The Know Like Trust Principle in Consulting

Consulting success is built on ‘trust at scale’. And too many consultancies don't get that. Yet most consulting firms try to build trust with vanity claims: - “we transform your organisation” - “we drive substantial growth” - “we deliver impact and results” They believe bold outcome language signals confidence. In reality, it erodes trust. What consulting firms see as their transformational expertise, buyers often read as a lack of substance. Real trust is built when a consulting firm proves 1) it deeply understands the problem, 2) has done the required transformation before, and 3) helps the buyer make a confident decision. That’s how consulting firms prevent stalled or ghosted proposals: by replacing persuasion with predictive trust that converts interest into commitment. In our work with consulting firms, we’ve learned that trust has three layers: 1️⃣ Value articulation specificity – the foundation of trust When the value proposition is sharply defined — issue-led, outcome-driven, audience-specific — the buyer instantly feels, “this consultancy gets it.” Specificity creates familiarity. It tells the client: we’ve solved this before. 2️⃣ Proof of value – the reinforcement of trust Repeated patterns of similar projects turn claims into evidence. An ideal client success journey, outcome stories from clients facing similar challenges, and thought leadership that inspires action, all grow trust in the buyer’s mind: they’ve done this repeatedly and reliably. 3️⃣ Decision confidence – the enabler of trust Too many consulting proposals are lost not to competitors but due to client hesitation. In one of my favourite books, The JOLT Effect, Matt Dixon and Ted McKenna explain that buyers rarely doubt the service firm. They doubt themselves. They’re asking: - “Have we explored all the alternatives?” - “Can we really implement this successfully?” - “Are we making the best decision for our company?” Trust at this level involves assisting buyers to answer those questions confidently. By reducing the risks associated with their choices, guiding their exploration, and building shared confidence, consulting firms shift from persuasion to collaboration. It’s not about persuading more forcefully, it’s about helping clients feel secure in making their decision. 👉 THE TAKEAWAY When consulting firms get all three layers right — value articulation specificity, proof of value, and decision confidence — they can create trust at scale. And in a consulting market drowning in sameness and AI-generated noise, trust becomes the only real differentiator left.

If you're a consultant, you might be interested in a study* that suggests three things that can help you build trust. The research took place in Australia, with the researchers interviewing16 consultants - either sole practitioners or consultants in small consultancies - and 15 clients. The analysis of the interview data identified the following three things that appeared to help consultants build trust with clients: 1. Signaling credibility and a positive track record, such as through referrals and evidence of past experience. 2. Clarifying expectations, namely (a) agreeing the process for working together and (b) agreeing the outcomes to be achieved. 3. Demonstrating likeability and personal fit, through positive first impression, being good to work with (see point 1), and establishing a positive personal emotional connection. While caution is needed - e.g. the study took place in a specific country with its own cultural norms - I think it offers up some potentially useful insights, and gives us something to think about. If you're a consultant, what helps you build trust with your clients? * Nikolova, N., et al. (2015). Trusting as a 'leap of faith': Trust-building practices in client-consultant relationships. Scandinavian Journal of Management, 31, 232-245. #consultant #projectmanagement #trust #psychology #success #bestadvice #sketchnote #infographic

In the classic "Know, Like, Trust" formula of business development, many lawyers give equal weight to each element. However, trust is paramount. It's the gateway to securing new business—the element that deserves the most strategic attention. This is why building a strong referral network is so important. Through referrals trust in one person transfers to another through recommendation, creating a shortcut in the client's decision-making process. When a potential client receives a recommendation from someone they already trust (such as their outside counsel with one specialty), they essentially "borrow" that established trust and extend it to you (who has a different specialty), which accelerates the relationship-building timeline significantly. Research in cognitive psychology shows that humans rely heavily on trusted networks to make decisions under conditions of uncertainty and risk—precisely the conditions present when selecting legal counsel for important matters. When faced with this uncertainty, clients don't typically cast a wide net or conduct exhaustive research as a starting point. Instead, they reach for the most reliable heuristic available: the judgment of someone they already trust. This explains why referred clients typically require fewer touchpoints before engaging your services and are often less price-sensitive. All this is to say that building a strategic referral network should be among your highest business development priorities. Focus on deepening relationships with those who can serve as trust conduits to your ideal clients. Invest time educating your network about exactly what matters you handle best. And try to reciprocate to stay top of mind and keep your referral relationships strong. Being known and liked opens doors, but trust is what closes deals. The lawyer who understands this can build their practice through the most valuable business development currency—the trust others place in their capabilities.