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We’ve all heard the saying, people don’t buy from companies, they buy from people.  This concept is at the core of just about every sales training program imaginable, and it’s all about the importance of building trust. When the Zoom revolution took over in 2020, existing business relationships were essentially frozen in time and all new relationships began via video call.  Yes, quality relationships formed, and certainly business was done.  However, think about people you work with now who you have never met in person.  Were you quick to trust them and their company after the first time you spoke on screen, just as if you had met for coffee?  With everyone meeting virtually, I suppose the playing field was even.  While we all sat in our dress shirts and pajama bottoms basking in our productivity, unfortunately sales cycles got longer.  Was it purely macro factors or was it because it took multiple steps to build trust with new prospects virtually?  I don’t know the answer, but I do have a theory.  Once we were able to meet in person again, many were still hooked on video (that sounds so 1985) to the degree that it became the default meeting format. There we all still sat, staring at our screens, thinking about our next meeting, fantasizing about another cup of “coffee” while being pitched.  Partially to fend off muscle atrophy I started making the effort to meet face to face.  I found this to not only be a differentiator, but an accelerator, and I can share actual examples.  I was recommended to help a PE firm address a serious leadership issue at one of their portfolio companies.  We had a couple of calls, and nothing really happened.  I then went to meet the team in person, and we frankly had a blast, mostly sharing war stories.  My travel alone created an opportunity to commiserate about logistical nightmares, family schedules – it’s just became a more authentic interaction.  After that, the dynamic totally changed, and we became trusted partners.  A more recent example was an introduction to someone in wealth management.  Also in another state, I decided to take the person to lunch when I was in town.  Again, sitting together and talking about our days, logistics, simple small talk built instant rapport.  Captive at our table and waiting for our food, we had enough time to talk about our personal and professional experiences.  During the conversation, he shared that he’s on the board of a very cool company, and it occurred to him that I could help build out the executive team.  He asked if I would meet with the founder in person as he felt that most importantly, we needed to connect as people (you know who you are – see you in January!).  Don’t get me wrong, I’m introverted and pro-virtual (don’t even get me started about forcing people to be where they don’t want to be).  Many things can be done via Zoom, but at least for me, relationship building is not one of them.  It’s possible that I’m just ineffective virtually, so establishing the familiarity and level of trust required to begin a commercial relationship takes something different.  Oh, and if it wasn’t obvious from my tone already, transacting business is a great goal, but the most valuable outcome is mutually deciding where to spend your time, talent and treasure!  I would love to hear other perspectives and experiences.

This title might perk up the ears of many I worked with years ago—those who were part of an organization focused on the "3 Es": Energy, Excellence, and Experience, prioritized in that sequence by the CEO when pursuing talent. At the time I had abundant energy and some demonstrated excellence (there's a funny story about that), but virtually no experience. Without the 3Es, I would not have been hired at all and the subsequent decade under the same leadership presented numerous opportunities, despite my inexperience in the various roles I took on across different functions.  Today, part of my job at  Pacific Catapult  is to evaluate and pinpoint leadership capability. I often see job seekers' frustration at not checking the right boxes, which prevents them from getting at-bats. For companies, it's challenging to identify evidence of the first two Es as clearly as the third among sometimes hundreds of candidates. Seeking industry and functional expertise is logical, especially for technical or specialized positions—it's frankly a gamble not to. Yet, I find immense satisfaction in concentrating on potential, talent, heart, and the capacity for growth when deciding to invest in people. Call it pay it forward, but it's also about results. Look for patterns of excellence that go beyond the traditional. For example, in my experience, Eagle Scouts and former Crew team members have consistently delivered outstanding results. Maybe it's the commitment to completion, cold, early workouts, who knows? I would be interested in hearing what others have experienced in terms of success patterns for talent, and by all means, reach out to me if you would like to talk about it or meet some 3E rock stars.