At First, Some Doubted I Could Sell

I realized my intrinsic persuasion by working at a garden center during high school. Selling was a requirement, and I knew nothing about plants. With a Sunset Garden Guide in reach, I asked customers questions on how to help. Eventually, their answers led me to the Sunset guide, which gave expert options on what to buy or do. Many customers shared their reasons for purchasing and the feelings involved. When I played back those words, decisions came faster. Often, they would spend more money.

My first corporate job was at IBM, where I learned to respect the individual and do what is right. Training and unusual situations taught me new techniques for influencing change. Then, IBM's President Class aligned my thinking and perspective with senior executives. However, I also suffered from the flaws of three popular sales methodologies.

Few know I did not start in sales at IBM. Instead, I worked in office management. IBM felt people in administrative jobs lacked a selling demeanor and personality. So, crossing into sales was my leap of faith. I am not pushy, excitable, or reactive. Instead, my mode is grasping hold of, thinking about, and developing a path forward. Over the years, I restored growth in a $1B venture and launched two businesses inside the company.

After IBM. I entered the world of startups. As a VP of Sales, I saw the importance of customer trust and worthwhile products. Of course, startups are risky, which puts a massive burden on the client. However, a sale happens when belief in the founder, vision, and plan and the vision come to pass.

Persuasion is intrinsic. Most founders and leaders are clumsy sellers. To consistently generate sales, they need to understand and avoid ill-suited techniques. My knack and training move leaders away from poor methods and into compelling conversations that motivate change.