Crack the Code on the Biggest Challenge Facing Business Today by Meridith Elliott Powell

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What if I told you that today’s uncertainty can actually lead to opportunity and growth? What if I told you that disruption, even when negative, can be just what you need to take your company and team to the next level? And what if I told you that when you embrace uncertainty, it can positively drive innovation, employee engagement, and bottom-line results?  

Now, what if I told you that if you don’t address uncertainty; if as a leader, you don’t address the issue, the elephant in the room; if you don’t have a plan and a strategy for turning uncertainty into opportunity, then the three most important areas of your company—innovation, talent, engagement, bottom-line results will actually be negatively impacted? 

Now, what if I told you that inside this ground-breaking research report is the answer to those questions and the key to turning uncertainty into your greatest competitive advantage? 

Click here to download our 2022/2023 original research on The State of Uncertainty and Its Impact On American Business Today. 

In my 2021/2022 report, I presented research and data I commissioned from The Center for Generational Kinetics (CGK) and shared with you:  

• The influence of uncertainty in business, including the resulting emerging challenges  

• How top leaders navigate this uncertainty  

• A proven 9-step formula you and your team can use to leverage uncertainty, creating immediate opportunities and long-term sustainable growth. 

In this new report for 2022/2023, I compare several data points to last year’s data, giving you unique year-over-year insight into whether your competitors are evolving or missing the boat in this time of prolonged uncertainty. With this apples-to-apples comparison, you can identify early trends and patterns your company can leverage to thrive in a constantly changing market.  

I also reveal and analyze our new findings for 2022/2023, including the powerful impact uncertainty has on the biggest challenges facing business today:  

• Sales and marketing 

• Business innovation 

• Talent recruitment, engagement, and retention 

I uncover how your company can transform uncertainty into opportunity in all of these areas. I give you tools for ensuring uncertainty doesn’t negatively impact your organization in these areas, costing you bottom-line results. I also guide you through the three vital phases your company must complete to respond successfully to any crisis.   

As they did in the previous study, CGK gathered data for 2022/2023 from personal interviews, surveys, and focus groups comprised of business leaders across a broad spectrum of industries, tenures, ages, genders, and experience levels. Since the last report, the world has changed even more. Although Covid is still (and probably will always be) a part of our everyday lives, the pandemic is over for all intents and purposes. It’s no longer front and center in the discussion of uncertainty. Inflation, supply chain issues, as well as exhaustion from continued and never-ending uncertainty, and global unrest have taken over. 

The results show how being ready for uncertainty is more vital than ever for businesses and leaders. And they also show a few surprises, like how certain types of leaders have changed their perspective and how that change is impacting their companies.  

Overall, uncertainty remains one of the greatest opportunities for people who know how to use it. It’s a secret weapon for your organization, clients, and team—but only if you shift how you think, feel, and—most importantly—act towards uncertainty.  

In this report, I help you do just that. I analyze uncertainty on a deep level, present ways for you to develop a strong strategy for capitalizing on it, and give you tools for engaging your team in executing that strategy. 

Uncertainty will always be a constant force, but it’s becoming a stronger and more frequent presence year after year. You must be able to use it to your advantage—or risk being passed by in the marketplace. 

Meridith Elliott Powell is a business strategist, keynote speaker, and award-winning author with expertise in business growth, sales, and leadership strategies. She was named One of the Top 15 Business Growth Experts to Watch by Currency Fair and One of the Top 20 Sales Experts To Follow by LinkedIn. Thrive Workbook & Guided Journal—now available from Sound Wisdom—equips businesses, teams, and leaders to leverage uncertainty to drive innovation and organizational growth.

5 Strategies to Create a Structure for Your Sales Calls That Gets Results by Meridith Elliott Powell

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A sales call is a privilege that every sales professional needs to take seriously. The most important thing a business owner has is their time, and you need to make the most of it. Remember, a sales call is not something these leaders grant to everyone. So take it seriously, and go into the sales call with a well-structured plan. 

Whether your business owner has gifted you an hour or just fifteen minutes for the call, you want to ensure you maximize your time and, more importantly, theirs. You need a structure to squeeze as much out of the time as you can.  

Every sale call with a leader, whether it is a cold call or a follow-up call where you hope to close the deal, should be well-designed and focused on the desired result. Here’s a great plan to follow when developing your sales call structure.  

5 Strategies to Create a Structure That Gets Results 

1. First, you want to set the stage – think about how the sales call needs to look and how you want it to flow. Will it be in person or virtual? If in person, are they coming to you, are you going to them, or will you meet them for lunch or coffee? 

If virtual, you’ll want to consider which technology to use and what your video setting will look like.  

Also, start to think about who needs to be involved in the sales call from your side as well as theirs. 

2. Next, you’ll want to create the agenda – so you have a feel for how the call will flow and as a gesture of confidence to your business owner. Providing them with an agenda lets them know what to expect and that this is a good use of their time.  

When you put together the agenda, share it; let the business owner know whom they should ask to attend from their company and who will be attending (position, title, role) from your company. If in person, over lunch or coffee, share the address and parking instructions. If on video, share the technology and the expectation that their video needs to be on. 

3. Now it is time to Craft the Conversation – design how you see it flowing and the steps you will take to cover all the information you want and need to be addressed. How will you open the call and establish rapport? What background information can you present to ensure you show that you understand the industry, the executive, and the challenges?  

What questions do you need to ask to deepen the conversation and gather the information that you need? How will you close the conversation and be respectful of their time? 

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4. Be mindful and thoughtful of your transitions – these are key; remember your time is limited, and you most likely have a lot of ground to cover. So how will you transition from one subject to another? How will you quickly move from building rapport into the heart of the conversation? If the business owner goes off on a tangent, what will you do to bring them back on track? Thinking ahead and planning your transitions during the call will ensure you are prepared and can keep to your agenda. 

5. Last but not least, don’t be too rigid – while structure is important, this is also a sales conversation. When the business owner gives you an opening or brings up a new idea, don’t be so structured that you miss an opportunity. 

Again, a sales call is a privilege. Use your time wisely and effectively. Structuring the sales calls allows you to be prepared, confident, and secure that you can maximize the time you have to engage with the business owner and create a result that is valuable for both of you.  

Meridith Elliott Powell is a business strategist, keynote speaker, and award-winning author with expertise in business growth, sales, and leadership strategies. She was named One of the Top 15 Business Growth Experts to Watch by Currency Fair and One of the Top 20 Sales Experts To Follow by LinkedIn. Discover more critical sales strategies in her book 30 Days to Sales Success: Build More Profitable Relationships, Close More Sales, Drive More Business.

Kick Fear’s Ass by Kay Miller

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Full disclosure: my first sales call was a disaster.  

This happened shortly after I started my outside sales career, just after college. I was the first woman ever hired for outside sales by a company called Amerock. The product: a line of cabinet hardware (knobs, pulls, hinges, and more).  

Amerock wanted to add women to their sales force. The problem was, they were concerned that a woman would be intimidated by calling on the mostly-male hardware market. I convinced them I could do it. I was hired.  

Fast-forward to my first solo prospecting call. I set my sights on a Seattle lumberyard called Blackstock Lumber. Before the call, I’d driven by and studied the layout. I’d packed up brochures and samples. On the day of the sales call, I dressed professionally, right down to the bow tie pinned to my blouse.  

I drove to the lumberyard, and into the parking lot. That’s when things fell apart.  

A huge load of lumber had just been delivered. Men in Levis, flannel shirts and hard hats swarmed in frenetic activity. There I was, a 24-year-old sales newbie. Everyone stared - I stuck out like a sore thumb.  

I slowly pulled into the lumberyard’s parking lot. As I eased my car into a parking spot, I felt my face turn red. I sat there for a moment. Then, to my horror, I watched myself peel a sweaty hand off the steering wheel and shift the car into reverse. I backed out.  

Expletive! As I sped away from my very first sales call, I was furious with myself. I’d chickened out. I’d failed at the exact thing I’d signed up to do!  

Here’s the thing: I didn’t give up.  

After that embarrassing failure, I asked myself, “What’s the worst that can happen?”  I decided NOTHING could be worse than the sick feeling I had after running away in fear. I decided to kick fear’s ass.  

The next day, I went back to Blackstock Lumber. I made it to the door and went inside. That day was the first step in selling a new customer. It took awhile to get to  know the owner and establish a solid relationship. Once I did, I recommended a small Amerock display. Eventually, he upgraded to a larger one. He became a loyal, repeat customer.  

Here’s an Uncopyable Secret: The next time you face the risk of rejection, failure or even looking stupid, ask yourself, “What’s the worst that can happen?” As long as the answer isn’t death, force yourself to push past your fear.  And remember, the biggest opportunities (and sales!) lie outside your comfort zone.  

Famous golfer Jack Nicklaus once joked about facing critical shots during big tournaments. “I still get butterflies,” he said. “I just work hard to get them to fly in formation!”  

Want to make more sales? Decide to Kick Fear’s Ass.  

Kay Miller is an expert on Uncopyable Sales. As the first woman ever hired for outside sales by Amerock, a division of Anchor Hocking, she built her formidable sales career by emphasizing long-term relationships over one-time deals. Kay was later hired by Walker Exhaust, a division of Tenneco and the largest automotive muffler manufacturer in the world. While there, she was named Walker’s Salesperson of the Year, an accolade that earned her the nickname “Muffler Mama.” For more Uncopyable Secrets, order Kay Miller’s book Uncopyable Sales Secrets, available from Amazon, Barnes & Noble, and other fine retailers.

We Don’t Want to Be “Sold,” but We Love to Buy by Kay Miller

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I remember a funny story about my niece, Shawna. When Shawna was little, my mom babysat her every Wednesday. Once when Shawna was about three, my mom told Shawna to pick up her toys so they could go to the store. Shawna’s response: “I don’t like to be telled.”  

Shawna’s three-year-old grammar made us laugh—but we agreed she had a point! None of us like to be “telled.” We also don’t like to be “selled.”  

A few years ago, I bought a new kitchen range (stove and oven combination). Some people spend a lot of time researching a purchase like that. Not me. My husband, Steve, and I went straight to Sears (remember them?). 

The salesperson, Gary, greeted us and asked what we were looking for. Steve pointed at me and said, “She’s the decision-maker.” Gary started with, “Tell me what you’re looking for.” He asked what I did and didn’t like about my current range. He continued to ask more questions, which got me thinking about things I hadn’t considered. “Do you normally cook for just the two of you, or do you like to entertain? Would it be helpful to save time on cooking? How about cleaning up?”  

I told him I’d love a gas stove, but we weren’t plumbed for it. He said, “It sounds like it’s important that the burners heat up quickly.” 

None of us like to be “telled.” We also don’t like to be “selled.” 

After I answered all his questions, he responded with, “Let me show you the range I have.” He led us over to the one he owned. (That’s what he said, and I believed him.) It was electric, but he assured us, “You’ll love how quickly the burners heat up.” He added, “It has a convection oven. It doesn’t need preheating, and it cooks more quickly than the one you have. You’ll spend less time in the kitchen, and the kitchen will stay cooler during the hot summer months. (I’d mentioned that I don’t like to use the oven in the summer for that reason.) In the end, Gary added a personal touch. “I’ll throw in a bottle of this ceramic stove top cleaner. Just like you two, my wife cooks and I do the cleaning up. When I’m done, I use this special ceramic stove top cleaner, and I polish it until it shines.” He added, “That can be Steve’s job!” 

“I’ll take it!”  

I didn’t feel like I’d been sold.  Gary painted a picture of exactly what I wanted, and helped me make a great buying decision. Notice that early in this story, I said, “A few years ago, I bought a new kitchen range.” To be an Uncopyable salesperson: make the “YES” the customer’s idea.  

It’s a simple strategy that’s also an Uncopyable sales secret. The best part? By getting more of your customers to buy, you’ll make more sales.  

Kay Miller is an expert on Uncopyable Sales. As the first woman ever hired for outside sales by Amerock, a division of Anchor Hocking, she built her formidable sales career by emphasizing long-term relationships over one-time deals. Kay was later hired by Walker Exhaust, a division of Tenneco and the largest automotive muffler manufacturer in the world. While there, she was named Walker’s Salesperson of the Year, an accolade that earned her the nickname “Muffler Mama.” For more Uncopyable Secrets, order Kay Miller’s book Uncopyable Sales Secrets, available from Amazon, Barnes & Noble, and other fine retailers. 

Ten Questions Every Business Owner Should Ask Themselves (but Probably Don’t) by Steve Miller

As marketers, we’re often reminded of the important basics: What are our objectives? Who is our targeted customer? Where can we find them? What need do we fill for them?  

As a Strategic Marketing Gunslinger (OK, I’m a consultant), my experience, plus the education I received through the “School of Hard Knocks,” has pushed me to go deeper. I’ve advised corporations and trade associations for 33 years. When I consult, I ask my clients the following questions, and the vast majority can’t answer them.  

Guess what? This creates an opportunity for YOU. Being able to answer the following questions gives you a leg up compared to your competition. Focus on these, think carefully about your answers, and you’ll enjoy an unfair advantage. Commit to conquering them, and they’ll make you Uncopyable.  

So here you go—ten questions every business owner should ask themselves (but probably don’t). How many can YOU answer? 

1. How would you sell against YOU? 
   What gives YOUR product or service the advantage? What gives THEM the advantage? Think about it: if you switched sides, what would you attack/avoid? What are the weaknesses you could go after? This can be a big eye-opener. When you put yourself in the competition’s shoes, you might find some real gaps in your offerings. If so, pay attention to and fix them. 

2. What is your closing rate? 
   If I gave you one hundred new leads, do you know how many customers your company would generate on average? You don’t? Then how can you possibly set annual, realistic, fact-based revenue goals? You can’t. Your projections are just WAGs (Wild A-- Guesses). 
   Unfortunately, you’re not alone—over 95 percent of my consulting clients were unable to answer that question when we first started working together. 

3. Who is your BIG MOOSE? 
   In the language of Uncopyable, we call your Target your “Moose.” But not all Moose are the same. If you’re like most businesses, 80 percent of your business comes from 20 percent of your customers. Basically, if you’re generating $10 million in revenues from 100 customers, then $8 million is from 20 of your customers. These are your BIG MOOSE. 

   
   Who are these people/companies? How can you analyze them to find some type of commonality between them? Are they in a specific industry or specialty niche? Do they all belong to the same country club? Do they have a common unique challenge? Your objective, naturally, is to be able to look for more of them! 

4. What is the long-term value of your average customer? 
   Most businesspeople see a customer from a transactional perspective. How big was the last order? How big can I make the next order? How many orders can I get from them this year? It’s unusual, however, for businesses to see customers from a lifetime-value perspective, but that’s exactly how we should see them! 

   
   I learned this lesson years ago from Stew Leonard, owner of Stew Leonard’s, an east-coast grocery store. Stew told me that he pictured each of his regular customers with a $50,000 label on their forehead. He explained that his average good customer spent $100 per week at his store. He figured if he took good care of them, they would shop once a week for 50 weeks out of the year (two weeks off for vacation). 

   
   He then figured if he took VERY good care of them, they would shop at his store for at least ten years. One hundred dollars per week for 50 weeks for 10 years equals $50,000! Stew went on to say that a $50,000 customer is very different from a $100 customer! Figure it out. How much is the lifetime value of a customer? Then figure out the lifetime value of an average customer. How much would you spend (invest) to generate a customer?  

5. What is your formal referral marketing strategy? 
   How recommendable are you? How many recommendations have you received in the last three months? Almost every business owner I’ve met will tell me their company gets most new customers from referrals. Yet almost every one then admits they don’t have a formal referral marketing strategy! Does this make sense? Our #1 tool for generating new business and we don’t give it our highest priority? We don’t move heaven and earth learning how to build this strategy and we don’t crawl over broken glass to implement one? Here’s a huge tip—be recommendable first and then help facilitate that recommendation. What’s worth talking about GETS talked about…but you also want to help it along! 

6. What marketing tools do you use regularly to fill the funnel? 
   What new tools have you tested in the last three months? The first question may be easy to answer, but not the second. We ALL develop habits and routines. It’s only human nature to get into our comfort zone and want to stay there. If we learn how to use direct mail, what tool do we use over and over? Direct mail! Do we try other new tools? Sometimes, but we often only give them cursory effort. Hey, we tried video marketing once, but it didn’t work! So we go back to the comfort zone and use direct mail. It may not always work, but we have confidence in it and are comfortable with it, so we stick with what we know and keep on keeping on. 

   
   New communication tools are being developed all the time. And our customers develop their own preferences for being communicated with. Some people like to just get e-mail. Some want phone calls. Some want to do Zoom. As we recover from the pandemic, some do, and will, want face-to-face communication. Our job isn’t to expect customers and prospects to bend to OUR personal preference. Our job is to make it as easy as possible for our customers to hear from us.  

7. What business are you in? 
   What business do your customers want you to be in? Say you make widgets. Who cares? Here’s the thing: you might think you’re in the widget manufacturing business, but you’re not. You, my friend, are in the customer satisfaction business. Your customer wants to be satisfied. They want problems solved, challenges met, and sleep uninterrupted. 

   
   Your goal is to have long-term relationships with your customers, right? What are your special abilities and competencies? How do your customers WANT you to use them?

8. How many new customers did you attract in the last three months? How many customers did you lose?  
   You might know the answer to the first question, but what about the second? Look, NOBODY keeps all their customers forever. You will lose customers. This is important to track because you must make sure you've got a funnel filled with quality prospects to replace those you lose. 
   

   The other reality is that you will also occasionally lose a big customer, and that hurts. Big customers are tough to quickly replace. Yet most businesses get caught off-guard when this happens. Developing a strategy that takes just such an occasion into account is critical to your long-term success. 

9. Are you a transactional supplier or a transformational supplier? How do you know?  
   Transactional suppliers are focused on the next sale, the next quarter’s revenues. Transformational suppliers are focused on helping their customers be more successful as a result of their relationship. 

   
   Which brings me to the last and most difficult question: 

10. How much new money did your customers earn last year as a result of their relationship with you?  

    So, how’d you do? I believe the questions are ALL important. I’d suggest you take the time to think about every single question you don’t have an immediate answer to. Each one of these, answered correctly, can help you become Uncopyable.  

To learn more about the strategies and tools to make your company Uncopyable, check out the updated and expanded edition of Uncopyable: How to Create an Unfair Advantage Over Your Competition. Steve Miller is an author, professional/virtual speaker and business advisor. Since founding The Adventure LLC in 1984, Miller’s consulting clients have ranged from solo entrepreneurs to Fortune 100 mega corporations, including Starbucks, Coca-Cola and Procter & Gamble. For your FREE copy of 108 Secrets to Grow Your Uncopyable Business (ebook), go to 108Secrets.com.

How Hunting Moose Can Transform Your Company’s Marketing by Steve Miller

Does your company suffer from low closing rates? If so, there’s a good chance you—or the people on your marketing team—are not hunting moose. 

That’s right, hunting moose. Let me explain. 

Hunting moose is a marketing lesson I’ve carried for years. Today, it makes for the strategic marketing foundation for all my clients as I help them create and maintain long-term relationships with their customers. 

So, what exactly is hunting moose? It’s target marketing—done the right way.  

The reality is, many companies today struggle with effective marketing. Too often they make the mistake of thinking everyone should want or need the product or service they’re selling. They try to sell to everyone. That’s an issue because not everyone is the same. We’re all different, with different needs and interests. 

Here’s why I call it hunting moose. Imagine for a moment the world is a forest. Like any other forest, it is full of different animals—bears, birds, rabbits, deer, wolves, moose, squirrels, etc. Now, your company has made the conscious decision that your product or service is best suited for moose. The moose represents your target market. You’re interested only in moose, not any of the other animals. 

Determining your Market—hunting moose—is the first step in The Marketing Diamond, the foundation of the Uncopyable philosophy. I detail it in my book, Uncopyable: How to Create an Unfair Advantage Over Your Competition. Every successful marketing strategy starts with defining and understanding your moose. 

The trouble is that too many companies cast their net wide—onto all of the animals in the forest in hopes their moose will be among them. But think about this: If I gave you 10 different prospects (all different types of animals including moose), how many would you close? Now, imagine all 10 of those prospects were moose. You can bet your overall close rate would significantly increase. 

A moose is a prospect, but what we’re really after is a qualified lead. A qualified lead not only represents your target market, they also demonstrate a clear interest in your company’s product or service. They “get it” and agree they have a need. That person is a qualified lead. In other words, they’re a hungry moose.  

The easy part for most companies is defining their prospect in terms of geographical location, industry, company size, job function, their role within the buying process, etc. However, there’s a second and very critical behavior prospects must display in order to be a qualified lead. They must show interest. What would cause a prospect to be interested? Consider the following: 

• There’s a specific problem you solve 

• You save them time or money 

• You present them with unique opportunities 

Here’s an example. Let’s say I’m a new car salesperson and, if I were to look at you, there’s a good chance you’d fit the profile of my target. You’re my moose. I think you need to buy a new car. But do you think you need a new car? If you do, then bingo! You might be willing to test drive a few cars and may even leave with a new set of wheels. That’s the power of interest. But if you don’t think you need a new car, then my odds of selling you one are probably slim to none.  

Okay, let’s say you find someone who fits the profile of your target market but, for whatever reason, they display no level of interest. What do you do? In this scenario, you may want to consider a drip campaign. A drip campaign is a communication strategy in which you send or “drip” prewritten content or messages over time (i.e., e-mail newsletters, etc.). This way you are still communicating with them and offering them value through content, but you’re not investing people time. 

The bottom line: Don’t waste time trying to sell to everyone. Look for your moose, and only your moose. Then, give them opportunities to raise their hand (or hoof?) to say, “I’m interested.” Now, you have a hungry moose. Your job of closing them just got a whole lot easier. 

It’s your turn. Go out into the forest, find your moose, and make them hungry. Do that, and your closing rate will skyrocket.  

Happy hunting! 

To learn more about the strategies and tools to make your company Uncopyable, check out the updated and expanded edition of Uncopyable: How to Create an Unfair Advantage Over Your Competition, available from Amazon, Barnes & Noble, Books-a-Million, Porchlight Book Company, Google Play, Apple Books, and other fine retailers. Steve Miller is an author, professional/virtual speaker, and business advisor. Since founding The Adventure LLC in 1984, Miller’s consulting clients have ranged from solo entrepreneurs to Fortune 100 mega corporations, including Starbucks, Coca-Cola, and Procter & Gamble. For your FREE copy of “108 Secrets to Grow Your Uncopyable Business” (ebook), go to 108Secrets.com.  

Sell is a Four-Letter Word by Jennifer Gluckow

It means YOU GOT YOUR WAY and/or MONEY. 

“Jen, I’m not in sales.”  
Wanna bet?  

Here are 6 situations that define why everyone’s in sales: 

• Have you ever negotiated to buy a car? 

• Have you ever negotiated to buy a house? Sell a house? 

• Have you ever tried to get bargains or find things on sale? 

• Have you ever argued about the price of something? 

• Have you ever persuaded somebody to your point of view? 

• Have you ever asked for a raise? 

You, my friend, are in sales.  

You may not consider yourself a salesperson, but you’re still selling (whether you want to admit it or not!). 

Think about the things you “sell.” 

Selling your point of view, your ideas, your choice of where to eat or where to vacation, even what’s for dinner—it’s a sale. A persuasion to gain agreement to your choice, idea, point of view, or action. A sale. 

You need to sell yourself (to a college, to a company for a job, to a potential life partner). NOTE: While there is no price tag attached, you’re still having to communicate your value, build relationships, and close the deal. 

You need to sell your ideas. They may be to your boss, to internal colleagues, or to customers. But regardless of to whom you are selling, you need to communicate your value, build relationships, and close the deal. 

See the big picture? Sales isn’t just a career—it’s a way of life. 

Many people in sales want to believe they help the client. Well, here’s a secret—the best salespeople are helpers. The best salespeople care and are genuine. And the best salespeople believe in themselves, their company, and their product. They believe the customer will be better off with their solution. Sound like you? 

I’ve met a lot of entrepreneurs and small business owners all over the world who love their craft—they love what they’re creating and believe in it, but don’t know how (or want) to sell it. Here’s a clue: a company without a leader in sales is not a company. At least it won’t be for long. 

For many, sales is a dirty word—I get it. You associate it with a sleazy or pushy car salesman (or woman!), or the worst sales experience you’ve ever had. 

Here’s a lesson I learned from my early sales days: In high school I worked in a neighborhood clothing boutique. During my first day on the job, my manager said, “DON’T force anything. If something doesn’t look good on someone else, find them something that DOES look good. DON’T let anyone go home with something that doesn’t look AMAZING.” 

At first, this seemed contrary to selling—wasn’t I supposed to sell the most clothing possible (and thereby make more commission?). Isn’t that why they hired me? To sell? 

After helping a few customers and following my manager’s strict instructions, I realized why she was right. If the customer went home with something that didn’t look right and modeled it for their spouse or their friends, and their “trusted advisors” said, “Ew return it,” they would never trust me (or shop with me again). But if they got the “oooh la la” response, they would be back in a NY minute. And bring their friends. 

The lesson: Tell the truth. Make a friend. Become a trusted advisor and you win. Your job as a salesperson is to help the client. 

No one wants to feel sold. Do you? 

Everyone wants suggestions, recommendations, knowledge, and expertise. 

Customers want to feel like you’re solving their problem, not selling them.  

When you’re genuine and sincere, you build trust. That trust allows you to sell in the future. 

A personal and powerful sales experience: I worked at a company that had salespeople (let’s define them as helpers with sales quotas) and account managers (defined as helpers, without sales quotas). The account managers would sit with the customer a couple times per year to review their account, figure out what was going right, what could be improved, and how we could help. Sounds great, but it was a major problem. The salesperson often didn’t attend those meetings. So during that time, the account managers would become the trusted advisor and the salesperson would lose credibility because they only showed up when it was time to renew the account. Do you show up only when it’s time to collect a check? The account managers were able to recommend products or services based on the trust they built through HELPING.  

LESSON: Be the helper all times of the year. Look out for your customer’s concerns and problems. Check in on their account and make sure they are continuously better off with your solution. Maintain your relationship every day, not just on a sales day. 

 If you produce the best product or service or have the best offer—the best pie, bread, crepe (can you tell I’m hungry?), software, solution of any sort—you need to be able to attract buyers, help demonstrate how they win with your solution, and have the confidence to ask for the sale. 

Everyone is in sales. You’ve probably been selling since you were five years old, you just don’t call it that.  

Take a hint from Zig Ziglar: “I have always said that everyone is in sales. Maybe you don’t hold the title of salesperson, but if the business you are in requires you to deal with people, you, my friend, are in sales.” 

Admit it, you’re in sales. Now go sell something. 

The original post appeared here on Jennifer Gluckow’s website. Her book Sales in a New York Minute: 212 Pages of Real World and Easy to Implement Strategies to Make More Sales, Build Loyal Relationships, and Make More Money is available from Amazon, Barnes & Noble, and 800-CEO-READ.