Curious about the heckle and chide strategy? How can a pizza owner's personal touch transform a dining experience? Intrigued by the evolution of sales from traditional door-to-door methods to modern techniques involving improvisation? Want to learn about Norman Hall, the last Fuller Brush Man, and his resilience in face of rejection? Dive in to discover these captivating stories and more, as we explore the art of selling, moving others, and making interactions personal and purposeful.

To Sell is Human: The Surprising Truth About Moving Others

Norman Hall, a 75-year-old with a stylish bow tie and a charming demeanor, represents the last of a dying breed: the Fuller Brush Man. On a typical day in San Francisco, he showcases his wares—ostrich feather dusters, microfiber cloths, and stainless-steel sponges—trying to convince people to make a purchase. Despite initial resistance, Hall's persistence pays off, culminating in a $150 sale. 

The Fuller Brush Man was once a staple of American culture. Starting in 1903 with Alfred Fuller, a farm boy from Nova Scotia, the company grew to employ more than 8,000 salesmen by the late 1940s. These salesmen became cultural icons, appearing in Disney cartoons, movies, and even songs. However, the advent of the internet and changing consumer habits led to the decline of door-to-door sales. Fuller Brush filed for bankruptcy in 2012, and the once-ubiquitous salesman has nearly vanished.

Despite the decline of traditional sales roles, the essence of selling is far from dead. According to the U.S. Bureau of Labor Statistics, one out of every nine American workers is in sales. But even beyond these traditional roles, many of us engage in "non-sales selling"—activities like persuading, influencing, and convincing others in our daily jobs. A comprehensive survey revealed that people spend about 40% of their work time on such activities, which they consider crucial for professional success.

Sales roles remain robust despite economic downturns and technological advances. The U.S. is projected to add nearly two million new sales jobs by 2020. Globally, countries like Canada, the UK, and Japan also have significant portions of their workforce in sales roles. Even in emerging markets like India and China, the demand for sales roles is expected to grow as their middle classes expand.

While traditional door-to-door salesmen like Norman Hall may be a relic of the past, the act of selling—whether in its conventional form or as non-sales selling—remains vital. In essence, we're all in sales now, constantly moving others to achieve our goals. The salesperson isn't dead; the salesperson is us.

Is the Art of Salesmanship Really Dying or Are We All Salespeople Now?

Once upon a time, only a few people were in sales. Every day, these individuals sold stuff while the rest of us did other things, and everyone was happy. One day, the world began to change. More people started working for themselves, becoming entrepreneurs, and consequently, salespeople too. 

Large companies realized that job specialization didn't work well in volatile conditions, leading to a demand for elastic skills that crossed boundaries and included sales elements. Meanwhile, the economy shifted, and millions found work in education and healthcare—sectors focused on moving others. Until finally, most of us ended up in sales. 

Take Shamus Jones, the founder of Brooklyn Brine, a small company selling artisanal pickled vegetables. Jones, a self-described “reluctant capitalist,” started his career as a chef but ventured into pickling seasonal vegetables. Despite no background in production or management, he turned his hobby into a business. Jones now spends his days meeting distributors and convincing stores to stock his jars, embodying the life of a small entrepreneur who must wear many hats, including that of a salesperson. 

This rise of small entrepreneurs is just one reason why many of us find ourselves in sales. The other reason is the demand for elastic skills in larger companies. For instance, Atlassian, a software company, has no traditional sales force. Instead, everyone from engineers to support staff engages in sales activities by offering help and understanding customer needs. Similarly, Palantir, another tech giant, uses "forward-deployed engineers" to interact directly with clients, ensuring their needs are met and identifying new problems to solve.

Beyond tech and small businesses, the largest growing sector is Ed-Med—education and healthcare. Larry Ferlazzo, a high school teacher, and his wife Jan Judson, a nurse-practitioner, represent this trend. Their jobs, fundamentally about moving others, require them to persuade and motivate students and patients. Ferlazzo, for example, motivated a student, John, to write an essay by tapping into his interest in football rather than forcing a standard topic on him. John, who had never written an essay before, ended up writing two, showcasing how effective non-sales selling can be.

All these stories and examples illustrate a shift in the economy where entrepreneurship, elasticity, and sectors like Ed-Med have transformed many of us into salespeople. Whether you're packaging pickles, developing software, or teaching students, the essence of modern work involves moving others. And it's this capacity to influence and persuade that has become crucial in today's world, making most of us, in one way or another, part of the sales force.

From Pickles to Patients: The Unseen Sales Force in Entrepreneurship, Tech, and Ed-Med

When asked about "sales" or "selling," people often think of words like "money," "pitch," and "persuasion." But adjectives like "pushy," "smarmy," and "sleazy" dominate, revealing a generally negative perception. Visuals of sales conjure images of a "man in a suit" and "used-car salesman," highlighting discomfort and distrust.

In 1967, George Akerlof's paper, "The Market for 'Lemons'," revealed how sellers often know more than buyers, leading to distrust and lower market quality. This asymmetry made "buyer beware" a guiding principle. But today, buyers armed with information from the internet have leveled the playing field, shifting to "seller beware".

Joe Girard, a legendary car salesman, thrived on tactics that might seem outdated today, such as misleading familiarity to gain trust. Despite his success, his methods reflect a bygone era. Tammy Darvish, vice president of DARCARS, represents modern selling. She acknowledges that today's buyers are often more informed than sellers, requiring honesty and empathy. Darvish emphasizes, "You can’t train someone to care," showing that integrity and customer focus are now essential.

For instance, one day, Steve Kemp of SK Motors, an old-fashioned used-car lot, sold two cars with traditional sales tactics. Meanwhile, CarMax, a more modern dealership, attracted numerous customers with transparent pricing, equal commissions, and open information-sharing. CarMax's success exemplifies how the high road—honesty and transparency—has become the more effective route in sales.

Three myths persist about sales: it requires low intellect (the blockhead myth), it's driven by greed (the moneygrubber myth), and only certain people can sell (the natural myth). In reality, sales today demand sophisticated skills, often have altruistic motivations, and everyone has the potential to master them.

In short, the shift from "buyer beware" to "seller beware" reflects a broader change in how we buy and sell, driven by information parity and the need for honesty and empathy in sales.

Has the Internet Shifted the Power from Seller to Buyer in Modern Sales?

In the 1992 film Glengarry Glen Ross, Alec Baldwin’s character, Blake, delivers the iconic "Always Be Closing" mantra to a group of struggling salesmen. This old-school sales tactic relied on relentless pursuit and information asymmetry, where the seller held all the cards. However, in today's world where everyone is selling something and information is ubiquitous, a new approach is needed.

Enter the new ABCs of selling: Attunement, Buoyancy, and Clarity. Attunement, is the art of harmonizing with others by understanding their perspectives. Here's a fun exercise: draw an "E" on your forehead. If you draw it so you can read it, you’re reflecting self-orientation; if others can read it, you’re showing perspective-taking. Studies by social psychologists reveal that power often diminishes our ability to take others' perspectives, making attunement crucial in a balanced dynamic.

Adam Galinsky’s research at Northwestern University found that reducing one's sense of power enhances perspective-taking. For instance, low-power participants in his studies were better at interpreting ambiguous situations, like reading sarcasm in an email about a bad restaurant experience.

Attunement also involves strategic mimicry. Humans naturally mimic others' behaviors—a phenomenon known as the "chameleon effect." Studies show that subtle mimicry can significantly improve outcomes in negotiations and customer interactions. For example, waitresses who mimicked customers’ orders word-for-word earned 70% more tips.

The journey of attunement doesn’t end with mimicry; it extends to understanding social dynamics, or "social cartography." Dan Shimmerman, founder of Varicent Software, emphasizes mapping out key players and their preferences in sales situations to allocate efforts effectively.

Additionally, Adam Grant’s research on ambiverts—people who are neither too introverted nor too extroverted—reveals they are the best salespeople. Ambiverts strike a balance, knowing when to speak and when to listen, making them adept at attuning to others.

To practice attunement daily, try mimicking others subtly, start conversations with open-ended questions like "Where are you from?", and visualize an empty chair to represent the customer in meetings. These strategies can help you connect deeply and move others effectively, proving that attunement, not aggression, is key to successful influence.

Revamping the ABCs of Selling: Attunement Over Aggression in the Modern Market

Norman Hall, a Fuller Brush Man in San Francisco, exemplifies resilience in sales. One morning, while waiting to deliver products to two lawyers, Hall encounters Beth, a woman from a new office. Despite her initial disinterest, Hall persists calmly, eventually securing a "maybe" from her. "That," he says, "is how it starts."

Hall’s journey into sales began when he was broke. After trying acting and starting a failed restaurant, he turned to selling Fuller brushes. The early days were tough, but a veteran salesman named Charlie encouraged him to persist. Hall soon realized that facing rejection was a daily battle, but he learned to stay afloat through what he calls “buoyancy.”

Instead of pumping himself up with affirmations, Hall uses interrogative self-talk. Research supports this approach: asking "Can I do this?" and answering with specific strategies is more effective. A study involving anagram puzzles found that participants who asked themselves questions performed better than those who made declarative statements.

Hall is an ambivert, balancing between being thoughtful and assertive. Positivity, a concept supported by social scientist Barbara Fredrickson, plays a crucial role in his success. Positive emotions broaden our perspective, making us more receptive and creative. Research shows that negotiators who display positivity are more likely to reach agreements. Hall maintains a healthy positivity ratio, seeking positive interactions to counterbalance rejections.

How Hall explains rejections to himself also matters. Psychologist Martin Seligman’s work on explanatory style shows that optimists—who see setbacks as temporary, specific, and external—perform better and persist longer. Seligman’s studies with insurance sales agents revealed that optimists sold more and were less likely to quit.

At the end of a challenging day, Hall’s optimism helps him move forward. He views rejections as specific and temporary, maintaining his buoyancy. This resilience, coupled with his belief in his products, keeps him going.

Some Practical Tips for Buoyancy:
1. Practice Interrogative Self-Talk: Ask, "Can I move these people?" and list reasons why the answer is yes.
2. Monitor Positivity: Aim for a 3:1 ratio of positive to negative emotions.
3. Revamp Explanatory Style: When facing setbacks, ask if they are permanent, pervasive, or personal, and answer "no."

By embracing these strategies, anyone can navigate the ocean of rejection and stay buoyant in their endeavors.

Can the Power of Buoyancy Propel You Through Sales Rejections?

Are you saving enough for retirement? If you're like many, the answer is likely "no." In the U.S., about half of households aren't ready for retirement, and three in four Americans have less than $30,000 saved. Our brains, wired to prioritize the present, often fail to prepare us for distant events like retirement. 

Social psychologist Hal Hershfield tackled this problem with a fascinating experiment. Participants wore virtual reality headsets to see avatars of themselves—some as they appeared now and others aged to 70. When asked how they'd allocate an unexpected $1,000, those who saw their aged selves saved over twice as much for retirement. This visual connection to their future selves spurred them to save more, revealing a key insight: our struggle with saving is partly due to seeing our future selves as strangers.

This research aligns with a broader shift in problem-solving. Instead of merely solving known problems, effective individuals identify hidden ones. In the 1960s, Jacob Getzels and Mihaly Csikszentmihalyi studied art students and found that those who spent time finding a problem to tackle created more compelling artwork and enjoyed greater long-term success.

This principle isn't limited to art. Rosser Reeves, a legendary ad executive, demonstrated the power of framing with a simple change to a beggar's sign. By adding "It is springtime and" to "I am blind," he drastically increased donations. This "contrast principle," as Robert Cialdini calls it, helps people understand situations better by comparison.

Effective framing can clarify options in various ways. For example, Sheena Iyengar's study showed that offering fewer choices led to more purchases. Experiences, rather than material goods, also provide more satisfaction, suggesting that framing a sale around experiences can be more compelling. 

Moreover, labeling can influence behavior significantly. A study on the Prisoner's Dilemma game found that calling it the "Community Game" doubled cooperation rates compared to the "Wall Street Game."

The power of a small blemish can also be potent. Adding a minor negative detail in an otherwise positive description can enhance the overall appeal, a phenomenon known as the "blemishing effect."

In personal selling, emphasizing potential over achievements can be more effective. Research showed that people valued a rookie player's potential future performance more than a veteran's proven track record.

Finally, providing a clear "off-ramp" for action can dramatically increase compliance, as shown by a study on college food drives. Specific instructions and a clear path to action tripled the contribution rate among those least likely to donate.

Understanding these principles of clarity, from framing and questioning to curating information, can transform how we move others. By focusing on the essence of issues—the "one percent" that matters most—we can provide clarity and drive action effectively.

Clarity in Action: Harnessing Psychological Insights for Retirement Savings and Beyond

In 1853, Elisha Otis, a clever American craftsman, transformed the future by inventing a life-saving elevator safety brake. To demonstrate its power, he staged a dramatic scene at New York City’s largest convention center. Otis stood on an elevated platform, instructed his assistant to cut the rope, and as the crowd gasped, his invention engaged, stopping the fall. Otis calmly declared, “All safe, gentlemen. All safe.” This moment not only marked the advent of safe elevators but also birthed the concept of the “elevator pitch”—a concise, compelling way to present an idea.

Fast forward to Tinseltown, where the art of pitching evolved in the high-stakes world of Hollywood. Business professors Kimberly Elsbach and Roderick Kramer studied this process and discovered that successful pitches depended as much on the listener (the catcher) as on the presenter (the pitcher). They found that creative collaboration between the two often led to the best outcomes. The secret wasn't just in presenting an idea but in inviting the other party to shape it, making them feel like a co-creator.

Inspired by Otis and the Hollywood model, we now have six modern pitching techniques to capture attention in our information-overloaded world:

1. The One-Word Pitch: Inspired by Maurice Saatchi, this pitch distills your message into a single, powerful word. Think “search” for Google or “priceless” for MasterCard.
   
2. The Question Pitch: Leveraging the power of questions, like Ronald Reagan’s famous “Are you better off now than you were four years ago?” Questions engage recipients to process the message deeply and come to their conclusions.

3. The Rhyming Pitch: A memorable rhyme, like Johnnie Cochran’s “If it doesn’t fit, you must acquit,” can enhance the persuasiveness through its smooth, easy-to-process nature.

4. The Subject-Line Pitch: In the era of overflowing inboxes, your email’s subject line needs to be either incredibly useful or irresistibly intriguing to stand out.

5. The Twitter Pitch: Embrace brevity by summarizing your idea in 140 characters or less, prompting engagement and further conversation, much like the University of Iowa’s innovative MBA application question.

6. The Pixar Pitch: Master the story structure used by Pixar—“Once upon a time… Every day… One day… Because of that… Until finally…”—to craft compelling narratives that resonate deeply.

Imagine you're campaigning for a new bridge in your town. Your Pixar pitch might be: "Once upon a time, crossing from Beeston to Arborville was a hassle. Every day, delays plagued our commute. One day, we proposed a modern bridge. Because of that, travel became safer and quicker. Because of that, our local economies thrived. Until finally, the new bridge became a beloved fixture." 

Next, your Twitter pitch could link to a bridge rendering: “See how a new bridge can transform Beeston & Arborville. Click to envision our future.” For your subject-line pitch to fellow citizens, try: “3 reasons why Beeston families support a new bridge.”

These techniques, when practiced and perfected, can transform your ability to pitch ideas effectively. Remember, in a world brimming with distractions, the key is to pitch in a way that starts meaningful conversations, just as Otis did over a century ago.

Can Modern Pitching Techniques Transform Your Ability to Sell Ideas?

On a sleepy Tuesday morning, Daniel Pink found himself in an unusual situation, standing toe-to-toe with a woman who was not his wife in a Manhattan office. They were part of a workshop led by Cathy Salit, founder of "Performance of a Lifetime," where business executives learn improvisational theater to enhance their professional skills, especially listening.

Salit's journey is one of reinvention—from dropping out of eighth grade to becoming a community organizer, actor, and now a "sales whisperer." Her main lesson revolves around listening, a skill often underestimated despite its importance.

Her first exercise, the "mirror exercise," involved facing a partner and mimicking their movements. This awkward but enlightening activity highlighted how mirroring can foster empathy and understanding, crucial for effective communication.

Improvisation, it turns out, is not just for actors. Sales has long relied on scripts, a method pioneered by John H. Patterson of the National Cash Register Company. But in today's dynamic environment, scripts are less effective. Enter improvisation, thanks to innovators like Viola Spolin and Keith Johnstone. Their techniques emphasize spontaneity and adaptability, essential for modern sales and non-sales interactions.

Salit teaches three essential rules of improvisation: Hear offers, say "Yes and," and make your partner look good. Hearing offers means truly listening, not just waiting for your turn to speak. In one exercise, "Amazing Silence," they had to maintain eye contact and wait fifteen seconds before responding. This forced them to listen deeply, revealing the power of genuine engagement.

The "Yes and" principle encourages building on others' ideas instead of shutting them down. This approach transforms interactions from zero-sum games into collaborative efforts. For instance, in an exercise where they planned a high school reunion, replacing "Yes, but" with "Yes and" led to a cascade of creative solutions.

Lastly, making your partner look good fosters a culture of generosity and creativity. During an exercise called "I'm Curious," they had to argue a point using only questions. This shifted the conversation from a debate to a dialogue, emphasizing mutual respect and understanding.

The principles of improvisation—attunement, buoyancy, and clarity—are more relevant than ever. Whether you're in sales or any other field, these techniques can help you navigate complex interactions, build stronger relationships, and ultimately, move others more effectively. So, take a cue from the improv world: listen deeply, say "Yes and," and always strive to make your partner look good.

From Stage to Sales: Leveraging Improvisation Techniques for Effective Communication in Business

Traveling across Kenya in a matatu, a small bus, can be a harrowing experience. Matatu drivers, often young men, are notorious for their reckless driving, contributing to Kenya's alarmingly high traffic death rates. In fact, traffic accidents kill as many people globally as malaria. 

To tackle this, Georgetown economists James Habyarimana and William Jack devised a brilliant intervention. They placed stickers in matatus urging passengers to heckle drivers into safer driving. This "heckle and chide" strategy led to a significant drop in insurance claims for accidents, proving that empowered passengers could indeed influence driver behavior and save lives.

This concept of making things personal extends beyond road safety. Yehonatan Turner, an Israeli radiologist, conducted a study where adding patient photos to CT scans made radiologists more empathetic and meticulous. When the photos were removed, 80% of incidental findings were missed. This experiment highlighted how personal connections can enhance professional performance.

Similarly, Adam Grant's research on hand hygiene in hospitals showed that appealing to healthcare workers' sense of purpose—emphasizing patient safety—boosted hand washing rates significantly. This underscores that people are often motivated by a sense of purpose rather than self-interest.

Robert Greenleaf's philosophy of "servant leadership" aligns perfectly with these findings. Greenleaf advocated for leaders who prioritize serving others. Extending this to sales, "servant selling" suggests that true salesmanship involves improving the buyer's life and, by extension, the world.

Consider the example of Guiseppe Farruggio, owner of Il Canale pizzeria in Washington, D.C. Farruggio posted a sign with his photo and personal phone number, inviting customers to call him directly with feedback. This personal touch transformed the dining experience, showing customers there’s a caring person behind the pizza.

Another inspiring shift from traditional sales tactics is moving from "upselling" to "upserving." Instead of pushing unnecessary add-ons, focus on enhancing the customer's experience. Companies like Microchip Technology have even rethought sales commissions, finding that higher base pay and shared goals foster better service and collaboration.

In all these examples, the key to moving others is clear: make it personal and make it purposeful. Whether it's a sticker in a Kenyan matatu, a photo on a CT scan, or a heartfelt sign in a pizzeria, genuine service arises from connecting personally and working purposefully. This approach not only improves individual lives but also contributes to a better world. So next time you interact with someone, ask yourself: Will their life be better? Will the world be better? If the answer is yes, you're on the right track.

Can Making It Personal and Purposeful Be the Key to Saving Lives and Enhancing Customer Service?

Looking at the evolution of sales, it's evident that while traditional door-to-door approaches may be fading, the essence of selling remains crucial in various forms. Sales roles have been a significant part of the workforce historically and continue to be, even though the methods have transformed. Today, many of us engage in what can be termed "non-sales selling," where we persuade and influence others as part of our daily jobs.

Despite technological advancements and economic shifts, the demand for sales roles persists globally. The modern landscape necessitates adaptability, with new sales opportunities arising, especially in growing economies.

Moreover, the perception of sales has evolved. Although often viewed negatively, effective selling today requires empathy, honesty, and customer focus. The shift from "buyer beware" to "seller beware" underscores this change, driven by informed consumers and the need for transparency.

Key to modern sales are skills such as attunement, buoyancy, and clarity. Attunement involves understanding others' perspectives, buoyancy helps navigate rejection, and clarity ensures effective communication and problem-solving. Incorporating elements of improvisation can enhance these skills, fostering better listening and adaptability.

Ultimately, the future of sales lies in making interactions personal and purposeful, transforming the act of selling into a service that genuinely improves others' lives. Whether through traditional methods or modern techniques, the ability to move others remains an indispensable part of professional success.

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