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Ted lives in Durham, New Hampshire, USA, with his wife Margaret, children Jamie, Amelia, Anastasia, and dog Tyler. He consults and gives keynotes on Technology, Security, and Business. He loves flyfishing, ham radio, and great food and wine.

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Maybe I was wrong about sales?

I always thought my business weakpoint was sales.

I like marketing - done right it is pretty interesting as I wrote about here.

But sales, I hate sales, it reminds me of used car salesmen, low forms of life even compared to amoebas, lichens, and viruses. And I've always thought I was HORRIBLE at sales.

Yes, my business depends on sales. I'm essentially a one man shop, although I often hire industry experts to help me on specific projects (i.e. friends I know and trust who really know their stuff and who are pretty much self-managing).

If I don't sell, I have no income. No one sells for me. No keynotes, consulting, training or coaching sales - no income. And despite selling lots of services, I always considered it a weakpoint. Something about "closing the sale."

Maybe I've been wrong all along and I'm actually OK? This excellent Guerilla Consulting article says I'm not such a dummy after all. After all, I'm NOT selling used cars. The close of a sale for me means a beginning - the beginning of the work. Unlike the sale of a used car, the client/sucker/buyer does not drive his 1976 Purple Gremlin off into the sunset (note to international readers - the Gremlin is a legendary horrible car, and ugly too!).

Key point of the article? Don't close the sale. Let the client close it - if they don't it may not be right for them.

Postscript and afterthought: Maybe the reason I've always thought I was so horrible at sales is that I've worked with some gifted salesmen in the past?

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