People do matter, even more so now in the age of artificial intelligence (AI). My family is acutely aware of this, and they often have asked, “Why do you talk to people?” My response is that all the success I have enjoyed in life is a result of my sincere desire to engage and learn. 

My dad was a politician, and the apple didn’t fall far from the tree. He taught me that until you say hello and get a response, you must assume that you exist. You are validated by engagement with people, and it’s reciprocal and appreciated. When you tell someone, “I remember you,” it’s powerful. 

I chose a career in sales instead of politics and soon learned that being remembered matters. Most of my customers were large corporations with thousands of employees. When a situation occurred where my products and services were needed, who would they reach out to? My message was always: “I am your ‘who cares’ contact. In an emergency, don’t call 911, call me!” Sales are created by customers’ decisions that, at a critical moment, you are relevant. Your company is like a race car; the driver matters a lot.

The thrill of competition drives me and energizes my desire to win. Being relevant matters, and you don’t need your competitors’ permission to take their business. Nothing beats being a customer’s hero in a critical moment. I never wanted to be a me-too salesperson. I learned that customers need to put a face on the company because it’s easy to say no to a logo but very hard to say no to a real person. 

A buyer once told me that she has “lots of options; buying from you is a choice.” Then she asked, “What else should I be buying from you?”

No one is trying to shoot your plane down

Sales is not a command-and-control exercise. There is a direct correlation between the happy customer index and profit. Be the glue. There are no sales without the customers’ permission. Bring value to their process; don’t become a vending machine on their shop floor. A glimpse into tomorrow: Without sales, there isn’t tomorrow. 

Showing gratitude is an old-fashioned habit that fertilizes future business. My most effective way is handwritten personal notes that are mailed, not AI-generated texts or emails. They are remembered and appreciated.

My four years in the U.S. Marine Corps significantly prepared me for the competitive sales universe. Planning, identifying objectives, knowing the competition, and aggressive engagement and execution were drilled into me. 

Winning in sales is similar. I remember a conversation with one of my sales guys. We were sending him to a factory product training, and his flight was scheduled for the next day. He called me and said that he was afraid of flying and wanted to be excused. I encouraged him to overcome his fear by ordering a cocktail and some snacks and enjoying the scenery from his window seat. “The good news is, no one is trying to shoot your plane down,” I said. He went and, upon returning, thanked me for the support and perspective.

What’s a ballpark price on a missile?

Networking is essential. In addition to social media platforms such as LinkedIn and industry associations, I serve on the board of a nonprofit, where I raise awareness and secure donations. I was appointed as airport commissioner by the city of Lawrence, Massachusetts. 

The people who also serve with me are influential executives with many of the large local companies. They have opened many doors for me. “Hi, your CEO and I serve on a charitable board together, and he says we should meet.” So many examples of converting a potential cold call to “Thank you for calling. How can I help you?”

A funny and true sales anecdote: One board member is a top executive at a manufacturer that sells armaments to the U.S. Defense Department. He told me he was renovating his house and needed some material. I arranged for him to stop by one of our locations and alerted the manager that he was a VIP customer. 

I got a call the next day, and I asked if he got what he needed. He replied yes, but “I asked for a ballpark price from your manager on what I picked up; he said he doesn’t do ballpark pricing and would call me later with the total. When I insisted, he replied, ‘OK, what’s a ballpark price on a missile?’” We both laughed and agreed it was a good reply.

On the front lines of urgent MRO care

With November comes my favorite holiday, Thanksgiving — another fabulous opportunity to validate gratitude and tap into this universal positive good feeling. I’m grateful that every building I drive by — apartments, condos, ski areas, recreation parks, hospitals, universities, manufacturing plants, shopping malls, power plants, wastewater facilities, casinos and sports stadiums — all have existing infrastructure that requires immediate response for normal day-to-day maintenance. 

New construction projects will soon need everything supplied. Unplanned and planned events will produce profitable growth and validate how important supply houses — and you — are. 

We are on the front lines of urgent maintenance, repair and operations (MRO) care. All these buildings have people who decide who they call. They will be the first to know they have a problem. I always wanted to be the second person, waiting for another chance to express my gratitude and prove my appreciation for the opportunity to earn their trust once more.

Anchor yourself to the people, not the buildings. Keep putting your face on your company so you know who the next in line is for promotion, so you are not orphaned due to personnel changes, promotions, terminations, transfers, etc. Don’t wait for the fire; reach out personally often. I have often been asked by a friend or customer to be a reference when they were seeking new job opportunities due to cutbacks or circumstances. People matter to them, too.

I had coffee with a surgeon friend and explained what products we sell. He commented that a building is analogous to our bodies and their vital functions: a pump, fittings, pipe, valves, instrumentation, waste facility and a processor that controls it all. When a part goes down, it can be critical. He explained that he has scheduled surgeries and lots of unplanned events that can stress him and his team. The emergency room deals with this reality 24 hours a day. Another comparable similarity.

Follow your customers’ process, the what and the who — engineer, safety, purchasing, storeroom and maintenance. Introduce yourself to them, tell them what’s new, offer training and give them your 911 card. Like the surgeon, they need you to help with urgent care. Together we make it all work. I’ve never dealt with a company as an entity, but rather with the people who are the company.

Another example where people matter: a customer had sourced a large valve for a critical application from a surplus house to save money. It failed a few days later as all the packing dried out and leaked live high-pressure steam. We got an urgent call to help and direct-dialed the president of the valve manufacturer; without hesitation, he immediately delivered a new valve and took the surplus one back because it had his brand name on it. 

Years ago, I read the Optimist’s Creed, and it has stuck with me: “As you wander on through life, brother, whatever be your goal, keep your eye upon the donut and not upon the hole.”