From “Clerk” Mentality to “Sales” Mentality

Here is a revelation and a wish to ponder!  Wouldn’t it be wonderful if every employee:  

1. Believe their actions and performance affect the business?  

2.     Believed they should be generating revenue while they worked during their shift?  

3.     Believed that they made a difference and were contributing to the bottom line?

4.     Wanted (truly wanted) to sell something while at work?

I mentioned this briefly in one of my earlier articles.   Every employee in the company is a salesperson and has an opportunity to sell.  Just imagine how many employees there are in the company, and if everyone could sell $10 of something, anything, during their shift, how much additional revenue the company would have each day.  The math is not complex, and you will be surprised by the answer.

I was recently asked to give a presentation to a class of university business students.  The subject requested seemed appropriate.  “WHAT KEEPS CEOs UP AT NIGHT?”   The obvious answers were the following. 

1.      Profit and Loss and the Balance Sheet

2.     Increasing revenue while lowering costs

3.     Supply Chain and Production Issues

4.     Sales and Marketing opportunities

5.     Service levels and Satisfied Customers

As I developed my presentation around these topics, I wanted to wrap all of this around the necessity to build a “Sales Culture” with staff.    I have heard this many times throughout my career from different companies, “but that is not my job, I don’t have the word sales in my title.”  It seemed many believed that unless you were labeled with a sales title, selling was not your responsibility.  This realization was never easy to accept for me.  I felt it would be beneficial to the company if “everyone” believed they were in sales and their selling would contribute to the balance sheet. 

All staff should contribute to the bottom line.

I refer to this as creating a “sales culture,” where everyone has a role in generating revenue.   During my tenure at Ocean Park, there were over 3,000 employees, and during special events,  even more.   My mind raced constantly to think what it would be like if each one sold $10 a day of something, anything.  

The goal was to transform a “clerk” mentality to a “sales” mentality.

In addition to training and directing the sales and marketing team, it was my desire to train every staff member to sell regardless of their title.   I arranged to speak to various departments about sales and how they can contribute, and was so delighted to be welcomed to do so.   One of the highlights in this venture was speaking with the entire education team.   This team was full of enthusiastic, talented, well-educated youngsters who reveled in the world of wildlife and conservation education.   Sales were far from their repertoire and not on their radar.   They received the sales message with overwhelming enthusiasm and signed on with great motivation.  I was delighted to have been able to provide the inspiration to a group that never thought about sales.  

People often ask me if I miss managing people.   If I were offered a job tomorrow that allowed me to train and lead people, I would jump at it.