say to the customer, ‘I understand that this seems like a lot more money than what you thought about spending on this, but the product has so many more features, it lasts much longer, and it will retain its value much longer. In addition, there is a payment plan that really makes this affordable for almost everyone.’” Dr. Ekman continued that salespeople should anticipate the client’s fears and be prepared to deal with them in a polite and diplomatic fashion.


BUILDING TRUST


While it is often frustrating to be deceived by a customer, salespeople should resist the temptation to respond in kind. Sales managers must educate salespeople that lying is not an option in the pursuit of a sale – even though custom- ers aren’t always truthful. Doctor Ekman warned that there is a substantial difference between concealing your true feelings about your customers and concealing the truth about the qualities of your product. He cited an example from his own experience: “I like classical music, and I like to buy from one store in town that isn’t known for low prices but for quality service. For example, the salespeople can tell you the different versions of a symphony, and they know the subtle details about the different recordings. To me, expert knowledge builds confidence, and I am willing to pay more money when I can get good advice.”


A CAVEAT FOR THE SELLER “Many times, customers are not as experienced as the salesperson,” explained Dr. Ekman. “In my lifetime, I have purchased about seven cars. This puts me at a great dis- advantage when I talk to a salesperson who may sell seven cars in a week. Salespeople are more experienced in being convincing, and most buyers can’t tell if the salesperson is truthful to them.”


While, in general, buyers are aware of the caveat emptor principle (let the buyer beware), in every selling situation, the seller’s moral judgment is challenged by four temptations: 1. It is easier to fool unsuspecting people than to serve people.


2. It takes less courage to hide the truth than to admit it.


3. It takes less time to lie than to build trust. 4. It is easier to conceal the truth than to uncover deception.


On every call, salespeople have a choice to do what’s right or what is easy and expedient. To do what’s right is a question of moral judgment.


TELLTALE LYING SIGNALS 1. Watch for contradictions and verbal mistakes. People don’t always remember what they said before. They may leak parts of the truth through either a slip of the tongue or lapse of memory. Take notes on these contra-


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Fall seven times and stand up eight. JAPANESE PROVERB


dictions during or immediately after your meeting. Never assume that a verbal mistake is a sure sign of a lie.


2. Compare two different conversations. Pay attention to the discrepancies between what the person says on two different occasions. For example, a job applicant displays a slight amount of nervousness during the first interview, and when you ask why he or she left the previous company, the applicant pauses for a moment and then delivers the answer flawlessly with a big smile. During the second interview, you lead the conversation to the same subject. The applicant pauses again, but this time the answer is convoluted and the pitch of his or her voice increases. Although you have no proof that the candidate is lying, the discrepancy between the answers from two different inter- views suggests investigating the subject in more detail.


3. Watch for contradictions between customers’ verbal and nonverbal messages.


While you listen to your customers, observe their facial


expressions. Listen for tone of voice and watch for hand mo- tions and self-touching gestures, along with foot swinging or body shifts. The discrepancies between what people say and what their bodies express will give you clues that you should question the information they’ve shared verbally. Also, any increase or decrease of habitual nonverbal signals during a conversation should warn you to proceed with caution.


CLASSIC LIES CUSTOMERS WILL TELL YOU When prospects fail to recognize the benefits of buy- ing, they are often too embarrassed to tell the truth. Instead of taking the time to objectively investigate the opportunity you are presenting, they seek an immediate shortcut by fabricating a small lie. Although any of the statements below sound true and can be true, you will never know if they really are unless you probe further to isolate the true reason behind your prospect’s shortcut answer. The most common lies in selling follow these 10 distinct patterns:


1. Denying “I don’t need this new product.”


“I would not think of trading in my old machine.” “There’s no reason for changing now.”


2. Giving an Alibi “I don’t have the money to buy.” “I don’t have the authority.”


SELLING POWER MAY 2015 | 27 © 2015 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.


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