Some people are freaky-good at earning trust

Philip Morgan

Where does trust come from?

Some people people inherit it, and some are freaky-good at earning it without consciously trying.

We are probably not these people when it comes to earning trust for our consulting services, but it's worth knowing about these folks.

Consultants who leave large, famous consulting firms inherit trust from their old employers. Employees who leave a management position at a company to become self-employed inherit trust from their old employers as well. In these cases, the market trusts that if the consultant's expertise was valuable enough for Google or McKinsey, for example, it's good enough for the market.

Pedigree is one source of inherited trust.

There are others who, though lacking pedigree, have a preternatural ability to earn trust from strangers. Maybe they are exceptionally good bullshitters, or maybe they are simply exceptionally good with people. These people's trust-earning ability is truly horizontal; they could earn enough trust to sell waterfront luxury condos in Miami, tractors in North Dakota, or consulting services in Silicon Valley.

The preternaturally-good-at-earning-trust do it without effort.

We need to exert effort to earn trust, and narrowing our focus helps amplify that effort.

How specialization amplifies our ability to earn trust is the second major topic of The Positioning Manual for Indie Consultants. I'm summarizing the main points of the second section of this book in daily emails here, and you can buy a copy of the book anytime via Amazon: