Editor’s Notebook

TERRY Tanker Publisher ttanker@hvacrbusiness.com

PETE Grasso Editor pgrasso@hvacrbusiness.com

MEGAN LaSalla Art Director mlasalla@hvacrbusiness.com

BRUCE Sprague Circulation Manager bs200264@sbcglobal.net

BARBARA Kerr Executive Assistant bkerr@hvacrbusiness.com ADVERTISING STAFF ERIC Hagerman National Sales Manager Tel 216-409-3246 ehagerman@hvacrbusiness.com

TERRY Tanker Publisher Tel 440-731-8600 ttanker@hvacrbusiness.com

HVACR Business, founded January 1981, is a monthly national trade magazine serving contractors, mechanical engineers, manufacturers, manufacturer representatives, wholesalers, distributors, trade associations, and others in the heating, ventilating, air conditioning and refrigeration (HVACR) industry primarily in the U.S. The editorial focus and mission of HVACR Business is to provide business owners and managers with the very best business management concepts available. Critical topics covered include leadership, management, strategy, finance, sales, marketing, training, education, staffing, operations, human resources, legal issues, customer service and more. We are dedicated to helping contractors master these key management skills and provide them with the resources necessary to build strong, profitable companies. Every effort is made to provide accurate information, however, the publisher assumes no responsibility for accuracy of submitted advertising and editorial information. Copyright©2021 by JFT Properties LLC. No part of this publication may be reproduced or retransmitted in any form or by any means, including, but not limited to, electronic, mechanical, photocopying, recording or any information storage retrieval system, without the prior written permission of the publisher. Unauthorized copying may subject violators to criminal penalties as well as liabilities for substantial monetary damages up to $100,000 per infringement, costs and attorneys’ fees. This publication should not be utilized as a substitute for professional advice in specific situations. If legal, medical, accounting, financial, consulting, coaching or other professional advice is required, the services of the appropriate professional should be sought. Neither the authors nor the publisher may be held liable in any way for any interpretation or use of the information in this publication. The authors will make recommendations for solutions for you to explore. Any recommendation is always based on the authors’ research and experience. The information contained herein is accurate to the best of the publisher’s and authors’ knowledge; however, the publisher and authors can accept no responsibility for the accuracy or completeness of such information or for loss or damage caused by any use thereof. Subscription Rates: Free and controlled circulation to qualified subscribers. Non-qualified persons may subscribe at the following rates: U.S. and possessions: 1 year $48; 2 years $75; 3 years $96; Canadian and foreign, 1-year $108 U.S. funds only. Single copies $8. Subscriptions are prepaid, and check or money orders only. Subscriber Services: To order a subscription or change your address, write to HVACR Business, 31674 Center Ridge Road, Suite 104, North Ridgeville, OH 44039 or call (440) 731-8600; or visit our Web site at www.hvacrbusiness.com. For questions regarding your subscription, please contact bkerr@hvacrbusiness.com. HVACR Business (ISSN 2153-2877) Copyright ©2021 is published monthly by JFT Properties LLC,31674 Center Ridge Road, Suite 104, North Ridgeville, OH 44039, Phone: 440731-8600. Periodicals postage is paid at North Ridgeville, OH and additional mailing offices. (USPS 025-431) POSTMASTER: Send address changes to HVACR Business, 31674 Center Ridge Road, Suite 104, North Ridgeville, OH 44039.

31674 Center Ridge Road, Suite 104 North Ridgeville, OH 44039 Tel: (440) 731-8600 Web site: www.hvacrbusiness.com (ISSN: 2153-2877)

BY PETE GRASSO

EDITOR’S NOTEBOOK

George has a problem. Whenever he’s in a rather an actual good idea — only to then muddle up the meeting at work, and expresses a good idea, conversation by continuing to speak, thus not allowing the his boss and coworkers all applaud him and rest of the team time to consider your good idea? sing his praises. The problem, however, is that he relishes in the praise and decides to suggest additional, not so great ideas. What about on a sales call? When you or your sales staff talk to customers and you present them with all the benefits of your system or service, do you keep talking or do you let

Unfortunately, this has the opposite effect on his boss them digest the information? and coworkers and soon, his mediocre, not-well-thoughtout ideas overshadow his earlier contribution and he’s lost his credibility. Let’s be honest, sales are all about being memorable. You’re not selling products — every company has the same or similar products – you’re selling your company.

He expresses his frustrations with his good friend, Jerry. If it were only about products, it would be difficult to

“They loved me ... and then distinguish yourself from your I lost them,” George says. “I can competitors. Sure, customers care usually come up with one good Make yourself memorable, about a superior product, but comment during a meeting but by the end it’s buried under a pile of go out on a high note and they really want to do business with a superior company. gaffs and bad puns.” always leave your audience You must make yourself Jerry advises him, once he hits that high note, to “say goodnight wanting more. — and your company — memorable. When you make your and walk off,” because that’s “the presentation, list as many great way they do it in Vegas.” qualities about your company as At his next meeting, George again comes up with a crowd-pleaser of an idea and, as the room erupts in laughter necessary to get your prospective customer interested and enthusiastic. Then, shut up. and applause, he gets up and says, “Alright! That’s it for me. If your closing statement is met with silence, your initial Goodnight everybody,” then leaves. reaction is that they are displeased with your offer. But they After doing this a few times, he is dismayed to find out that his boss no longer includes everyone in the meetings — he’s taken everyone else off the project. It’s just him and may just be thinking about it. If you break the silence, you could interrupt their thought process — and they might have been seconds away from saying, “Yes!” George. I recently read a blog post that addresses this exact topic.

“They were boring,” he says. “George, you are my main In it, the author says: man. I don’t know what it is, I can’t put my finger on it, but There is something to be said for leaving sales calls on lately you have just seemed ‘on.’ And you always leave me a high note. Most prospects won’t feel shorted or put off wanting more.” if you’ve honored your time commitment to them and Of course, this isn’t a real story. It’s from “The Burning, a classic Season 9 episode of ‘Seinfeld’ and it’s yet another yourselves. On the contrary, they’ll be thinking about when they can get you on the phone again. hilarious take on George Costanza’s navigation of office After all, it’s your customer who has an HVACR need politics. they need to fill. If they have a positive experience with you,

But, as a regular reader of my columns, you probably they’ll want to continue down the sales funnel themselves. already know there’s a real-life lesson to be learned from How do they have a positive experience with you? Well, ‘Seinfeld.’ as Dale Carnegie said, “Merely stating the truth isn’t enough.

Jerry’s advice, to say goodnight and walk off, was sound The truth has to be made vivid, interesting, dramatic.” (George took it literally, of course, which makes the episode Leave your audience wanting more. Alright! That’s it for so funny). Jerry was simply trying to imply the adage, “quit me. Goodnight everybody! u while you’re ahead.” In other words, know when to shut up.

How many times have we been in meetings and expressed a good idea — I’m not talking about making a joke, but