And no, it’s not because I’m “old school.” It’s because it works.

Every appoinment

Every follow-up.

Every weekly to-do list.

Every habit I’m building.

Every idea, reminder or quick reflection… it goes into pen and paper.

Here’s what I’ve learned …

After years in sales leadership:

Writing things down creates commitment.

You’re not just “saving” something – you’re processing it.

It forces clarity.

A blank page doesn’t let you hide behind notifications or clutter.

And most importantly, it reveals patterns.

When I review my diary at the end of each week or month, I can literally see the story of my performance. Where my focus has been. Where I avoided difficult tasks. Where I doubled-down and pushed through.

But here’s the part most people don’t expect…

My diary also helps me identify future leaders in my team.

The people I end up seriously considering for promotion almost always share one thing in common:

They track their own world.

Sometimes it’s in a notebook. Sometimes a spreadsheet. Sometimes a carefully structured notes app.

But without being told, they create systems.

They reflect.

They plan.

They review.

They don’t rely on motivation — they rely on structure.

The diary on my desk isn’t just an organisational tool.

It’s a leadership radar.

And in an era obsessed with more technology… the simplest tool in my office is still one of the most powerful.

Every appointment.

Every follow-up.

Every weekly to-do list.

Every habit I’m building.

Every idea, reminder or quick reflection… it goes into pen and paper.

If you need help to develop or refocus your own or your team’s ability to persuade, you know where I am.

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Here is the 2026 Weekplanner

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This also makes a great Christmas, year-end or New Year gift for yourself (or an ambitious teammate or loved one).

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When people ask me why I believe sales is the best starting point for a career in business, my answer is simple:

Sales teaches you the art of persuasion.

Persuasion isn’t just about sales and closing deals — it’s about moving people. That skill is invaluable everywhere, not just in sales.

Think about it:

In marketing – you’re persuading someone to see value in your brand instead of a competitor’s.

In product management – you’re persuading engineers and designers to believe in a roadmap.

In leadership – you’re persuading a team to rally around a vision, even when the path is unclear.

In everyday life – you’re persuading a hiring manager to give you the job, a colleague to back your idea, or even your kids to eat their vegetables.

Sales gives you a front-row seat to how people make decisions, what motivates them, and how to communicate in a way that earns trust.

For me, starting in sales was like getting an MBA in human behaviour. The ability to persuade — without manipulation, but through empathy, clarity, and conviction — this has been the common thread in every success since.

At the end of the day

Business is about creating value and then persuading others to believe in it.

And that’s why sales is the best foundation you can build.

But what If you are not in sales?

If you are not in a specific ‘sales’ role you NEED to embrace and learn how to persuade!

Learn to persuade

The sooner you do this, the sooner success in any job will follow.

If you need help to develop or refocus your own or your team’s ability to persuade, you know where I am.

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Box breathing, also known as ‘Sama Vritti Pranayama’, is a breathing technique where you inhale, hold, exhale, and hold again for equal counts, resembling the sides of a box.

This technique, reportedly practiced by Navy SEALs and others, can help calm the mind and reduce stress by regulating the nervous system.

How to practice Box Breathing:

Find a comfortable position: You can sit or lie down, ensuring a straight spine.

Close your eyes and focus on your breath: Become aware of the natural flow of your breath.

Inhale: Slowly inhale through your nose for a count of four.

Hold: Hold your breath for a count of four.

Exhale: Exhale slowly through your mouth for a count of four.

Hold: Hold your breath out for a count of four.

Repeat: Continue this cycle for a few minutes, focusing on the evenness of each count.

Benefits of Box Breathing:

Stress Reduction:

By regulating the nervous system, box breathing can help reduce feelings of stress and anxiety Jerath et al. (2006) – Physiology of long pranayamic breathing

Lehrer et al. (2000s – multiple studies)

Improved Focus:

The focused nature of the breath can help improve concentration and mental clarity.

Regulation of the Nervous System:

Box breathing can activate the parasympathetic nervous system, promoting relaxation and a sense of calm.

Physiological Effects:

Studies suggest box breathing can also have positive physiological effects like regulating heart rate and blood pressure.

Tips for Practice:

Start slowly: If you’re new to box breathing, begin with shorter counts and gradually increase them as you become more comfortable.

Be mindful: Pay attention to your body and breath throughout the exercise.

Consistency is key: Practice regularly to experience the full benefits of box breathing.

Final thoughts

Embrace rejection as fuel for your journey to success. Feel the nerves — then channel them. They’re not a weakness; they’re a signal that you care. Breathe, refocus, and keep moving forward.

The deals await, and you’re more than ready to seize them.

Until next time, happy selling — and may every rejection (and every racing heartbeat) propel you closer to your goals!

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What is it?

A SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis is a great place to begin any strategic planning process. It is important you also define the SoWOT factors.

Make it Customer Centric

It is important that you make your SWOT Client/customer centric – To do this simply considered Strengths and weaknesses from the perspective of your clients or customers, compared to a named individual, department or competitor – this stops you getting carried away

Example: what are your strengths compared to your competition who want to sell their product idea or service to YOUR internal or external client.

What about weaknesses – again compared to a named individual, department or competitor

What is it that, in the eyes of your customer or client, your competition do better than you .

Opportunities and threats are considered to be external

Think about what is coming over the horizon in the next 12-36 months, which might be an opportunity for YOU and YOUR client

How might you get ready to exploit that opportunity together

Think about threats from the same perspective, what is coming over the horizon in the next 12-36 months which might be a threat to you and your client – how will you work together to avoid or mitigate that threat.

Now the SoWOT‘s

Having just defined your strengths what should you do to build on them.

• Talk about them at every meeting, find out how important these are to the customer or client
• Emphasise them.
• Keep doing them and try to improve or amplify these strengths.

With weaknesses you need to understand a couple of things

• How important is this issue to your customer – if it is low – perhaps don’t dwell on it.
• Can you or your business change this – if you can then do it
• Does your business want to change this – if not then prepare a story about why you will not or can not do this
• What can you do to mitigate this.
• Try not to talk about these – but if you have to ensure you have a polished convincing story

A SWOT provides you with a snapshot of where your department stands today, highlighting both internal factors (strengths and weaknesses) vs a competitor, be that a person in another department or another business.

Opportunities and Threats (external factors) that could impact your department’s future if you don’t begin planning now.

The SoWOT’s should always lead to actions

Why it’s important:

A SWOT analysis helps you understand your department’s current position, enabling you to make informed decisions on where to focus your efforts. It also allows you to capitalise on strengths and opportunities while addressing weaknesses and mitigating threats.

How to do it:

Strengths: What does your department do well vs other departments? What resources do you have?

Weaknesses: Where does your department need improvement vs other departments? What are the resource gaps?

Opportunities: What trends or market shifts could benefit your department? Where will they come from and when will they arrive?

Threats: What external factors (competition, technology changes) could harm your department’s success? Where will they come from and when will they arrive?

Tip:

Involve your team in this process to gain different perspectives and insights you may have overlooked.

If you need help to refocus or develop your team, please get in touch A half day skill shot might be just the ticket!

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In any organisation, managers are not just responsible for processes, tasks, or outcomes—they are also responsible for people. The ability to effectively manage people depends on building strong interpersonal relationships. These relationships foster trust, improve communication, and create an environment where individuals feel valued and understood. Strong interpersonal skills enable managers to inspire and influence their teams, navigate conflicts, and promote collaboration, all of which are critical for achieving organisational goals.

To understand how you can effectively navigate and influence interpersonal dynamics, you need to understand your influencing style!

For this we turn to Interpersonal Influence Theory, which provides a structured framework for examining the interaction between openness and consideration in human behaviour.

Whether your style is Assertive, Passive, Manipulative aggressive or Hostile aggressive or somewhere in between, understanding your influencing style can help you inspire your team, resolve conflicts, and drive success. Knowing how you balance candour with respect can unlock your full leadership potential.

So, what’s your influencing style?

Explore this issue download the questionnaire and discover what your preferred style is and how you compare to the ‘average’ leaders and managers.

Then you can use the principles of Interpersonal Influence Theory to transform your approach to influencing those around you.

For less than the price of a coffee – you can understand your preferred influencing style, plus see how you compare to others.

Then you can use the principles of Interpersonal Influence Theory to transform your approach to influencing those around you.

Let’s dive in!

At the end of the PDF document there is an explanation of each style and the background to the behaviour. There is also an opportunity below to get yourself a great book to support your understanding of the theory too. Simply download the questionnaire and answer each of the 40 questions as truthfully as you can – this will give you the best personal insight into your natural style.

This Interpersonal Influence Inventory is a learning instrument that has been designed to help you assess the way you choose to influence others. Learning instruments, when used in the spirit in which they are intended, may provide you with useful information.

A deeper understanding of assertive theory and personal change strategies may be worth considering. Asserting yourself, by Sharon, Anthony Bower and Gordon, Bauer, offers an excellent beginning point.

Book: Asserting yourself  

by Sharon, Anthony Bower and Gordon, Bauer.

https://amzn.to/40CGNdl

Now the questionnaire

Find out more here

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Sales 101

Why a sense of urgency is crucial in sales

If I could go back and give my younger self one piece of advice about sales, it would be this: always create a sense of urgency. In sales, time is often the difference between closing a deal and losing an opportunity. When you approach a deal without urgency, you risk letting your prospects slip away. The window for closing can shut quicker than you think, especially when your competition is moving faster.

Why is a sense of urgency so important in sales?

Sales is all about momentum. The longer a deal drags on, the more likely it is to go cold. Your prospect’s attention shifts, priorities change, and their initial excitement wanes. By creating urgency, you keep the conversation focused, prevent hesitation, and drive the prospect towards a decision. It’s not about rushing your client—it’s about helping them see the value of acting now rather than putting off a solution to their problem.

Looking back, here are five tips I wish I had known earlier to consistently create that sense of urgency and close more deals.

1. Establish time-sensitive offers

One of the simplest ways to create urgency is through time-bound offers. Limited-time discounts, promotional deals, or bonus services that expire after a certain date push the prospect to act quickly. When there’s a clear deadline, it compels them to make a decision before they miss out.

2. Highlight consequences of inaction

Sometimes, it’s not enough to sell the benefits of your product—you also need to point out what happens if they don’t take action. Whether it’s lost revenue, falling behind competitors, or continued inefficiencies, make sure the prospect understands the risks of delaying their decision.

3. Use social proof and scarcity

People want what others have. Mentioning how other clients or competitors have successfully used your product or service builds FOMO (Fear of Missing Out). Combine this with scarcity—whether it’s limited stock, lead times or limited availability—and you’re triggering a powerful psychological motivator to act now.

4. Set clear next steps

Sometimes, a deal stalls because the next steps aren’t clear. Always ensure there is a defined action after every call or meeting. Whether it’s scheduling the next meeting or a demo, reviewing a proposal, or signing a contract, make sure the process is smooth and that there’s no ambiguity on what comes next. This keeps the deal moving forward.

5. Create value around immediate action

Show your prospect why acting now is in their best interest, beyond just financial reasons. Will they save time, gain market advantage, or solve a pressing issue? Frame your offer in terms of the immediate benefits they will receive. This helps position your product as the urgent solution to their immediate problems.

In sales, urgency isn’t about pressuring your prospects—it’s about helping them make the right decision at the right time. And the right time is usually now. If I had embraced this mindset earlier, I know I would have closed more deals and built better client relationships along the way.

If you need a little help to refocus or develop your team, you know where I am.

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How does it differ from a tactical question?

The difference between strategic and tactical questions lies in their scope and focus:

Strategic Questions:

Are all about Big-picture focus they move the conversation to areas YOU want to talk about with the implicit consent of the other party.

Tactical Questions:

Detail-oriented focus: deal with short-term specific issues and actions, implementation details, and execution to achieve specific goals.

In short, strategic questions are about deciding where to focus the conversation, and tactical questions are about the details once in the right area. Both are important, but used in tandem are particularly effective for persuasion and selling.

Strategic questions for sales are designed to get the buyer to begin a discussion about the issues we want to discuss but in a way that makes then think they instigated the conversation.

Example –

If we want to introduce our range to a client and we are about equal in terms of cost, and profit to the competition, but we believe our service levels and quality are better – we need to help the buyer focus on service and quality.

In this example we also believe – due to previous experience, discussions, and research, that service levels and product quality are typically an issue in our marketplace and are therefore important to this customer too.

What do I think the buyer might give me as a list of things which s/he would require from a new supplier [which I am]

My experience suggests that service and quality will be in the top 3 things for most customers in this market – So, now I can prepare a question that I feel will have enough depth to the list and include both “service” and “quality”.

If I ask a TACTICAL question “what do you look for in service from a new supplier?” the buyer knows that I feel this is a strength for me and will know I want to talk about Service [that is what I want to talk about]

The difference relates to the old adage.

“If you tell ME – I will doubt and question it! – If I tell you, it is the truth!”  – therefore, we want the buyer to tell us the needs they have

If I ask him a STRATEGIC question, I can get him to give me his answer [the answer is his and the truth]

“What are the top 3 things which  you particularly look for in a new supplier?”

To am looking for the buyer to give me the two hooks – “Service levels” and “Quality” – I have already developed a compelling commercial sales story around these features of my product and company.

Now I can use my Tactical questions – BUT it is now talking about an area the buyer has said s/he wants to talk about.

Conclusion

Strategic questions take a bit of practice – but are worth their weight in gold.

A half day skill shot might be just the ticket!

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Sprint planning is a foundational practice in Agile project management, originating from the Scrum framework. It involves breaking down work into short, time-bound intervals called “sprints” (usually 1 to 4 weeks long) But for this particular process they would be daily sprints.

There are 3 ‘columns’

• What needs to be done,
• What is currently being worked on,
• What is complete

During this time frame a specific set of tasks are planned, executed, and reviewed. Sprint planning specifically refers to the meeting or process where the team comes together at the start of a sprint to decide what work will be completed during that period.

The main objectives of sprint planning are:

Define Goals: Identify what the team aims to achieve by the end of the sprint.

Select Tasks: Choose specific tasks or projects that align with those goals.

Resource Allocation: Assign team members to tasks, ensuring that the workload is balanced and achievable within the sprint timeframe.

Set Expectations: Establish clear criteria for success and agree on how progress will be measured.

How Managers Can Use Sprint Planning to Respond Quickly to Market Changes in Sales

Sprint planning can be a powerful tool for sales managers to help their teams stay agile and responsive to changing market conditions.

Here’s how managers can use sprint planning effectively:

Adapt or amend Sales Strategies Quickly

Sprint planning allows managers to adapt their sales strategies in real-time based on the latest market data. If market conditions change—such as a sudden drop in demand or a new competitor entering the market—the sales team can pivot their focus during the next sprint planning session.

How to Implement:

Set Short-Term, Achievable Sales Goals

During sprint planning, review the latest market insights and adjust your sales goals and tactics accordingly. For example, if there’s an economic downturn, the team might shift focus from high-value sales to retaining existing customers with value-added services.

Use the meeting to reprioritise tasks based on market needs, such as targeting a new customer segment or adjusting pricing strategies.

Instead of setting quarterly or annual sales targets, sprint planning helps break these down into short-term, achievable goals. This approach allows sales teams to focus on immediate actions that can be adjusted every few weeks as market conditions evolve.

How to Implement:

Foster a Culture of Continuous Feedback and Improvement

Define specific sales targets for the sprint, such as the number of new leads to generate, calls to make, or deals to close.

Adjust goals based on the latest market feedback. If certain products are in higher demand, focus the sprint on selling those items.

Sprint planning promotes continuous feedback loops, allowing sales teams to quickly identify what’s working and what isn’t. This culture of rapid iteration helps teams refine their approach based on real-world customer interactions and market changes.

How to Implement:

Enhance Team Collaboration and Accountability

Include a review of the previous sprint’s outcomes in the planning meeting to identify successes and areas for improvement. For example, if a recent sales pitch performed well, it can be refined and scaled up for the next sprint.

Encourage team members to share insights from customer interactions that may indicate shifts in market demand or new challenges and incorporate these into the next sprint’s focus.

Sprint planning promotes collaboration by involving the entire sales team in the goal setting and planning process. It ensures everyone understands the current market conditions and is aligned on the team’s objectives.

How to Implement:

Prioritise Tasks Based on Market Impact

Use the planning session to allocate specific roles and responsibilities, making each team member accountable for certain tasks. For example, one member could focus on lead generation while another targets nurturing high-potential clients.

Foster a collaborative environment where team members can propose ideas or solutions based on their market observations, helping the team stay aligned and agile.

Sprint planning helps managers prioritise tasks that will have the most significant impact on sales performance in the current market environment. Instead of trying to do everything, the team can focus on high-value activities that directly address market challenges.

How to Implement:

Adjust priorities as market conditions change.

During the planning session, evaluate all potential tasks and prioritise those that will most directly impact sales considering current conditions. For example, if there’s increased competition, prioritise activities that improve customer retention and emphasise unique selling points.

If a new trend emerges mid-sprint, the next planning session can pivot focus toward that opportunity.

Conclusion

Sprint planning provides a structured yet flexible approach that allows sales managers to respond quickly to changing market conditions. By setting short-term goals, driving continuous improvement, and enhancing team collaboration, sales leaders can maintain agility and ensure their strategies remain aligned with the latest market realities. This not only helps in navigating uncertainties but also empowers teams to consistently meet or exceed sales targets despite market fluctuations.

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Advice I would give to my younger self.

It is super important to develop a clear vision for the next 3-5 years for several reasons.

Direction and Focus:

A clear vision provides your team with a roadmap, showing them where the business is headed. It eliminates uncertainty and helps align efforts toward common goals.

Decision-Making:

With a well-defined vision, you can make strategic decisions that align with long-term objectives, ensuring that short-term actions contribute to overall success.

Motivation and Engagement:

A compelling vision inspires and motivates your team, giving them a sense of purpose and ownership in achieving the business’s goals.

Adaptability:

A long-term vision allows you to anticipate market changes and adapt proactively, rather than reacting to challenges as they arise.

Consistency:

It fosters consistency across all levels of the business, ensuring that all stakeholders are working toward the same outcomes, reducing fragmentation or misalignment.

5 tips to make your vision clear and workable for you and your team:

1: Involve Your Team in the Vision Creation Process

How: Engage key stakeholders and team members early on in brainstorming sessions. Their input will help shape a vision that everyone believes in and feels connected to.

Why: Involvement ensures buy-in, fosters ownership, and makes the vision more realistic by incorporating diverse perspectives.

2: Break the Vision into Achievable Milestones

How: Once the vision is set, divide it into short-term, measurable goals or milestones (e.g., quarterly, or yearly objectives) that progressively lead to the 3–5-year outcome.

Why: Achievable milestones create a sense of progress, keeping the team motivated and focused on what needs to be done now to reach long-term success.

3: Communicate the Vision Consistently and Clearly

How: Use regular meetings, emails, and presentations to ensure that the vision is clearly communicated across the organisation. Include it in onboarding materials and team updates.

Why: Clear and frequent communication reinforces the vision, preventing it from becoming abstract or forgotten over time.

4: Align Team Roles and Responsibilities with the Vision

How: Make sure each team member understands how their specific role contributes to the broader vision. Set clear KPIs and performance goals that tie into the vision.

Why: This creates clarity around individual contributions, helping everyone see how their work supports the long-term goals.

5: Regularly Review and Adjust the Vision Based on Progress and Changes

How: Set aside time every quarter or biannually to review progress and reassess the vision in light of market shifts or internal developments.

Why: Flexibility is key to ensuring the vision stays relevant and achievable as business conditions evolve, preventing it from becoming outdated.

By making the vision inclusive, breaking it down into actionable steps, communicating effectively, and maintaining flexibility, you’ll ensure it serves as a guiding light for the entire team.

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An elevator pitch is a concise, persuasive summary of your business that captures attention and sparks interest in just 20-30 seconds. In sales, it’s essential because it quickly communicates who you are, what you offer, and why it matters, helping you stand out in competitive environments. Whether you’re networking, speaking to a potential client, or on a sales call, a well-crafted elevator pitch can open doors and create new opportunities.

Why Do You Need an Elevator Pitch in Sales?

An elevator pitch helps you make a powerful first impression, showcase your expertise, and generate interest in your sales training services. It’s an opportunity to demonstrate your value proposition, highlight what makes your approach unique, and encourage prospects to take the next step.

What Should Be Included?

Hook: Start with an engaging statement or question to grab attention.

Problem Statement: Identify a common challenge that your audience faces in sales.

Solution: Briefly explain how your training addresses this challenge.

Unique Value Proposition: Highlight what makes your sales training stand out.

Call to Action: End with a clear next step, like booking a consultation or demo.

How Long Should It Be?

Keep it to around 20-30 seconds—short enough to maintain interest but long enough to deliver your key message.

Example Elevator Pitch

This is for a Sales Training Company

“Hi, I’m [Your Name] from [Sales Training Company]. Did you know that over 60% of sales professional’s struggle to meet their targets due to poor techniques and lack of proper training? Our ‘Skill Shot’ training programs focus on modern, results-driven strategies that help teams close more deals and increase revenue by up to 50%. Unlike generic training, we tailor our approach to fit your company’s specific needs and challenges. Let’s set up a quick call to discuss how we can boost your team’s performance.”

This pitch clearly defines the problem, presents the solution, and ends with a call to action, making it a compelling way to introduce your sales training services.

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