Trust Is Non-Negotiable: Navigating the Gray Areas of Honesty in Sales

It’s easy to call someone a liar, even easier if they’re a competitor.

There’s a more effective, diplomatic way to address misinformation without setting the room on fire.

People stretch the truth.

They leave out key facts.

They repeat what they were trained to say, even when something feels off.

That doesn’t always mean they’re intentionally being dishonest. It could be pressure. Poor training. A corporate script. Or just not asking the tough questions themselves.

When something doesn’t add up (you likely know what I mean), it needs to be addressed.

How you address it matters just as much as the fact that you do.

Jumping to "liar" can backfire fast and reflect poorly on you.

I start with the assumption that most buyers want to believe what sellers are saying, they want a solution. Good buyers prioritize clarity over comfort and great sellers know transparency wins long-term.

Trust Your Spidey Sense

There’s a difference between:

Lying – knowingly saying something false

Omitting – leaving out a critical fact that changes the story

Repeating – saying what you were told, even if you’re not fully confident it’s true

In business, these aren't just ethical nuances they are the moments that define your integrity.

As a former sales manager, I saw it in my own team. When I did, I shut it down. My rule was simple: I'd rather lose a sale than lose trust.

Cautionary Tale from the CTV Trenches

In my current role, I hear competitors pitching things I know factually aren’t achievable.

Take the hot trend right now, CTV sports packages. Reputable vendors are promising specific in-game delivery in limited zip codes via programmatic orders (not direct IOs, and definitely not guaranteed). The reality? Massive local scale just isn’t there. I work with the same vendors and platforms. I know the constraints. I’ve even confirmed it directly with supply partners.

I often see what is promised as in-game NFL really targeting Fans of Football. This would not even be considered close in horseshoes or hand grenades.

When I see these offers, I do one of 3 things:

Pass on the RFP.

Tell the client exactly what to expect, some delivery, but not much.

Explaine There are a lot of half-truths in this space. We prefer to show our clients everything. We are the hands on the keyboard, the campaign architects, mechanics, and optimization specialists.

When a client tells me about a competitor’s pitch? I don’t attack. I empower:

If I have a strong relationship with the client, I offer to help dig into the details so they can make the most informed decision possible.

If it is a new relationship, I say if you’re considering it:

Ask them to quantify the expected delivery. Request past performance reports from similar campaigns. Clarify the methodology and reporting standards.

Ask the same level of questions your clients expect from you.

The Gut Check Is Real

We all want to believe a good offer, especially when it aligns with a need. Let’s be honest at one point, we all believed in Santa Claus.

If your intuition is telling you something’s off, it probably is.

You don’t need to be confrontational. A few smart, respectful questions will do the trick:

This might be an awkward question, but I feel like something is missing. Can you elaborate?

That’s a little different from what I’ve heard, can you help me understand why?

This part’s confusing. Could you walk me through it again and send documentation?

Bottom line: Trust is the most valuable currency in business.

It’s hard to earn,

easy to lose,

and nearly impossible to win back.

So protect it. Demand it.

Above all trust your instincts.