9 Beliefs of Remarkably Successful People

By Jeff Haden, INC.com

The most successful people in business approach their work differently than most. See how they think–and why it works.

I’m fortunate enough to know a number of remarkably successful people. Regardless of industry or profession, they all share the same perspectives and beliefs.

And they act on those beliefs:

1. Time doesn’t fill me. I fill time.

Deadlines and time frames establish parameters, but typically not in a good way. The average person who is given two weeks to complete a task will instinctively adjust his effort so it actually takes two weeks.

Forget deadlines, at least as a way to manage your activity. Tasks should only take as long as they need to take. Do everything as quickly and effectively as you can. Then use your “free” time to get other things done just as quickly and effectively.

Average people allow time to impose its will on them; remarkable people impose their will on their time.

2. The people around me are the people I chose.

Some of your employees drive you nuts. Some of your customers are obnoxious. Some of your friends are selfish, all-about-me jerks.

You chose them. If the people around you make you unhappy it’s not their fault. It’s your fault. They’re in your professional or personal life because you drew them to you–and you let them remain.

Think about the type of people you want to work with. Think about the types of customers you would enjoy serving. Think about the friends you want to have.

Then change what you do so you can start attracting those people. Hardworking people want to work with hardworking people. Kind people like to associate with kind people. Remarkable employees want to work for remarkable bosses.

Successful people are naturally drawn to successful people.

3. I have never paid my dues.

Dues aren’t paid, past tense. Dues get paid, each and every day. The only real measure of your value is the tangible contribution you make on a daily basis.

No matter what you’ve done or accomplished in the past, you’re never too good to roll up your sleeves, get dirty, and do the grunt work.  No job is ever too menial, no task ever too unskilled or boring.

Remarkably successful people never feel entitled–except to the fruits of their labor.

4. Experience is irrelevant. Accomplishments are everything.

You have “10 years in the Web design business.” Whoopee. I don’t care how long you’ve been doing what you do. Years of service indicate nothing; you could be the worst 10-year programmer in the world.

I care about what you’ve done: how many sites you’ve created, how many back-end systems you’ve installed, how many customer-specific applications you’ve developed (and what kind)… all that matters is what you’ve done.

Successful people don’t need to describe themselves using hyperbolic adjectives like passionate, innovative, driven, etc. They can just describe, hopefully in a humble way, what they’ve done.

5. Failure is something I accomplish; it doesn’t just happen to me.

Ask people why they have been successful. Their answers will be filled with personal pronouns: I, me, and the sometimes too occasional we.

Ask them why they failed. Most will revert to childhood and instinctively distance themselves, like the kid who says, “My toy got broken…” instead of, “I broke my toy.”

They’ll say the economy tanked. They’ll say the market wasn’t ready. They’ll say their suppliers couldn’t keep up.

They’ll say it was someone or something else.

And by distancing themselves, they don’t learn from their failures.

Occasionally something completely outside your control will cause you to fail. Most of the time, though, it’s you. And that’s okay. Every successful person has failed. Numerous times. Most of them have failed a lot more often than you. That’s why they’re successful now.

Embrace every failure: Own it, learn from it, and take full responsibility for making sure that next time, things will turn out differently.

6. Volunteers always win.

Whenever you raise your hand you wind up being asked to do more.

That’s great. Doing more is an opportunity: to learn, to impress, to gain skills, to build new relationships–to do something more than you would otherwise been able to do.

Success is based on action. The more you volunteer, the more you get to act. Successful people step forward to create opportunities.

Remarkably successful people sprint forward.

7. As long as I’m paid well, it’s all good.

Specialization is good. Focus is good. Finding a niche is good.

Generating revenue is great.

Anything a customer will pay you a reasonable price to do–as long as it isn’t unethical, immoral, or illegal–is something you should do. Your customers want you to deliver outside your normal territory? If they’ll pay you for it, fine. They want you to add services you don’t normally include? If they’ll pay you for it, fine. The customer wants you to perform some relatively manual labor and you’re a high-tech shop? Shut up, roll ’em up, do the work, and get paid.

Only do what you want to do and you might build an okay business. Be willing to do what customers want you to do and you can build a successful business.

Be willing to do even more and you can build a remarkable business.

And speaking of customers…

8. People who pay me always have the right to tell me what to do.

Get over your cocky, pretentious, I-must-be-free-to-express-my-individuality self. Be that way on your own time.

The people who pay you, whether customers or employers, earn the right to dictate what you do and how you do it–sometimes down to the last detail.

Instead of complaining, work to align what you like to do with what the people who pay you want you to do.

Then you turn issues like control and micro-management into non-issues.

9. The extra mile is a vast, unpopulated wasteland.

Everyone says they go the extra mile. Almost no one actually does. Most people who go there think, “Wait… no one else is here… why am I doing this?” and leave, never to return.

That’s why the extra mile is such a lonely place.

That’s also why the extra mile is a place filled with opportunities.

Be early. Stay late. Make the extra phone call. Send the extra email. Do the extra research. Help a customer unload or unpack a shipment. Don’t wait to be asked; offer. Don’t just tell employees what to do–show them what to do and work beside them.

Every time you do something, think of one extra thing you can do–especially if other people aren’t doing that one thing. Sure, it’s hard.

But that’s what will make you different.

And over time, that’s what will make you incredibly successful.

Jeff Haden learned much of what he knows about business and technology as he worked his way up in the manufacturing industry. Everything else he picks up from ghostwriting books for some of the smartest leaders he knows in business. @jeff_haden

Principles of Persuasion

By John Boe, Publishers-Edge

Sales Tips Persuasion  leads to success
Persuasion is key to success in life

Whether you’re conducting a one-on-one interview, motivating your sales team or delivering a keynote address, your success as a leader is defined by your ability to persuade with clarity and passion. In fact, you might say that leadership is synonymous with effective communication. According to Harvey MacKay, author of the book Swim With the Sharks, “The No. 1 skill most lacking in business today is public speaking…the ability to present oneself.” If you want to stand out from the crowd, get promoted or develop an award winning sales team you need to polish your communication and persuasion skills.

Throughout history, our most admired leaders are remembered primarily for their ability to instill courage and inspire confidence.

Just think how different this world might be without the calming reassurance of FDR’s fireside chats or Churchill’s defiant eloquence. President Kennedy once remarked that Winston Churchill had the ability to take the English language to war.

Churchill clearly understood the power of words and said that he had the English language deep in his bones. He would spend hours at a time rewriting and rehearsing his speeches and as a result, Churchill galvanized a nation with his words.

When We Communicate Effectively We Succeed!

Whether you’re in commission sales or on a salary, your income and career advancement are directly linked to your ability to communicate and persuade. The higher you climb the corporate ladder, the more you will be called upon to speak. It doesn’t matter whether you’re an agent selling an insurance policy or a manager goal setting with a sales rep, if you want to focus attention and gain consensus, paint word pictures.

In her book, Knockout Presentations, communications coach Diane DiResta suggests using vivid language, “Metaphors transport the listener to a different dimension. They grab hold of the mind and stimulate the imagination. The brain thinks in pictures, not words.” Analogies, metaphors, stories and anecdotes all work together to help you create vivid word pictures to keep your listeners emotionally involved.

Communication Strategies

Psychologists tell us that we are born into one of four primary temperament styles; aggressive, expressive, passive or analytical. Each of these four styles requires a different approach and communication strategy. For example, words that would appeal to a person with the aggressive style may alienate and actually destroy rapport with the passive style and vise versa.

If a leader is to influence colleagues and customers, he or she must be able to quickly and accurately recognize each of these distinct behavioral styles and adapt accordingly. During your next presentation, make an effort to identify the temperament style you’re presenting to and use as many of these emotionally charged words as possible.

The aggressive, bottom line Worker style is results oriented.

They ask “what” questions. Workers value achievement and fear loss of control. When presenting to this buying style use these


Control * Flexibility * Work * Bottom line * Power * Challenge *

Speed * Money * Functional * Results * Goals * Options * Hands on * Quickly * Freedom * Immediately

The expressive, emotional Talker style is people oriented.

They ask “who” questions. Talkers value recognition and fear loss of prestige. When presenting to this buying style use these


Fun * Entertaining * Creative * Friendly * Simple * Incredible * Exclusive * Improved * Prestige * New * Ultimate * Spontaneous * Exciting * Enjoyable * Cash * Adventure

The passive, harmonious Watcher style is service oriented.

They ask “how” questions. Watchers value appreciation and fear conflict. When presenting to this buying style use these words:

Support * Service * Family * Harmony * Dependable * Caring * Cooperation * Helpful * Easy * Sincere * Love * Kindness * Concern * Considerate * Gentle * Relationship

The analytical, cautious Thinker style is quality oriented. They ask “why” questions. Thinkers value accuracy and fear being viewed as incompetent. When presenting to this buying style use these words:

Safe * Scientific * Proven * Value * Learn * Guaranteed * Save * Bargain * Economical * Quality * Logical * Reliable * Accurate * Perfect * Security * Precise * Efficient

Magic Words and Power Phrases

Over time marketing researchers have consistently found that

certain “magic words” used in phrases and combinations were so compelling that sales followed the ads just as predictably as spring follows winter. Here are some power phrases that will create interest, generate enthusiasm and motivate people to take action!

Guaranteed success * Live your dreams * Fast, easy access * Unlock your potential * Accept no substitute * Time tested * Go with a winner * The results are in * Extra savings * One-stop shopping

While it might be true that some are born with a silver tongue, most people, like Churchill, have to work at developing their communication skills. A good way to improve your public speaking is to engage the services of a communications coach, attend Dale Carnegie training or join a local Toastmasters Club.

Developing the ability to speak with power and passion takes time and effort to master, but it will pay off in big dividends.

John Boe presents a wide variety of motivational and sales-oriented keynotes and seminar programs for sales meetings and conventions. John is a nationally recognized sales trainer and business motivational speaker with an impeccable track record in the meeting industry. To have John speak at your next event, visit www.johnboe.com or call 877 725-3750 . Free Newsletter available on website.

Naviga hosts focus group of local area college students

USF and UT students join Naviga for a focus group about recruiting and job search for colleges
USF and UT students join Naviga for a focus group discussion on college recruiting

This week, Naviga talked to local college students about how to reach out to them about jobs and interest them.  Often, it is more difficult to recruit a college student than it is for a senior-level executive.  We wanted to find out why! Feedback from the discussion will be coming shortly!

Make Giving Quality Referrals Easy for Your Client

By Paul McCord, SalesHQ

One of the critical parts of generating a large number of quality referrals, of course, is getting quality referrals as opposed to just getting names and phone numbers. But at times, despite your efforts go get quality referrals from your client, they simply cannot or will not think of anyone to whom to refer you.

Nevertheless, you need not walk away without a number of quality referrals.

In order make sure you get the referrals you want—and to increase the number of referrals the client gives you—you must do your own homework well before you meet your client to ask for referrals. Homework simply consists of putting together a list of people you have good reason to believe your client knows and to whom you would like your client to refer you.

How do you create this list? Knowing your client is the first step. During the course of the sale you need to be aware of everything you discover about your client. Does he or she have signs of membership in organizations in their office or home? Are there bumper stickers on their car? Photographs that might indicate involvement in organizations or clubs? Has the client referred to a meeting or some other indicator of involvement? Can you gather information about past employment, other vendors or customers?

All of the above are relatively easy ways you can investigate who you client might know. Lets look in more detail at some of these possibilities:

Memberships: If you meet your client in their office or home office, you will often have the opportunity to discover their memberships by simply looking around the room. Do they have plaques from the Lions Club or Chamber of Commerce? Membership directories from an industry association on their bookshelf? Photos of them at an organization gathering?

Bumper stickers/Lapel pins: Some people advertise their political or social associations on their car. Though not a guarantee, if you notice a bumper sticker it is often a sign that they have a commitment to the organization or movement represented by the sticker. Lapel pins from an organization or association almost guarantee involvement by your client. Few wear the pins who are not active members.

Vendors/Customers: Simply investigating whom the individual deals with can give you great insight into whom the client might be able to refer you to. Does he or she or their company sell to or buy from someone you are interested in getting in front of?

Awards: Are you aware of any awards your client has received from any group, association, client, or vendor?

Emails: Some clients will put you on their social email list when they send copies of articles, jokes, etc. that they think are of interest. Often these lists are sent to a large number of individuals and all of the recipients names are in your email header. Most people will simply delete these emails without a thought. Don’t! Examine the names of the other people the email was sent to—sometimes you’ll find some amazing names. I’ve received emails with the personal email address of nationally known sports, political, entertainment and business figures. Most of the time I have no reason to ask to be referred to these people, but if I ever want to be referred them I know who to go to ask for the referral—and I already have their email address in my database.

Family: Are there photos of their kids playing sports? What school or team do they play for? Has your client mentioned anything about their spouse having to do something with an organization or association? Who does their spouse work for?

Past employers: This can be a particularly lucrative area to investigate. Most people have worked for several companies during their lifetime and often they will still have contacts at their past employers. If your client has worked in a capacity where they had the contacts you want, take note.

If you take the time and effort to do a little investigation, you should have at least a few areas to investigate further. Once you have your list of associations, vendors, past employers, etc., explore those organizations to determine whom within the organization you would like to be referred to by your client.

If they are members of the chamber, make a list of several chamber members you know you want to meet. If they are a member of an industry association, what other companies would you like to sell? Who in that company do you need to be referred to in order to have the best shot at selling them? Are any of your client’s past employers of interest? How about your client’s spouse’s employer?

You will need to investigate each of the organizations, companies, associations, etc. to discover whom you want to meet. You’ll need to come to the referral meeting with a list of 15 to 25 names to insure that your client will know at least a few of the people and will be comfortable referring you to them.

During the referral meeting, go over your client’s referrals first. If, after your client has finished with his list, there are individuals on your list that your client has not mentioned, take a few minutes and ask your client about each person on your list.

Of course, you want more referrals from your client in the future. Start preparing for your future referrals during your client acquisition meeting. Note during the meeting how your client reacts to each of the people you bring up on your list. If, for example, you have three people each from three different organizations, but your client really doesn’t know or is not comfortable referring you to any of the people from two of the organizations but is willing to refer you to all three of the people from the third organization, make a note to approach you client about more individuals from the third organization at some point in the future. Also, note where the referrals your client had prepared came from. Were they all family and friends? All business acquaintances your client only knows casually? Are they all vendors? All people within his company? Who your client refers you to will give you a strong indication of both how well he trusts you and where you might be able to make future suggestions about people you would like to be referred to.

Do not contact any of the people on your list by using your client’s name without his or her explicit permission. Trying to manufacture referrals is a surefire way to lose credibility with both your client and your prospect. If you contact someone on your list your client has not referred you to, it is OK to mention you have done work for your client, but don’t imply the client referred you to the prospect.

You can easily double or triple the number of high quality referrals you receive through careful listening and observation. Every client you have knows people and companies you would like to be referred to. Unfortunately, clients often forget about those potential referrals. Your job is to help your client make quality referrals—the easier you make it for your client to give you quality referrals, the more referrals you’ll receive.

Paul McCord of the Sales and Sales Management Blog may be reached at pmccord@mccordandassociates.com

I Sell, You Sell, We Sell, They Sell – Let’s Be Proud Of It!

By Jonathan Farrington

Business people, certainly here in the UK – and I have every reason to suspect that it is the same everywhere else – have devalued selling for far too long: In fact some unenlightened managers with a very narrow commercial band-width, have even convinced themselves that they would do better if they did not employ salespeople – after all good products sell themselves, don’t they? As a consequence, until very recently, salespeople have done everything possible to avoid calling themselves “A Salesman” or a “Saleswoman”.

When was the last time you were introduced to a professional salesperson who when you asked what field they were in, said openly, honestly and with pride: “Oh, I sell”

No, rather most salespeople prefer to disguise their true job title behind euphemisms such as: “Sales Engineer,” “Business Development Manager,” “Account Executive,” “Technical Consultant” etc. But nowadays we have to accept that we all sell everyday – doctors, lawyers, estate agents, architects, politicians, teachers, accountants…. The baby crying in the pram is selling to be picked up; the dog tugging at your trouser leg is selling to be taken out for a walk (unless he is someone else’s dog, in which case he is trying to bite you) – but you take my point.

In the commercial arena, the fact remains that anyone who is in business has to sell themselves and their products – and the so called “Captains of Industry” – Branson, Roddick, Marshall, Hanson, Gates, Dell and Co. are thought to be amongst the best salespeople in the world.

It therefore follows that the quality and success of our salespeople will ultimately determine the success of our business: Certainly the world has become more competitive and in order to survive and prosper we need to continually expand and develop the skill sets of our sales teams.

Sir John Harvey-Jones said “Most companies fail not in their attempts to be innovative or creative. In this country most of them fail because they undervalue the importance of professional selling”

Unfortunately, the task of selling never becomes any easier and as competition continues to intensify, sales people will face issues that can be extremely difficult to deal with e.g. decreased product uniqueness, increased competition within ‘safe’ markets, longer sales cycles and shorter product life spans. Every organisation that intends to survive in a continually “re-engineering” environment, must, in my view, respond to those realities.

In summary: Our commercial functions, particularly the sales team, represent our forward line, if they are not scoring regularly we cannot possibly achieve our overall commercial objectives – i.e. nothing happens until somebody sells something and all that investment in costly accounting software, new office equipment, expensive IT systems etc. will count for nothing.

We can therefore say with complete confidence, that selling really is the key factor in the total marketing process.


By Jill Harrington, SalesSHIFT Blog

I’m constantly on the lookout for good studies on sales performance and best practices. Statistics have always interested me. But what’s more important than the research findings is the implication of these statistics to our ongoing sales success. Here are what I believe to be seven statistics that every seller needs to know. Some, at first view, are frightening. But take a close look and you’ll see BIG opportunity in these numbers. And, to help you take advantage of this knowledge, I’ve provided my insights on how to turn these scary stats into competitive advantage and sales producing facts.

#1    On average … it takes 8.4 tries to reach a live prospect on the phone.

Unfortunately many sellers approach prospecting with the expectation that the prospect will return their first call or will be waiting at their desk for a follow up call. When this doesn’t happen the average seller gets frustrated and gives up calling after 2 or 3 tries. But who wants to be average?

Jill’s insight: Prospecting is a warm process. Not a cold event. Just because it’s a good day for you to make a sale doesn’t mean it’s the right time for the prospect to buy. Lower the “8.4” by making sure that, before you pick up the phone, you have a valid reason to call from the customer’s point of view. Do your homework and take the time to create a clearly articulated message of high value to this prospect now. And, knowing that prospecting is a process, plan a relevant “access campaign” – a multi-method approach that delivers relevant high value information over time to this contact – so that you increase their sense of urgency and you position you to be top of mind when the time is right.

# 2    A scant 4% of prospects appreciate persistent calling, while more than 70% say it is irritating.

How can this be? We’ve had it drummed into us that persistence pays. And now that we understand that prospecting is a process, surely we need to be persistent!

Jill’s insight: Before you ditch persistence as a positive sales attribute let’s be clear … persistence is good. Provided you deliver messages of high and current value to the prospect. I know I’m beginning to sound like a broken record but I believe that the root cause of this painful statistic is the flood of uninspired, ill-prepared follow up calls informing prospects, “I’m just calling to check in” or “I sent you an e-mail and haven’t heard back” or “I haven’t heard from you in a while and want to remind you all about me.” Hearing this 8.4 times would certainly put me in the 70% who feel irritated!

#3    92% of sales organizations raised quotas last year and it’s a trend that’s not going away.

Now that’s a scary stat – especially when the economic trend is one of unpredictability. What happens when we’re under immense pressure to bring in more sales? We chase any lead, we accept every meeting, and we go after the low hanging fruit believing we’ll close more deals faster.

But wait! Here’s scary stat # 4 … Studies show that the “no decision” rate today is 24%. Which means, on average, 24% of the opportunities you pursue result in “no deal.” Nobody wins – not you, not the competition, not even the client. The opportunity falls into the black hole and simply goes away.

Jill’s insight: With quotas rising annually you can’t afford to waste your precious, and limited, time on deals that will end up in the black hole. So strengthen your qualification and discovery skills. Prepare insightful questions ahead of time – not just about the opportunity, but also about the purchasing process, criteria, motives, and stakeholders. Be crystal clear as to how this opportunity contributes to your prospect organization’s strategic objectives … and how it ranks in terms of current priorities to key stakeholders. If you can’t obtain, or are being denied, this information … proceed with caution or move on.

#5 When it comes to analyzing why we lose a bid only 23% of sellers involve the customer. Even more frightening is that only 16% of sellers involve the customer when analyzing why they win a new sale.

Jill’s insight: A larger percentage of sales teams conduct a “self-analysis” as to why they believe they won or lost a recent bid. But think about it. The only person who knows the exact reason(s) for the outcome in any sales situation is your customer. And things are not always what they seem. While price is the most common reason provided to sellers who lose bids, it’s rarely an accurate picture.

Be willing, and able, to masterfully interview customers who choose to go with your competitor. Seek out all of the reasons for their decision and specifically what you might do better in the future to assure your success. And, when you win, thank the customer, get their perspective on what specifically clinched the deal for them and, most importantly, leverage these reasons in future prospecting messages and bids.

#6    99% of customers feel that it is important that vendors come to a first meeting well prepared and that they already understand the customer’s business and industry.

Jill’s insight: To add to this research finding … when salesSHIFT asked a select group of buyers about their #1 pet peeve relating to sales people the response was, “I wish that sales reps would take the time to understand me and my business.”

Who can blame them? Knowing your customer is a prerequisite for any productive sales conversation. With the vast number of resources available to us to obtain people, company and industry information we should be embarrassed to pick up the phone, or go to a first meeting, without a good understanding of who we are talking to, their company’s interests, and the state of their industry.

At the very least check out their website, news releases, president’s message. Look up people and companies on LinkedIn, InsideView, Google and other available data sources. Use this information to create relevant prospecting messages that center on the customer, and to come to a first meeting prepared to share your understanding and to ask insightful questions.

#7    Almost 75% of sellers believe that their sales approach differentiates them from their competitors. Yet only 3% of their customers say they do this extremely effectively.

What this says to me is that an awful lot of sales pros are out there thinking their sales approach is working its magic. And it’s not!

Jill’s insight: This represents a massive opportunity for those of you who recognize that the world we sell into has changed dramatically and, as a result, we need to regularly take stock of our sales approach and how aligned it is – or isn’t – with how our market buys. The smartest sales organizations realize we live in a time when product and service benefits no longer provide adequate differentiation. And that one’s sales approach – how we act and interact with our prospects and long term customers – is one of our most powerful sources of differentiation. Why? Because as this statistic shows … so few sellers do this well.

Good selling!

Statistics were extracted from the following studies: “Sales Performance Optimization Study” conducted by CSO Insights, USA and “What Really Matters in B2B selling”, an international study conducted by Infoteam, Switzerland.

The prospect was too busy to buy

By Michael Boyette

Editor’s note: Greatest Sales are true accounts of how successful salespeople closed the deal despite sales objections, buyer inertia, cutthroat competition and other obstacles. This salesperson, who sells electrical equipment in a western state, was facing a problem many salespeople encounter: a distracted buyer.

My boss was constantly reminding me that I needed to prospect efficiently. “Don’t waste your time on prospects that have no potential,” he’d say. “Think of them as stone cold.”

There was one account in particular that I’d been pursuing for months with no success, and my boss insisted I stop calling on them altogether.

But things change. One day I learned that the prospect had announced plans to begin a major expansion.

Hold your horses
We sell electrical components used in the company’s products, and if they were expanding their plant, they’d be needing more components. So I called and asked to set up an appointment.

“Your timing is really bad,” the prospect told me. “Things are crazy around here,” the buyer told me. “I don’t have time to even think about your components, much less meet with you.”

That was good news for me.

Why? Because this prospect was operating in crisis mode. Sooner or later, there was a good chance that someone would drop the ball.

And I was determined to be right there to pick it up.

To do that, however, I’d have to do the sort of the planning that the buyer should have been doing. Fortunately, I had other customers who’d gone through similar expansions, so I knew the pitfalls.
For example, I thought about an existing client who’d very quickly doubled his capacity a couple years ago. It was chaos. We got called almost weekly with urgent demands: “Can you get us a shipment yesterday?” So I checked with my wholesalers to be sure we had enough inventory and could deliver overnight if needed.

‘How to Unseat an Entrenched Competitor: Selling Techniques That Work’

Stayed on his radar screen
Two weeks later I called the buyer back again. He was still too busy to meet. “No problem,” I said, “I just want you to know that if you get in a bind, we have a full inventory and can rush an order if you need it.”

Just three days later, he called.

His current supplier was out of stock on critical parts. If he couldn’t get them immediately, the whole project would be delayed. Could I help?

Of course I could.

I got the product delivered on time and, sure enough, they ordered more a few weeks later. And then more. And more.

All’s well that ends well
That was 18 months ago and today I’m their main supplier of electrical components on their core product line. And they’re one of my largest accounts.

Eventually, I told my boss why I’d decided to pursue this “stone cold” prospect despite his orders to the contrary. He laughed. “Ignore me all you want,” he said, “as long as you bring in sales like these.”