Sales Truths : Never Try to Extinguish a Raging Fire with Gasoline.
BY DAVID RICHARDSON
Published in the December 2012 issue.
WHY IT IS TRUE: An employee whose performance is at best average makes a mistake, perhaps a colossal mistake, which maybe even causes you to lose a large sale you desperately were counting on. Your gut instinct is to rake this individual over the coals, yell at the top of your lungs to make sure you are heard, and that this never happens again. You want to fire him immediately in front of everyone else to make a point. This won’t solve the problem; it will only make it worse.
PLAN OF ACTION: Losing your temper and blasting this individual, whether publicly or in private, will only weaken your ability to manage your business. Take the individual aside, perhaps in your office, and tell him in a firm but fair manner how you think and feel about the situation. If termination is required, do it in a professional manner. The last thing you want is a disgruntled employee who badmouths you everywhere they go. Resist the desire to throw gasoline on a fire. Difficult as it may be, a cool head, and a lot of cool water, will help you defuse an exasperating situation. — DAVE RICHARDSON
Family Legacy, New Chapter: How Wilkerson Turns 89 Years of History Into Future Success
After 89 years of serving the Albany community, Harold Finkle Your Jeweler faced a pivotal decision. For third-generation owner Justin Finkle, the demanding hours of running a small business were taking precious time away from his young family. "After 23 years, I decided this was the time for me," Finkle explains. But closing a business with nearly nine decades of inventory and customer relationships isn't something easily managed alone.
Wilkerson's comprehensive approach transformed this challenging transition into a remarkable success story. Their strategic planning handled everything from advertising and social media to inventory management and staffing — elements that would overwhelm most jewelers attempting to navigate a closing sale independently.
The results speak volumes. "Wilkerson gave us three different tiers of potential goals," Finkle notes. "We've reached that third tier, that highest goal already, and we still have two weeks left of the sale." The partnership didn't just meet financial objectives—it exceeded them ahead of schedule.
