In a high trust environment, decisions are made quickly and easily. Without trust, decisions are made after many, many checks and balances – if at all. We do not trust people who have a narrow product orientation, like walking onto a car lot and before the sales person does any analysis, immediately starts pushing the buyer into driving a Ford. In these situations, your client’s defenses are sky high. They filter everything with a high degree of skepticism and end up doing tons of research to make sure they don’t get taken by that product salesperson. This is not a high trust environment. We trust people that lead with an objective process that ends with the appropriate products and or services necessary to fulfill on that process for me, as a unique individual. We do not trust people that lead with product. Never have, never will.

Now, as you assess what we’ve covered thus far think of these two approaches—the sales model and the professional model—through the prism of control. Which model gives you as the practitioner the highest level of control over both your practice and ultimately the outcome? You’re absolutely right, the professional model puts the practitioner in the control position, not the client. This speaks to the next topic, stress.

Take a moment and think about something in your life that’s currently causing you stress. You will find at the epicenter of this stress the sense that you’re not in control of that issue. Stress and control are linked. So our definition of stress is the “perceived or real lack of control over something”. If you want to dissipate stress, recapture control of the issue where you can.

If you are feeling stressed about your practice, fill and maintain a pipeline of qualified prospects, and begin to incorporate some of these professional principles, and you will create a low-stress practice.

Please review the Compelling Conversations Guidebook, and explore the additional content and resources in this series