Month March 2025

How to Increase Employee Engagement

Steve Keating Leave a comment

Most organizations and businesses have no idea who their most expensive employee is. They believe, usually mistakenly, that their most expensive employee is the person they pay the most. That’s seldom even close to true.

Their most expensive employee is not the highest paid; it is the least engaged. Disengaged people do the bare minimum, often just enough to prevent themselves from being fired. What they do accomplish, they don’t do very well. In most every circumstance, they just squeak by.

But disengaged employees are not the least engaged. The least engaged employee comes from a pool of employees known as actively disengaged. These employees not only do very little effective work, they actively try to decrease the engagement level of their colleagues. Their attitudes suck the life out of an organization. An actively disengaged employee is by far an organization’s most expensive employee.

The reality is that if an organization or business has one actively disengaged employee, they almost certainly have more. That’s why the most effective Authentic Leaders work to keep all employees actively engaged in the organization.

Increasing employee engagement is key to boosting productivity, satisfaction, and retention. Here’s your step-by-step guide to improving employee engagement effectively.

🎯 1. Foster a Culture of Purpose and Meaning

Communicate the “Why” – Help employees understand how their work contributes to the company’s goals and mission. People don’t just want to know this information; they need to know it. This is the key that unlocks the door to meaningful engagement.

Connect Individual Goals to Company Vision – Align employees’ tasks with organizational objectives so they know exactly why and how their work matters.

🗣️ 2. Encourage Open Communication

Promote Communication Loops – Create channels where employees can share their ideas and concerns.

Act on Feedback – Show employees that their input is valued by implementing suggestions or explaining why certain changes can’t be made.

👏 3. Recognize and Reward Achievements

Public Acknowledgment – Celebrate individual and team successes in meetings, emails, or newsletters.

Monetary and Non-Monetary Rewards – Offer bonuses, promotions, or extra time off to recognize exceptional performance.

📚 4. Provide Opportunities for Growth and Development

Offer Training Programs – Upskill employees through workshops, courses, and mentorship. Encourage and reward people who participate.

Encourage Career Progression – Help employees map out a career path within the organization to keep them motivated. This is another key to engagement; people need to know what their future with the organization could look like.

🔄 5. Empower Employees with Autonomy

Trust Employees to Make Decisions – Give them control over how they approach tasks.

Flexible Work Options – Offer remote work, hybrid models, and flexible schedules to enhance work-life balance.

🤝 6. Build Strong Relationships and Team Bonds

Team-Building Activities – Encourage collaboration through regular team events and icebreakers.

Mentoring and Buddy Programs – Pair employees with mentors to facilitate learning and connection.

📊 7. Measure and Analyze Engagement Regularly

Conduct Surveys and Pulse Checks – Use tools to gather insights on employee satisfaction. A once-a-year survey absolutely does not get it done.

Track Key Engagement Metrics – Look at retention rates, absenteeism, and productivity levels to assess changes.

🔥 8. Lead by Example

Demonstrate Engaged Behavior – Leaders should embody the values, attitudes, and commitment they want to see in their teams.

Show Empathy and Support – Build trust by being approachable and understanding.

Building and keeping an engaging environment is critical to the long-term success of any business or organization. Authentic Leaders invest a significant amount of time and effort to make certain their team members know they matter. They go beyond merely telling them that they matter; they show them.

Don’t leave employee engagement to chance. Use this guide to increase the chances that your most expensive employee really is the one you pay the most and not the one who is least engaged.

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Learning from Leadership Failures

Steve Keating 1 Comment

Leaders have a particular condition that causes them to make mistakes… they are human beings. That’s not the worst part either; the worst part is that those mistakes can lead to failures. Worse yet, some of those leaders double up the failure by failing to learn from the mistake.

And that’s a terrible waste.

Authentic Leaders never waste a failure; they learn something from each one. They know that learning from leadership failures is one of the most valuable ways to grow as a leader. They understand that failure isn’t the end; it’s a stepping stone to future success when handled correctly. Here’s a structured approach that many Authentic Leaders use to learn and grow from leadership setbacks.

1. Acknowledge the Failure (Own It)

Take responsibility: Avoid blaming others or external factors. Owning your mistakes shows accountability and integrity.

Understand the impact: Reflect on who was affected by the failure (your team, organization, or clients) and how.

2. Analyze What Went Wrong

Identify root causes: Was it a poor decision, a lack of preparation, a communication breakdown, or something else? Tools like root cause analysis or 5 Whys can help.

Seek feedback: Ask your team, mentors, or stakeholders for honest input. Sometimes, others see things you missed.

3. Extract Key Lessons

Look for patterns: Have similar mistakes happened before? If so, it may indicate a deeper issue (e.g., rushing decisions, micromanaging, or failing to delegate).

Identify the leadership skill gap: Determine which leadership qualities (e.g., empathy, communication, strategic thinking) you need to improve.

4. Develop a Plan for Growth

Set learning goals: For example, if the failure resulted from poor delegation, commit to improving that skill by reading books, attending workshops, or seeking mentorship.

Apply the lessons in real time: Take proactive steps to prevent similar mistakes and implement changes based on what you have learned.

5. Communicate Openly and Transparently

Be honest with your team: Share what you’ve learned and how you plan to do better. This builds trust and shows your willingness to grow.

Encourage a culture of learning from failure: When leaders model openness about their own failures, it encourages the team to do the same.

6. Build Resilience

Focus on your mindset: Learn to see failure as feedback rather than defeat. Resilience helps leaders bounce back stronger after setbacks.

Maintain long-term vision: Don’t let one failure define your leadership journey. Keep the big picture in mind.

7. Celebrate the Comeback

Recognize progress: Once you have turned things around or successfully avoided repeating the same mistake, take time to acknowledge the growth.

Share your story: Talking about how you turned failure into a lesson can inspire and empower others on their leadership journeys.

Example in Action

Imagine a leader launches a major project that fails due to unclear communication and unrealistic timelines. By reflecting and gathering feedback, they realize they didn’t properly involve the team in planning. They then take steps to improve communication, adjust project timelines, and create a culture where team input is valued.

In leadership, failures are inevitable. But what separates great leaders from the rest is their ability to learn, adapt, and keep moving forward. What’s a leadership failure you have seen (or experienced), and what lessons came out of it?

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Helping Your Team Think Outside the Box

Steve Keating Leave a comment

I wonder if there is anyone alive who doesn’t, or does, remember the group called Stealers Wheel and their hit song, “Stuck in the Middle With You.” No? Well, how about a song called “Waterloo” by a group called ABBA? That group, and their music, is much, much easier to remember.

The first group is known in the music industry as a “one hit wonder.” They had one song that briefly took off, but the rest of their songs, not so much. The second group, ABBA, was the opposite of a one hit wonder; they churned out song after song that topped the music charts all around the world.

ABBA sustained their success by continuing to produce new music that appealed to their fans. Of course, everyone also remembers what Stealers Wheel did to sustain their success… okay, maybe not.

Business in general is no different from the music business. Companies that continually produce new products or services, the kind that customers see value in, can sustain their success indefinitely. Companies that can’t continually innovate have a much more difficult time remaining competitive.

But here’s the thing: companies don’t actually innovate. The people who work in innovative companies do the innovating.

Companies that want to thrive in the future need innovative people today. There are only two ways that happens: either they hire innovative people or they help the people they already have become innovators. Innovators have a special trait that non-innovators are missing. They see things that don’t exist and say, “why not?” Then they set off on the path to making it exist. These innovators are consistently “outside-the-box thinkers.”

Helping your team think outside the box is crucial for innovation, creation, problem-solving, and developing new concepts within a team or organization. If you want to encourage your people to think outside their own boxes, here are some strategies to help them make that transition.

1. Create a Safe Environment for Ideas, Even Bad Ones

Why: People are more willing to share creative ideas if they feel safe from judgment or criticism.
How:

Encourage open dialogue where employees feel comfortable voicing unconventional thoughts.

Celebrate bold thinking, even if the idea doesn’t work out.

Use phrases like, “There are no bad ideas,” during brainstorming sessions.

2. Encourage Cross-Department Collaboration

Why: Exposure to different perspectives helps break habitual thinking patterns.
How:

Organize cross-functional team projects.

Set up “job shadowing” opportunities so employees can understand how different parts of the company operate.

Promote diversity in teams (skills, backgrounds, experiences).

3. Challenge Every Existing Assumption

Why: Questioning the status quo encourages innovative problem-solving.
How:

Ask “What if…?” questions to inspire alternative thinking.

Hold sessions where employees identify outdated practices and brainstorm ways to improve or replace them.

Encourage a mindset of continuous improvement.

4. Use Creative Exercises

Why: Structured creativity exercises stimulate lateral thinking.
How:

Brainstorming Sessions: Implement brainstorming rules, like “Quantity over quality” or “Yes, and…” to build on ideas.

Mind Mapping: Encourage visual idea generation by connecting concepts in non-linear ways.

Reverse Thinking: Ask employees to think about how to cause the problem instead of solving it, and then flip the insights.

5. Give Employees Real Autonomy

Why: Freedom to explore leads to unexpected and innovative outcomes.
How:

Allow employees to manage certain projects with minimal supervision.

Give them time to work on passion projects (e.g., Google’s famous 20% innovation time policy).

Trust them to make decisions and learn from mistakes.

6. Reward and Recognize Creativity

Why: Reinforcing creative behavior makes employees more likely to repeat it.
How:

Publicly recognize innovative ideas and efforts.

Create incentives for risk-taking (e.g., monthly awards for “most creative solution” or “most out-of-the-box idea”).

7. Encourage Learning and Exposure to New Ideas

Why: Fresh input sparks fresh ideas.
How:

Provide opportunities for employees to attend industry conferences, workshops, and seminars.

Encourage reading, podcast listening, or online courses that expose them to trends and creative thinking techniques.

Organize “lunch and learn” sessions where employees can share insights from what they have read or experienced.

8. Emphasize the Bigger Picture

Why: Seeing how their work contributes to the company’s overall goals can inspire employees to think beyond their immediate tasks.
How:

Communicate the company’s vision and how innovative thinking can help achieve it.

Set aspirational challenges or “stretch goals” that require out-of-the-box solutions.

9. Model Creative Behavior

Why: Leaders set the tone for how creativity is perceived.
How:

Share your own creative ideas and be transparent about your thought process.

Demonstrate curiosity by asking probing questions and seeking new approaches to problems.

10. Leverage Technology and Tools

Why: Digital tools can enhance collaboration and creative thinking.
How:

Use platforms like Miro, Trello, or Slack to facilitate idea sharing and brainstorming.

Encourage the use of AI tools that can provide fresh insights or generate creative prompts.

A couple more thoughts…

Don’t think only engineers can innovate. Innovation and out-of-the-box thinking can come from anywhere in your organization. In fact, sometimes engineers get stuck because they “know” something won’t work. Non-technical people often don’t realize “it can’t be done.”

Also, don’t listen to the naysayers who say “it” will never work. As he was preparing to release his version of a cell phone, many people told Steve Jobs it would never work and people “just don’t need a phone that connects to the internet.” Well, personally, I still think it will catch on someday and Apple’s out-of-the-box, way way out of the box, thinking will pay off.

You won’t find many “one hit wonder” companies that last very long. Companies that are always on the lookout for the next product or service, one that makes the lives of their customers easier or more productive, are companies that last.

By implementing these strategies, you can grow a workplace culture where thinking outside the box becomes the norm, unlocking new possibilities for innovation and success. Or, you can be stuck in the middle of a bunch of companies that could have been awesome but instead met their own Waterloo.

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How to Provide Constructive Feedback

Steve Keating Leave a comment

If you’re in a leadership position, then you must know that the people you lead want to know some stuff as well. They want to know if they are doing what is expected of them. They want to know if they are meeting or exceeding expectations. They need to know if they’re not.

If you’ve hired the right people, then they have a strong desire to improve over time. They also need to know what “qualifies” as improvement. They want and need to know that what they are doing is worthwhile and makes a difference. They need, absolutely need, to know that they matter.

All of that information can only accurately come from the feedback given to them by you, their leader. If you’re an Authentic Leader, then all feedback, whether it’s feedback leading to corrective action, feedback for continuous improvement, or feedback for positive reinforcement, will be provided in a constructive manner.

Providing constructive feedback is a critical leadership skill that helps your team grow while maintaining motivation and morale. Every member of your team needs regular doses of constructive feedback. Here’s how you can do it effectively.

1. Be Specific and Clear

Vague feedback leads to confusion. Instead of saying, “You need to be better in meetings,” say, “I noticed in today’s meeting that your points were great, but they got lost because you spoke too fast. Try slowing down to ensure everyone follows your ideas.”

2. Focus on Behaviors, Not Personality

Avoid making it personal. Instead of saying, “You’re too careless,” say, “I noticed a few errors in the report. Let’s go through them together to see how we can minimize mistakes next time.”

3. Use the “Praise-Correct-Praise” Method (Sandwich Approach)

Start with something positive, then provide constructive feedback, and end with encouragement.

Example: “Your presentations are always engaging. One area to improve is the clarity of your key points. Maybe structuring them in bullet form could help. Keep up the good work—I know you’ll make it even better!”

4. Encourage a Two-Way Conversation

Feedback should be a discussion, not a monologue. Ask, “How do you feel about this?” or “What support do you need to improve in this area?” This makes them feel valued and involved in their own growth.

5. Provide Solutions, Not Just Criticism

Pointing out problems without offering guidance can be demoralizing. Instead of just saying what’s wrong, suggest ways to improve. “Your report has some missing data. Maybe setting up a checklist before submission could help.”

6. Give Feedback in a Timely Manner

Don’t wait too long. Feedback is most effective when given soon after the event. However, avoid giving feedback in the heat of the moment if emotions are high.

7. Adapt Your Approach Based on the Individual

Some people prefer direct feedback, while others respond better to a softer approach. Understanding how your team members receive feedback can make it more effective.

8. Remember, feedback isn’t always about improving.

Make sure a good percentage of your feedback is positive reinforcement. As Dale Carnegie said, “Be hearty in your approbation and lavish in your praise.” The people you lead crave your approval; make darn sure they get it whenever it is deserved.

9. Follow Up

Feedback is not a one-time event. Check in frequently to see if improvements have been made and recognize their efforts.

Weak leaders are often afraid of providing their people with consistent feedback. They see it as confrontational and they will do most anything to avoid conflict. But an Authentic Leader will tell you that providing well-thought-out, constructive feedback is anything but confrontational. It requires some effort to choose words that uplift rather than tear down. It sometimes requires practicing the feedback conversation beforehand. And it always requires listening and watching to determine if your message is being received.

The essence of leadership is influence. Providing consistent, constructive feedback to the people you lead is one of the most effective methods to influence them in a meaningful and positive way.

So do it!

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Developing More Meaningful Human Interactions

Steve Keating 3 Comments

Here’s a thought most people never consider: there is no such thing as a neutral human interaction. Every time we interact with another person, we leave that person feeling better about themselves and their situation… or worse. It’s either one or the other.

They might not even be able to say exactly why; many describe it as almost imperceptible, but it’s there. Things look a bit better or a bit worse. But sometimes it IS a big difference.

Here’s a recommendation for you. Before you call someone, meet with someone, or leave home just to hang out with friends, ask yourself if at the end of the call, or at the end of the meeting, or at the end of the day, do you want people feeling better or worse about themselves? Do you want to be the individual who helped make that happen?

To ask and answer those questions takes just seconds. However, the mere act of asking them can cause you to speak and act differently. This could help you become a source of uplifting energy for those you come into contact with.

In essence, you become a magnet for more meaningful human interactions.

Having more meaningful human interactions comes down to being present, showing genuine interest, and making an effort to create deeper connections. Here are some key principles to help you achieve that lofty goal.

1. Be Present

Why it matters: People can sense when you’re distracted or just going through the motions. Being fully engaged signals that you value the interaction.

How to do it: Put away distractions (phone, wandering thoughts) and focus on the moment. Make eye contact, nod, and respond to what is being said rather than planning your next reply.

2. Listen Actively

Why it matters: Most people listen to respond, not to understand. Active listening builds trust and opens the door to deeper conversations.

How to do it: Reflect back what you hear (“It sounds like you’re saying…”), ask follow-up questions (“What happened next?”), and resist the urge to interrupt or pivot to your own story unless it’s truly relevant.

3. Ask Meaningful Questions

Why it matters: Surface-level chit-chat (weather, small talk) rarely leads to depth. Thoughtful questions invite vulnerability and insight.

How to do it: Go beyond “How’s your day?” Try “What’s been on your mind lately?” or “What’s something you’ve been excited about?” Tailor it to the person and context—specificity shows you care.

4. Share Authentically

Why it matters: Depth is a two-way street. If you want others to open up, you need to offer something real about yourself.

How to do it: Share a feeling, a struggle, or a hope—not just facts. Instead of “Work was busy,” try “Work’s been overwhelming, and I’m figuring out how to handle it.” Vulnerability invites reciprocity.

5. Embrace Silence

Why it matters: Pauses give people space to think and feel, often leading to more honest responses.

How to do it: Don’t rush to fill every gap. If someone hesitates, let them process. Silence can be uncomfortable, but it’s where depth often emerges.

6. Show Empathy

Why it matters: People connect when they feel understood, not judged. Empathy bridges the gap between experiences.

How to do it: Acknowledge their emotions (“That sounds tough”) without trying to fix it unless they ask. Avoid one-upping (“I had it worse”) or dismissing (“It’s not a big deal”).

7. Be Curious, Not Agenda-Driven

Why it matters: Interactions feel shallow when they’re transactional—like you’re fishing for something specific. Curiosity keeps it organic.

How to do it: Let the conversation flow naturally. Explore what they care about without steering it toward your own goals or preconceptions.

8. Respect Boundaries

Why it matters: Pushing too hard for depth can backfire and shut people down.

How to do it: Pay attention to cues—if they deflect or pull back, ease off. Depth builds over time, not in one forced moment.

Practical Example

Imagine you’re talking to a friend who mentions they’re stressed. Instead of “Yeah, me too,” try: “That sounds heavy—what’s been weighing on you the most?” Listen fully, then share something like, “I get how that can pile up—I’ve been feeling stretched thin lately, too.” Let the exchange unfold naturally from there.

Final Thoughts

Deeper interactions aren’t a one-off trick—they grow with trust and repetition. Be consistent, patient, and intentional. People will start to associate you with sincere connection, and that’s when the magic happens.

If you’re willing to make the effort to develop truly meaningful relationships with the people who you come into contact with, it can change lives. Your life for sure but very possibly the lives of the people around you as well.

You can do it; you simply need to decide that you will.

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Lowering Stress in Turbulent Times

Steve Keating Leave a comment

The exit polls from last year’s presidential election in the United States showed a large majority of people voting for change. And not just change, substantial, radical change. People were beyond tired of the status quo and wanted something different, and they wanted it immediately.

I am not sure that in the emotionally charged environment of the last election, they thought through that “immediate” part. Immediate change almost invites chaos. And chaos, across much of the government, is exactly what we have. The amount of change from day to day is staggering.

While I certainly agree with many of the changes, I’m thinking they didn’t all need to happen overnight. I also understand the theory behind the “ripping off the bandaid” philosophy. I suppose either way the substantial changes were going to bring chaos. So it was a “deal with it all now” and get it over with or have a drip, drip, drip of chaos over a long period of time. It’s a kind of “pick your poison” decision.

But either way, whether you support Team Trump or not, we are all living in some of the most turbulent times in many years.

And with turbulence comes stress. The good news is that you can lower your stress level by making some simple changes in your daily routine. Lowering stress levels during turbulent times requires a combination of mindset shifts, practical strategies, and self-care habits. Here are some key ways to manage stress effectively.

1. Control What You Can, Let Go of What You Can’t

Focus on what is within your power—your actions, attitude, and response to challenges.

Accept uncertainty instead of resisting it; adaptability reduces stress. This is really hard, one of those “easier said than done” things. Try anyway; hard to do does not mean impossible to do.

2. Set Boundaries with News and Social Media

Limit exposure to negative news that heightens anxiety.

Consume information intentionally rather than reactively.

3. Maintain Healthy Routines

Prioritize sleep, exercise, and a balanced diet.

Keep a daily schedule to create structure and stability. Maintaining control over your calendar has a surprisingly calming, stress-reducing effect on your life.

4. Stay Connected to Supportive People

Talk to friends, family, or mentors who uplift you. You definitely want to avoid nattering nabobs of negativism if at all possible.

Social connections act as a buffer against stress. The more time you spend alone, the more likely you are to create stress by focusing on the negative stuff in life.

5. Use Physical Movement to Reset Your Mind

Walk, stretch, or engage in activities like yoga to release tension. I even know people who run, like A LOT. They say it’s good for them, but I’m thinking they just haven’t figured out the Uber app.

Physical movement helps regulate emotions; this is well known and proven. When you feel the stress building up, get moving.

6. Reframe Challenges as Opportunities

Ask: “What can I learn from this?” rather than “Why is this happening to me?” Avoid the victim mentality. I can assure you, the world is really NOT out to get you, no matter how rough it is treating you at the moment.

Shifting perspective creates resilience.

7. Practice Gratitude

Focus on what’s good in your life, even amidst difficulty. It takes a bit of effort, especially on particularly tough days, but there is ALWAYS something good happening to you.

Writing down a few things you’re grateful for can shift your mindset. I especially recommend doing this very early in the morning.

8. Take Breaks and Breathe

Step away from work or stressful situations to clear your mind. Do NOT eat lunch at your desk; get away from work, even if it’s only for 15 minutes.

Use breathing techniques like the 4-7-8 method to calm your nervous system.

9. Seek Guidance if Needed

Coaches and mentors can provide valuable tools and perspectives. Find one that you trust and who cares about you, and they can change your life.

There’s no shame in seeking help when stress becomes overwhelming. Everyone—and I mean EVERYONE,—can use a little help now and then.

We’re living in disruptive times; no one likes uncertainty, and most of us are at least somewhat prone to worry. But most of us have also survived and even prospered in times like this in the past. So we know we can do it.

Keep your head about you; failing to do so could mean losing your head, and that might mean losing your a—. And nobody wants that to happen.

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The Purpose of Selling

Steve Keating Leave a comment

I once had a salesperson working for me who was super passionate about building relationships with customers. She genuinely cared about developing friendships that went beyond just business. She was always professional, ethical, and kept everything on the up and up.

She was an amazing salesperson in every way except one. She barely sold anything! After a whole year of working with her, coaching her, and pushing her to her limits, it just wasn’t working out.

I asked her what she thought the purpose of selling was. She said it was all about building relationships. I agreed, and then I asked her why we wanted relationships with customers. She had a great answer for that too. She said we wanted to help them.

I agreed, and then I asked her how we had helped them.

At this point, she was a bit stumped. She said it “depended on the circumstances.” She thought maybe we helped them by building trust. She also thought we could help them by being a resource for them.

None of her answers were wrong, but none of them were quite right enough for her to remain a part of the sales team.

I told her that all the things she mentioned were important for building long-term relationships, but the most important way we truly helped customers was by selling them our product. That was also the only way we could stay in business.

I said that the purpose of selling was to make a sale. We build trust to build a relationship, and we become a resource to keep that relationship strong. And if we’re truly in sales, we’ll professionally leverage that relationship to make a sale.

That sounded harsh and manipulative to her, but I explained that it wasn’t. Selling is most rewarding when we’re helping people whom we genuinely like. People whom we would be friends with even if they weren’t a prospect for whatever it is we’re selling.

Building strong relationships with customers is a great way to grow your business, but it’s not the same as selling. Selling is about making a sale, not only about building connections. After working with sales teams all over the world, I’ve noticed that many people who try to make a living selling can’t seem to grasp this basic concept.

The salesperson I had invested a year working with couldn’t sell because she never asked for the order. She worked hard to build relationships, but she was afraid of risking damage to them by asking for the sale. We moved her to a customer support role where she could use her relationship skills without the pressure of selling.

But here’s the thing: she wasn’t alone. Research has shown that 80-85% of people who make a living, or try making a living, by selling never ask for the order. They might try to subtly ask by saying things like, “So, what do you think?” or “Well, let me know what you decide; I hope you decide to go with us.”

But here’s the truth: if you ask a true order-asking question, you’ll get either a yes or a no. If you get anything else, you either didn’t ask the right question or the prospect didn’t hear it correctly. In either case, you need to ask an order-asking question again.

An order-asking question sounds like, “Looks like it meets the requirements we’ve been discussing. May I have your business?” or “This looks perfect for you, or are you ready to move ahead today?”

If you’ve guided your customer or prospect through their buying journey, you’re ready to ask a simple yet crucial question. It’s a business question that most customers expect.

So, go ahead and ask it confidently. Remember, asking for an order is the logical and appropriate final step in a professional sales presentation.

I’ve never seen a newspaper headline like “Salesperson shot dead asking for an order,” yet many salespeople act as if it’s a common occurrence.

The goal of selling is to make a sale. That’s how you create a customer, keep your business afloat, and stay a successful salesperson.

You’re 100 times more likely to make a sale by asking for it than by letting a customer decide on their own, without your help. If you’re a strong relationship seller, resource provider, problem solver, and sales pro, you owe it to your customers and yourself to ask for the order every time.

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