Why F&I Pressure Hurts Customer Trust

Apparently, a lot of us have heard "What’s it going to take to pull this deal into the quarter?" way too many times. The responses to my earlier post this week made it clear: this kind of pressure-packed sales leadership isn’t just common, it’s been normalized. So, for this reflection post, here’s a quick Worden Mini Masterclass (WMM) on what not to do if you're trying to build trust that lasts longer than your fiscal calendar. WMM -> 5 Red Flags of Sales Leadership that Undermine Trust AND What to do Instead if You Want Results that Stick 1. The “pull it into the quarter” play -> Red Flag: Short-term pressure disguised as strategy -> Better: “What’s the customer’s timeline and how can we support it?” -> Deals don’t close faster just because you really, really want them to. 2. Say “relationship selling,” measure “fastest closer” -> Red Flag: Coaching one behavior, rewarding the opposite -> Better: Align comp plans and KPIs with long-term customer success -> Mixed messages confuse teams and kill trust both internally and externally. 3. Ignoring timing as a real business factor -> Red Flag: Acting like urgency is universal -> Better: Treat timing as a discovery topic, not a leverage point -> You’re not accelerating...they’re adjusting. Huge difference. 4. Commission breath :-) -> Red Flag: Desperation vibes at the end of the quarter -> Better: Show calm, confidence, and actual partnership -> If the customer smells fear, the trust is already gone. 5. Obsessing over closed deals instead of retained value -> Red Flag: Short-sighted scoreboard -> Better: Celebrate renewals, expansions, and earned advocacy -> Great salespeople don’t just win deals, they win relationships. Takeaways: -> If your leadership strategy is built on pressure, you’ll get short-term results and long-term churn. -> If it’s built on trust, clarity, and alignment...then you’ll actually build something that lasts.

Customers should not be Victims Yesterday I had an experience at a dealership that reminded me why so many consumers still approach the car-buying process with hesitation and mistrust. A good friend of mine was looking to lease a brand-new Ford F-150 for his 83-year-old father. His dad has never owned a new vehicle in his life — this was supposed to be a big, exciting milestone. He did what most customers do today: submitted an online form. To the store’s credit, they followed up right away and set an appointment. So far, so good. When we arrived, though, the experience quickly went downhill: • Three salespeople were sitting outside the front door, heads down, staring at their phones. They offered a casual hello, but that was it. • The salesperson we had the appointment with greeted us, but never removed his sunglasses when shaking our hands. It might seem small, but looking a customer in the eye matters. • The truck we came to see wasn’t ready. It was “in the back” and “in transport mode” — which meant we couldn’t even drive it. • Inside the showroom, there was a VIP appointment board. My friend’s name wasn’t on it. If you’re going to promote a VIP experience, make sure the customer actually feels like a VIP. • In the salesperson’s office, I noticed his “salesman of the month” plaques on the wall. I complimented him, and his response was: “Those are my victims.” Imagine hearing that as a customer. The negotiation process was predictable: a lease penciled at full sticker price, money factor marked up 300 basis points, and F&I products pre-loaded. When I finally shared my background as a former dealer and consultant, the desk adjusted the money factor but still held the line on everything else. Before we left, a manager told us: “There aren’t many V8 F-150s around, I could sell this to someone else for more money.” And that was it. No relationship built, no empathy for a man about to buy his first new truck at 83 years old, no follow-up afterward. Here’s the takeaway: Every dealership talks about customer experience, but few deliver it consistently. Professionalism matters. Eye contact matters. Small details like an appointment board matter. Most importantly, language matters. Customers aren’t “victims” — they’re guests, they’re relationships, they’re the reason your business exists. That store may eventually sell that truck, but they missed the chance to create a story that family would share for years to come. In today’s market, products are commodities. The only real differentiator is the experience.

🚫 Why Fear, Uncertainty & Doubt Don’t Sell 🚫 Too often in sales interviews (and real-life pitches), people fall back on the scare tactic: 👉 “If you don’t buy this, you’ll fall behind.” 👉 “Your competitors are already doing this.” 👉 “Without this, your business is at risk.” Sounds powerful, right? Actually… It’s short-term and dangerous. 🔍 Here’s why: ❎ Fear erodes trust. The moment you use threats, the customer questions your motives. ❎ It shifts focus away from value. Instead of envisioning growth with you, they start worrying about what else you might be hiding. ❎ No one likes being pressured. People may nod along in the moment, but they’ll walk away thinking: “Do I really want to work with them?” ✅ The strongest salespeople don’t threaten customers into buying. They inspire confidence by showing: ✔️ Clear outcomes ✔️ Tangible ROI ✔️ A partnership mindset ✨ Selling is not about pushing people into a corner. It’s about opening a door and inviting them in.

If the Sale Isn’t Right for the Customer, It’s Not Right—Full Stop Here’s a hard truth: Just because you can close a deal doesn’t mean you should. When you push a close for the sake of your quota, you’re not just damaging trust - you’re sabotaging your long-term pipeline. Customers know when your priorities are self-serving. And the second they feel like a means to an end, the relationship is over. Your role isn’t to sell. It’s to guide. To help the customer make the right decision for them. That’s where the compass comes in. It’s not about throwing out structure, it’s about layering curiosity and emotional connection on top of frameworks like MEDDIC. Think of MEDDIC as your internal playbook, but the compass is your guide to showing up for the customer. How It Works in Practice: Instead of, "What’s your decision process?" try, "How do decisions like this usually get made in your organisation?" Instead of, "Who’s the economic buyer?" ask, "Who typically champions decisions like this internally?" Instead of, "What’s your budget?" ask, "How are you thinking about investing in solving this problem?" These questions respect your prospect’s reality while still uncovering key insights for MEDDIC. The difference? They’re collaborative, not interrogative. They feel human. And that makes all the difference. The Outcome? Trust: Customers who feel heard and respected. Fit: Deals that close because they’re aligned—not forced. Advocacy: Relationships that go beyond transactions and turn customers into champions for your brand. No false urgency. No pressure. No chasing quotas. Selling this way isn’t just better for the customer—it’s better for you. This approach doesn’t just build trust; it converts better. It creates momentum. It builds a pipeline of customers who want to work with you, because they know you’re working with them. Type "BANT is BLX" in the comments if you want me to send you our PipelineTriage™ Express Audit

🤝 The Value of Trust in Financial Advice Over the years, I’ve had the privilege of working with clients from all walks of life: from collecting insurance premiums in council estates to serving the mass affluent, millionaires, and even billionaires. If there’s one unshakable truth I’ve learned, it’s this: trust is the cornerstone of every meaningful relationship in financial advice. When someone trusts you, they’re willing to open up, share their goals, fears, and aspirations—and that’s when you can truly make a difference in their lives. But trust isn’t built overnight. It takes time, consistency, and a genuine commitment to act in the client’s best interest. This is why I’ve always resisted the typical “scoreboard” mentality for new business in my firms. Tracking sales, running competitions for “best adviser,” or rewarding advisers for business development? These systems put pressure on advisers to sell rather than serve, which is the quickest way to erode trust. The reality is, trust can’t be fostered in a high-pressure sales environment. No one wants to feel like they’re being sold to, and no adviser can make sound, client-first decisions when their focus is hitting a monthly target. For new entrants to financial advice, here’s my advice: make sure you can live for three years off your own savings before you start. This may seem daunting, but it gives you a tremendous advantage. When you aren’t relying on immediate commissions to survive, you can focus entirely on what’s best for your clients. You’ll make better decisions and build relationships rooted in trust, not transactions. Unfortunately, this is the opposite of what I see in most firms today—especially larger ones with more than 10 advisers. These firms are typically scoreboard-driven, measuring success by how much business is closed rather than the value delivered to clients. But financial advice should never be about quick wins; it’s about long-term relationships and delivering meaningful value. To anyone considering a career in financial advice—or to those rethinking how they approach their clients—remember: trust isn’t built through sales. It’s earned through integrity, patience, and always putting the client first. #FinancialAdvice #TrustFirst #ClientFocused #expatlifestyle

Pressure Doesn’t Close Deals. Process Does. In sales, there’s one mistake I see too often—treating urgency like strategy. We think faster means better. That speed equals success. That pressure will drive performance. But here’s the reality I’ve learned after years in the field: 🛑 Pressure doesn’t build relationships. 🛑 It doesn’t build trust. 🛑 And it definitely doesn’t build repeatable sales. Sales Isn’t a Sprint—It’s a System. The best deals I’ve closed over the years didn’t come from chasing. They came from clarity, consistency, and a deep understanding of timing. When I reflect on the teams I’ve led and the growth we’ve achieved, there’s one constant: 👉 We don’t pressure people into buying. We help them arrive at the right decision. That requires patience. That requires discipline. That requires believing in the process more than the outcome. Here’s What Truly Moves the Needle: ✅ A predictable system ✅ A high-trust environment ✅ The ability to play the long game And most importantly—the emotional maturity to know when to pause, not push. Overall, in the world of sales, desperation has a smell. And customers can sense it. So instead of chasing the close—build for the comeback. If you want long-term wins, don’t rely on pressure. Rely on process, purpose, and patience. 👇 Have you ever seen pressure backfire in sales? What’s your go-to method for staying grounded during high-stakes pitches? Let’s talk about it in the comments. #BhavikBhandari #SalesLeadership #TrustOverTactics #CXOInsights #ProcessDrivenGrowth #LongGameMindset #B2BSales #LeadershipByDesign #SalesCulture

Strengthening Consumer Trust: Addressing the Mis-Selling of Insurance Products In today’s evolving financial landscape, maintaining transparency and protecting consumer interests are more crucial than ever. Recent remarks by RBI Governor Sanjay Malhotra, as reported in the Times of India, shed light on a pressing issue: the mis-selling of insurance products by banks. Ensuring Customer Protection Governor Malhotra reiterated that safeguarding customer interests remains at the forefront of the RBI’s agenda. The regulator is deeply concerned about instances where banks have been accused of coercively or misleadingly selling insurance policies alongside other financial products. This practice not only undermines consumer trust but can also result in customers purchasing products that may not align with their needs. The Issue at Hand The RBI has received a growing number of complaints regarding banks’ aggressive tactics in selling insurance. Whether it’s during the loan application process or in other banking interactions, there is a clear need for stricter controls and more responsible selling practices. It’s essential that banks prioritize the financial well-being of their customers rather than simply meeting sales targets. A Call for Accountability and Reform The remarks by Governor Malhotra signal a commitment to enforce higher consumer protection standards. The RBI is determined to ensure that all regulated institutions act in the best interest of their clients. This renewed focus on ethical practices should serve as both a warning and an opportunity for banks to reassess their sales strategies and ensure they are aligned with regulatory expectations. Moving Forward For professionals across the finance and insurance sectors, these developments are a reminder of the critical importance of transparency and ethical behavior. As industry practices continue to evolve, maintaining trust through responsible actions will be paramount. Financial institutions must embrace these regulatory efforts and lead by example, ensuring that every customer interaction upholds the highest standards of integrity. By addressing these concerns head-on, we can work together to build a more trustworthy and customer-centric financial environment, paving the way for long-term success and sustainable growth in the sector. What are your thoughts on ensuring ethical practices in financial product selling? Feel free to share your insights in the comments.

Trust, once broken, is a debt too expensive to repay, especially in insurance. IRDAI’s warning to banks about mis selling insurance is a stark reminder of the cracks forming in India’s financial ecosystem. For decades, banks have been seen as custodians of trust, managing the hard earned savings of millions. Yet, the aggressive push to sell insurance products has turned this trust into a transactional relationship, with customers often being the ones to pay the price literally and figuratively. Bancassurance, while a powerful distribution model, has shown its darker side. Banks, motivated by commissions and sales targets, often prioritize selling over suitability. Senior citizens, for instance, are frequently sold long term insurance policies that lock up their savings and provide negligible value. Such cases highlight a fundamental issue: customer is no longer at the center of the conversation. When financial goals take a backseat to aggressive cross selling, system starts to fail the very people it is meant to serve. I discussed this growing issue on the podcast hosted by my friend 🐇 Evyatar Amira, where we delved into how misselling by banks has deeply hurt the insurance sector. Bancassurance model, where banks distribute insurance products was designed to be a bridge of convenience between insurers and customers. Instead, it has often become a breeding ground for unethical practices. The consequences of this are far reaching. Misselling doesn’t just harm individual customers, it undermines the broader insurance sector by eroding public trust. This erosion impacts not only insurance companies but also the banks themselves, as the very foundation of their relationship with customers trust starts to crumble. IRDAI Chief Debasish Panda’s recent comments that selling insurance should be “incidental” and not a core focus for banks is a welcome acknowledgment of the problem. However, let’s not sugarcoat the reality. Damage is already done, and the path to restoring trust will not be easy. Banks must reconsider their role in this ecosystem. Are they here to serve as advisors, guiding customers toward financial security, or as sales agents chasing commissions? Regulatory reforms by IRDAI, such as streamlining compliance and holding insurers accountable for product suitability, are steps in the right direction. But regulations alone won’t solve the issue. As the problem lies in intent and execution. Banks must move away from high-pressure sales tactics, and insurers need to prioritize transparency and customer education. Until these systemic changes occur, the trust deficit will persist, jeopardizing the sector’s long-term growth. Refer attached article for detailed insights.⬇ #InsuranceEthics #BancassuranceChallenges #PolicyInWonderland #CustomerTrust #FinancialIntegrity #IRDAI #InsuranceSectorIndia #LinkedIn

Social media can be suffocating sometimes. Same voices echoing the same ideas and pushing same offers using: • False scarcity • High-pressure sales • Overblown promises But we know it's a gimmick. We know it destroys trust. So why not be honest with your audience? High-pressure sales tactics might close you a deal today but you’ll lose a customer forever. You won’t be able to deliver on your promises. Plus, people don't like feeling cornered. They want to make informed decisions. And promising impossible results? That's setting everyone up for disappointment. That’s not something I do in my own business. That’s not something I help my clients do in theirs. If integrity isn’t at the core of what you do, I’m not going to work with you. I’m sure you can find someone who would. But that’s not going to me.