At Vital Spark, we’ve noticed an emerging trend: people are becoming more and more glued to their devices. Headphones in, eyes locked on screens, and all too often, the world around them slips into the background. While digital tools are incredibly useful, we believe that something important is being lost: genuine, meaningful communication. In particular, this matters a lot in sales and business development — especially when it comes to following up after that initial meeting or introduction. Why Relying on Email Is Risky When a salesperson meets a promising potential client and then follows up purely by email, several things can go wrong: The message can be misinterpreted, since tone and body language are missing. It might go to the wrong inbox. Or it could simply be lost in a crowded email thread that is easily overlooked in a busy day. If you are going to use email, it needs to be done well. Short, clear, and action-oriented. Here are a few practical ways to make your follow-up emails more effective: Make your subject line punchy and meaningful Something like “Your Thoughts, please?” or including the acronym AID (Action, Interest, Decision) can help clarify the purpose, especially in internal or formal follow-ups. Keep your content lean Use bullet points, not long paragraphs. If you need detailed explanations, put those in a formal business proposal, not your follow-up note. Be very clear on next steps Say things like, “I’ll call you on Friday, 23rd,” or “Please pick a time that works for you using this Calendly link.” Making it easy for the prospect to act is key. Write with the person in mind Think about how they communicate. If they’re straightforward and direct, don’t open with small talk. “Hope you had a lovely weekend” might not land well for someone who’s all about efficiency. Why Picking Up the Phone Still Matters Here’s the thing: too many salespeople are hiding behind their keyboards. They send email after email instead of making a phone call, but a call is where a real connection happens. When you speak to someone, you pick up all sorts of cues - tone, pace, even word choice. Those cues help you build rapport, ask the right follow-up questions, and guide the conversation in real time. You can sense concerns, answer objections, and steer things toward a decision. Try doing that in an email thread - it’s much harder. The Power of Human Connection Good communication is made up of three critical things: What is said (words) How it’s said (tone) What’s not said (body language) Email only gives you the first one. On the phone, at least you have tone and words, and those still go a long way in building trust. We’ve found that once someone has spoken to you - even just on the phone - they’re far less likely to say no or brush you off. There’s an emotional bond there. A voice feels real. A conversation feels real. How to Make Your Calls More Respectful and Effective Calling can feel a little intrusive, so here are a few small but important ways to make your calls more welcome: Ask before you begin: “Is now a good time?” shows you respect their time. Propose alternatives: If they can’t talk right now, suggest another day or time. Be transparent about duration: “This call will take about 10 minutes.” Stick to the time you say. Check in: “Are we still good for this time?” helps you stay on track. These steps go a long way in showing that you’re professional, considerate, and organised. In Summary: Use Both, Wisely At the end of the day, we’re not saying never send an email, we’re saying don’t only send emails. There’s a place for both email and phone calls in sales, and the best approach depends on your prospect’s style. Use technology to enhance your communication, but don’t let it replace the human interaction at the heart of good relationships. The real magic happens when you pick up the phone, make the connection, and build rapport in real time. When you combine that with thoughtful, well-crafted emails, you’re in a powerful position to move things forward, with clarity, authenticity, and respect.
How do we use Gamification in training? One of the most exciting developments in skills training today is the growing emphasis on learning styles and gamification . Recognising that everyone learns differently is the key to creating engaging, effective sessions. While we all – as individuals - have a blend of Visual, Auditory and Kinaesthetic learning preferences, most people naturally gravitate toward one or two dominant styles. Acknowledging and incorporating these differences can dramatically boost energy, engagement, and participation in both in-person and online training environments. For example, visual learners are drawn to gamification because they can see progress and results. auditory learners enjoy the opportunity to discuss and collaborate , while kinaesthetic learners thrive on the hands-on nature of interactive, task-based activities. In our courses, gamification often takes the form of team challenges , which not only reinforce key learning outcomes but also serve as powerful team-building experiences . At the start of every workshop, particularly when participants are new to each other, we include icebreakers and interactive activities to set a positive tone. Throughout the training, we will utilise tools such as Slido for live polls and quizzes, team-based problem-solving games, and individual exercises linked to theory. Our clients consistently tell us how much they love the gamified elements of our sessions, especially the role plays , which bring learning to life dynamically and memorably.
In our early days, 21 years ago, we began by providing participants with individual handouts for written exercises, notes, and additional theory materials. However, we soon discovered that loose sheets of paper tend to go missing or become disorganised. To solve this, we developed a wire-bound workbook—affectionately known as “the Bible” —for every course we deliver. Each workbook is completely bespoke, tailored to the specific client and training program. This approach ensures that all materials are neatly compiled in one place, creating a practical and professional resource that participants can continue to reference long after the training session ends. The workbooks also provide a resource that suits different VAK learner styles – more on that below. The workbooks have quickly become a cornerstone of our training experience. Many of our long-term clients proudly keep a full collection, one for every course they’ve attended over the years. It’s rewarding to see how these customised workbooks not only enhance learning during the sessions but also serve as valuable tools for ongoing professional development. What began as a simple organisational improvement has evolved into one of the most popular and impactful features of our training and something we are really proud of. VAK Learning Styles The VAK learning styles model identifies three primary ways people prefer to take in and process information: Visual, Auditory, and Kinaesthetic . Visual learners understand best through seeing. They prefer images, diagrams, charts, and written directions. Visual aids like mind maps, color-coded notes, and videos help them remember and connect ideas. These learners often think in pictures and may find it easier to recall information that is visually presented. Auditory learners learn most effectively through listening. They benefit from lectures, discussions, podcasts, and verbal explanations. Repetition, rhythm, and sound patterns help them retain information. They often enjoy reading aloud, participating in group discussions, and using mnemonic devices that involve sound or speech. Kinaesthetic learners , sometimes called tactile learners, learn best through doing and experiencing. They prefer hands-on activities, experiments, movement, and real-life applications. Physical engagement helps them process information and stay focused. Role-playing, building models, and interactive simulations are especially effective for them. We cover this and more in our Advanced Communication Skills workshop.
With all the recent findings about vet practice transparency & pricing in the public eye again, with the recent CMA recommendations announcement, something really struck me – with my background in veterinary, pharma sales and marketing and as a specialist trainer in the field, where are we going wrong? How much are we, as a profession, really communicating added value to our clients, in the wake of much less than positive PR with articles like this: BBC ARTICLE These might include scenarios like: 1. Longer training to become a vet than a GP! 2. Investment in ongoing CPD and skills training - also as a legal requirement 3. That you can get appointments face to face, how often does that happen in many GP practices? 4. Often, practices have specialist qualified vets and or nurses in certain areas of interest. Anything from head to tail. such as Dermatology, Cardiology. Nutrition, Anaesthesia and more 5. In-house regular blood testing, meaning it doesn’t get sent away, so results are back within the same day, if not hours! 6. Continuity of care of the pet 7. The latest technology for dental, x-rays, scanners, blood pressure measuring, and so much more What’s your best added value in your practice? It often doesn’t come easily to most professionally qualified individuals to “sell” the products and services that they offer, be that in verbal or written communications. Ultimately as Robert Louis Stevenson said “everybody lives by selling something” Is it time to re look at your external communications strategy and tactics – how do you handle the: 1. New client walking through the door, so they choose you as their practice 2. The established long-standing clients to ensure they remain loyal and can give word of mouth recommendations 3. The newest bit of technology to ensure the greatest patient outcomes 4. Handling the “what is this going to cost? and how much? 5. The comparison in price to the free NHS! 6. Annual vaccinations and health check 7. What does your reception area say when you walk in? when did you as a professional sit in your own waiting room and look around- what did you see, how did it feel? What, if anything, needs to change 8. How do you maintain regular communication with those clients who are fortunate enough to only need routine treatment 9. What does your website and or social media say about the look, feel, and knowledge and experience of your practice and the team within it and all its added value? The question I teach every person who comes to my traditional sales courses is W.I.F.M? What’s in it for me! Me being the client. It’s about communicating the benefits of what you offer, linked to the needs of the client and their pet. not features… (my next article will deal with the difference in features & benefit…_ If you need any more thoughts tips, please get in touch at karen@vitalsparkconsultancy.co.uk . We would love to help you define and manage your practice communications.
What are the top 10 skills face-to-face salespeople need?
Management is doing things right; leadership is doing the right things. Peter Drucker
Building a team is much like assembling a puzzle—you can’t simply scatter the pieces on the table and expect them to form a complete picture. Careful effort is required to align the pieces and ensure they fit together properly. The same is true of teamwork: it takes intentional guidance, clarity, and collaboration to create a cohesive unit that achieves its goals. Identify Group and Individual Responsibilities Just as a horse pulling a cart depends on the driver for direction, teams rely on clear guidance. Defining both individual and group responsibilities is the first step in building effective teamwork. Each member must understand their role, as well as the roles of others, to ensure smooth progress toward shared objectives. Ambiguity can derail a project, so clarity in responsibilities and expectations is essential. Give Permission to Take Action High-performance teams are made up of skilled, dedicated professionals who know how to recognise when something isn’t working—and how to address it. Leaders should empower their teams to act when challenges arise, even proactively. Granting autonomy not only strengthens problem-solving capabilities but also reinforces ownership and accountability for outcomes. Build Relationships Between Team Members and Management Trust, respect, and open communication are the cornerstones of strong teamwork. Without a solid relationship between team members and management, a damaging “us vs. them” dynamic can emerge. Leaders must invest time in fostering trust and approachability, ensuring employees feel comfortable sharing challenges, concerns, and new ideas. This openness strengthens collaboration and drives better results. Give Feedback Feedback is a vital tool for growth, alignment, and performance. It should come not only from managers but also from peers within the team. Constructive feedback highlights what’s working well while identifying areas for improvement, allowing members to adjust and refine their contributions. The most effective feedback is timely, consistent, and expressed in behavioural terms —focusing on what can be observed, heard, or measured. Done well, feedback strengthens both the individual and the team as a whole. Part 4 of 5
Individual commitment to a group effort - that is what makes a team work, a company work, a society work, a civilisation work. Vince Lombardi
High-performance teams are a relatively modern concept, but their impact on organisations is significant. A well-structured team of highly focused remote employees can drive productivity, innovation, and collaboration across a company. In this blog, we’ll explore what defines a high-performance team, the benefits they bring, how they operate under flexible leadership, and the importance of team dynamics. What is a High-Performance Team? A high-performance team is a group of dedicated individuals who work together with a clear focus on achieving shared goals. These teams often operate with fluid leadership on project-based initiatives, the most suitable member steps into the leadership role as needed. What sets them apart is their strong sense of trust, accountability, and openness. Each member contributes as an essential part of a finely tuned system, working efficiently and effectively toward collective success. 3 Key Benefits of High-Performance Teams High-performance teams provide advantages for employees, management, and customers alike: Employee Benefits: Team members share the workload, reducing pressure on individuals while fostering stronger professional relationships and collaboration. Customer Benefits: Customers often receive products or services more quickly and benefit from the positive, cooperative culture of the team, which translates into a better experience. Management Benefits: With teams operating cohesively toward common goals, managers can step back from excessive oversight, freeing up time and resources for broader strategic initiatives. Leadership in High-Performance Teams Leadership in these teams is flexible, and needs-based. Rather than relying on titles, authority, or popularity, leadership roles are assigned to the team member best equipped to guide the group toward its S.M.A.R.T. goals (Specific, Measurable, Achievable, Relevant, Time-bound). While the organisation still provides managerial oversight, the internal leadership dynamic remains adaptive and collaborative. Understanding Team Dynamics Communication is the cornerstone of high-performance teams. They thrive in an open-forum environment where every voice carries weight and contributions are valued equally. Members exchange constructive feedback, share alternative solutions, and refine each other’s ideas—all while keeping egos in check. This culture of openness ensures the team remains focused on achieving results efficiently and effectively. Part 2 of 5
As a former National Sales Manager, I understand the challenges of leading a remote workforce—ensuring productivity, maintaining motivation, and fostering teamwork without the benefit of daily in-person interaction. In this upcoming series of blogs, we’ll explore some of the key considerations in building high-performance teams when face-to-face contact is limited. These principles apply across industries and roles, no matter what field you’re in. In today’s business environment, organisations must continually find ways to boost productivity without compromising quality. One highly effective strategy is building high-performance remote teams. When well-trained and well-structured, these teams can deliver exceptional results across a wide range of functions—whether it’s managing a large-scale mailing campaign or developing breakthrough software to support cancer research. The question is: what could you achieve with a high-performance team? Thanks to today’s digital tools, remote work has never been more accessible, provided there’s reliable internet and mobile connectivity. However, success isn’t just about technology. It’s also about understanding whether individuals are truly suited to working independently. For instance, insights from Motivational Maps (which identify nine core workplace motivators) reveal important differences in how people thrive. Someone motivated primarily by “Friend” values may find remote work challenging, as they draw energy from social interaction and team engagement. In contrast, individuals motivated by “Builder” or “Director” traits often adapt more easily to working independently. Benefits of a Remote Workforce—for Both the Business and the Individual Access to stronger talent: Recruit from a wider, more diverse talent pool. Increased productivity: Remote employees often demonstrate higher efficiency. Better employee retention by supporting flexibility and work-life balance. Reduced downtime, as employees can continue working during inclement weather or minor illness. Sustainability gains: Less commuting reduces environmental impact and contributes to a smaller carbon footprint. For more information about our specific course on building and managing High Performance teams, click HE RE .
What is the cost of a lack of motivation in the workplace? In this blog, Karen calculates the cost to the UK.
What is the difference between accredited and non-accredited training? Karen Froud-Murray explains...
How often have you heard it said about someone who is outgoing, friendly and a good communicator - “You have the gift of the gab - you should be in sales”.
Performance in any organisation depends upon the right direction, the appropriate skills, and massive amounts of motivation.
Mike J Murray joins Vital Spark Consultants
The difference between having a customer who is satisfied and a customer who will remain loyal can be determined in the steps you take to follow-up with that customer. Learn more...
