The Trust Recession Has a 2nd Cause Nobody Talks About


The Golden Thread

Clear Vision → Clear Priorities → Clear Path





It's Not Just a Trust Recession

Everybody's talking about the trust recession.

Buyers are skeptical. They check everything. They take longer to say yes and are quicker to walk away.

The advice that comes with it is sound: be trustworthy.
Do what you say.
Show your work.
Don't overpromise.

I agree with all of it. But I don't think it's the whole story.

I've been doing business online since 2004 and here's what I've seen happen.

Sometime between 2010 and 2015, a lot of buyers stopped thinking for themselves. They followed whoever sounded most certain. They bought the guru's system because the guru was... "confident". Then they bought from someone else because the guru said they should.

They got comfortable outsourcing their own judgment.

And now we're talking about trust missing because they've had bad experiences.

But trust wasn't the weak link there - judgment was.

They were handing it off.

And now we're seeing buyers taking it back.

They ask thoughtful questions and listen for sensible answers. They compare. They do due diligence. They look for evidence of claims.

And yeah, that looks a lot like distrust.

But what I see is a lot of critical thinking coming back online.

More 'critical thinking correction' than trust recession?

I believe so.
And I don't say that to let anyone off the hook on trust.
Be trustworthy - that part doesn't change.

But a buyer who asks questions and listens for thoughtful responses, who looks for proof of claims before they say yes is doing something I want every one of my clients to do: they're thinking for themselves.

That's a leadership behavior. It's why critical thinking is one of The 6 Leadership Muscles. You check what you've been told before you act on it. You don’t just follow blindly.

So where does that leave you?

Two places.

1 - When you're selling, being trustworthy gets you in the door. Don’t expect it to close for you though. It will take more than being authentic. A buyer who thinks for themselves wants to see how you think. Show them how you got to your answer.

That’s how you win with these buyers. They see through hype - and we’re better for it.

2 - When you're the buyer, vet your purchases the same way your best buyers vet you.

That's the correction. Buyers are thinking again, and the sellers who do well in it are the ones who think as hard as their buyers do.

There’s an advantage to be had by working on it. Critical thinking is a muscle. Like the rest of The 6 Leadership Muscles, it gets stronger when you use it.

Yeah, the trust recession is real.

But buyers are shaking the rust off of their thinkers.

The sellers who win will have to do the same.


The Weekly Operating Routine: 4 Tools for Weeks That Compound

Quarterly plans don’t execute themselves. Momentum gets built, or lost, in the way your team operates every week.

The Weekly Operating Routine gives you the four tools to make that rhythm repeatable: the training guide, Weekly Alignment Meeting agenda, Weekly Individual Meeting agenda, and Priority Tracker.

​Get the Weekly Operating Routine →​


👉 Please forward this newsletter to someone! And if you received it, here's how to subscribe.


Build the business you envision,

Nick Berry

🌐 NickBerry.info​
📊
Redesigned.Business
​
🎧 Podcast: The Business Owner's Journey​

​
P.S.
Not sure where to start?
​
🟢 Learn the 5 Stages every expert-led business moves through
🟢 I'll build a (free) 90-Day Growth Roadmap for your business
🟢 See how I work with founders at Redesigned.Business​

​

#golden-1026

This email was sent to Reader. You are receiving this email because you opted-in to our mailing list. ​600 1st Ave, Ste 330 PMB 92768, Seattle, WA 98104-2246
​Unsubscribe · Preferences​

Redesigned.Business, Nick Berry

Growth Advisor for expertise businesses ⚡ Founder, Redesigned.Business ⚡ Guiding Expert Founders out of the Messy Middle ⚡ 4x Inc5k ⚡ 20+ Yr CEO/Founder ⚡ Host: The Business Owner’s Journey Podcast 🟢 Weekly notes for expert-led businesses on business growth, leadership decisions, and navigating the tension between progress and chaos.​

Read more from Redesigned.Business, Nick Berry
Table of founder time allocation across the five stages of the Business Owner's Journey. Leadership goes from 0% to 5%, 15%, 35% and 35%. Delivery goes from 30% to 25%, 25%, 10% and 0%. The biggest shift comes between Stage 3, Machine Builder, and Stage 4

The Golden Thread Clear Vision → Clear Priorities → Clear Path How Much of Your Week Should Go to Leading Your Business? Pull up last week's calendar and do some rough math. How many hours went to delivering the work? How many to selling it? How many to admin? And how many went to leading: setting expectations, developing people, making decisions about where the business goes next? Most founders I ask this can't answer it without looking. When they look, the leadership number is smaller than...

Nick Berry appears in a composite studio portrait showing seven different expressions and gestures, wearing a navy suit and white shirt.

The Golden Thread Clear Vision → Clear Priorities → Clear Path Brand Truth or Web Truth: Which One Do People See? A client of mine is one person. But the web seems to think he’s three people. His website says one job title. LinkedIn says another. A page he does not control says a third. Two pages disagree on the year he started. The bio most people find first has not been touched since 2019. He did not write most of it. Other people wrote it over ten years, and nobody went back to check. He...

Sponsor Scout Rising Entrepreneurship Podcasts index, with The Business Owner's Journey ranked number 10 of 37.

The Golden Thread Clear Vision → Clear Priorities → Clear Path Building a Sticky Business Culture Using Five Key Checkpoints Most business owners recognize the importance of a strong business culture. Few know how to keep it strong once they've built it. The culture at one of my companies earned a Best Places to Work award three years in a row, and the reason it held up was simple: the values were everywhere. They came up in hiring, in reviews, in the weekly meeting, in who got recognized and...