Inhaltsangabe
For the last twenty years we have been training salespeople. One of the most common behaviours we have observed, is resorting to Disloyal Bonding. To be clear, this term means, bonding with the customer in a way that is clearly and explicitly working with that customer, against your own organisation. It is a form of dishonest behaviour, but unlike a lie, this one has many layers of dishonesty, all masquerading as a favour.
Why talk about Strategic Lies? Very often, Disloyal Bonding is not just a habit or an unconscious behaviour, but a policy, a cynical, money grabbing strategy designed to increase revenues at the expense of integrity. This could come from the very top of a huge company and cascade down to managers who are expected to enact this policy and if they are not careful, sell their souls at the same time.
Why is this book about whose side are you on? Because, if you don’t understand what Disloyal Bonding is, how it infects an organisation or how you do it yourself without thinking, then over time, your business will develop a negative reputation. That damaging perception will be being reinforced by your own staff and will eventually damage your business and where you think it’s going, when you thought they were on your side!
One business publisher we approached with this book cynically suggested that business leaders were aware of the lies their staff were telling and were perfectly happy to let this continue as long as they, the leaders, benefitted. We disagree with this perspective. Life is tough enough without being continually lied to, systematically. This book is about the importance of integrity, and how you generate that reputation as a business. If your people are killing that endeavour, you will soon be a company that has no integrity, or potentially a failing brand or business that cannot understand why it doesn’t make any money.
The term ‘Disloyal Bonding’ was coined by Jeremy Blake. We kept on hearing these expressions like ‘I’ve got nothing to do with the pricing…’ or ‘these letters are generated by computer, let me see what I can do…’ or ‘I used to be able to give you an offer…’ or ‘if you tell me you’ve seen the internet rate…’ and he was trying to define it. You’re saying something to the customer that deflects blame for the policies and pricing, the apparent lack of ethics, as though you’re just being paid to do this job by circumstance, with no personal attachment whatsoever to the strategy. Disloyal Bonding perfectly describes this habit, and it’s a habit that is going on right now. Either you are encouraging it, your managers are, or your people are unconsciously resorting to it.
In this book, we will give you many clear examples of Disloyal Bonding in action, and you will want to take immediate action to stop your staff, managers, and yourself from using it. That will be easier said than done: this is a major habit shift for millions of people. But it starts here. With this book. Understanding it and strategising a change programme to eliminate it, whilst you still can, would be the most positive outcome for you and your business.
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Whose Side Are You On?: Disloyal Bonding & Strategic Lies
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