Skip to main content

Brian Tracy On Unlimited Sales Success

A Conversation with BRIAN TRACY
About UNLIMITED SALES SUCCESS



  • Question:  Why are some salespeople more successful than others?

Brian Tracy: "I asked myself that very question when I started selling many years ago. My first breakthrough was the discovery of the 80/20 rule. It says that 20 percent of the salespeople make 80 percent of the money. That means the average income of the people in the top 20 percent is sixteen times the average income of the people in the bottom 80 percent.

When I first heard that statistic, I was both inspired and discouraged. I just did not think that being in the top 20 percent could be possible for me. Then I learned another fact: Every person in the top 20 percent started in the bottom 20 percent. Everyone at the front of the line of life started at the back of the line. I immediately made a decision to be in the top 20 percent.

Making a decision, of any kind, and then taking action on that decision, is often the turning point in your life. People who get to the top of any field get there after they make a decision, and then they back up that decision with hard, hard work, month after month and year after year, until they make their decision a reality."

  • Question:  What exactly do you mean by "hard, hard work" in sales?

Brian Tracy: "That's where the 80/20 rule also applies, but in a different way. It says that 80 percent of success is mental and emotional, not technical and physical. The most important determinant of sales success in any field, in any economy, in any market, with any product or service, is self-confidence. The higher your level of self-confidence, the bigger the goals you will set for yourself, the faster you will bounce back from rejection and disappointment, and the more you will achieve in a shorter period of time."

  • Question:  How can a struggling salesperson in the bottom 80 percent gain self-confidence?

Brian Tracy: "Self-confidence is determined by your self-esteem. The more you like yourself, the more confidence you have. The more you like yourself, the more you like other people, including your customers. The more you like your customers, the more they like you right back, and are willing to buy from you, and recommend you to their friends.

Psychologists will say that everything you do in life affects your self-esteem in some way. Almost everything you do is to either build your self-esteem or protect it from being diminished by other people or circumstances. Your self-esteem is the 'reactor-core' of your personality that determines your levels of optimism, self-respect, and personal pride.

Everything you do to build your self-esteem also builds your self-confidence. When you truly like yourself or love yourself, and see yourself as a valuable and important person, you become more positive and cheerful and completely unafraid to call on customers and ask them to buy from you."

  • Question:  How can a salesperson go beyond asking customers to buy to getting them to say yes?

Brian Tracy: "A critical factor is 'positioning' -- how the customer thinks and feels about the person doing the selling. Your positioning in the customer's mind and heart is perhaps the most powerful factor in determining how much you sell and how quickly.

Thousands of customers have been interviewed over the years and asked specifically what they thought about the best salespeople who called on them. They consistently described top salespeople, in every industry, worldwide, in three main ways -- as a friend, adviser, and teacher.

When your customers begin to think of you as a personal friend who just happens to be in the business of selling a product or service that they purchase, they will remain loyal to you.

When customers begin to see you as an adviser, as the go-to person in your field, they eventually reach the point where they will not buy from anyone else but you.

Customers also saw top salespeople as teachers who not only showed them how to best benefit from the product or service they were selling, but also took the trouble to educate them on the background and side issues pertinent to making the best choices.

Being a friend, an adviser, and a teacher to your customers is called the Golden Triangle of Selling. It applies to every salesperson: When you become fluent in each of these strategies and use them simultaneously, your sales results will soar. Your customers will be happy. They will buy more from you, and you will earn more than ever before."

  • Question:  Isn't this all about building relationships with customers?

Brian Tracy: "Indeed. Everything today in selling is relationships. And the keys to successful relationship selling are trust and credibility. When you think over your life, you will find that the most important people in your life are also the people you trust the most.

Without trust, no sales relationship is possible. Credibility means that people believe in you and are confident that your product or service is good for them and that you will fulfill your promises.

Earning a customer's trust, and establishing your own credibility, begins with asking a series of well-prepared questions and listening attentively to the answers. The more you demonstrate your desire to understand the customer's needs, through asking questions and listening to the answers, the more the customer trusts you and believes in you.

To become a successful salesperson -- to join the 20 percent of top salespeople who make 80 percent of the money -- you must become a relationship expert. Always look for ways to reassure your customers that the relationship is important to you. The more emphasis you put on your sales relationships, the more sales you will make and the more successful you will be."

Brian Tracy, co-author of Unlimited Sales Success: 12 Simple Steps for Selling More Than You Ever Thought Possible, is Chairman and CEO of Brian Tracy International, a com­pany specializing in the training and development of individuals and organizations. The world's leading sales trainer, Tracy has reportedly trained more people in more industries and more countries than any other sales trainer alive, and is the bestselling author of 55 books that have been translated into 38 languages. He lives in Solana Beach, California.


For more information about Tracy, you can visit http://www.briantracy.com, and follow Brian Tracy on Facebook and Twitter.
This posting's conversation with Brian Tracy is adapted from UNLIMITED SALES SUCCESS: 12 Simple Steps for Selling More Than You Ever Thought Possible by Brian Tracy and Michael Tracy (AMACOM; October 2013; $22.95 Hardcover; ISBN: 978-0-8144-3324-9).

Comments

Popular posts from this blog

How To Be More Impactful Through Entrepreneurial Giving

    This Thanksgiving as you think about what you are grateful for, think, too, about how you can be more giving.   To help you discover a more giving you, read the new book, A Talent For Giving , by John Studzinski .   It introduces the meaning of entrepreneurial giving - a hands-on approach to philanthropy that harnesses skills, expertise, and resources. Through thought-provoking insights, A Talent for Giving offers a powerful new roadmap for impact as Studzinski shows how anyone, regardless of financial means, can become a force for change.   You do that by maximizing your Talent , Time , and Treasure and by embracing these values alongside others like Trust , Technology , and Trial , according to Studzinski.   “Giving is any act of kindness or generosity that recognizes and respects the dignity of another human being,” shares Studzinski. “It can be something very simple – a smile, or a hug or a few words. And on a larger scale, it’s giving your time,...

Don't Delay Tough Conversations With Your Employees

If you have an employee who needs to improve his/her performance don't delay the tough conversation with them. If you don't address the issue right now, the employee has little chance to improve, and you'll only get more frustrated. Most employees want to do a good job. Sometimes they  just  don't know they aren't performing up to the required standards. Waiting until the employee's annual performance appraisal to have the tough conversation is unhealthy for you and the employee. So, address the issue now. Sit down with your employee in a private setting. Look them in the eye. First, tell them what they do well. Thank them for that good work. Then, tell them where they need to improve. Be clear. Be precise. Ask them if they understand and ask them if they need any help from you on how to do a better job. Explain to them that your taking the time to have the tough conversation means you care about them. You want them to do better. You believe they can do better. ...

70 New Year's Resolutions For Leaders

  With 2026 fast approaching, it's a good time to identify your New Year's Resolutions for next year. To get you started, how about selecting one or more of the following 70 New Year's resolutions for leaders? Perhaps write down five to ten and then between now and January 1, think about which couple you want to work on during 2026. Don't micromanage Don't be a bottleneck Focus on outcomes, not minutiae Build trust with your colleagues before a crisis comes Assess your company's strengths and weaknesses at all times Conduct annual risk reviews Be courageous, quick and fair Talk more about values more than rules Reward how a performance is achieved and not only the performance Constantly challenge your team to do better Celebrate your employees' successes, not your own Err on the side of taking action Communicate clearly and often Be visible Eliminate the cause of a mistake View every problem as an opportunity to grow Summarize group consensus after each deci...

How To Be A Superboss

Here are ten questions (or bundles of questions) you should ask yourself to ensure you are thinking and acting like a  superboss . These are from  Sydney Finkelstein 's book,  Superbosses . Do you have a specific vision for your work that energizes you, and that you use to energize and inspire your team? How often do people leave your team to accept a bigger offer elsewhere? What's that like when it happens? Do you push your reports to meet only the formal goals set for the team, or are there other goals that employees sometimes also strive to achieve? How do you go about questioning your own assumptions about the business? How do you get your team to do the same about their own assumptions? How do you balance the need to delegate responsibilities to team members with the need to provide hands-on coaching to them? How much time do you usually spend coaching employees? When promoting employees, do you ever put them into challenging jobs where they potentially might fail? I...

Honor Martin Luther King Jr. Day On January 19 By Volunteering

As the nation honors Dr. Martin Luther King, Jr. on Monday, January 19, volunteer or make the decision to volunteer in your community. King routinely asked “ What are you doing for others ,” and January 19th is the ideal day to ask yourself that question. The federal holiday was first observed in 1994 when Congress designated it as a National Day of Service, inspired by King’s words, “everybody can be great because anybody can serve.” You can turn to  Idealist (.org)*  and similar types of websites to find volunteer opportunities right in your neighborhood or nearby surrounding area. Visit the web site, type in your zip code/city, and you will be presented with a variety of organizations seeking volunteers. And, if you are a leader in the workplace, encourage your team members to volunteer in the community as individuals. Or organize team volunteer afternoons or evenings for your employees. *VolunteerMatch merged with Idealist in January 2025.

Effective Listening: Do's And Don'ts

Here are some great tips from Michelle Tillis Lederman's book, The 11 Laws of Likability .  They are all about: what to do and what not to do to be a leader who's an effective listener : Do : Maintain eye contact Limit your talking Focus on the speaker Ask questions Manage your emotions Listen with your eyes and ears Listen for ideas and opportunities Remain open to the conversation Confirm understanding, paraphrase Give nonverbal messages that you are listening (nod, smile) Ignore distractions Don't : Interrupt Show signs of impatience Judge or argue mentally Multitask during a conversation Project your ideas Think about what to say next Have expectations or preconceived ideas Become defensive or assume you are being attacked Use condescending, aggressive, or closed body language Listen with biases or closed to new ideas Jump to conclusions or finish someone's sentences

Quantum Marketing

“Marketing today is at the brink of unprecedented disruption”, explains,  Raja Rajamannar , author of the book,  Quantum Marketing . “An explosion of game-changing new technologies, data and cultural shifts will render traditional marketing frameworks and strategies ineffective, and turn the function upside down.”  Rajamannar’s book is all about the mastering the new marketing mindset for tomorrow’s consumers.  He takes you beyond product marketing, emotional marketing, digital marketing and mobile and social marketing, into what he terms quantum marketing .  You’ll learn how to : Replace advertising with better ways to efficiently engage consumers at scale. Hyper-personalize marketing with AI. Go virtual and immersive with everything from VR-AR product demos to gamification. Reach all five human senses, with Multi-Sensory Marketing and Sonic Branding. Invest in partnerships to capitalize on new opportunities beyond their immediate reach. Quantify impact with da...

29 People Who Taught Us Life Lessons In Courage, Integrity And Leadership

  The 29 profiles you will read in Robert L. Dilenschneider’s new book, Character , are about people who are exceptional exemplars of character. They’re inspirational because they used their abilities at their highest levels to work for causes they believed in. Because of character, they influenced the world for good.   The dictionary defines “character” as the mental and moral qualities distinctive to an individual, the distinctive nature of something, the quality of being individual in an interesting or unusual way, strength and originality in a person’s nature, and a person’s good reputation.   “But beyond these definitions, we know that character is manifested in leadership, innovation, resilience, change, courage, loyalty, breaking barriers, and more,” explains Robert (Bob), “Character drives the best traits in our society, such as honesty, integrity, leadership, and transparency, and it drives others to exhibit those qualities.”   Profiled in the book ar...

Fit At Last Book Author Insights

The book,  Fit at Last: Look and Feel Better Once and for All , co-authored by  Ken Blanchard  and  Tim Kearin  traces business author Blanchard's weight-loss journey with fitness expert Kearin, and how finally at the age of 73, Ken dropped over thirty pounds in the course of a single year. In each chapter, Ken shares the personal ups and downs of his story, relating how anyone can use his  Situational Leadership  approach to determine their developmental level in each of the fitness areas outlined by Tim. From there, it can be decided what type of leadership someone needs to move to the next level. Fit at Last   isn't strictly about fitness --  it's about commitment . Given the proper tools, anyone can move from a superficial interest in fitness to creating and maintaining long-term devotion to personal health Tim shared more about the book with me:  Tim Kearin Question :  What was the most rewarding thin...

Resolve To Find A Mentor In 2026

Having a mentor is one of the best things you can do to advance your career as a leader. So, decide soon to secure a mentor who will work with you during 2026. Make that one of your New Year’s resolutions. A mentor can benefit leaders new to their leadership role, and they can benefit experienced and seasoned leaders, as well. A strong mentoring relationship allows the mentor and the mentee to develop new skills and talents, to build confidence, and to build self-awareness. Proper mentoring takes a commitment from both parties, and it takes time to develop and to reap the rewards of the relationship. Plan to work with your mentor for no less than three months, and ideally for six months or longer. When seeking out a mentor, think about these questions : 1.  Will the relationship have good personal chemistry? 2.  Can this person guide me, particularly in the areas where I am weakest? 3.  Will this person take a genuine interest in me? 4.  Does this person have the tra...