Early in my LinkedIn journey, I was obsessed with growing my network.

It didn’t matter who you were.

Sales rep? Connection request sent.

Banker? Sent.

Accountant? Sent.

Fisherman? Probably sent too.

In my mind, a larger network meant greater opportunity.

Then one day, I received a message from a senior leader based in Europe. I don’t recall the exact country, but I remember his words clearly:

“I have received your connection request. Could you please let me know how you believe I could be of value to you?”

That question stopped me.

Not because it was aggressive.

Not because it was dismissive.

But because it was precise.

What value was I looking to gain from him? And more importantly, what value was I going to provide as a result of that connection?

It was a defining moment for me.

That question has stayed with me throughout my decade-long sales career and into leadership. It reshaped how I think about relationships, customer engagements, and professional presence.

And today, I want to pose a similar question to you:

Would your customer pay to meet you?

Over the years, both as a salesperson and as a leader of sales teams, I have observed a common mistake.

It sounds harmless. Even admirable.

The salesperson who drops by and says:

“I was in the neighbourhood and just wanted to check in.”

Or calls to say:

“I’m just checking up on you to see how you’re doing.”

On the surface, this feels relationship-driven. It feels attentive. It feels proactive.

But over time, you stop being perceived as a strategic partner.

You become a pleasant visitor.

There’s a difference.

Customers are busy. They are under pressure. They are accountable for results. Every meeting consumes time, focus, and energy.

If your presence does not move a conversation forward or introduce new insights, you are not adding value.

You are occupying time.

And when that pattern repeats, your perceived value declines.

One principle I consistently share with the sales professionals I mentor and coach is this:

Every customer interaction must do one of two things:

1. Move an existing discussion forward, or

2. Introduce new information that improves the customer’s position

That’s it.

If there is an ongoing deal, your interaction should advance clarity, reduce risk, accelerate decision-making, or unlock internal alignment.

If there is no active deal, your interaction should bring insight - market trends, competitive intelligence, regulatory changes, operational improvements, or strategic opportunities.

“Checking in” is not a strategy. Insight is.

When customers begin to associate you with clarity, foresight, and problem-solving, they stop seeing you as a vendor.

They start seeing you as a TRUSTED ADVISOR.

Value Is Not About Being Liked

Many sales professionals default to “friendly helper” behaviour because it feels safe.

It reduces tension. It avoids rejection. It protects ego.

But high-value positioning requires more than friendliness.

It requires preparation. It requires perspective. It requires the courage to challenge.

If every interaction is high-quality, well-researched, and commercially relevant, customers will respect your time and theirs.

And that brings us back to the question.

Would They Pay?

If your customer had to pay a consulting fee every time you walked into their office, would they still invite you?

Would they see your presence as an investment? Or as a courtesy?

That question forces a different level of professional discipline.

It shifts the mindset from:

• “How do I stay top of mind?” to

• “How do I stay indispensable?”

Top-of-mind awareness without value is just noise.

That LinkedIn message years ago taught me that connections, meetings, and conversations are not valuable by default.

They become valuable when anchored in intent.

Whether you’re building your network, managing accounts, or leading a sales team, the standard must remain the same:

Bring value or don’t interrupt!

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Till then, see you in next month’s issue.

Salam!