The Pitfalls of ‘Being Right’: Leonardo Freixas on Trust Over Argument in Sales

In a recent LinkedIn post, Leonardo Freixas explores a common yet often overlooked reason why deals stall and momentum is lost: the mistaken belief that simply being factually correct is sufficient to win over clients. Freixas argues that many professionals, himself included, have experienced situations where their well-reasoned arguments fell flat, leading to lost opportunities.

Freixas highlights the subtle dynamic at play, suggesting that the focus on being right can become an “invisible enemy” disguised as professionalism. He points out that clients are not always ready to receive the perfect answer, even when it’s presented. The critical moment, according to Freixas, often precedes the formal pitch or the presentation of logic.

“People don’t decide on the argument first. They decide on you.”

The Decisive Factor: Trust and Perception

Freixas emphasizes that the primary determinant in a client’s decision-making process is not the strength of the argument itself, but rather the trust and relationship established with the individual presenting it. This insight challenges the conventional sales wisdom that prioritizes perfecting the pitch and the logical flow of information.

According to Freixas, the emphasis should shift from merely conveying knowledge to building a foundation of trust. He posits that the difference between success and failure lies not in what one knows, but in what clients are willing to entrust to that person or their solution.

Earning the Right to Solve Problems

Freixas suggests a fundamental recalibration of approach for professionals aiming to close deals and drive progress. Instead of solely focusing on the technical aspects of a pitch or the irrefutable logic of a proposal, the priority should be on cultivating credibility and rapport.

“The difference isn’t what you know. It’s what they trust you with.”

He elaborates on this by stating:

“Before the slide. Before the pitch. Before the logic. People don’t decide on the argument first. They decide on you.”

This perspective implies that professionals must earn the ‘permission’ to offer their solutions. This permission is granted not through sheer intellectual superiority or flawless presentations, but through demonstrated trustworthiness and a genuine understanding of the client’s needs and hesitations.

The Danger of Certainty

Freixas identifies ‘certainty disguised as professionalism’ as a significant hurdle. This occurs when individuals, confident in their own rightness, push forward with their agenda without adequately assessing the client’s readiness or emotional state. The result, as Freixas describes, is a quiet room, a stalled deal, and a lack of shifting momentum, even when everyone appears to be in agreement.

“The invisible enemy is certainty disguised as professionalism. We reach for the answer. They’re still weighing us.”

Freixas’s post serves as a reminder that effective influence in business is a nuanced interplay of competence and connection. While expertise is crucial, it is the trust that clients place in an individual that ultimately unlocks the door to decision and action. He advocates for a strategic approach that prioritizes relationship-building and trust-earning, ensuring that professionals are not just right, but are also perceived as the right choice.