“Benevolent perceptions take seconds to read, but only seconds to destroy,” said Brodie. ”So, when you say that trust has been lost, it’s very important to be able to describe which trust has been lost, especially if you want to be able to rebuild it.”
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When that happens, Brodie encouraged advisors to look at the client’s perception and feeling about the breach of trust. If the client is disappointed, then the competence perception has been damaged. But, if the client feels betrayed, then the advisor must invest in staff training and support to produce additional good outcomes and, then, the competence perception can likely be rebuilt.
But, if there’s a breach of benevolence perception, he said, “there’s a danger that can never be rebuilt. If they want to try, they’ll need to get ride of the person responsible for the betrayal. Some heads are going to have to roll,” he said.
“Clients are always going to evaluate your intentions as well as your skills,” said Brodie. “You need to be able to give them the information to allow them to make that judgement. I wouldn’t be shy about giving people the information necessary for them to evaluate your skills. You must also be similarly forthcoming in giving them the information that will allow them to evaluate your benevolent intentions. If you don’t, they will still make that judgment anyway, but they’ll just do it without you – and with the danger that they could make the wrong judgement.
