Sales and… "visitors." Whom Should You Let Into Your Life (Read: Your Business)?

Sales and… "visitors." Whom should you let into your life (read: your business)? In BNI, there is a specific term: "visitors." These are people who attend a BNI meeting as potential members. If they become members, they begin to contribute to the group, and the whole ecosystem grows—the group itself, the individuals within it, and you, too. I must admit that I have always resonated with Misner’s philosophy of "Givers Gain." "Givers Gain" works. The approach I teach in my own seminars also works: first, establish an affinity, then build a shared reality through communication—which leads to mutual understanding. This way, both sides—the buyer and the seller—win. But that is not what I am writing about today. Today, I am writing about visitors. Whom should you allow into your group, your business, or your life? Do we even know whom we are letting close to us? How do we evaluate this? I have often heard people claim that BNI is a "cult." Yet, interestingly, the members of this "cult" are often happier, more successful, and better connected than many others. Have you ever experienced being judged by others? Silent judgment is particularly subtle—everything appears pleasant, proper, and orderly on the surface, while a campaign of "black PR" unfolds behind the scenes. It is a form of negative PR that remains unseen, yet it is deeply felt. And this brings us to the core of the matter: who, in reality, is a "visitor"? A "visitor" is not merely someone who shows up for a meeting or an interview. A visitor is someone we allow into our space—into our company, our team, our daily lives, and our way of thinking. When we let someone in, they don’t just come to work; they come to live among us, to exert influence, to communicate, and to help shape the atmosphere. Consequently, the selection of these "visitors" is not just an HR matter; it is a fundamental issue concerning the life of the company. This is precisely where I most often assist organizations: by providing an objective evaluation of individuals—either before they become part of the system, or when they have been there for a long time and are causing subtle, underlying problems. The wrong kind of visitor won’t necessarily cause immediate harm. Often, they will initially appear very friendly, adaptable, and quiet. The damage begins once they feel secure—and realize that they have the freedom to act. A smart company doesn’t just ask whether someone is competent; it asks whether that person is compatible with its rules, its standards of responsibility, and its pace. Any compromise in this regard is not a time-saver, but rather a deferred problem. If we fail to vet these "visitors" upon entry, we will inevitably have to deal with them later—at a much higher cost in terms of energy, money, and peace of mind. A visitor is not just a guest. A visitor can be:

someone you invite to a meeting,

an employee,

a life partner,

or anyone you allow into your inner circle.

This person might "visit" your company for years. During this time, you work diligently—all the while having no idea what is actually happening behind the scenes. This is precisely why, in my professional practice, I frequently analyze teams, roles, and salespeople. Through this process, we uncover why certain individuals—despite possessing knowledge and putting in effort—fail to deliver results, while others generate consistent sales with little apparent strain. Does this sound familiar? Social and antisocial individuals. Above all, we must understand that there are two fundamental groups of people: social and antisocial. Both groups can:

be capable of working,

possess the necessary competencies,

be hardworking,

and complete their tasks.

The difference, however, is crucial. When you dismiss a "social" person, they will first look inward—even if the termination wasn't entirely justified. They will seek a new job; while a bitter experience might linger, or they might take steps to protect themselves from similar companies or superiors in the future, they will move on with their life without harboring a grudge. When you dismiss an "antisocial" person, however, something else happens. First, the company comes to life. The warning signs you had previously noticed are confirmed. Then, the true face of this former "visitor" is revealed. Some may be fearful and dare not cause harm. Others—often quite intelligent—know how to make life miserable in a very subtle, seemingly friendly, and long-lasting way. On the surface, everything appears fine, but behind the scenes, a narrative takes hold: "Well, you know, he is..." This does not end until clear measures are taken and real consequences are enforced. The organization as a safeguard: That is why I always advise my clients to focus on the organization first. A well-structured organization means:

clear rules,

clear responsibilities,

clear roles and defined scopes,

clear departments and sectors.

And one of the most difficult rules: how we part ways with people. This is the hardest part of leadership—at least, it has been for me. Yet, there come times when paths simply must diverge. Those who grasp this sometimes even return to become one’s best colleagues. Even a partner who realizes they messed up can turn into the most loyal person on the planet. These are socially aware individuals: they make a mistake, learn from it, and never repeat it. These are the kind of people you want by your side—as colleagues, partners, or friends. Why tools matter: I have worked with PPA (Power Potential Analysis) tests for many years. I managed several companies, both domestically and abroad—primarily in translation and consulting services—where the information handled was extremely sensitive. Client security was always the top priority. The question wasn't "Can this person do the job?" but rather "Is this person a safe choice?" Power Potential Analysis was always precise in this regard. In twenty years, I haven't been wrong even once. No one ever violated an NDA. Together, we successfully completed over 50,000 projects. And yes—there were times when I ignored the data myself, particularly when selecting salespeople. The cost? A year’s worth of salaries with zero output. One salesperson generated exactly one-third of their salary, instead of the agreed-upon target of three times that amount. That is why, today, I help companies build sales strategies that are aligned with the actual potential of their personnel, rather than strategies tailored to "ideal" people who simply do not exist. Intuition without knowledge is a gamble. Assuming that someone possesses a certain skill is a game of chance. When luck is on your side, you might get the outcome you hoped for. When things take a turn for the worse, we often say that luck is fickle. It isn’t fickle; it simply lacks a system. By combining intuition with knowledge and the right tools, the error rate drops to approximately 1%. That is a margin of error I can afford—provided I have enough capital to stay in the game. The first rule—or definition of success—follows a specific sequence: Observe – Decide – Act. If you change this order, you pay the price—whether in personal relationships, business, or within a company. Rules do not exist to restrict; they exist to protect. The second rule—or the elements of success—is something I will elaborate on in a seminar I am hosting in mid-March 2026. There, I will provide concrete answers to questions like: "Why does sales fail without the right human resources?" and "Why will no sales strategy succeed if it isn't aligned with your human capital?" In this seminar, I will show you how to use affinity and understanding to take control of a sales conversation—and bring it to a successful conclusion. Until then, I wish you great success this year. And above all: make frequent use of the fundamental "Observe – Decide – Act" rule to avoid any missteps. Enjoy your day, and until we meet again. Dragan Šibanc