Every Job Is a Sales Job

Every Job Is a Sales Job Plot Summary

Introduction

Whether you know it or not, you are a salesperson. That's right - even if your business card doesn't mention sales, even if you've never worked in a sales department, and even if the thought of selling makes you uncomfortable. The truth is that we all sell every day in countless interactions, from convincing a colleague to help with a project to persuading your boss you deserve a raise. Many people resist this idea because they associate sales with pushy tactics or manipulative behavior. But authentic selling isn't about tricking people - it's about identifying what you want, recognizing opportunities, building trust, clearly asking for what you need, and following up appropriately. By mastering these five essential steps, you can transform your career and personal life while maintaining your integrity. The good news? You're already doing much of this intuitively. Now it's time to do it consciously and strategically.

Chapter 1: Identify Your Inner Salesperson

The first step toward becoming more successful in your career is embracing your inner salesperson. Many of us instinctively shy away from the label "salesperson" because we associate it with being pushy or manipulative. However, selling is simply the art of persuasion and influence - something we all do naturally throughout our lives. Think about your daily interactions. Have you ever convinced a child to eat vegetables? Asked a neighbor to feed your cat while you're away? Gotten a raise after making a good case for yourself? Received a referral from a satisfied client? Congratulations - you've made sales! As the author points out, "The fact is that every transaction that could result in a 'yes' or a 'no' will require you to sell something: yourself, your idea, a concept, your worthiness, your value, your competence, your company." The challenge isn't that you don't know how to sell - you do it all the time. The real issue is that once you label what you're doing as "selling," you might become reluctant to continue. This is similar to what happened to a writing student the author's friend taught. The student spoke eloquently but wrote terribly because once she learned all the formal rules of writing, she became paralyzed by them. Similarly, many of us were natural salespeople as children - boldly asking for what we wanted - until we were told to stop being so forward or heard "no" too many times. Reclaiming your natural sales abilities doesn't mean becoming someone you're not. It means channeling that inner boldness that helped you sell effortlessly before you started holding back. Using sales skills purposefully allows you to get what you want and deserve, whether that's a promotion, new business opportunities, or recognition for your work. Remember that you're already selling by doing a good job. Now you can start selling on purpose, with intention, and with greater success. As the author advises: "Channel your inner child - the bold one who was a born salesperson. The one who was not afraid to ask for what you wanted."

Chapter 2: Create a Strategic Sales Plan

The foundation of successful selling begins with planning - knowing what you want and creating a roadmap to achieve it. Planning might seem counterintuitive for something you're not officially required to do, but since every job involves selling in some capacity, having a deliberate strategy makes all the difference. Dr. Cindy McGovern emphasizes that planning starts with asking yourself big questions: What do you really want? Who can help you get it? What are your strengths and weaknesses? How confident are you? These questions help sharpen your focus and prepare you to explain your "ask" clearly to others. As she points out, "If you can't explain what you want, you're unlikely to get it." Take the case of Ben, an HVAC technician who came to fix the author's air conditioner on a sweltering day. While diagnosing the AC problem, he discovered the furnace would likely break down when winter arrived. Rather than just fixing the immediate problem, Ben offered to check the furnace while he was already there - potentially saving the author from being without heat during the cold season. This wasn't just good customer service; it was strategic selling. Ben had planned ahead to look for additional opportunities to help customers and add value. This approach transformed what could have been a simple service call into something more valuable for both parties. The author got her furnace fixed before it became an emergency, and Ben's company earned additional business and a loyal customer. Ben wasn't officially in sales, but he had clearly adopted a sales mindset - looking for ways to help beyond his basic responsibilities. Creating your own sales plan doesn't require complicated strategies. Start by identifying your goals and the people who can help you achieve them. Consider what you can offer in return that creates mutual benefit. Make yourself familiar with your organization's products or services so you can spot opportunities others might miss. And cultivate a sales culture in your workplace by sharing successes and encouraging others to look beyond their job descriptions. Remember that effective planning isn't about being pushy or manipulative - it's about preparing yourself to recognize and act on opportunities that create value for everyone involved. As the author notes, planning helps you "sell on purpose" rather than accidentally or haphazardly.

Chapter 3: Recognize Daily Sales Opportunities

Sales opportunities surround you every day, but most people walk right past them because they don't recognize what they're seeing. Learning to spot these moments is like developing a new sense - suddenly you'll notice chances to advance your career, help others, and build valuable relationships that were always there but invisible to you. The author describes this heightened awareness as similar to "blue car syndrome" - when you buy a blue car and suddenly notice blue cars everywhere. Once you start looking for sales opportunities, they appear with surprising frequency. Consider Christy's experience when interviewing at two major tech companies. At the first campus, she got lost and received minimal help from employees. At the second, a security guard not only gave directions but personally walked her to her destination, saying, "We're never in too much of a hurry to help a visitor." This small act of kindness - this moment that mattered - influenced Christy's decision to accept the second company's offer. These "moments that matter" can make or break relationships. The author's friend Freda stopped shopping at her favorite department store after a cashier rudely refused to help with a simple exchange and actually laughed when Freda suggested she should say "thank you" for a purchase. This negative interaction cost the store a loyal customer. In contrast, positive moments can create customers for life, as happened when the owner of a Southern restaurant in San Francisco recognized the author's husband and remembered where they were from, making them feel like valued guests. To recognize more opportunities, remain vigilant in all your interactions. Look for chances to help solve problems or address needs that aren't being met. For example, Delta Air Lines flight attendant Tiffany recently sought to expand her responsibilities by asking colleagues for referrals to the training department. Her initiative led to multiple interviews and eventually a new position as a trainer. She recognized an opportunity and took action rather than waiting for someone to tap her on the shoulder. When networking, make it a habit to listen more than you talk, focus on how you might help others rather than what you can get, and follow up promptly. Remember that sometimes the smallest gestures create the biggest impressions. As the author notes, "When you take care with the little things, those pieces come together. When you create a special moment, someone will remember it—and you—forever." The key is maintaining awareness that every interaction is potentially valuable. Train yourself to recognize needs, offer solutions, and create positive moments that matter. These opportunities are hiding in plain sight - you just need to develop the eyes to see them.

Chapter 4: Build Trust in Every Interaction

Trust forms the cornerstone of any successful sale or relationship. Without it, even the most persuasive pitch will fall flat. The author emphasizes that "someone who trusts you is more likely to help you than someone who doesn't." Building this essential foundation requires mastering three critical skills: listening, observing, and talking - in that specific order. Genuine listening goes beyond merely waiting for your turn to speak. It means fully focusing on understanding the other person's needs, concerns, and desires. The author shares a revealing story about furniture shopping during her home renovation. When visiting a store to buy dining chairs, she encountered a salesperson who kept pushing expensive options without listening to her specific requirements about size and style. Frustrated, the author joined the store's design program just to escape this pushy approach. The designer who then helped her actually listened, asked clarifying questions, and quickly narrowed down options based on her stated preferences. The result? The author purchased not just chairs but an entire bedroom suite from the attentive designer, while the original salesperson lost the commission entirely. Observation means paying attention to body language, tone, and context before speaking. The author recounts how a countertop coordinator at a stone company observed her overwhelmed state when selecting materials. Instead of overwhelming her with more options, the coordinator showed just two samples at a time, noted her reactions, and gradually zeroed in on her preferences. This approach built such trust that when the coordinator eventually asked, "Will you trust me with something?" and showed a quartz option (though the author had planned to buy granite), the sale was easily made. Only after listening and observing should you focus on talking - and even then, make it conversational rather than transactional. Small talk isn't wasted time; it's an investment in relationship building. When the author's computer crashed before an important presentation, a tech support person took the time to understand her urgency and stayed past his shift to recover her data. His commitment to solving her problem created a customer for life - not because he was in sales, but because he built trust through his actions. The trust you establish creates ripple effects beyond the immediate interaction. When a storage company misplaced the author's skis but immediately offered to compensate her without questioning her claim, she became not just a loyal customer but an enthusiastic referral source. As she notes, "They wanted us to trust them, so they behaved in a trustworthy way." This principle applies universally - people do business with those they trust, regardless of official job titles.

Chapter 5: Ask Confidently for What You Want

The most challenging step for many people is directly asking for what they want, even when they deserve it or desperately need it. Yet this simple truth remains: if you don't ask, you dramatically reduce your chances of getting what you want. People can't read your minds, and even seemingly obvious needs must be verbalized. The author shares the story of Megan, a real estate agent who was excellent at selling homes but terrible at asking for referrals. Despite having satisfied clients who would gladly recommend her, she felt uncomfortable making the request. The turning point came when her mentor advised her to simply ask every client, "Do you know anyone else who might be looking to buy or sell a home?" This straightforward question transformed her business, bringing in dozens of new clients. As the author notes, "The straight truth is this: If you want something—anything—you're way more likely to get it if you ask for it than if you don't." Fear of rejection often prevents people from asking directly for what they want. We worry about hearing "no," appearing pushy, or damaging relationships. The author calls this the "ick factor" - that slimy feeling we associate with aggressive salespeople. However, ethical selling isn't about manipulation but rather clear communication of mutual benefits. When you approach requests with genuine interest in how both parties can gain, the "ick factor" disappears. When making your request, the author recommends a simple formula: express appreciation, state what you want clearly, explain why it matters, describe the benefit to the other person, and express confidence in a positive outcome. For example, instead of saying "Can I have a raise?" try "I appreciate the opportunities you've given me. I'd like to discuss increasing my compensation to reflect the additional responsibilities I've taken on. I believe my work on the Johnson project demonstrated my value to the team, and with additional resources, I can deliver even stronger results." Gender dynamics can also influence asking behavior. Research shows women typically ask for raises and promotions less frequently than men and face different social consequences when they do. The author encourages everyone, particularly women, to give themselves permission to ask for what they deserve. As she writes, "It's OK to ask the barista to remake your drink if he got it wrong. It's OK to request the afternoon off for your child's school play. It's OK to give yourself permission not only to ask for what you want, but to get it." Remember that asking doesn't guarantee success, but not asking almost guarantees failure. Be direct, be specific, explain your reasoning, and focus on mutual benefits. The confidence you project in your request significantly influences the response you'll receive.

Chapter 6: Follow Up with Gratitude and Purpose

The final step in the sales process may be the most overlooked yet potentially the most powerful: following up. Whether you receive a yes, a no, or a maybe, how you respond afterward determines not just the current outcome but also future opportunities and relationships. The author begins each Thanksgiving season with a meaningful ritual - writing personal thank you notes to everyone who helped her throughout the year: "I enclose each thank you into a beautiful Thanksgiving-themed greeting card. I pause after I finish each one, just to absorb what I've written and keep a thought about the person I wrote it to." This practice isn't merely sentimental; it's strategic relationship building that creates goodwill and opens doors for future interactions. When you receive a "yes," expressing genuine gratitude reinforces the relationship and paves the way for future requests. The author shares how a friend received exceptional service from a healthcare provider who went above and beyond during an emergency. Years later, when facing another health crisis, that same doctor remembered her and arranged for immediate care, bypassing usual procedures. The initial thank-you note and small gift had cemented a relationship that proved invaluable later. Perhaps more challenging but equally important is following up after hearing "no." Rather than retreating in embarrassment, the author suggests expressing appreciation for the person's time and consideration. When she was declined for a timeshare purchase, she thanked the salesperson sincerely and maintained contact. Months later, when special pricing became available, that same salesperson remembered her positive attitude and offered her an exceptional deal. For those ambiguous "maybe" responses, patient, purposeful follow-up often turns uncertainty into agreement. The key is providing additional information or addressing concerns without becoming a nuisance. The author describes how she kept in touch with a potential client who initially couldn't commit, sending occasional helpful articles and checking in without pressure. Six months later, when circumstances changed, the client reached out specifically because of her respectful persistence. The foundation of effective follow-up is genuine niceness - creating positive experiences that people remember. The author emphasizes five ways to "bake a little more 'nice' into your personality": be approachable, show your personality, do what you say you will, go out of your way for others, and demonstrate gratitude. These qualities transform ordinary interactions into memorable moments that build lasting relationships. As the author concludes, "Be grateful. Show your gratitude, whether you heard a 'yes' or a 'no.'" This approach not only increases your immediate success rate but creates a network of people genuinely invested in your future success.

Summary

Every interaction in your professional and personal life presents an opportunity to sell - not in a manipulative way, but by effectively communicating your value and building meaningful relationships. By following the five-step process outlined in this book - planning strategically, recognizing opportunities, establishing trust, asking confidently, and following up with purpose - you can transform ordinary workplace interactions into extraordinary results. As the author powerfully reminds us: "Sell on purpose. Channel your inner child - the bold one who was a born salesperson. The one who was not afraid to ask for what you wanted." The skills you've learned aren't just for work; they're life skills that apply everywhere. Whether negotiating with a car salesperson, requesting a favor from a colleague, or asking for support from family, the principles remain the same. Start today by identifying one opportunity where you can practice these skills. Remember that the most successful people aren't necessarily the most talented, but those who consistently and confidently ask for what they want and deserve.

About Author

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McGovern

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