A few years ago, I was invited to lecture at a very big firm. Tens of thousands of employees.
The lecture was part of a series the company offered its people as a bonus. The lecturer’s name gets published along with the topic. Participation is optional. Anyone interested – who could spare a couple of hours or was willing to stay late – could register and come.
As is my habit, I turned up about an hour before the scheduled start.
No one was there. Not even the training manager who had invited me. I called her. She said she’d finish her meeting and come down.
So I started getting ready myself. Hooked up the computer. Set up my presentation. Checked the sound. And laid out my books – a few copies of each – on the table by the podium.
Still no one had turned up (it turns out the employees always arrive at the last moment). Everything was ready, so I stepped out for a few minutes. Namely, the bathroom.
I came back – and the hall was mostly full.
The training manager had been looking for me. When she found me, she told me straight away:
“Look, it’s too late now to take the books down. But just so you know – we don’t allow books to be sold after lectures.“
I explained that I don’t actively sell during the lecture (I think that was her concern). I just mention at the end that my bestsellers are there. Anyone who wants to buy one and have it signed is invited to. Same for anyone who just wants to ask me a question.
She replied: “I’ll let you leave the books there, because I only ‘found out’ at the last moment. On one condition – your lecture isn’t too sales-oriented.”
And then, right before I went on stage, she added:
“In any case, no one will buy your books. They’re salaried employees. I have never seen anyone here buy books after a lecture.”
The hall was packed. 200 people.
I lectured for an hour and a half. And I really felt the audience connecting – laughing, enjoying themselves. At the end, I invited them over to ask questions and buy books.
What followed was a real “onslaught.” Even I was surprised – given her comments.
Around 40 people came to speak with me. Some waited patiently for a long time. I sold 22 books. And I stayed another full hour after the lecture.
The commotion was so great that I saw the training manager trying to reach me – but she couldn’t get through. She waited a few minutes and left.
When I finally left the building, I called her.
“Listen,” she said, “I was really surprised. It’s the first time I’ve seen so many people crowd around a lecturer.”
I told her I’d sold 22 books.
“Now I’m even more surprised!”
I couldn’t resist:
“Tell me – how many of the hundreds of lecturers you invite every year have written a book?”
“Only a few,” she replied.
Remember – these are first-class lecturers. Strictly screened before they come to speak.
“Another question,” I said. “How many of the few who wrote books displayed them to the audience?”
“None,” she replied. “Because I always warn them not to.”
“So what you’re really telling me,” I said, “is that no one has ever displayed books to your audience. So how could you possibly know no one would buy mine?!”
My conclusions:
1st – don’t be shy. Don’t be afraid to make a call to action at the end of a talk.
If the lecture was good, the audience will still like you even if you spend a few minutes selling. If it was bad – they won’t like you anyway. And they won’t buy anything.
2nd – it always amazes me how stuck people get in their “restricting beliefs.”
The training manager had blocked every lecturer from selling anything. As if the audience’s pleasure would be spoiled by simply being offered something.
(Again – they came of their own free will. Everyone there chose to be there.)
She had told herself a story. A simply wrong one: “salaried employees don’t buy books.”
And of course – if they’re never offered anything, they’ll certainly never buy anything.
The key to motivating people to act is initiative and proactive interaction.
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