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Integrity Selling for the 21st Century: How to Sell the Way People Want to Buy
“I have observed several hundred salespeople who were taught to use deceptive practices like ‘bait and switch’ and encouraged to play negotiation games with customers... In the same industry, I have observed countless people who had been taught to sell with high integrity. Ironically, their customer satisfaction, profit margins, and salesperson retention were significantly higher.” — Ron Willingham
If you’ve tried manipulative, self-focused selling techniques that demean you and your customer, if you’ve ever wondered if selling could be more than just talking people into buying, then Integrity Selling for the 21st Century is the book for you. Its concept is Only by getting to know your customers and their needs — and believing that you can meet those needs — will you enjoy relationships with customers built on trust. And only then, when you bring more value to your customers than you receive in payment, will you begin to reap the rewards of high sales.
Since the publication of Ron Willingham’s enormously successful first book, Integrity Selling , his sales program has been adopted by dozens of Fortune 500 companies, such as Johnson & Johnson and IBM, as well as the American Red Cross and the New York Times . In his new book, Integrity Selling for the 21st Century , Willingham explains how his selling system relates to today’s business climate — when the need for integrity is greater than ever before.
Integrity Selling for the 21st Century teaches a process of self-evaluation to help you become a stellar salesperson in any business climate. Once you’ve established your own goals and personality traits, you’ll be able to evaluate them in your customers and adapt your styles to create a more trusting, productive relationship.
Drawing upon Willingham’s years of experience and success stories from sales forces of the more than 2,000 companies that have adopted the Integrity Selling system, Ron Willingham has created a blueprint for achieving success in sales while staying true to your values.
If you’ve tried manipulative, self-focused selling techniques that demean you and your customer, if you’ve ever wondered if selling could be more than just talking people into buying, then Integrity Selling for the 21st Century is the book for you. Its concept is Only by getting to know your customers and their needs — and believing that you can meet those needs — will you enjoy relationships with customers built on trust. And only then, when you bring more value to your customers than you receive in payment, will you begin to reap the rewards of high sales.
Since the publication of Ron Willingham’s enormously successful first book, Integrity Selling , his sales program has been adopted by dozens of Fortune 500 companies, such as Johnson & Johnson and IBM, as well as the American Red Cross and the New York Times . In his new book, Integrity Selling for the 21st Century , Willingham explains how his selling system relates to today’s business climate — when the need for integrity is greater than ever before.
Integrity Selling for the 21st Century teaches a process of self-evaluation to help you become a stellar salesperson in any business climate. Once you’ve established your own goals and personality traits, you’ll be able to evaluate them in your customers and adapt your styles to create a more trusting, productive relationship.
Drawing upon Willingham’s years of experience and success stories from sales forces of the more than 2,000 companies that have adopted the Integrity Selling system, Ron Willingham has created a blueprint for achieving success in sales while staying true to your values.
210 pages, Hardcover
First published January 1, 1987
133 people are currently reading
541 people want to read
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Displaying 1 - 30 of 40 reviews
September 6, 2024
Although published over twenty years ago, the concepts stand.
Have a mindset of helping your customers and take a structured approach to the sales process to help them… and then selling is easy and uncomplicated.
I recommend this to any sales person or business owner to read (a few times)!
Have a mindset of helping your customers and take a structured approach to the sales process to help them… and then selling is easy and uncomplicated.
I recommend this to any sales person or business owner to read (a few times)!
February 22, 2023
Sales runs the world! Great professional development reinforcing the key principals of selling.
Ended with a strong quote:
“In the deep, unwritten wisdom of life, there are many things to be learned that cannot be taught. We never know them by hearing them spoken, but grow into them by experience, and recognize them through understanding. Understanding is a great experience in itself, but does not come through instruction.”
Ended with a strong quote:
“In the deep, unwritten wisdom of life, there are many things to be learned that cannot be taught. We never know them by hearing them spoken, but grow into them by experience, and recognize them through understanding. Understanding is a great experience in itself, but does not come through instruction.”
February 13, 2020
Great book for anyone in sales
Wanted to learn how to overcome my fear of sales. This is a great book for reframing your approach and bringing in lots of great concepts like understanding other peoples communication styles. Very well done and I am sure it will be effective.
Wanted to learn how to overcome my fear of sales. This is a great book for reframing your approach and bringing in lots of great concepts like understanding other peoples communication styles. Very well done and I am sure it will be effective.
April 26, 2019
While a bit repetitive (although that wasn’t bad in this case) this book was a relatively quick read and great for any person involved in customer service (not just Sales) It definitely gives me a new perspective on interactions in my office.
November 10, 2022
Take aways
Six step selling process called the Aid Inc. system.
Approach
Interview
Demonstrate
Validate
Negotiate
Close
4 traits of highly successful salespeople
Strong goal clarity
High achievement drive
Healthy emotional intelligence
Excellent social skills
It is important to feel a professional responsibility to create as much value for your customers as possible.
A pie chart graph shows the behavior style of talkers, doers, controllers, and supporters.
-Talkers are process oriented and have a need for recognition. Talkers are social types. They love people, they love to visit and socialize and have block parties and join bowling leagues. They are easy to gain rapport with an easy to approach after 10 minutes you think you have been friends for life.
Talkers like to answer these kind of approach questions. How have you been doing? Where are you spending the holidays? What do you do for fun?
Talkers respond well to questions like who will be involved in using the product or service? What do other people like or dislike about the product or service they’re currently using? Who else will be involved in the final decision? How do you feel about what I am offering? A talker may purchase because it makes another employee happy or so to make someone like him or her better. They may buy from you because they like you or because you have lunch or coffee with them. The need for recognition strongly influences them. They also need to please others and even you.
When presenting to talkers talk about how their would look to others and how they will enjoy owning your product or service. Show them you’re a friend who cares about them.
Talkers don’t enjoy making decisions. They’re concerned about what others will think of them. They need reassurance that other people will approve of their purchase decisions. They want to bring enjoyment and pleasure to their peers. They often need help in making decisions. Their indecision may be caused by their reluctance to reject you. They find it very difficult to say no to anyone.
When negotiating with a talker remember they need personal support and help as they work toward a decision. Concerns they will have might say I have to see how others feel about this, give me more time to make a decision, I have to sell this idea to some other people. Their objections or problems may consist of needing a final approval from others, they fear social disapproval and making decisions, they have conflicts 12 or more sellers are competing or they want to make sure that everyone’s happy with their decision.
Talkers buy from people whom they like and trust. However, you can expect someone else’s involvement before a decision. they may find it difficult to turn you down or reject you or they may stall or make excuses.
Doors are results oriented and have a need for recognition. Their objective is to get things done they are often impatient type a personalities. They like to get to the point and they’re impulsive and very decisive and they will make a quick decision once they think they have the fax.
Usually do not have time for a chitchat. Opener questions for them consist of how do you manage to get so much done? How are you able to juggle so many different responsibilities? What does it take to be successful in your position?
Questions to ask during their interview include what do you want to accomplish? What do you want to happen that isn’t now happening? What can you do to save you time? How important is it that you get more accomplished? What problems do you have that I can help you solve? They do not demand a lot of details so you need to take care of as many of them as possible. Since they’re meant to turn is getting results do you want to talk in terms of results.
When presenting to doers talk in terms of results, the bottom line, achievement. Keep your presentation short and abbreviated making it clear to them that your take care of details and will deliver and results.
Doers love to make decisions. They’re often make them based on their trust of you. Mainly, they will be motivated by their perceived bottom line benefits to themselves. Let the decision be their own idea. Let them tell you what their benefits will be. Remember that they would be motivated by benefits that help them achieve results or help them appear in charge.
When negotiating with doers remember they want to be convinced of results and make their own decisions. Typically they do not have problems making decisions. They are most concerned with getting results and getting the job done. Doers will often object by saying I’m not totally convinced that this will work, I think I can get a better deal elsewhere, who else has made this work, we’ve got to have a faster delivery date.
Doers are usually ready to make quick decisions once they believe that your solution will give them bottom line results. Be sure to take as many details off their shoulders as possible. Doers want you to be confident that you can give them the benefits they want. They like for you to be direct with them. However, pressuring a doer will usually backfire. Their egos won’t allow you to win them over if they feel like you’re trying to push them into a decision. You must you’d their strong personalities and allow the buying decision to be their own idea.
Controllers have a need for security and are result oriented. They are logical rational people highly organized and show strong attention to detail. They revolve around facts and figures. They file information neatly and no how to retrieve it quickly when needed. They also exhibit low energy and emotional responsiveness. Their greatest fear is being in accurate we’re making mistakes. As they are logical no nonsense people, the best questions are how are you able to use your time so well? what are the most important elements that keep your organization functioning? What’s your secret for being so well organized?
Controllers are interested in fax logical processes and organization along with efficiency. Interview questions include what would help your organization run more efficiently? What wrist do you want to avoid? How do you make decisions? How do you manage your functions/job/yourself so efficiently? they are interested in saving time and not establishing relationships. your emotional responsiveness must match there’s cool and controlled.
When presenting to controllers talk to them in logical terms. Their show row emotion and will not give you as much feedback as tuckers or doers. Therapy more critical and evaluating your presentation perhaps by demanding proof or evidence to support your claims.
Controllers need fax and logical proof. They’re questioning the accuracy of your claims and will cut you off if your proof is an accurate. They won’t be swayed by your enthusiasm or friendliness. They make very rational decisions once they see evidence and proof that what you’re selling will illuminate risk and get the results you claim. They’re driven by logic not emotions.
When negotiating with controllers remember that they want to fax and documentation. Their concerns arise when they feel they don’t have enough data or proof that your product is what they need. They want facts and figures supporting your data. You hear these types of questions or objections you haven’t provided me with enough accurate data, I’m not convinced that you can guarantee the quality, we prefer not to buy until we see a successful installation that you’ve done for another company, I am unclear of your specifications or warranty.
Before you ask controllers for a decision, you must ensure that they have all the facts. Make sure that you’ve discussed all the risks involved. Don’t try to minimize the risk, to show how the risk are outweighed by the benefits. Controllers respect sales people who clearly spell out the downside of things. Always ask is there any other information I can get you before you make a decision? Controllers don’t like to be pressured when you ask for a decision, be direct. If they’re not ready to make a decision, ask them when they will be. They’re usually honor the timeframe they commit to.
Supporters have a need for security and are process oriented. They are stable even tempered people. They are content with routine redundant jobs. They are usually honest and dependable and the first ones to arrive to work in the morning. They are motivated by security and focused on quality.
Approach questions include how did you learn to do your work? What activities do you most enjoy doing? How do you keep everything looking so nice?
Supporters are stable and dependable people. They often want to talk about stable and dependable things. You don’t need to hurry your interview with supporters. Ask questions like what would help you do your job better? What risk can I help you avoid? What details do you want explain? What has worked well for you in the past? Would you please help me understand how your processes work?
When presenting to supporters give lots of details how things work what to do if things go wrong. Take as much pressure off them as possible. Expect them to take more time and go slow when excepting new ideas. Don’t present ideas that require too much change on their part.
Supporters often avoid risk since their main motivation is to six security and please other people. They’re make a slow decisions and will want validation that well established and conservative. They’re less motivated by rewards or end result benefits then by the reduction of risk. Clearly understand their perceptions of risk, attempt to remove them, give them time and help them see a safe course.
When negotiating with a supporter remember they want plenty of information and time to make a decision. There are objections will center on concerns such as don’t rush me, I don’t want to run any big risks, I want to take plenty of time to make sure and common objections from supporters are we’ve never done it like that before, we’ve always used red and now you’re trying to sell us yellow, we’ve done business with your competition for 29 years and I don’t see a reason to change. Supporters will also give many variations of I’ve got to think about it more or I have to sleep on it. Lots of details about your product is important supporters also want to know how it’s made for the sake of her knowledge.
Supporters make a decision as while you’re working with them it’s important to remember that they don’t like to change or taking risks. You can expect a slow process decision. They often need help making decisions. They will want to be convinced of your product safety and security before so. It is important that you understand their perceived risk so you can reassure them before asking for a purchase decision. You will confuse them if you put pressure on them.
-Tune the world out and focus on people.
Gain additional rapport by holding iContact while listening and getting people to talk about themselves.
Ask open ended questions that draw out wants or needs.
Listen and paraphrase to acknowledge you are listening.
Larger sales demand more interviewing
People always have their own agendas and they were only hear solutions that address their need level.
-Learn from high achievers
-What do you feed your mind you’ll become.
When approaching a close, consider using a trial closing question to gauge responses. Examples include what other questions or concerns do you possibly have? At this point, what have I failed to explain? Would you explain your decision process again? At this point, do you need more validation or evidence of the benefits of our service?
Never get comfortable.
Six step selling process called the Aid Inc. system.
Approach
Interview
Demonstrate
Validate
Negotiate
Close
4 traits of highly successful salespeople
Strong goal clarity
High achievement drive
Healthy emotional intelligence
Excellent social skills
It is important to feel a professional responsibility to create as much value for your customers as possible.
A pie chart graph shows the behavior style of talkers, doers, controllers, and supporters.
-Talkers are process oriented and have a need for recognition. Talkers are social types. They love people, they love to visit and socialize and have block parties and join bowling leagues. They are easy to gain rapport with an easy to approach after 10 minutes you think you have been friends for life.
Talkers like to answer these kind of approach questions. How have you been doing? Where are you spending the holidays? What do you do for fun?
Talkers respond well to questions like who will be involved in using the product or service? What do other people like or dislike about the product or service they’re currently using? Who else will be involved in the final decision? How do you feel about what I am offering? A talker may purchase because it makes another employee happy or so to make someone like him or her better. They may buy from you because they like you or because you have lunch or coffee with them. The need for recognition strongly influences them. They also need to please others and even you.
When presenting to talkers talk about how their would look to others and how they will enjoy owning your product or service. Show them you’re a friend who cares about them.
Talkers don’t enjoy making decisions. They’re concerned about what others will think of them. They need reassurance that other people will approve of their purchase decisions. They want to bring enjoyment and pleasure to their peers. They often need help in making decisions. Their indecision may be caused by their reluctance to reject you. They find it very difficult to say no to anyone.
When negotiating with a talker remember they need personal support and help as they work toward a decision. Concerns they will have might say I have to see how others feel about this, give me more time to make a decision, I have to sell this idea to some other people. Their objections or problems may consist of needing a final approval from others, they fear social disapproval and making decisions, they have conflicts 12 or more sellers are competing or they want to make sure that everyone’s happy with their decision.
Talkers buy from people whom they like and trust. However, you can expect someone else’s involvement before a decision. they may find it difficult to turn you down or reject you or they may stall or make excuses.
Doors are results oriented and have a need for recognition. Their objective is to get things done they are often impatient type a personalities. They like to get to the point and they’re impulsive and very decisive and they will make a quick decision once they think they have the fax.
Usually do not have time for a chitchat. Opener questions for them consist of how do you manage to get so much done? How are you able to juggle so many different responsibilities? What does it take to be successful in your position?
Questions to ask during their interview include what do you want to accomplish? What do you want to happen that isn’t now happening? What can you do to save you time? How important is it that you get more accomplished? What problems do you have that I can help you solve? They do not demand a lot of details so you need to take care of as many of them as possible. Since they’re meant to turn is getting results do you want to talk in terms of results.
When presenting to doers talk in terms of results, the bottom line, achievement. Keep your presentation short and abbreviated making it clear to them that your take care of details and will deliver and results.
Doers love to make decisions. They’re often make them based on their trust of you. Mainly, they will be motivated by their perceived bottom line benefits to themselves. Let the decision be their own idea. Let them tell you what their benefits will be. Remember that they would be motivated by benefits that help them achieve results or help them appear in charge.
When negotiating with doers remember they want to be convinced of results and make their own decisions. Typically they do not have problems making decisions. They are most concerned with getting results and getting the job done. Doers will often object by saying I’m not totally convinced that this will work, I think I can get a better deal elsewhere, who else has made this work, we’ve got to have a faster delivery date.
Doers are usually ready to make quick decisions once they believe that your solution will give them bottom line results. Be sure to take as many details off their shoulders as possible. Doers want you to be confident that you can give them the benefits they want. They like for you to be direct with them. However, pressuring a doer will usually backfire. Their egos won’t allow you to win them over if they feel like you’re trying to push them into a decision. You must you’d their strong personalities and allow the buying decision to be their own idea.
Controllers have a need for security and are result oriented. They are logical rational people highly organized and show strong attention to detail. They revolve around facts and figures. They file information neatly and no how to retrieve it quickly when needed. They also exhibit low energy and emotional responsiveness. Their greatest fear is being in accurate we’re making mistakes. As they are logical no nonsense people, the best questions are how are you able to use your time so well? what are the most important elements that keep your organization functioning? What’s your secret for being so well organized?
Controllers are interested in fax logical processes and organization along with efficiency. Interview questions include what would help your organization run more efficiently? What wrist do you want to avoid? How do you make decisions? How do you manage your functions/job/yourself so efficiently? they are interested in saving time and not establishing relationships. your emotional responsiveness must match there’s cool and controlled.
When presenting to controllers talk to them in logical terms. Their show row emotion and will not give you as much feedback as tuckers or doers. Therapy more critical and evaluating your presentation perhaps by demanding proof or evidence to support your claims.
Controllers need fax and logical proof. They’re questioning the accuracy of your claims and will cut you off if your proof is an accurate. They won’t be swayed by your enthusiasm or friendliness. They make very rational decisions once they see evidence and proof that what you’re selling will illuminate risk and get the results you claim. They’re driven by logic not emotions.
When negotiating with controllers remember that they want to fax and documentation. Their concerns arise when they feel they don’t have enough data or proof that your product is what they need. They want facts and figures supporting your data. You hear these types of questions or objections you haven’t provided me with enough accurate data, I’m not convinced that you can guarantee the quality, we prefer not to buy until we see a successful installation that you’ve done for another company, I am unclear of your specifications or warranty.
Before you ask controllers for a decision, you must ensure that they have all the facts. Make sure that you’ve discussed all the risks involved. Don’t try to minimize the risk, to show how the risk are outweighed by the benefits. Controllers respect sales people who clearly spell out the downside of things. Always ask is there any other information I can get you before you make a decision? Controllers don’t like to be pressured when you ask for a decision, be direct. If they’re not ready to make a decision, ask them when they will be. They’re usually honor the timeframe they commit to.
Supporters have a need for security and are process oriented. They are stable even tempered people. They are content with routine redundant jobs. They are usually honest and dependable and the first ones to arrive to work in the morning. They are motivated by security and focused on quality.
Approach questions include how did you learn to do your work? What activities do you most enjoy doing? How do you keep everything looking so nice?
Supporters are stable and dependable people. They often want to talk about stable and dependable things. You don’t need to hurry your interview with supporters. Ask questions like what would help you do your job better? What risk can I help you avoid? What details do you want explain? What has worked well for you in the past? Would you please help me understand how your processes work?
When presenting to supporters give lots of details how things work what to do if things go wrong. Take as much pressure off them as possible. Expect them to take more time and go slow when excepting new ideas. Don’t present ideas that require too much change on their part.
Supporters often avoid risk since their main motivation is to six security and please other people. They’re make a slow decisions and will want validation that well established and conservative. They’re less motivated by rewards or end result benefits then by the reduction of risk. Clearly understand their perceptions of risk, attempt to remove them, give them time and help them see a safe course.
When negotiating with a supporter remember they want plenty of information and time to make a decision. There are objections will center on concerns such as don’t rush me, I don’t want to run any big risks, I want to take plenty of time to make sure and common objections from supporters are we’ve never done it like that before, we’ve always used red and now you’re trying to sell us yellow, we’ve done business with your competition for 29 years and I don’t see a reason to change. Supporters will also give many variations of I’ve got to think about it more or I have to sleep on it. Lots of details about your product is important supporters also want to know how it’s made for the sake of her knowledge.
Supporters make a decision as while you’re working with them it’s important to remember that they don’t like to change or taking risks. You can expect a slow process decision. They often need help making decisions. They will want to be convinced of your product safety and security before so. It is important that you understand their perceived risk so you can reassure them before asking for a purchase decision. You will confuse them if you put pressure on them.
-Tune the world out and focus on people.
Gain additional rapport by holding iContact while listening and getting people to talk about themselves.
Ask open ended questions that draw out wants or needs.
Listen and paraphrase to acknowledge you are listening.
Larger sales demand more interviewing
People always have their own agendas and they were only hear solutions that address their need level.
-Learn from high achievers
-What do you feed your mind you’ll become.
When approaching a close, consider using a trial closing question to gauge responses. Examples include what other questions or concerns do you possibly have? At this point, what have I failed to explain? Would you explain your decision process again? At this point, do you need more validation or evidence of the benefits of our service?
Never get comfortable.
This entire review has been hidden because of spoilers.
April 19, 2024
There are some great pearls that, while common sense, I have seen many people ignore. As a sales leader, I have seen numerous reps NOT follow some of these recommendations and fail miserably. It’s some tweaks and conceptual learnings that will help make a difference, and I feel this book can close the gap.
March 9, 2025
I was introduced to the book when I went through their program as a participant in 2001. Since then I read the updated version and have been certified to facilitate for over 20 years, introducing Ron’s work to hundreds of participants. The book highlights the inner game of selling as well as the steps to sell with Integrity.
March 13, 2025
This was hard to digest as someone who is not or has no desire to be a salesperson. However, it had a lot of ideologies surrounding sales that apply to life, especially leadership. If you accept self growth, there are takeaways from this book. At times it seemed repetitive and self-promoting. Overall there was value and probably very applicable to a salesperson.
January 21, 2024
This book was a little repetitive but great insight!
Read
January 22, 2024Work book
June 4, 2024
Easy read- very informative for business
October 9, 2024
A good read for any Sales Professional.
December 22, 2025
I read this during a job interview (I didn't get the job lol) but thought the message was good. "dont be a garbage person and people will buy from you more."
December 2, 2021
My company put us through this program for both sales and customer service several years ago. I found Willingham's philosophy on sales attractive, so I read it again. I'm glad I did.
Notes:
Integrity Selling Values and Ethics
1. Selling is a mutual exchange of value.
2. Selling isn't something you do to people; it's something you do
for and with them.
3.Developing trust and rapport precedes any selling activity.
4. Understanding people's wants or needs must always precede
attempts to sell.
4. Selling techniques give way to values-driven principles.
5. Truth, respect, and honesty provide the basis for long-term
selling success.
8.Ethics and values contribute more to sales success than do
techniques or strategies.
9. Selling pressure is never exerted by the salesperson. It's exerted
only by customers when they perceive they want or need the
item being recommended.
10.Negotiation is never manipulation. It's always a strategy to
work out problems--when customers want to work out the
problems.
Closing is a victory for both the salesperson and the customer.
We redefine selling from “a process of convincing people to buy from us,” to “the process of identifying and filling needs people have.”
We release achievement drive when we have a balanced view of selling that's expressed by these attitudes:
1.I feel a professional responsibility to create as much value for
customers as possible.
2. I know that I will, and should be, rewarded to the degree
that I create value for customers.
3. So I will focus on creating as much value as possible for
clients, knowing that I'll be rewarded accordingly.
Chapter 2, Approach: get people to open up their mental gates and let you in
People are more apt to trust and open up to you when you listen to them, care about them, and have a sincere desire to understand them (24)
regardless of the amount of time you have, you must gain rapport before you’ll be heard (25)
The Approach Action Guides
1. Tune the world out and people in.
2. Put them at ease and make them feel important.
3. Get them talking about themselves.
4. Hold eye contact and listen to how they feel (26)
The best way to make people feel important to actually think they're important (47)
Chapter 4: Interview: Find out people's Needs so you can offer Solutions (53)
the art of persuasion is paradoxical. The more we attempt to persuade people, the more they tend to resist us. But the more we attempt to understand them and create value for them, the more they tend to persuade themselves
Stay in the role of a counselor. (87)
Notes:
Integrity Selling Values and Ethics
1. Selling is a mutual exchange of value.
2. Selling isn't something you do to people; it's something you do
for and with them.
3.Developing trust and rapport precedes any selling activity.
4. Understanding people's wants or needs must always precede
attempts to sell.
4. Selling techniques give way to values-driven principles.
5. Truth, respect, and honesty provide the basis for long-term
selling success.
8.Ethics and values contribute more to sales success than do
techniques or strategies.
9. Selling pressure is never exerted by the salesperson. It's exerted
only by customers when they perceive they want or need the
item being recommended.
10.Negotiation is never manipulation. It's always a strategy to
work out problems--when customers want to work out the
problems.
Closing is a victory for both the salesperson and the customer.
We redefine selling from “a process of convincing people to buy from us,” to “the process of identifying and filling needs people have.”
We release achievement drive when we have a balanced view of selling that's expressed by these attitudes:
1.I feel a professional responsibility to create as much value for
customers as possible.
2. I know that I will, and should be, rewarded to the degree
that I create value for customers.
3. So I will focus on creating as much value as possible for
clients, knowing that I'll be rewarded accordingly.
Chapter 2, Approach: get people to open up their mental gates and let you in
People are more apt to trust and open up to you when you listen to them, care about them, and have a sincere desire to understand them (24)
regardless of the amount of time you have, you must gain rapport before you’ll be heard (25)
The Approach Action Guides
1. Tune the world out and people in.
2. Put them at ease and make them feel important.
3. Get them talking about themselves.
4. Hold eye contact and listen to how they feel (26)
The best way to make people feel important to actually think they're important (47)
Chapter 4: Interview: Find out people's Needs so you can offer Solutions (53)
the art of persuasion is paradoxical. The more we attempt to persuade people, the more they tend to resist us. But the more we attempt to understand them and create value for them, the more they tend to persuade themselves
Stay in the role of a counselor. (87)
April 1, 2008
For a guy who is more of an introvert but is in "sales" this book helped reshift my paradigm of what selling truly can be. I do have strengths in the area of serving and giving, so I shifted my view of selling (the classic "hard sell" accompanied by the classic "talker"-the guy who can't shut up or the overly annoying extrovert) and began to look at the art of persuasion as the art of serving the person I was helping and giving more to them than they could give to me. I realized that I didn't need to talk, talk, talk, because serving someone is mostly about listening to their needs and simply seeing if I can honestly help them with what they need; not talking with slick words and high pressure. Willingham also is high on the personal integrity area and stresses that more than anything else-my kind of sales trainer.
February 1, 2011
In just under 200 pages Willingham lays out the principles that one needs to follow if you a long-term successful career in sales. Key to his philosophy is his "Sales Congruence Model" illustrated on page 44. Customer centricity is important to Willingham for he believes that focusing on filling customers' needs and wants will make you far more successful than focusing on your company's product or service features.
A second key concept for Willingham is "Sales Power" which is released to the extent that your desire for the rewards of higher goals excites, energizes and motivates you to learn, grow and stretch. Willingham's book "Integrity Selling for the 21st Century" can help energize anyone's sales career and should be a must read for anyone considering themselves a sales professional.
http://ca.linkedin.com/in/jamesg2006
A second key concept for Willingham is "Sales Power" which is released to the extent that your desire for the rewards of higher goals excites, energizes and motivates you to learn, grow and stretch. Willingham's book "Integrity Selling for the 21st Century" can help energize anyone's sales career and should be a must read for anyone considering themselves a sales professional.
http://ca.linkedin.com/in/jamesg2006
October 5, 2023
Outstanding!
Every salesperson should follow the principles in this book! I will definitely read this book again and apply the actions.
Every salesperson should follow the principles in this book! I will definitely read this book again and apply the actions.
December 2, 2020
A guide to building understanding of service and sales that uses its own new jargon in place of long standing precepts from finance, sales, and general philosophy. Not poorly written, but if you've had sales courses before you had a version of what is presented here. The information can be useful especially for people who have never worked in sales and service jobs. It still comes down to declaring its lessons as a way to a better, balanced life, but continual throws in a sentence or two in each chapter to remind careless readers, this is about material gain. It's not a negative to say so, and the book agrees. New to sales or not doing well in them? This might be worth a try.
July 25, 2016
Ive read a lot of books in sales, selling, attitude, being able to adapt. In sales I like to call it, "dance to the music played." While this book makes sense and I get the concept. It's HORRIBLE. It's written by a scientist type brain whom I can tell has no real life sales experience. At least not in fast pace sales environments. The author is methodical with tactics, something in the real world, if you try and bait someone or think about your next move without it being instinctual, you're done. It's bad, don't let this book influence your sales strategy
March 15, 2012
Breezed through it, reading the major chapters and skipping the personality specific enhancements. It was fairly interesting. I was doing only part of the strategies listed previously. Got a bit jaded by too many turn downs in a hard sell environment, and had started writing off long term relationship building for the most part. A good reminder that every prospect has as much potential as another, just have to invest and vary by who you're talking to.
May 18, 2012
Have read several times. Find something of value every time I reread. Greatest take away is learning how to communicate with people based on their behavior styles. Create value by identifying a need and filling it. Service is synoymous with sales. Currently rereading for next class.
July 5, 2012
Brilliant book if you are in sales. Integrity Selling is a way of being rather than a way of selling, akk based on basic human values which in many cases has been lost - Integrity, honesty, respect, listening, transparency, authenticity.
Simple but for many complex?
Simple but for many complex?
October 13, 2015
I think this book is so much more than selling but gives you a platform on developing mutual beneficial relationships with people in all aspects of your life. It asks you to dig deep and learn to value people where they are at and how to communicate effectively with them.
December 19, 2015
Best sales book ever
I am a new sales person with 10 years experience. Somehow I started and grew a small business. But I never studied the sales process. Somehow I just managed. Now I have begun studying sales. This is the best book I have read. I resonate with his philosophy.
I am a new sales person with 10 years experience. Somehow I started and grew a small business. But I never studied the sales process. Somehow I just managed. Now I have begun studying sales. This is the best book I have read. I resonate with his philosophy.
April 13, 2017
Great overall book. I had to read it for my job in Sales, but if you want to have the sales mentality and the views on how to be successful in the customer service work place this will be a great book for you.
November 24, 2018
Too basic
Reading SPIN selling again would have been more beneficial than reading this book with superficial information. I do not recommend this book to anyone, not even a selling novice.
Reading SPIN selling again would have been more beneficial than reading this book with superficial information. I do not recommend this book to anyone, not even a selling novice.
August 27, 2007
One of the most practical guides to ethical selling practices I've ever encountered. Nothing dirty or underhanded about this method. It is also highly effective and useful!
November 26, 2008
Great book on a new way to sell with interesting implications for all managers
March 4, 2009
Depending on your philosophy of sales this is a great book which will provide valuable insight in becoming a better sales agent, focused on integrity.
September 27, 2010
I thought I would hate this book, but it turned out to be pretty helpful. The title was just a little misleading...but I'm glad it was.
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