Trust is central to management. It fosters collaboration and long-term commitment. It enables the creation of solid bonds, as well as profitable relationships between individuals. In this context, the trusted partner is more than just a service provider. He or she advises and guides the customer through the process, and strives to gain and retain the customer’s trust. But what is a trusted partnership, and how can we cultivate trust on a day-to-day basis? Here’s how.
The etymological and psychological origins of trust
Generally speaking, trust refers to the idea of security, reliability and hope. In any case, it remains a matter of personal judgment, whereas faith is akin to the (at least partial) surrender of one’s free will. Trust, on the other hand, presupposes the exercise of a will, a belief that does not question itself. Ultimately, trust takes the form of an optimistic optimistic expectationan individual’s optimistic expectation of the outcome of an event or the behavior of another individual.
The work of McAllister, Lewicki and Bunker
Trust, as a subject for study and research, first emerged in the field of psychology (Deutsch, 1958), then in sociology in the 1980s. For Morton Deutsch: “Trust is the irrational choice a person makes in the face of an uncertain event for which the expected loss is greater than the expected gain”.
The subject is the subject of an abundant literature, particularly in the English-speaking world, which plays on the notions of “trust” and “confidence”. We can also refer to the emblematic works of McAllister (1995) and Lewicki and Bunker (1995b). According to them, social perspectives on trust fall into three categories: calculus-based trust, knowledge-based trust and identification-based trust.
For McAllister, trust is “an individual’s belief in the words, actions and decisions of another, and his willingness to act on that basis”. McAllister presents affective trust (based on emotion) and cognitive trust (based on reason and skills).
The role of trust in the client-consultant dynamic*.
“To navigate this sea of uncertainty, you need to be able to hold on to islands of certainty (Morin, 2018)”
When a decision needs to be made that will affect the future of a company, it may choose to turn to consulting services in B2B mode. The choice is based first and foremost on the level of confidence in the services offered.
The relationship of trust between partners is thus established as a harmonious working relationship, based on principles of mutual respect and understanding.
A recent SourceGlobal study shows that 87% of customers cite trust as a factor in their decision to purchase consulting services (1). A trend that has become even more pronounced with the challenges posed by COVID. All the more reason to work on customer-consultant trust!
The consultant’s point of view
The role of the consultant is not just to deliver technical know-how or expert recommendations. In the language of consulting, trust also refers to the ability to “win the customer’s favor”, by making the consulting experience valuable, with achievable objectives.
Not only does the consultant have to gain the trust of his customer, he also has to keep it! In this context, it is possible to measure the confidence of companies using certain key indicators.
The four commonly-accepted dimensions (benevolence, integrity, reliability and competence) highlight the key aspects on which to build and maintain trust – and generatecustomer commitment.
Benevolence and empathy
Although the term has lost some of its force over the years, true benevolence remains a complex issue to implement, especially in terms of corporate culture. It requires a minimum interest in management, corporate organization and basic human needs.
In fact, benevolence is “more than just kindness and attention to others. It’s the constant desire for everyone to realize their potential, take initiative, find a way to meet their destiny, develop their potential and become themselves” (Olivier Truong and Paul-Marie Chavanne).
Benevolence is not an excess of tolerance or conciliation, which would lead to a form of indifference. On the contrary, it’s an attitude that values the positive and the potential, with absolute respect for the individual. Benevolence (or empathy) nurtures a positive emotional bond with the customer.
Integrity
This aspect of the consulting profession refers above all to the professional’s ability to demonstrateethics and honesty to his or her clients. In other words, integrity implies respect for a certain number of moral standards, and contributes to building trust.
Competence
Competence is one of the conditions of trust. It is, above and beyond the word given, proof of the expertise required to produce results. Competence is one of these pillars, encompassing expertise, experience and the ability to perform the tasks required to achieve objectives.
Predictability (or reliability)
Predictability refers to the consistency between commitments made and deadlines met. A consultant capable of delivering services on time and as promised is more likely to be regarded as reliable, honoring his or her commitments and obligations to customers and partners.
With someone you can trust, there are no surprises! You know what to expect, every step of the way. A predictable consultant is able to :
- Keep promises and agreements (delivery dates, service levels, etc.).
- Communicate quickly and effectively with your partner, particularly in the event of changes or difficulties likely to affect the quality of services provided.
- Provide support and assistance to customers and partners before, during and after service.
- Establish clear and fair policies and procedures, particularly for complaints, disputes and returns.
Building trust: how to turn a problem into an opportunity
Mutual trust between consultant and client can have its ups and downs, and this is perfectly normal and natural. Indeed, the two parties may have different expectations, whether for intrinsic or extrinsic reasons.
These experiences, however frustrating, must become unique opportunities to consolidate trust with the company. The consultant must demonstrate his ability to identify and overcome the problem, and translate it into a viable solution.
Here are a number of simulations where these “expectation gaps” can occur, and which demonstrate the importance of working towards a harmonious client-consultant relationship.
1. Anticipate possible project changes along the way
Sometimes, a project may evolve halfway through, often to meet the customer’s needs and objectives. This unplanned expansion of work can lead to conflict situations, undermining trust on both sides.
To preserve trust and the foundations of the relationship, consultants must communicate proactively – that is, adopt an approach where information is shared intentionally and in advance. They must also adjust their expectations as the scope of intervention evolves.
The customer, for his part, must be able to collaborate actively with the consultant. This is to preserve trust, and ensure that the project progresses without further difficulties.
2. Setting realistic deadlines in cooperation
Any consulting project can involve complex, even unrealistic, deadlines and schedules. However, it is advisable to work on this issue from the outset, to avoid misalignment between the consultant’s approach and the customer’s strategic objectives. Here are a few keys to managing such a situation (2):
- Evaluate the customer’s needs at an early stage, even before discussing project scheduling issues.
- Educate and accompany the customer towards a sustainable approach, taking into account at all times the potential risks and implications of tight, even unrealistic deadlines. The success of the project depends on it.
- Negotiate terms and conditions, in a spirit of cooperation. If necessary, the consultant proposes an alternative, more realistic delivery schedule, with supporting arguments.
- Set limits and stick to them.
- Communicate regularly throughout project management, especially if deadlines are tight.
- Use experience to effectively guide the project and the customer.
The strategy against resistance to change
When a company is faced with the need to make major changes, it can be confronted with major obstacles – such as resistance to change on the part of some of its departments. This phenomenon is originally linked to fear of the unknown, or a feeling of comfort with the status quo.
Here, the consultant will get to the root of the problem, developing a comprehensive collaborative approach designed to reduce obstacles and initiate the change process. This includes an effective communication strategy, and “cultural adjustments”.
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