I also came to realise that selling is part of our lives. Those who are masters at it - be it selling ideas, products or services - can influence the future. Selling is an important leadership competence.

Find people who are good human beings in addition to being good at sales. Find people

who will care about your mission and be thrilled with the vital role they’ll play in making it a reality.

It might not be easy. Especially if there’s a ton of competition for talent. There are situations and industries where building a whole new sales culture and organization just isn’t feasible. In that case, you just need one. Find a sales leader who understands and values customer relationships—someone who won’t stand for egoism or cutthroat competition and who won’t hire assholes or mercenaries. That leader will shape the culture of their organization to be more relationship-oriented, until the world catches up to what you’re doing and you can implement vested commissions.

These people exist. They’re tired of transactional cultures, too. They want to do right by their customers. They want to feel like part of a real team. Hire them.

People often find potential more interesting than accomplishment because it’s more uncertain, the researchers argue. That uncertainty can lead people to think more deeply about the person they’re evaluating—and the more intensive processing that requires can lead to generating more and better reasons why the person is a good choice. So next time you’re selling yourself, don’t fixate only on what you achieved yesterday. Also emphasize the promise of what you could accomplish tomorrow.

I have seen the consequences of attempting to shortcut this natural process of growth often in the business world, where executives attempt to “buy” a new culture of improved productivity, quality, morale, and customer service with strong speeches, smile training, and external interventions, or through mergers, acquisitions, and friendly or unfriendly takeovers. But they ignore the low-trust climate produced by such manipulations. When these methods don’t work, they look for other Personality Ethic techniques that will—all the time ignoring and violating the natural principles and processes on which a high-trust culture is based.

If you don’t have confidence in the diagnosis, you won’t have confidence in the prescription. This principle is also true in sales. An effective sales person first seeks to understand the needs, the concerns, the situation of the customer. The amateur salesman sells products; the professional sells solutions to needs and problems. It’s a totally different approach. The professional learns how to diagnose, how to understand. He also learns how to relate people’s needs to his products and services. And, he has to have the integrity to say, “My product or service will not meet that need” if it will not.