored the father! They presumed (incorrectly) the only audience that mattered was
two brothers. Big mistake. It came as no surprise to her soon after that the sales reps
couldn’t figure out why they were struggling to close new deals with that customer.
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7. 4. Do they have a good grip on the facts?
Facts are not opinions: they’re backed by evidence, as opposed to what we feel is true. If
you’re dishonest with the facts—if you’re selective with evidence, or you behave as
through opinions matter just as much or even more than facts do—your audience will have
every right to doubt your trustworthiness.
When you’re speaking with a prospect or a customer, truth needs to be your default
setting.
Your customers today have a baseline knowledge of the marketplace vastly exceeding that
of buyers in the past. They will fact check everything you say. If you’re reckless or
selective with your facts, they will find out. And they’ll never trust you again.
Your good rapport with your customer is too valuable to risk. So don’t fudge the facts. Take
the time to research buyer objections. If there are pros and cons to buying your product or
service, have an equally deep understanding of both.
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8. Final Thoughts
As a sales leader, it pays to apply these four questions to your own work and make it your
own gut check for trustworthiness. Implement it by participating in ridealongs with your
sales reps when they visit their territories. Each of these little gut checks will help you
assess fully (and quickly) whether your team members are doing everything they can to
earn and maintain trust of those hard-earned customers, and help you identify where more
training or coaching might be required.
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