Trust: The Non-Negotiable Foundation for Direct Sales Success – Especially in Times of Change

By Melissa Soete. Melissa is a highly sought-after executive with more than 20 years of experience as an expert in field development and corporate sales and marketing management for direct sales companies. As an Associate of Strategic Choice Partners, Melissa collaborates with companies to help adjust and accelerate their field development efforts.

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The direct sales industry is at a defining moment. Shifting consumer behaviors, and the ripple of fear from high-profile company closures or field compensation restructures have left many questioning their future. During times of slowed growth and uncertainty, one fundamental truth remains unchanged: there is no growth without field trust.

Yet, it seems that many companies are overlooking this essential fact. As they focus on adapting to challenges, they risk forgetting that trust is not just a perk of a thriving business—it is the non-negotiable foundation upon which all success is built. Trust is always necessary for direct sales success, but in times of slowed growth, decline, and transformation, it becomes the single most crucial factor in determining whether a company will weather the storm or collapse under the weight of disengagement and doubt.

Trust is the cornerstone that keeps direct sales organizations thriving. It ensures that field leaders remain engaged, motivated, and willing to share products and opportunities with others. It is trust that compels them to see a future within their companies. When trust is broken, leaders leave—and with them, the heart of the business.

So, how can direct sales executives fortify trust and reignite belief in their business during challenging times? Here are the essential components to building and sustaining trust within your sales field.

 1) Do What You Say You Will Do. ALWAYS!

Nothing erodes trust faster than broken promises. Transparency and follow-through are paramount in direct sales. Leaders need to know that when executives commit to something, they will deliver—on time and as promised.

I once introduced a new technology to the field and confidently stated it would be implemented within three months. One year later, it was finally ready. The delay damaged credibility and caused frustration within the sales field. From that moment, I established a strict rule: do not announce anything until it is ready to launch.

Key Practices:

• Never share a launch date unless the technology is complete and through testing or a product unless it is in-house and ready to ship.
• When setbacks occur, acknowledge them, apologize, and create a new plan so it doesn’t happen again.
• Set realistic expectations and exceed them when possible.

2) Get to Know the Leaders and Top Achievers

A direct sales business thrives on relationships. Leaders are not just numbers on a report—they are real people with aspirations, challenges, and families to support. Taking the time to know them on a personal level fosters a sense of belonging and strengthens trust.

Ways to Invest in Relationships:

• Regularly ask leaders what’s working well and what isn’t.
• Make birthday and promotion calls to celebrate their achievements.
• Host recognition calls for top 10 sales and enrollment leaders.
• Listen more than you talk.

3) Approach Compliance with Understanding and Support

No one likes to feel policed or reprimanded. When addressing compliance concerns, assume the best intentions and educate rather than punish. A leader who unknowingly breaks a policy should feel valued and supported, not attacked.

Effective Compliance Communication:

• Begin with appreciation: “We value you and your contributions.”
• Assume they were unaware: “We assume you may not have known about this policy.”
• Clarify the need for compliance: “To protect the company and ensure fairness, we need you to adjust your approach.”
• When a situation is particularly sensitive, pick up the phone rather than send an email.

4) Communicate Change Thoughtfully

Change is inevitable, but how it is introduced determines its success. When implementing changes, leaders need clear communication, reassurance, and involvement.

Best Practices for Change Management:

• Clearly explain the “why” behind the change.
• Anticipate concerns and proactively address them.
• Inform top leaders first, provide FAQs, and invite feedback before company-wide announcements.
• Leaders who understand and support the change will help the rest of the field embrace it.

5) Value the Passion and Feedback of Your Field Leaders

The loudest voices in your organization are often the most passionate and invested in its success. Their feedback is an opportunity to listen and improve.

Recognizing the Value of Passionate Leaders:

• View concerns and frustrations as constructive input, not just complaints.
• If leaders are vocal, they still care; when they go silent, they’ve emotionally disengaged.
• Act on their insights to demonstrate that their voices matter.

6) Keep Morale High During Business Transitions

During times of transition, leaders may feel uncertain about their future. Encouragement and recognition can keep them engaged while the company builds its next phase of growth.

Ways to Sustain Morale:

• Regularly validate their efforts and express gratitude.
• Send handwritten notes to acknowledge their hard work.
• Organize team events, including fun virtual gatherings.
• Reiterate your belief in their abilities and the company’s future.

7) Foster a Positive Culture in the Home Office

The energy of the corporate team directly influences the field. If negativity about the sales field exists within the home office, it will inevitably be felt by the leaders.

Creating a Positive Internal Culture:

• Avoid and do not allow negative talk about the sales field.
• Recognize that thoughts and words have energy that impacts morale.
• Reinforce a mindset of support, encouragement, and belief in the field’s potential.

8) Change the Compensation Plan Only as a Last Resort

Too often, companies look to compensation plan changes as a quick fix for declining sales. However, if sellers are sharing and not gaining clients and team members, a new compensation plan won’t support growth—it will only erode trust.

Before Adjusting Compensation, Ask:

• Are we tracking your website traffic and cart abandonment rate? Do we know if the number of people coming to the site is declining? Do we know if the cart abandonment rate is increasing?
• Have we optimized the customer experience?
• Is our product proposition compelling enough?
• Are our marketing strategies driving results?
• Have we exhausted all other avenues for growth?

Adjusting compensation to push activity without addressing underlying business issues will accelerate decline rather than reverse it. Focus on strengthening the core business first.

The Bottom Line: Trust is Everything

In the direct sales industry, trust is the currency that keeps businesses thriving. Without it, leaders disengage, morale plummets, and the business suffers. By committing to transparency, investing in relationships, handling compliance with care, managing change effectively, and creating a culture of support, direct sales executives can safeguard trust and inspire confidence in the future.

The road ahead may be challenging, but with trust as the foundation, direct sales companies can navigate uncertainty, retain their leaders, and build a future of sustainable growth.

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