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By developing the skills to be proactive, we will be able to make a deeper, longer-lasting impression on our customers.

When you sell premium comfort, your customers are happier and you make more money. One reason profits soar is because it takes the same overhead to install amazing comfort as it does basic heating and cooling.

I am certain, however, about one thing: the importance of growth. To me, the contrast between growth and the alternative has sharpened, and in this area, I feel blessed with clarity.

You can get good at something just by working hard at it. If you’ve got some talent at it and you work hard, you can get really good. But excellence, peak performance, being the best you can be at something — that doesn’t happen without a coach.

How about finding extra time during the holidays to stop and enjoy the season as a team, let alone finding extra time to be available for fun and family time? Not likely. But it doesn't have to be this way.

As a leader, you probably spend your work time dealing with problems and your downtime dreading them. But there’s another way to look at problems (and it can actually be a benefit to you).

In addition to all of our friends, relatives, and employees, we also send those cards to the home’s of the owners of the companies that are our company’s best customers. But we still send those cards from Butch and Carol, not from Welsch Heating and Cooling Co.

The reality is that it’s hard to manage the behaviors of your team day in and day out. After all, this responsibility spans the entirety of your business and includes every employee.

The key to high close ratios and record sales is listening … listening to find, to be exact. Listen to understand their point of view, their challenges, their concerns, their objectives.