By Eric Althoff
“Always be closing!” That was the cynical advice screamed by Alec Baldwin’s character in the 1992 film “Glengarry Glen Ross”—along with several other words that shouldn’t be repeated here. While David Mamet’s profanity-laced play and subsequent movie were meant as a cautionary tale, the fact remains that, for business to function, the Constant Closer is a necessary part of any successful team.
After the Notable Networker has perhaps made the connection, it’s up to the Constant Closer to, well, close the deal. Getting to “yes” is tricky, but not for the Constant Closer. Their single-minded focus on landing the account makes them a critical asset to any organization, though it’s understandable that they can be viewed as pushy. That stereotype doesn’t exist in a void, as salespeople sometimes lack an appreciation of personal boundaries in their hunger for the deal. However, a great Closer knows the difference between the pressures of a “hard sell” and negotiation. The Constant Closer understands that getting to yes is about figuring out what the client needs and wants; the actual sale itself is secondary.
This means the Constant Closer is constantly creative in discovering and pursuing new avenues and opportunities. They leave no stone unturned and pursue every lead.
The Closer thrives in competition and getting the job done
“Money never sleeps, pal,” as Michael Douglas’s Gordon Gekko informed Charlie Sheen in “Wall Street.” The market is open somewhere, so the Constant Closer is probably downing their eighth cup of coffee before dawn pursuing leads. Why? To beat someone else to the deal, naturally. The Closer thrills not only in a successful catch but the thrill of the hunt. Yesterday’s sale is old news; time to get the next one.
Constant Closers can also be incredible motivators. It’s not enough that they succeed; they want everyone on their team to do well too. Their high-productivity example can stimulate up-and-coming Closers to up their own game—which motivates everyone to do better overall.
Too much competition?
As accomplished as the Constant Closer is, they might have a difficult time viewing the world through a non-competitive lens (even among their own coworkers) or seeing interpersonal relationships only as a means to an end. This isn’t to say that Closers are in need of “fixing,” rather that the Closer may need some specialized training to learn how to think outside of that “Always be closing!” mentality. There’s more to life than the sale, after all.
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