The best way to demonstrate your expertise is not always by answers. What separates experts from newbies is making questions. The right kind of questions. Questions where you guide your

That’s the stench of desperation. When sellers try to demonstrate by saying they’re the best option to their customers situations. With the eagerness. The anxiety. The overexcitement. Because they bring

Pop quiz: Price is the amount of money that… A.- the customers pay to receive what the company’s offering B.- the company charges for what they offer.

A price increase might feel like too risk (whatever that price increase is). And when your customer gets back to you with sticker shock, they’ll ask you what justifies it

“If you have to have a prayer session before raising the price by 10%, then you’ve got a terrible business” — W. Buffet Which begs the question: will you be

David C. Baker had a post today about AI. But it hit deeper. To me, it’s one of the most accurate definitions of what generic, inexpert, and pushy salespeople are:

Jonathan Stark wrote this daily email on OpenClaw and how it much makes things easier for him. “As it turns out, it’s pretty hard to explain exactly why OC is

A conversation with your prospect. Maybe was referred to you. Maybe found out about you some other way. And you ask: “Will it help if I send you these? (your

Following, an actual conversation. A new price set. I asked, walk me through the process on how you got to this price. – Well… I grabbed the cost and factored

It’s tricky. It’s risky. But unless you do it, you’ll have others doing it to you. And that’s riskier.

The more you talk: The less you show. The less you listen. The less you understand. Stop coming up with all of the answers. Instead, come up with the right

What if they copy what we have? Yeah. What if? And if so, what about it? They can copy numbers, codes, functionalities, prices, talking points, scripts. And so what? All

Look, to someone who you seem to be expensive, you’ll still be expensive. No matter what you say or how you try to justify your prices. No matter what you

Hamsters hoard. They need it for survival. That’s because they’re so fragile and defenseless to predators. But that’s nature. Now, you can’t have hoarders in your business. That is, unless

Working on proposals, quotations and offers gets into some sort of comfort zone. A zone where you don’t need to push for hearing a No, or where even ghosting is

Your price. At it’s top. No discounts. No words after it. Have you tried doing that? Being in a sales conversation, get to the price part and just say it

Here’s an excerpt of Sir Ken Robinson’s TED Talk on creativity The main point on it is about being prepared to get things wrong. Yet, something that keeps coming back

Some argue that you’re in the service business. And that might be right. It makes sense. But I’d go a bit further. Quoting Ron Baker, “you’re in the transformation business”.

In hospitality (and business) people talk of having a “sense of urgency” to do things at the right time, in the right way, and always taking care of details. But

Stop pitching and trying to convince people. Show up with your prospects to see if there’s a fit, with your willingness to help them see something they don’t see yet.

To be a “thought leader”, they say you need to be authentic, original and come up with new, innovative, disruptive ideas that no one has ever said before. That you

What’s that even supposed to mean: soft skills? Next-level thought leadershit? As you can feel, I have an itch with the term “soft skills”. What’s “soft” about… leadership? communication? empathy?

Sometimes you need time to regroup. Do it with intention. That beats busy-ness. Always.

“There are enough real questions and issues to solve – let’s not solve problems that don’t exist [like stop calling soft skills, something else].” That was a reply to Soft

“We don’t do transactional, we do relationship with our clients.” Everything is transactional. They have different depths, dynamics and trade-offs. Are some business relationship something more, though? And here comes

It’s all about deciding —yes, making a choice where you have the power— where the focus of your business is. Short-term v long-term Serving v service What is v What

Even if you don’t see yourself as THE expert, or the authority to be listened to in the work you do with your clients, THEY DO. Doing what they need

Some say “You need to choose an enemy. This way you and yours will rally together and will make your brand meaningful. ‘Look at Patagonia. They fight climate change.'” Well

Here’s another example of the downside of “choosing an enemy”: introducing animosity. Fabian Geyrhalter Do you want to rally people up? Or to get them ready to war? One is

It’s not about taking a stand against something —an enemy/monster— to change it. Does it help? Absolutely. It’s about defining what you see in a future without that enemy/monster. Reason