Is it really better to sell ethically?
The biggest concern I often hear is
“Traditional sales techniques work! Even if they are manipulative, they are still necessary for high sales performance and business success. Does ethical selling equate to poorer or slower conversion?”
Yes, there’s no debate; many manipulative techniques work and are actively used because they deliver results. But is it worth sacrificing long-term value for short-term gains? Souring the relationship, leaving them feeling icky, all for the sake of closing a sale today? In today’s digital age, consumers are more informed than ever. Manipulative techniques are easily exposed and the reputational backlash that results will take years to repair. Exaggerating benefits or pushing for a close without addressing a prospect’s concerns not only erodes trust but also often results in disappointment and regret over their purchase. In contrast, providing honest information, setting realistic expectations, and focusing on building long-term relationships reduces the likelihood of buyer’s remorse and improves your organization’s reputation and brand image.
A bridge built with sticks and stones will still help you achieve your objective of getting to the other side, but is it worth the risk and danger? Sure, it might get you there, but it will only last for a few days before it collapses. Sometimes it’s worth slowing down in the right ways to build a more stable and enduring foundation to move forward with. If you’re looking to build a venture-scale business that only cares about growth at all costs, this isn’t for you. But if you want to do so in a way that’s right by your customers, allows you to stay human, and leads to long-term business success, this book is all about that.
Attribute
Feel free to copy and use any of the concepts or examples, but please acknowledge and attribute the creators accordingly (some of which don’t originate from me).
Be mindful of your context, goals, and values.
Because I work across different industries and have supported all sorts of products and services. Some concepts shared are generalized. Most will apply to every company, but the degree of importance or priority should be subjected to scrutiny and evaluated against your personal values, goals, market behaviors, and customer’s purchasing patterns. I’ll try my best to give many different examples so that you can see how various organizations have implemented them depending on their context.
I’ve also made an effort to incorporate as many real-life instances from genuinely ethical companies whenever feasible. Yet, it’s worth noting that some examples may come from companies that are possibly greenwashing or lack authenticity in their ethical practices, or even outright non-ethical companies. Despite this, I’ve included them because they effectively illustrate certain concepts and showcase excellent execution. In those instances, I’ll offer additional context to illustrate how to apply them ethically without resorting to manipulation.
Don’t boil the ocean
Take what applies to you and don’t overwhelm yourself by trying to do everything at once. Any improvement is better than nothing.
Just-in-time Learning
Growth is one of my personal values. If you are like me, you probably have the urge to constantly learn new things too. However! I preach “just-in-time” learning: Knowledge is best when it is relevant and can be immediately applied and practiced. This improves retention and more importantly, ensures that you’re learning knowledge that gives you results and adds value immediately.
This digital playbook will be heavily hyperlinked for you to easily skip ahead to sections of interest or review a concept. It does not need to be read linearly. Feel free to jump around and explore areas you believe are most relevant or urgent for you and your organization.
Educate others
Lastly, depending on who you are and your role in your organization, I recognize that this book will give you some ideas to implement but you may lack the authority to do so. That’s OK and totally normal. Be patient, educate those above you, challenge them to improve (both themselves and the organization), and show them how these ideas will help them in their role too.