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Sales Managers
The Right Outcome Isn’t Always the Sale
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The intention of every sales interaction is the sale—but that is not always the outcome of every interaction.
During the conversation, the buyer may realize there is more to know or more to do before purchasing. And often, they didn’t know that before the meeting began. This is especially true in custom or consultative sales. That’s where structure matters.
As sales associates, it’s critical to understand where the buyer is in their process—and when they are actually able to…
When You Should Be Setting Appointments
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This is the second in the series on making appointments. Each installment includes actions for both sales associates and sales managers.
One of the many advantages of making appointments is that you can decide when they happen. Rather than keeping your calendar open, begin to plan your schedule around the appointments you intend to set.
Appointments are best made during lower showroom traffic times—and at times that are naturally conducive to meeting:early morning, lunch time, and the end o…
The Foundation of a Strong Sales Pipeline
This month, we’re focusing on The Art and Discipline of Making Appointments.
Appointments are the engine of a strong sales pipeline. Without them, momentum stalls.
Appointments can happen on the phone, virtually, in person (in the showroom), or on site (a house call, site visit, or their office). They are not a range of time (between 9–noon), but a clearly defined, agreed-upon time.
Appointments are one of three tools in the sales toolbox that increase both close ratio and average sale. They …
Why You Should Sketch Every Time
Because sketching is part of the Discovery process, each blog answers one common open-ended question. And as always, I’m including actions for both salespeople and sales managers so you can integrate sketching — and support sketching — into your daily activity.
Today we’re focusing on two practical questions:
How Does Sketching Happen?
Sketching happens most effectively when it’s an initiating action by the salesperson.
When you ask, “What can you tell me about the room as it is now?” you op…
The Tool That Deepens Trust Fast
There’s a difference between talking about a space… and truly understanding it.
This month, we’re focusing on Sketching to Support the Sale. This is the first in a series of four conversations about sketching. Because sketching lives inside the Discovery process, I’m going to answer these through common open-ended questions — and I’ll include actions for both salespeople and sales managers so you can integrate this tool into your daily activity.
Today, we begin with two simple questions:
What…
The Manager Owns the Metric
This is the fourth and final article in the Selling Intangibles series. I hope you’ve enjoyed the previous articles—and more importantly, that you’ve put some of these ideas to work with your team or in your own selling performance. Let us know.
I’m going to make a bold statement about sales managers and intangibles.
The achievement of a calculated intangible metric is more reflective of sales management than it is of the salespeople.
Sales managers need a strategy for increasing performance …
When the Objection Isn’t the Customer’s
This is our third article on Selling Intangibles. If you missed the first two, I encourage you to go back and read them.
Objections to intangibles are common—and they can be anticipated, avoided, and handled.
Customer objections to intangibles often show up when you ask the sales associate what kept the customer from buying protection, making an appointment, or using financing for the purchase.
Here are some common examples of objections salespeople share for each intangible tool:
Financing:…
Whose Objection Is It, Really?
This is the second article in the series on Selling Intangibles.
As sales managers, we need to know what the sales associates’ objections are to selling intangibles.
In many cases, the objections the salesperson has to the intangible may be greater than the customer’s objection—or it may be that the salesperson simply agrees with the customer.
We know that salespeople need to believe in the intangible as a valuable tool to the sale. But when they don’t have success using that tool, they often…
Selling Intangibles Starts Earlier Than You Think
This is the first in a series on Selling Intangibles. The specific intangibles I’ll be referring to are appointments (defined as a scheduled meeting—in the showroom, onsite, or using technology), accident protection, and financing.
Intangibles are different. They require an introduction to the concept before the request to take action.
As sales managers, we often say, “Bring it up early and often.” That’s accurate—but what do we really mean by that? Do we demonstrate and practice that process,…
Your 2026 Sales Plan, Simplified
This is the final installment in the goal-setting series, and it brings together a simple, math-based process designed to help you manage both your sales and your income throughout the year.
Nothing here is complicated—but it does require intention.
Let’s summarize what you’ve built.
1. Create a Written Sales Goal for the Year
You’ve already done the hard thinking. Now it’s about clarity and commitment.
- Create a written sales goal for the year
- Calculate it using your commission percentag…
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