After more than 2,000 consultations, I’ve come to understand that sales is about building trust, solving problems, and ultimately, helping people. Sales is not “closing” prospects.

For a salesperson honing his craft or a business owner trying to grow, sales is a skill that can transform your career, your business, and even your relationships.

Here’s what I’ve learned that I believe will help you, no matter where you are in your sales journey.

1. People Don’t Always Know What They Need

One of the most important lessons I’ve learned is that clients don’t always know what they need, or even what they want. This is where a great salesperson becomes more than just a salesperson; they become a coach.

Henry Ford famously said, “If I had asked people what they wanted, they would have said faster horses.” People couldn’t imagine something like the car because they were focused on improving what they already knew. Similarly, Steve Jobs didn’t ask people if they wanted a computer with a screen or a mouse, he showed them what was possible.

In sales, your job is to help people see beyond their immediate perspective. Many of my clients come in thinking they need to “lose a bit of weight” or “get a little fitter,” but they don’t realize what they truly need is to transform their habits, eliminate chronic pain, and build strength that will serve them for life. They come with a problem they can identify, but it’s up to me to guide them to the solution they didn’t even know was possible.

By listening deeply and understanding what truly drives them, you can help clients get better results faster. And when they achieve outcomes they didn’t even know were possible, they’ll not only feel grateful, they’ll become your biggest advocates.

2. Sales is a Skill…You Need to Practice It!

Like playing the piano or lifting weights, sales requires consistent practice. You don’t start with the hardest tasks or the biggest deals on day one. Just like a beginner pianist starts with simple pieces or a lifter begins with lighter weights, you build your sales ability over time.

Sales has many components that require mastery:

• Understanding clients and their motivations.
• Understanding your product and how it delivers value.
• Anticipating how your product impacts more than just the immediate client. I can be downstream effects on other customers, your staff, or your business operations.

If you have a team, it’s critical to create opportunities for them to practice sales as well. Sales isn’t just for “salespeople.” It’s a transferable skill that applies across every department and industry. A great HR person, for instance, uses sales skills to connect with candidates and communicate company values. Similarly, in finance or procurement, strong sales skills can lead to better long-term outcomes for contracts, budgets, and partnerships.

The more you practice, the more leverage you create. With experience, you’ll be able to build trust faster, communicate more effectively, and deliver results with less effort. And over time, you’ll find yourself becoming a leader, someone others look up to because you’ve mastered the art of understanding and helping people.

3. Active Listening is Your Best Sales Tool

The best salespeople don’t talk the most, they listen the best. When you ask the right questions and really hear what your client is saying, you build trust and uncover the insights you need to help them.

Every consultation should be about them, not you. What are their goals? What’s holding them back? What’s their vision of success? When you listen, you show them that their needs come first, which is the foundation of any successful sale.

4. Clarity Beats Pressure Every Time

If a client doesn’t move forward, it’s often because they don’t fully understand the value or the process. A confused mind always says no.

I’ve found that breaking things down into simple, actionable steps is key. For example, in consultations, I make it crystal clear what the first 12 weeks will look like, what results they can expect, and how we’ll help them achieve those results. This removes uncertainty and gives them confidence.

5. Objections Are Opportunities

Objections aren’t the end of the conversation, they’re just the beginning of a deeper one. When someone raises an objection, they’re giving you a chance to address their concerns and provide more clarity.

For example, when a client says, “I don’t have the time,” I explore what’s really behind that. Often, it’s about priorities or feeling overwhelmed. By showing how my program fits into their life, I can help them see a solution instead of a roadblock.

6. Sales is About Long-Term Wins

Sales is about building lasting relationships and trust. Every consultation, every follow-up, and every small interaction adds up over time.

This long-term perspective applies to every industry and role. Whether you’re negotiating contracts in procurement or managing budgets in finance, the principles are the same. Great sales skills lead to solutions that benefit everyone involved, creating long-term wins for both you and your clients.

Over time, this approach compounds. As you gain trust, proof, and confidence, you’ll also gain leverage. You’ll get more deals, move them faster, inspire others, and create a ripple effect of success throughout your team or business.

My Challenge to You – THE TRICKS!

If you’re looking to improve, ask yourself:

• Are you listening more than you’re talking? – Record yourself if you are uncertain!
• Are you helping clients see what they truly need, not just what they think they want?
• Are you building long-term wins, not just short-term results? Look at your 5 last clients!

The beauty of sales is that it’s a skill anyone can learn. And when you master it, you unlock opportunities that extend far beyond the sales floor.

In many organizations, a common issue is a lack of alignment. Teams feel disconnected, staff members pull in different directions, and communication breaks down. It often feels like no one is truly on the same page. These problems aren’t just accidental, they stem from leadership. And leadership, in my experience, always comes down to values.

Leadership Starts with Daily Actions

Values aren’t just lofty words in a mission statement. They’re what leaders do every single day. Leadership is visible in the small actions: Are you approachable? Are you communicating consistently? Are you prioritizing what matters? Your habits as a leader set the tone for the entire team.

I’ve learned this the hard way. My biggest challenges as a leader have been when I failed to communicate clearly or didn’t act on issues quickly enough. These gaps sent the wrong signals to my team about what was important. Leadership trickles down, and if your actions aren’t aligned with your values, it’s impossible to expect the team to follow suit.

For larger teams, this extends to the management level. Your leadership team must not only align with the values but also live them daily. Leadership is only effective if it’s consistent across every layer of the organization.

The Vision Doesn’t Have to Be Complicated

One mistake many leaders make is overcomplicating their vision and mission. You don’t need an elaborate or abstract statement to lead effectively. Instead, focus on something clear and actionable that drives your team. A good vision gives direction, but it also needs to feel achievable.

Think of leadership like sailing across the ocean. If you’re the captain, it’s not enough to simply say, “We’re going to the other side.” Your team needs milestones: “We’ve crossed 25% of the ocean” or “We’ve passed this island, and here’s what’s next.” These progress markers give people a sense of security and purpose, showing that you’re moving forward together.

Ask What Drives Your Team

Leadership isn’t just about the vision of the organization, it’s also about understanding the motivations of each person on your team. I remember consulting with a company where I asked the management team, “Why don’t you just ask your staff what they really want in life?” They hesitated because they were scared of the answers.

But I don’t think you should fear these conversations. Asking your team what their deep goals are can uncover simple but powerful truths. Maybe someone wants to be home for dinner every night. Maybe someone dreams of traveling more or learning a new skill. Once you know these goals, you can align the company’s objectives with theirs. If there’s a mismatch, it’s better to address it early than let it fester for months or years.

When your team feels like their personal goals are connected to the organization’s vision, you create buy-in. And when you break that vision down into daily and weekly actions, you make progress tangible and motivating.

Three Questions for Reflection

1. What values are you living out daily, and how do they align with the culture you want to create?
2. When was the last time you asked your team members about their personal goals, and how are you helping them achieve those goals?
3. Does your vision feel achievable and actionable to your team? What daily or weekly milestones can you use to track progress?

Do you find yourself constantly jumping from one project to another, always chasing the latest idea or trend, yet never feeling truly satisfied? If so, you’re not alone. This perpetual pursuit can be a sign of not closing off projects or unresolved conflicts in your life.

The Cycle of Unfinished Business

Many people identify as either project starters or closers. Starters are full of enthusiasm at the beginning but often struggle to see things through to the end. While it’s great to have the spark of initiation, without the skill of closing, distractions accumulate, and no project ever truly launches.

Why Learning to Close Matters

I believe that anyone who is a starter needs to learn the skill of closing. By facing the tough stuff and practicing the art of completion, you not only finish more projects but also gain a deeper sense of satisfaction. Closing off projects frees up mental space and energy, allowing you to focus more effectively on new endeavors. (You have probably heard about the 3 min rule? If something takes less than 3 min, instead of planning it, just do it.)

My Own Struggle with Unfinished Projects

I know this from personal experience. I’ve bought courses, subscribed to services, and initiated projects that I never got around to completing. Right now, I still have some open loops I’m working to close and what brings me to write about this topic. What helps me is the accountability of a mentor and coach. They motivate me and push me through the uncomfortable phases, ensuring I don’t abandon what’s important.

Zeigarnik Effect – The Psychological Effect at Play

This tendency to remember and be affected by unfinished tasks is known as the Zeigarnik Effect, a psychological phenomenon identified by psychologist Bluma Zeigarnik. It suggests that incomplete tasks linger in our minds, causing mental tension and distraction. By closing these tasks, we alleviate this tension and gain a sense of accomplishment.

Elon Musks Super Power

If you’re tired of feeling unsatisfied and always chasing the next new thing, consider focusing on closing off your current projects before taking on a new one.

Learn to say “no” is one of the super powers that Elon Musk has been titled with. He says “no” very often because it bring him away from a bigger “yes” (flying to Mars).

Practice facing the challenging parts head-on. You’ll not only complete more projects but also find greater fulfillment in your work and personal life.

If this resonated with you, I’d love to hear your thoughts. Send me a message on Instagram @rickardlong, and let’s continue the conversation.

Quick 3 Questions

1. What unfinished project can you commit to completing this week?
2. How could having a mentor or accountability partner help you stay accountable and motivated?
3. What steps can you take to improve your ability to close projects and reduce distractions?

In 2023 I had the feeling that my business was on a good path but I also knew I had to figure out what the future vision for the business should be.

As business owners, we often get caught up in the day-to-day operations, making it challenging to step back and see the bigger picture. And I was a bit stuck in my current state and needed to widen my view. So I used this question:

“What would someone change on the first day or within the first year if they took over my business?”

This question forces you to view your business through fresh eyes, identifying areas that may have been overlooked or deemed “good enough” under your leadership. A new owner would likely scrutinize every aspect, from operations and finances to marketing and team dynamics, seeking immediate improvements to maximise success. It is of course similar to the principles that many use when a business wants to scale or sell, as written in the book “Build to Sell”.

Why This Question Matters

• Identifying Blind Spots: We all have biases and blind spots. A new perspective can highlight inefficiencies or outdated practices that you’ve grown accustomed to.
• Challenging the Status Quo: Complacency is the enemy of growth. Questioning existing processes can lead to innovative solutions and improvements.
• Focusing on High-Impact Areas: A new owner would prioritize changes that offer the greatest return on investment. This can help you realign your efforts toward what truly drives your business forward. For me I quickly made the decision to cut out some of the events we were doing that were not replicable and did not show any benefit to the majority of our customers.

Implementing the Insight

1. Conduct an Internal Audit: Objectively assess each area of your business. Where are the bottlenecks? What feedback have you been ignoring?
2. Seek External Opinions: Sometimes, an outsider’s perspective can provide invaluable insights. Consider hiring a consultant or discussing with a mentor which I do on a weekly basis on small or big matters.
3. Develop an Action Plan: Identify the top changes that could have the most significant impact and create a strategic plan to implement them over the next year.

The Most Important Strategy for Next Year

By adopting the mindset of a new owner, you’re positioning yourself to do the things you might be procrastinating that would lead to impactful changes. This approach could very well be the most important strategy you implement next year. It encourages continuous improvement, adaptability, and a focus on what is most important which leads to growth. Stephen Covey wrote in his book “7 Habits of highly successful people” about the principle of putting first things first and I like this quote:
“Never let something that is of less importance come in front of the most important things”

Quick 3 Questions

1. What immediate changes would a new owner prioritize in your business, and why haven’t you addressed them yet?
2. How can you objectively evaluate your business operations to uncover hidden inefficiencies or opportunities for growth?
3. Who can provide you with an unbiased perspective on your business, and how soon can you engage with them to start this transformative process?

—Rickard

As entrepreneurs and business owners, we often find ourselves trapped in cycles of self-sabotage. We dream big, set ambitious goals, but somewhere along the way, we hit a wall, not because of external obstacles, but because of the barriers we create for ourselves.

I’ve been there, and I often catch myself being there. I’ve blamed taxes, the market, even my own team for the lack of growth in my business. But the hard truth is, the biggest obstacle was me.

The Ego Trap

Our ego can be a double-edged sword. On one hand, it drives us to achieve; on the other, it can blind us to our own shortcomings. Admitting that we don’t have all the answers is tough. It feels vulnerable. But acknowledging our limitations is the first step toward growth. If you’re constantly telling yourself that everything is fine when it’s not, you’re letting your ego hinder your progress.

Fear: The Silent Killer of Dreams

Fear manifests in many ways—fear of failure, fear of rejection, fear of the unknown. It can paralyze us, making us stick to what’s comfortable rather than what’s necessary. I remember hesitating to implement new strategies because I was afraid they wouldn’t work. That fear cost me time and opportunities. If you’re scared, consider seeking guidance from a coach or mentor who can help you navigate through the uncertainty.

Blame Game

It’s easy to point fingers when things go wrong. Taxes are too high. The team isn’t performing. The economy is sluggish. While these factors can impact your business, fixating on them diverts attention from what you can control. If taxes are eating into your profits, revisit your pricing strategy. If your team isn’t meeting expectations, perhaps it’s time to improve your delegation skills or invest in training.

The Game of Business

Think of business as a game with established rules. These rules include market dynamics, customer behavior, financial principles, and yes, taxes. You can’t change the rules, but you can change how you play the game. Learn the rules inside out, and strategize accordingly. If you’re unsure how to proceed, don’t try to reinvent the wheel. Reach out to someone who has walked the path before you.

Ownership and Responsibility

One of the most empowering realizations I’ve had is that I am responsible for everything that happens in my business. If I don’t have enough time, it’s because I haven’t prioritized effectively. If there are problems, it’s because I’ve allowed them to persist. Taking full ownership isn’t about self-blame; it’s about recognizing the power you have to effect change.

Breaking Free

To break the cycle of self-sabotage, we must first recognize it. Be honest with yourself about the state of your business. Reflect on your actions and attitudes that may be holding you back. It’s not an easy process, but it’s a necessary one for anyone serious about growth.

3Qs to Propel You Forward

1. What is one area in your business where you’ve been placing blame externally, and how can you take ownership to change it?
2. Who can you reach out to for guidance, a mentor, coach, or peer, who has successfully overcome the challenges you’re facing?
3. What is one fear that’s been holding you back, and what actionable step can you take this week to confront it?

Remember, the journey of entrepreneurship is as much about personal growth as it is about business success. By addressing the internal barriers, we pave the way for external achievements.

Rickard