Up in the Air

The other night I couldn’t sleep, like many of us, I turned to the flickering glow of the television, scrolling through channels until I landed on “Up in the Air,” the George Clooney film.

This movie “Up in the Air” paints a picture of a life on the road, a constant traveler whose job is to deliver bad news – firing people. He’s a master of detachment, living out of a suitcase, accumulating frequent flyer miles, and avoiding any real emotional connection. Watching him navigate this isolated existence, you can’t help but wonder: are we, as independent merchant services sales pros, sometimes living a similar life?

We’re often on the go, meeting with business owners, closing deals in coffee shops, restaurants and managing our own schedules. We relish the freedom, but it can also be isolating. We build our own “systems,” like Bingham’s travel routines, and become experts at navigating our own territories. But what happens when we lose sight of the bigger picture, the human element?

The movie highlights the fragility of job security and the emotional toll of change. For us, change is constant. New technologies, fluctuating market trends, and evolving client needs – we’re always adapting. But are we adapting effectively?

Now, let’s address that statistic: “The #1 reason people get fired from a job is unsatisfactory performance.” What does that even mean?

For a traditional employee, it might mean:

• Missing deadlines: Not meeting quotas or project timelines.
• Poor quality work: Delivering subpar results.
• Lack of initiative: Not going above and beyond.
• Negative attitude: Creating a toxic work environment.
• Lack of improvement: Not responding to feedback or training.

But for us, as independent sales professionals, the definition shifts. We don’t have a boss breathing down our necks, but the market is our ultimate evaluator. “Unsatisfactory performance” translates to:

• Consistently low sales numbers: Failing to meet our own revenue goals.
• High churn rate: Losing clients due to poor service or lack of follow-up.
• Lack of product knowledge: Not staying updated on the latest merchant services solutions.
• Ineffective prospecting: Not generating enough quality leads.
• Poor relationship management: Failing to build rapport with clients.
• Not adapting to industry changes: Ignoring new tech or competition.

Essentially, “unsatisfactory performance” for us means failing to run our businesses effectively. There’s no HR department to fire us, but the market will simply render us obsolete.

Would We Be Fired?

In a traditional sense, no. We’re our own bosses. But in the grand scheme of our careers, yes. If we consistently underperform, our income will dwindle, and we’ll eventually be “fired” by the market.

Top Performer or Weakest Link?

Let’s ask ourselves if I had a traditional boss, would I be the top performer or the weakest link? As someone who understands the need for self motivation, and the changing landscape of merchant services, I would strive to be a top performer.

Here’s how we, as merchant services sales pros, can aim for top-performer status:

• Become a product expert: Know the ins and outs of every solution you offer.
• Build genuine relationships: Focus on client needs and provide exceptional service.
• Embrace technology: Utilize CRM tools and other resources to streamline your workflow.
• Continuously improve: Seek out training, attend industry events, and learn from your mistakes.
• Network effectively: Build connections with other professionals and potential clients.
• Set and achieve ambitious goals: Push yourself beyond your comfort zone.
• Adapt to change: Stay ahead of industry trends and be willing to pivot your strategy.
• Provide value beyond the sale: Become a trusted advisor.

“Up in the Air” reminds us that even in a world of constant motion, human connection and adaptability are crucial. As independent sales professionals, we need to build sustainable businesses, not just fleeting transactions. We need to be more than just “closers”; we need to be trusted advisors and long-term partners. We need to avoid the “unsatisfactory performance” trap by constantly evolving and providing real value to our clients.

Happy Selling,

David