Establishing Trust in Contract Discussions

One bad conversation can stall a deal.  (Let's fix that.) Here's the trap even the best can fall into: ✅ You said, “Can I get 15 minutes?” ❌ They heard, “You’re just a name on my calendar.” ✅ You said, “Here’s our pricing page.” ❌ They heard, “You’d better be ready to commit.” ✅ You said, “Do you have any questions?” ❌ They heard, “I’m done talking, it's your turn to buy.” In client development, tone is strategy. And the difference between pressure and partnership? Just a few words. Because the real challenge isn’t getting time  with a client. It’s making that time count. Here are 12 proven phrases to build trust  (without sounding like a sales rep): 1. “How have things been going with [X]?” → Feels personal, not transactional. 2. “What’s your thinking around [this topic] these days?” → Opens a door, not a pitch. 3. “What would success look like if everything went right?” → Focuses on their goals, not gaps. 4. “What’s one thing you’d love to improve in 90 days?” → Specific, hopeful, and actionable. 5. “What feels risky or fuzzy about this?” → Makes doubt safe to share. 6. “Want to sketch some options together?” → Co-creates instead of prescribes. 7. “Want me to mock up a few paths forward?” → Shows flexibility, not a fixed pitch. 8. “Want to hear how others tackled this?” → Adds value, zero pressure. 9. “What would need to shift to make this a priority?” → Respects their timeline, invites partnership. 10. “Would a custom version be more helpful?” → Tailors the next step to them. 11. “Great point, can we unpack that together?” → Builds trust through collaboration. 12. “What’s the best way I can support you right now?” → Puts their needs first, signals partnership. These phrases do more than sound better. They feel better. Because they reflect how great BD actually works: 👉 With empathy 👉 With curiosity 👉 With clients, not at them Try one this week. It could turn a stalled deal into a deep conversation. Which one will you lead with? 📌Follow Mo Bunnell for client-growth strategies  that don’t feel like selling.

After working with IT firms for years, one pattern repeats: Goodwill works - until scope changes. And don’t get me wrong. Trust is important in the IT space. Many IT businesses are built on: • Relationships • Referrals • Repeat clients The problem is not goodwill. It’s what happens when pressure enters the picture. I’ve seen handshake deals go smoothly - until clients pivot: • “Can we add this feature?” • “What about mobile?” • “Let’s integrate AI while we’re at it.” None of this was discussed upfront.  No scope. No pricing adjustment. No timeline reset. What started as a great relationship turns into: • Finger-pointing • Missed deadlines • Legal disputes Without written agreements, the scope is the first to break. “Build a website” means very different things to different people. • Clients assume ongoing tweaks • Founders assume a fixed deliverable Without clarity, minor misunderstandings snowball into fights over: • Timelines • Payments • Revisions • Sometimes even IP ownership The difference once things are written down is massive. • Verbal understandings rely on memory, and memory is selective • Written terms act as an anchor Once expectations are documented: • Clients treat the project like a shared roadmap • Communication improves • Accountability increases • Disputes drop sharply In goodwill-only arrangements, timelines usually break first. Trust and payments might hold initially because of enthusiasm. But once deadlines slip due to unclear milestones or scope creep: • Frustration builds • Trust erodes • Money issues follow Many IT owners worry that contracts signal distrust. But contracts are guardrails. They let everyone move faster, prevent crashes, and remove surprises. And that's the real trust killer. Another pattern I see often: Founders avoid contracts to dodge uncomfortable conversations. They don’t want to discuss: • Limits • Pricing boundaries • Ownership • Exits So they skip it. Later, those same conversations show up anyway - just worse: • Scope wars • Unpaid invoices • IP disputes • Legal notices Avoiding discomfort early almost always guarantees a much more painful version later. So, the solution? Write things down: • Scope of work and deliverables • Milestones and timelines • Payment terms and schedule • Revision limits • IP ownership • Termination rights • A simple dispute resolution mechanism This alone prevents most conflicts. And for long-term retainers, contracts are even more crucial. Without clear boundaries, clients demand more, and founders burn out. Trust doesn’t disappear when you use contracts. It gets preserved. So when an IT company owner says, “We don’t need contracts, we trust our clients,” This is what I tell them: Trust your clients enough to protect your business in writing. Good intentions fade. Clear contracts don’t. --- ✍ Where has relying on goodwill cost you more than you expected? Share below! 

Without trust, nothing moves in negotiation. Few negotiators have a strategy to build it. You’ll learn six proven moves to build trust, even when time is short or stakes are high. I’ve helped corporate leaders negotiate high-stakes deals in over 30 countries, where trust builds access and leverage. In high-trust negotiations, joint gains increase by over 40%, according to research. Trust isn’t a luxury in negotiation. It’s your license to operate. Yet we often rush the process: ✔ Withhold information ✔ Play it safe ✔ Miss the bigger win Here are six concrete moves from Harvard's PON (Program on Negotiation) to build trust quickly, even with strangers: 1️⃣ Speak their language: Not just industry lingo. Show cultural fluency and listen for nuance. A single word misunderstood can knock you out. 𝘛𝘪𝘱: Prep to show curiosity, not ignorance. 2️⃣ Use your reputation: If trust isn’t built yet, borrow it. Share your track record or get an intro from someone they trust. 𝘛𝘪𝘱: Third-party validation can break early resistance. 3️⃣ Make dependence visible: Highlight how you both need each other to win. Scarcity fosters cooperation; just don’t overplay it. 𝘛𝘪𝘱: Say, "Here’s what only we can offer you." 4️⃣ Offer a no-strings concession: Low cost to you, high value to them? That’s the trust jackpot. 𝘛𝘪𝘱: Gift first, then negotiate. 5️⃣ Label every concession: If you don’t say it’s a concession, they won’t treat it like one. 𝘛𝘪𝘱: Spell out what it costs you and why it matters. 6️⃣ Explain your demands: People default to assuming the worst. A clear rationale for your ask makes you seem fair. 𝘛𝘪𝘱: Even if they don’t like it, they’ll trust it. Trust isn’t a feeling, it’s the outcome of visible, intentional behavior. Which of these six trust-builders do you use most, and which one do you forget? Let me know in the comments. Save this list for your next tough negotiation. ♻️ Share if this made you rethink how you build trust. 

Most deals are lost before they even begin—because trust wasn’t built first. I’ve seen it time and again: teams rush into technical discussions, throwing proposals, terms, and numbers on the table before a single ounce of rapport has been established. That’s like trying to build a skyscraper without pouring the foundation. When I’m brought in to lead negotiations, one of my first priorities is pre-negotiating trust. That means: Understanding the other side’s communication style and priorities before touching terms. Showing genuine interest in their vision, not just pushing mine. Creating space for small wins and early alignment points. When you do this, you remove the friction that kills deals in the opening stages. Suddenly, conversations flow. Complex issues become easier to solve. And timelines shrink dramatically. In high-stakes deals, trust isn’t a “nice to have.” It’s the speed multiplier. Build it early, and the rest of the negotiation moves like water. Raj Brar Mindful Edge Systems™

I had a client lose a $40MM deal. After 18 months of work. The prospect’s final answer: “There’s at least one more year of work to qualify your product.” They didn't lose the deal because their product was bad.  They lost because the sales process felt risky.  They pushed for the sale but forgot to build trust. We have a backward idea that a sales process is a set of hurdles to get a customer to do something. Holding this belief creates friction from the start. It's better to reframe the process as a series of promises, kept. ☑️Every email is sent on time.  ☑️Every meeting starts with a clear agenda.  ☑️Every follow-up is delivered as promised. These aren't sales activities. They are deposits in a 🏦bank of trust. A buyer for a complex solution doesn't just buy your product; they buy your company's ability to execute. Your sales process is their first and best proxy for how you'll behave after they sign the contract. A sloppy sales process signals a sloppy company.  It tells the buyer you aren't a safe bet. The speed of your sale is determined by the speed at which you build trust. Design your process around trust, and the revenue will follow. What's one non-obvious way you build trust during the sales process?

In every client conversation, your words hold power. They either build trust or break it.    Let's face it, people talk... Which means your reputation is built when you're not in the room. I learned this the hard way building GrowRev. I once asked a question that killed a $40K deal: "What's holding you back?" The prospect went ice cold. Months later, I found that I made them feel inadequate.  Which impacted a hell of a lot of future deals, too. Here’s language that breaks trust👇 ❌ “Who’s the real decision maker?” That's just putting down the person in front of you. ❌ “Let me walk you through our process.” Shock, you've made it about you. ❌ “So, what are the next steps?” Clear signal that you're unprepared. ❌ “What’s holding you back?” You're putting the blame on them. ❌ “We’re better than [competitor].” This makes you sound insecure. ❌ “Trust me, this is worth it.” This is a classic example of telling rather than showing. ❌ “There’s no risk here.” They know that’s not true. ❌ “Did I lose you?” Aka, you weren’t paying attention. ❌ “Any questions?” You're handing them the work. ❌ “We need this signed by Friday.” You're putting pressure on the client early. If you're leading with an agenda, people will see right through it. Now, compare that to language that builds trust👇 ✅ “What’s your initial reaction?” You’re inviting honesty. ✅ “Who else should be involved in this?” You respect how decisions are made. ✅ “Take your time.” You’re not desperate. ✅ “Here’s the ROI using your numbers.” You did the work, and have the stats to show it. ✅ “What matters most to you right now?” You’re listening. ✅ “What would make this an easy yes?” You’re clarifying reality. ✅ “What feels like the right next step?” You’re not forcing them to move. ✅ “Here’s how we’d manage the risks.” You’re being real. ✅ “Help me understand how this works on your side.” You’re showing respect. ✅ “If now isn’t right, we can revisit later.” You’re thinking long-term. The difference is simple: The right phrases put the focus on the other person instead of you. I’ve lost deals by saying the wrong thing. But I’ve earned repeat business by slowing down and choosing better words. Your network only helps your net worth if people trust you. And trust is built by knowing what to say and how to say it. If you want more frameworks for building solid client relationships,   My weekly newsletter, Network to Net Worth, is your playbook. Subscribe here 👉 https://lnkd.in/gFp5bEbt. ♻️ Repost to help your network build client trust. And follow me, Rohan Sheth, for more networking strategies.  

Negotiations don’t go wrong—they start wrong. Through my experience, I can often tell within the first 30 minutes whether a negotiation will take a collaborative or positional direction. The early signals—the tone, structure, and mindset of the parties—set the course for either value creation or value extraction. Too often, negotiations begin with adversarial positioning, where each side stakes out demands, focuses on "winning," and sees concessions as the primary path to agreement. This zero-sum mentality is where most negotiations start wrong. The problem isn’t what happens later—it’s how we approach the process from the outset. Do you negotiate how to negotiate before you start negotiating? This is a game-changer. Before discussing numbers or terms, set the stage for success. Consider opening with: "I am here today to help you reduce your risk, cost, and liabilities while improving your profits. Would you be interested in having me assist you with this?" This shifts the conversation from position-based bargaining to problem-solving and mutual value creation. SMARTnership® negotiation flips the traditional approach. Instead of defaulting to competitive bargaining, it starts by identifying asymmetric values, trust currency, and hidden gains that can turn the negotiation into a collaborative value-maximizing process. The real difference lies in: ✔ Mindset: Are we here to protect our own turf or explore mutual benefit?  ✔ Communication: Is the focus on claiming or creating value?  ✔ Trust: Is there openness to share real needs, costs, and priorities? If the first 30 minutes are spent staking positions, debating individual gains, or withholding critical information, the negotiation is already off track. But if we establish transparency, mutual benefit, and creative problem-solving early on, we unlock the hidden potential of the deal. Next time you step into a negotiation, ask yourself: Are we starting right? #Negotiation #SMARTnership #ValueCreation #TrustCurrency Tarek Amine Tine Anneberg Francis Goh, FSIArb, FCIArb Francisco Cosme Gražvydas Jukna Juan Manuel García P. Darryl Legault World Commerce & Contracting BMI Executive Institute #negotiationtraining Daniel McLuskie

Legal doesn’t kill deals. Misaligned expectations do. I’ve been in rooms where you can feel the tension in the air. Sales hesitates to hand a contract to legal, and in-house lawyers silently brace themselves. Every signature feels like a landmine. I’ve heard one in-house lawyer whisper across the table, “I just want to do my job without slowing everything down… but how do I prove I’m being reasonable?” Deals stall. Momentum dies. And everyone -- sales, legal, and leadership -- wonders who’s actually slowing things down. The fear that echoes most often is blunt and human: “If buyers see our terms, they’ll think we’re inflexible or unfair.” Or worse: “What if I approve this and it backfires? What if I look careless?” This is the core of in-house legal leadership: balancing protection with partnership. Protecting the company, yes. But enabling trust and growth? That’s just as critical. That’s where clarity, balance, and courage intersect. Here’s what I’ve learned: contracts aren’t just legal instruments. They’re signals of trust. They can either create friction or accelerate confidence. When your terms are clear, balanced, and independently validated, legal stops being a roadblock. Legal becomes a revenue accelerator. Deals move faster. Buyers feel confident. Teams focus on delivering value instead of defending clauses. It’s not about being soft on risk. It’s about being bold enough to signal fairness, transparency, and reliability before the first redline appears. How are you turning legal from a roadblock into a growth engine? -------- Olga V. Mack Building trust and creating new categories at the intersection of contract intelligence, commerce, and AI. Let’s shape the future together.

Building a business, especially one targeting enterprises, is as much about understanding objections as it is about delivering value. Recently, during a client call, I found myself revisiting a familiar scenario—a moment that mirrored countless conversations I’ve had while growing an agency. When we first started Intelekt AI my idea of selling was almost childlike in its simplicity - We build, they buy, and the journey begins. I couldn’t have been more mistaken. In B2B, the decision-making landscape is nuanced, and the stakeholders have evolved. It’s no longer just the CFO scrutinizing risk; every decision-maker is now focused on de-risking, questioning not just what they’re buying but why they should trust it. Midway through this discussion—caught between hypothetical projections and a detailed back-and-forth—I paused and asked, “What’s the one thing stopping you from signing this contract today?” The response was immediate, “We need to know that you’re as invested in this outcome as we are.” In that moment, I could’ve leaned on the strength of our track record, showcasing all the clients who thrive with our model. But I realized this wasn’t about proof. It was about empathy. Instead of defending our approach, I chose to address their concern directly. But here’s the key: the solution wasn’t to change the essence of our model. It shouldn’t be. Instead, I proposed an adjustment, adding a clause to our engagement that aligned our long-term success with theirs—a mechanism that ensured accountability for their goals without jeopardizing the principles that make our work sustainable. That moment of thinking on my feet, guided by empathy, not only preserved the conversation but likely secured a future client. Here’s what I’ve learned: objections aren’t barriers—they’re invitations. They’re a chance to step into the customer’s world, understand their hesitations, and create solutions that honor both their needs and your own. Empathy isn’t just a strategy. It’s the foundation of trust, and trust is what enterprises buy.

You're probably losing deals because your prospects don't trust you Here's one surprising method to increase trust: Tell the customer what you CAN'T do for them ❌ A lot of mediocre salespeople promise customers the world When a customer says "I need X" or "Can you do Y?", these sellers give a blind yes when their product or service isn't really a fit for the use case These customers either get cold feet because they can't rely on the information Or they buy the product, quickly realise it's not a fit, and churn (every CSM's dream 💀) In a buying world where this sort of overpromising exists, what's refreshing for customers is when you're candid about your limitations Some examples: "We wouldn't be the right fit for the more senior AE roles; our program specialises in junior SDR roles" "Our solution isn't well built for commission-only roles; here's how I'd think about sourcing for those roles" "Our reps wouldn't be looking for contract/part-time roles; here's a provider I recommend you speak to" In doing so, prospects trust you more on the smaller set of things you say you CAN do ✅ And if they're not a fit for those, tell the prospect where to go instead if they need a different solution It builds a good relationship for when they may need your product/service, be at it at their current or future employer How else do you break the pattern of 'salesy' communication to build trust with prospects?