By Charles H. Green
Be honest. When you think of growth and profitability, is trust the first thing you think of? I doubt it.
The things that often come to mind when we talk about successful a practice are much more likely to sound like “sustainable competitive advantage,” “hardball,” “you get what you negotiate,” “be number one or two in your market,” “first mover advantage,” “lowest cost producer,” or “share of wallet.” But trust?
Usually we think of trust as an element that is nice to have, something associated with genteel behaviors which we can afford when things are going well but which have to take a back seat when push comes to shove. However, for those in the consultative professions or other complex intangible businesses—nothing could be farther from the truth.
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