Change Archives - Minnesota Sales Institute

Rebuilding Bridges: Winning Back Contractors with a Renewed Commitment

October 11, 2025 By Scott

Over the past few years, the lumber and building materials industry has faced one of the most volatile stretches in recent memory. Supply chain shortages, unpredictable delivery schedules, and pricing swings forced everyone — dealers, suppliers, and contractors alike — to make fast, sometimes uncomfortable decisions to meet customer demands.

Some long-time customers drifted away, not necessarily because they wanted to, but because they had to. They went where they could get materials when they needed it. And now, as the market stabilizes and inventories normalize, it’s time to rebuild those relationships to start future transactions and orders.

This isn’t about chasing lost business. It’s about demonstrating that our commitment has changed — and improved. Contractors don’t want apologies; they want assurance. They want to know that the next time they place an order, you’re ready to deliver on your promises, create value and serve as an extension of their reputation.

Acknowledge the Past, but Focus on What’s Changed

Reconnecting starts with honesty. Everyone in this industry lived through the chaos — missed and messed-up shipments, backorders, and long lead times. You don’t need to pretend it didn’t happen, but you also shouldn’t stay stuck there.

When you call a former customer, you acknowledge what happened, take responsibility, and immediately pivot yourself to what’s different and better now.

“I know last year was rough with the supply chain and other areas of uncertainty. We’ve made some big changes since then — like improved forecasting when inventories start to become unpredictable, expanded vendor relationships with acceptable substitutes, and tighter delivery windows to prevent disruption and theft. I wanted to reach out and show you how we’ve turned things around.”

This approach communicates respect and progress. It tells the contractor that you’ve not only learned from the challenges but invested in making sure they don’t happen again.

In my experience, most customers don’t leave because of failure — they leave because of silence. If you reach out with transparency and confidence, many will give you the chance to re-earn their trust, if you proactively contact them with an intent to serve them by offering the best value and sell with the best price and terms.

Rediscovering Opportunity in Dormant Accounts

A contractor who hasn’t ordered in six months, when they ordered every week before, isn’t necessarily gone — they’re just quiet. They already know who you are and what you offer; they just need to be given a call and a reason to come back.

Start by identifying your dormant or secondary accounts — those who used to be steady but now only order occasionally, often when their replacement supplier runs short.

Those are the easiest wins because the relationship already exists.

When reaching out, make the conversation about them, not you:
“I wanted to learn more about the market you are focusing on and how your projects are going this season? We’ve improved how we work with contractor orders and deliveries, and I’d love to see if there’s a way to support you better with a new order.”

It’s not about quoting a job or matching a price. It’s about curiosity — showing genuine interest in their business and serving them again.

Reactivation is the lowest-cost, highest-return form of new business. Most sales teams overlook it because it feels uncomfortable or possibly embarrassing but these are conversations with people who already know your value — they just need a reminder. Your reengagement shows your strength and commitment to them and the market you serve.

Lead with Your Renewed Commitment

Here’s the truth: price is rarely the reason contractors leave — consistency can be a factor, along with unrecognized outcomes of management decisions without understanding their true impact and consequences.

Today, the biggest differentiator in our industry isn’t product selection or even speed. It’s reliability — the confidence when a contractor calls, you’ll have what they need, when they need it, and in some cases sharing with them a better product and process. That’s where value is created and claimed.

That’s where your company’s renewed commitment comes in. Based on better leadership decisions, credible customer feedback and updated market trends. Whatever the change, make sure they know about it. Make a list of them.

“We’ve made a serious investment in improving service and process priorities. We’re committed to making your projects run smoother. Can we demonstrate it to you with your next order?”

Make Every Call Personal and Purposeful

A call that sounds like “checking-in” or “touching-base” is easy to ignore. A call that feels intentional gets attention.

Before reaching out, review past activity: what did they buy, what type of projects were they doing, and what challenges came up? Use that insight to personalize your approach and message.

Example:
“Last time we worked together, you were framing multifamily projects on the north side. Are you still focused there? We’ve improved some of our systems — that could work well within your process to keep crews moving between sites to meet deadlines.”

This kind of message shows relevance, preparation, and respect for their time. It also demonstrates that your call isn’t random; it’s thoughtful.

Every conversation should have a purpose — to reconnect, rebuild, or reinforce value. Not to ask for a favor, but to offer one.

Turn Second Chances into Long-Term Partnerships

When a contractor gives you another shot, that’s not a free pass — it’s a test. They’re watching to see if things have truly changed. Deliver flawlessly. Then, follow up intentionally:

“I appreciate the chance to work together on that last project. How did it go on your end? How would you rate our performance on a scale from 1 to 10? Anything, we can fine-tune for next time?”

That simple question does more to strengthen relationships than any discount, rebate or promo ever could. It tells them you’re invested in their success, and our relationship — not just your next order.

Consistency builds confidence. Confidence builds loyalty. And loyalty, once restored, is incredibly resilient.

Final Word: Rebuilding with Purpose

The building materials business has always been about relationships. Products may change, prices may swing, but trust — earned and re-earned — remains the real currency.

If the last few years have taught us anything, it’s that customers will forgive disruptions when they see an increased commitment. When you show up with improved systems, renewed energy, and genuine care, you remind them why they partnered with you in the first place.

At the Minnesota Sales Institute, we say: “Same business, different ways, better results.” Reconnecting with lost customers is exactly that — doing the same business, but in a better way. It’s about demonstrating progress, not perfection.

So, start calling those past contractors. Not to apologize — but to prove that this time, you’re ready to deliver better than ever to their expectations of you, because of your increased commitment.

Scott Plum is the founding president of the Minnesota Sales Institute, where he works with salespeople and leaders to strengthen relationships, improve performance, and increase revenue through authentic conversations. He’s the author of “Taking Off Into the Wind – Creating Lift Out of Life” and co-host of the WINNING AT SELLING podcast globally ranked in the top 1% of all podcasts.

Filed Under: Change, Technique

Who Really Pays for Sales Training?

October 1, 2025 By Scott

We’ve all seen those late-night infomercials. A company pushes their patented gutter system, flashing special offers like “Call now for 10% off… and if you act today, we’ll give you another bonus!”

But behind the script and urgency, there’s a deeper question: Who actually pays for the sales training that makes those conversions possible?

The truth is, sales training isn’t free. Someone always foots the bill. And depending on who it is, the outcome for the company, the customer, and the sales professional can be very different.

The Three Options

The Company

Some companies invest directly in their salespeople from the start. They provide training when reps are hired and consistently while they’re employed. This is the ideal scenario, but unfortunately, not every business makes that investment.

The Customer (Indirectly)

When training is neglected, the cost often shifts to customers. This shows up as:

Rebates and Discount expenses to win back dissatisfied buyers, reducing profitability.
Commoditization of products, where price becomes the only selling point, making business sustainability a daily challenge.
A damaged reputation in the community, as customers sense they’re being sold on price instead of value.

Over time, this erodes trust—and profitability.

The Salesperson

Finally, the most powerful option: the individual sales professional who takes responsibility for their own growth. These are the reps who:

Invest in their sales career across multiple channels and industries.
Learn to distinguish between relationships vs. transactions.
Understand the difference between cost of goods sold vs. return on investment.

This type of salesperson thinks like a business owner—and as a result, earns the respect (and the deals) of business owners. They don’t just sell products; they build relationships and sell outcomes.

Data That Backs It Up

Here are some eye-opening statistics that underscore why someone must pay for training — and why doing so wisely matters:

On average, companies receive $4.53 in return for every $1 invested in sales training (i.e. a 353% ROI).
Sales teams that invest in training tend to be 57% more effective than their less-trained counterparts.
Around 70% of salespeople lack formal training.
Among sales leaders, 72% say training fails because it’s treated as one-size-fits-all (i.e., not customized to role or experience) and unfortunately, 84% of training is forgotten within three months without reinforcement.

Together, these numbers paint a clear picture:

Training can deliver massive ROI.
But most programs fall short—because they’re generic, lack reinforcement, or aren’t measured.
The differentiator is how and by whom the training is funded, designed, and sustained.

The Long-Term Payoff

It’s never too late to start investing in yourself as a sales professional. If you’re in your 20s and just realizing this, congratulations—you’re ahead of where many of us were at that age.

But beyond age, the critical move is this: decide who pays. If your company won’t, make the investment yourself. Cover your own training. Measure the ROI. Prove its value.

That approach isn’t just about personal gain. It shifts the dynamics of how buyers see you: as someone who invests in mastery, outcome, and value. And that is how you win not only deals, but respect.

👉 Takeaway: Sales training has real, measurable impact—but only if someone pays and the program is done well. The best salespeople choose to invest in themselves, and the return pays off—for them, their customers, and their companies.

Ask Yourself: In your experience, who usually ends up paying for sales training — the company, the customer, or the salesperson? Do you believe sales training should be a company’s responsibility, or is self-investment the real differentiator for top performers? What’s the most valuable sales training you’ve ever invested in (time, money, or both) — and how did it pay off?

Filed Under: Change, Hiring, Role

You’re Not Being Tested

August 20, 2025 By Scott

He walked into my office and sat down. I asked him, “How you doing since our last session?” He replied with, “I’m still struggling with confidence. I wish I saw me how others see me. I want to earn their (prospects) respect and when they come into the store, I want them to value working with me. I want to offer them value, so they’ll buy from me.”

I asked him, “What do you think would be of value for them?” He answered with, “The benefits of the machine. What it can do. To show them I know what I’m talking about.”

He obviously had been through the standard, new hire sales training program that emphasis’ features and benefits, with a summary test on product knowledge before releasing them into the wild. This traditional onboarding program gives him great frustration, because he is not making his numbers and the month is closing in 12 days. [Read more…]

Filed Under: Change, Price, Questioning, Role, Technique

Making Rent – The Sales Quota Mindset

August 6, 2025 By Scott

Years ago, a former boss and mentor of mine shared a principle that stuck with me. He owned a few duplexes, and his rule was simple: if a tenant was two months behind on rent, eviction proceedings began on the first day of the third month.

His reasoning? “If you can’t pay one month’s rent, you’re certainly not going to pay two.”

And you know what? He was never wrong. That rule worked, and it made me think: this same principle applies to hitting your monthly sales quota.

A Lesson in Priorities

I once worked with a salesperson who, early in the month, walked past my office. I called him in and asked, “What’s your goal this month?”

He stuttered. Hesitated. He didn’t know.

I contained my disappointment and calmly told him his quota. “Now, how are you going to reach it?” I asked. “Think about it, make a plan, and we’ll meet next Tuesday at 10:00 to discuss.”

The following week, we met and this time, he knew his quota. Good start. I then asked, “What’s your apartment rent each month?”

He answered immediately. No hesitation.

“You have a roommate, right?” I asked. “What’s their share of the rent?”

He knew that too.

“Now suppose your roommate couldn’t pay their share one month. What would you do?”

“I’d probably ask them for it every day until they caught up.”

“And if they didn’t?”

“I’d have to make up the difference and find another roommate.”

I nodded. “So you agree that the landlord wouldn’t accept just half the rent and call it good?”

“Of course not,” he said.

“Exactly,” I replied. “And your quota is no different. There is nothing less than your full quota that is acceptable. That’s not how this works.”

Rent Is Fixed — So Is Your Quota

When it comes to rent, people know the number. They know the consequences of missing it. They budget, plan, and prioritize to make sure it’s covered.

Sales quotas should be treated the same way and have the same priority, if not greater. More money can solve a lot of problems.

When you know your number, you know how hard you need to work. That awareness drives urgency and responsibility. You won’t hit your quota through guesswork or hoping things “pick up later.” It takes:

Discipline — Day-in, day-out commitment to pipeline activity.
Focus — Concentrating on leading daily goals of high-impact tasks that move the needle.
Efficiency — Sharpening skills through debriefing and using better tools to work smarter for future appointments and conversations.
Accountability — Owning your results without excuses or delays. You owe it to yourself, your team and your employer.

Quota Debt Is Real

Let’s be clear: sales doesn’t work on a rollover system. You can’t “make it up next month.” If you miss your target this month, the pressure increases next month. And unless something changes — your habits, your skillset, or your effort — you’re just carrying a deficit forward, making it harder to catch up.

Just like rent, your quota is non-negotiable. Falling behind forces painful decisions: do more with less time, work more hours, make up ground while handling new responsibilities, or worse, fall further behind and damage your credibility.

Stay Ahead, Stay On Track

Don’t wait for quotas to catch up with you. Stay ahead of your:

Behavior — Make proactive calls, follow up diligently, and qualify ruthlessly.
Tasks — Don’t delay outreach, proposals, or internal collaboration.
Responsibilities — Know your metrics, report consistently, and seek feedback.
Obligations — Own your number, your calendar and time; and your career path.

When you treat your sales quota like your rent — something fixed, non-negotiable, and mission-critical — you’ll operate with the urgency, clarity, and consistency that drive results.

Thanks for reading — and remember, quota isn’t optional.

Filed Under: Change, Failure, Potential, Prospecting, Technique

Stop Helping People — Start Working With Them

May 14, 2025 By Scott

At first glance, the title may raise eyebrows: Stop Helping People. Isn’t that what we’re supposed to do—as leaders, coaches, colleagues, or even friends? Isn’t helping others the hallmark of empathy, of service, of good leadership?

That’s precisely the point. This mindset—deeply embedded in our culture—needs to be challenged, if not entirely reframed. The core argument isn’t to abandon compassion or collaboration. Rather, it’s to elevate it by shifting from a “helper” mentality to a partnership mentality—one where both people are mutually engaged, equally responsible, and collectively committed to progress.

This is the invitation: Stop helping people. Start working with them.

The Problem with Helping

Helping, at its core, creates an unequal dynamic. One person has the knowledge, the power, the solution. The other is lacking—powerless, uninformed, or incapable. While the intention might be noble, the result can be disempowering.

In this dynamic:

The helper owns the process.
The helper dictates the solution.
The recipient often becomes passive, waiting for answers instead of actively pursuing them.

What seems like a generous act can actually strip others of responsibility, agency, and growth.

Consider a workplace scenario. A manager notices that a team member is struggling to hit their sales numbers. Wanting to “help,” the manager steps in, takes over the account, or solves the problem themselves. The numbers may improve temporarily—but at what cost? The salesperson hasn’t grown. They haven’t learned. The gap in skill and confidence remains unaddressed.

Helping becomes a shortcut—a way to fix problems without investing in people. It might feel efficient, even heroic, but in the long run, it stunts development and feeds a culture of dependency.

The Power of Working With

Now imagine a different approach. Instead of stepping in, the manager sits down with the salesperson and says:
“Let’s look at this together. What do you think is getting in the way? What have you tried? What could we do differently?”

This is working with. It’s collaborative. It invites shared ownership. It communicates trust.

In a “working with” dynamic:

Both parties contribute knowledge.
There is a mutual commitment to a shared goal.
The individual is empowered to think, act, and grow.

It’s not about having all the answers. It’s about asking better questions. It’s not about controlling the outcome. It’s about creating conditions for growth.

This shift—from helping to collaborating—changes everything.

The Four Stages of Change

To make this mindset real, we need to understand how change happens. Transformation is a process, not a single decision. It involves both internal realization and external action. Let’s explore the four stages:

Awareness

Every change begins with frustration—a quiet voice whispering, There has to be a better way. Awareness isn’t always comfortable. It’s a disruption of routine. It’s the unsettling realization that what once worked… doesn’t anymore.

This step is often underestimated. But without awareness, there is no motivation to change. Whether it’s a salesperson stuck in a performance plateau or a leader recognizing a toxic culture, this moment of discomfort is essential. It signals readiness.

Information

Once we’re aware, we begin searching. A book, a webinar, a podcast, a mentor—anything that gives us insight. We collect frameworks, tools, and strategies. We start to see possibilities we hadn’t considered before.

But information alone is not enough. Most people are already drowning in content. What they lack is the bridge between knowing and doing.

Application

This is the crucible. Application is where theory meets reality.

The challenge isn’t just applying new knowledge—it’s applying it to familiar situations. That’s where habits live. That’s where resistance shows up. That’s where change is hardest.

Three internal questions shape this stage:

Do I recognize the moment? — Can I identify the opportunity to use what I’ve learned?
Do I believe it will work? — Do I trust this new approach enough to try it?
Do I believe I deserve better? — Am I truly open to receiving the benefits of this change?

Miss any of these, and the application fails. We revert to old habits. We retreat to comfort. We avoid risk.

But when we say yes—when we see the moment, believe in the method, and know we’re worth it—we step into transformation.

Internalization

Change isn’t real until it’s repeated. Until the new behavior becomes the default response. Until the belief becomes embedded.

This is where identity shifts. The struggling salesperson becomes a confident closer. The reactive leader becomes a proactive coach. The team member becomes a team builder.

This is the ultimate goal—not just performance improvement, but personal evolution.

Why This Matters in Leadership

Leadership isn’t about having all the answers. It’s about creating environments where people grow into their best selves. When leaders help too much, they rob people of ownership. When they work with others, they transfer power—not just responsibility.

Here’s the uncomfortable truth:
You create culture by what you tolerate.

If you tolerate mediocrity, silos, or avoidance, that’s your culture. If you build relationships, challenge complacency, and foster collaboration, that becomes your culture.

And culture drives results—especially in sales.

Sales teams thrive when they feel seen, heard, and trusted. When they are part of decisions. When they have ownership of their goals. The relationship between leadership and sales is not a luxury—it’s the foundation of performance.

The Real Cost of Shortcuts

It’s tempting to rush change. To fix problems. To push harder. But shortcuts often lead to long-term setbacks.

When you help someone too quickly, you risk:

Undermining their confidence.
Creating dependency.
Reinforcing passivity.
Burning yourself out.

Working with others takes more time upfront, but the payoff is far greater:

People grow.
Trust deepens.
Capacity expands.
Culture strengthens.

This is the long game—and it’s the only game that creates sustainable success.

A Call to Action

So the next time you’re tempted to step in and help, pause. Ask yourself:

Am I doing this for them, or with them?
Am I empowering, or enabling?
Am I building skill and confidence, or just solving today’s problem?

True leadership is not about having the answers. It’s about drawing out the answers in others.

So stop helping people. Start working with them. It’s not just a better strategy—it’s a better way to lead, to sell, to grow, and to live.

Filed Under: Change

I know why I’m stuck. Here’s what I’m going to do about it.

March 29, 2022 By Scott

It happened. I’m in a rut. A bit ironic, because I teach a full-day workshop called From Rut to Strut. Now I need to practice what I teach.

Let me share more about my state. I’m busy! Never been busier. But I’m not growing. As a person, I am not growing. And as a business, I am not growing. [Read more…]

Filed Under: Change, Commitment, Potential

7 Tips to Goal Setting in Real Life

July 16, 2021 By Scott

Do the means justify the ends? Too often we focus on the outcome and lose track of the process. Remember your math teacher from 4th grade that always wanted you to show your work? You found the answer, but what they really wanted was to make sure you understood the process. When you focus on the process, the outcome is predictable. Over time you improve the process and the outcome improves.
What are you known for? This is your brand, your reputation. It is also the topic-zone you work in. Think of 5 buzzwords that describe your business. I use sales training; sales seminars; sales workshops; sales coaching; and sales development. All related to sales. Sometimes I’m invited, and tempted, to present on other topics. I need to pause and focus on what I’m known for. If I stray and attempt to deliver something else, that I’m not as strong in, my reputation will take a hit and I will feel like I didn’t deliver the results I intended. [Read more…]

Filed Under: Beliefs, Change, Potential, Role

Stop Helping People!

February 1, 2021 By Scott

This title causes most people to flinch and reread it. They react with, “but that’s how I describe what I do. I help people. I help companies.” I response with, “Stop it!“

What makes you think they want your help? What makes you think they need your help? Why not someone else? Why now?

Helping people that don’t see a problem is being assumptive. What upsets prospects the most is assumptive salespeople. Don’t assume people have problems. It is insulting. They certainly don’t want other people pointing out their problems. Especially a salesperson off the street, they never met.

Start working with people. Get on the same side of the table with them and fight with them against a problem or towards a desired goal. Here are three reasons why: [Read more…]

Filed Under: Beliefs, Change, Commitment, Failure, Potential, Prospecting, Questioning, Rapport, Role, Technique

Selling is Your Reputation in Action

December 11, 2020 By Scott

CLICK HERE FOR THE SLIDES

11-10-2020 — Club E will be joined by Scott Plum, President, Minnesota Sales Institute

Creating a sales culture starts at the top. Company leadership defines the sales culture – every day – by what they are willing to tolerate from the sales channel. Every day we can proactively focus on our goals or by reacting and waiting for someone else to do something.

CLICK HERE FOR THE SLIDES (The slides are a little blurry)

Learn how to create a strong value-proposition that positions your company as the best value and not the lowest price. There is difference of leading and competing.

If you are a business owner, sales manager or salesperson, this event will deliver the elements of leading with reputation, managing by creating experiences and selling to create customer advocates.

Scott Plum is the President of the Minnesota Sales Institute and facilitates most of the classes taught. He started his selling career in 1987 and since then he has been sharing the skills and techniques he learned. His goal for students is to “inspire growth and change in your presence and have it last and continue in his absence.

He is Professor Plum and host of the podcast “What Salespeople Need to know About Selling” and co-host of the weekly podcast “Get in the Door Podcast.”

He published the book; Taking Off Into the Wind – Creating Lift Out of Life. This book is written for the person who is a salesperson – the human being before the human doing. A salesperson of someone that has an Impact on the Experience and an Influence in the Outcome.

He served as the Vice President of the National Speakers Association – Minnesota Chapter, as President of the Sales and Marketing Executives of Minnesota and President of the Professional Sales Association.

Scott’s Social Media: LinkedIn, Facebook, Twitter, YouTube

Filed Under: Change, Commitment

You Don’t Need to Educate Your Prospects

December 26, 2019 By Scott

At the beginning of class I usually ask the question, “What is the goal of your sales call; whether it is on the phone or in person?” I always hear someone say, “I need to educate my prospect.” I replied with “Educate them on what?” They say, “On my products, our services, the company, my experience.” “Is that where you want the focus during the rest of the meeting – on you?” I response. “Well, they need to know what I offer in order for them to buy from me.” They say. “And that’s your goal of the sales call?” “Yes,” they reply. The problem what that is… [Read more…]

Filed Under: Beliefs, Change, Price, Questioning, Technique