The way we interact with the world around us is a direct reflection of the world within us.
Everyone has a set of values that guide them in their personal and professional lives. Rarely are these codes etched in black and white, but they make up what is arguably the most important component of our characters. Ethics is a cornerstone of effective selling because it is critical to the creation of trust. No one wants to do business with someone they don’t trust.
There’s also the stereotype of professional selling as a whole. When mostly everyone’s mental model of a salesperson is a self-serving, scammy individual, it becomes increasingly crucial to subvert that notion by example. Adhering to a strong set of principles can help establish a reputation to counter that of the typical salesperson archetype.
Account management, or relationship selling, provides a solid framework within which we can further explore these ethical questions.
We’ve previously discussed how successful account management hinges on maintaining a customer orientation, or truly understanding the customer and their needs. The opposite end of the spectrum would be a product oriented salesperson, whose primary motivation is to sell the product – features, extras, and all.
These opposing orientations can pose an ethical dilemma for salespeople.
Let’s take Gary as an example. Gary deeply values his customers, and strays from aggressive selling for fear that it will hurt his relationships. However, he has a quota he absolutely needs to make this month, and is getting a little desperate. He hops on a call with a prospect that has already communicated their uncertainty about the product. Should Gary push to understand their situation more, which may reveal a true misalignment in fit, or should he push the product and do whatever it takes to close the deal?
It’s no trolley problem, but it is still a difficult situation to navigate. Role conflict can get messy, especially when salespeople are motivated and evaluated primarily by numbers. In times like these, Gary’s personal values might succumb to organizational pressures.
This underscores the importance of clear, organization-wide communication about ethics and values. In general, salespeople have the autonomy to determine which situations call for what approaches. But constant ethical dilemmas can be harmful to their performance and longevity - and in turn, the company and its reputation.
Unfortunately, the sales industry is no stranger to deceptive practices. This is largely due to a lenient culture and lack of oversight. Experienced salespeople often operate alone, which increases the likelihood of acting unethically to reap the rewards.
You may have heard of the bait and switch tactic before. Consider Rachel, who advertises her product at an unusually low price point. When potential customers inquire, they discover that the advertised version is "out of stock" or "updated". Rachel then steers them toward a significantly more expensive alternative, claiming it's the "best option." This practice not only violates trust, but can also be illegal in many jurisdictions.
Another practice to steer clear of is making false promises. It can be tempting to do or say anything to convert a lead and contribute more movement in the pipeline, but ultimately it is unfair to the customer and the company. Of course, it can be rewarding to compromise and work towards a mutually beneficial outcome, but never at the cost of honesty and integrity.
Short-term profits or broader gains? Account management argues for the development of long-term relationships, even with customers you don’t close, because a majority of future revenue will come from those existing customers or contacts.
Selling in a narrow mindset, with profit/quota as a motivator above all else, will hurt your company’s reputation over time. If not qualified correctly, customers can actually do more harm than good.
In Gary’s situation, letting go of that sale in the short-term, but holding onto the relationship, might yield greater benefits in the future. Maybe the company grows and has more pressing needs, or maybe the buyer moves around and their new company is facing these issues, as well.
Adhering to sales ethics tends to pay for itself, enhancing customer loyalty and referrals while also resulting in higher commitment and performance from employees. Prioritize organizational purpose and growth over quick wins — play the long game.
“With great power comes great responsibility.” We’ve all heard Uncle Ben’s sage advice to Spiderman in one form or another. It’s an obvious concept to grasp when it comes to weapons of mass destruction — but what about artificial intelligence? Over the course of only a few years, AI has become so commoditized that many of us no longer wield it cautiously. Although we place necessary responsibility with the engineers designing and training the models, an equal amount of responsibility lies with its everyday users.
AI algorithms touch everything from lead generation and automated sales discussions to customer targeting and pricing policies. In the world of sales, we must ensure AI applications prioritize transparency, fairness, responsibility, and privacy.
AI tools must be evaluated the same way Gary might undergo a performance review. Customers expect salespeople to be fully versed in how their processes work and where their data is being stored.
At the end of the day, ethics aren't just principles - they're a competitive advantage. Leverage "doing the right thing" as a foundation for stronger customer relationships.
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