How to Build Proactive Sales Habits That Drive Growth With Craig Wigginton

Craig Wigginton is the Founder of EuPraxis Consulting and a certified Outgrow Advisor specializing in helping companies create consistent organic growth. With decades of experience in leadership, operations, and business strategy, Craig helps leadership and sales teams develop proactive communication habits that strengthen customer relationships and increase revenue, retention, and referrals. His philosophy is simple: good habits create great results.

Here’s a glimpse of what you’ll learn:

[04:30] Why self-centeredness and reactivity can prevent teams from developing the proactive habits necessary for growth.
[07:20] How to distinguish true organic growth from revenue increases caused by inflation, price increases, or acquisitions.
[10:40] How Craig creates a cultural shift from reactive customer service to proactive revenue-generating behavior.
[12:15] The “swings of the bat” system and the specific questions customer-facing employees can use to uncover additional opportunities.
[16:25] Why tracking leading indicators such as proactive activity alongside lagging indicators such as revenue gives leaders better visibility into future results.

In this episode:

Sometimes the biggest growth opportunity isn't finding more customers. It's creating better habits around the customers you already have.

In this episode, Adi Klevit interviews Craig Wigginton about creating consistent organic growth through proactive communication. Craig explains that many established companies already have the people, customers, products, services, and infrastructure necessary to grow. The missing piece is often a systematic way of proactively strengthening relationships and uncovering opportunities within the existing customer base.

Craig shares how he helps organizations shift from a reactive culture to a proactive one. Customer-facing employees meet in a weekly huddle, identify the right people to contact, and complete specific proactive activities Craig calls “swings of the bat.” These conversations might include educating customers about additional services, asking what projects are coming up, identifying business currently going to competitors, advancing opportunities, or asking for referrals. Instead of leaving growth to chance, the organization creates a repeatable cadence around the behaviors that produce it.

Adi and Craig also discuss the importance of measuring both activity and results. Revenue is a lagging indicator, which means that by the time leaders realize they're missing their targets, it may already be too late to correct the underlying behavior. Tracking proactive conversations gives leadership visibility into the effort happening before the revenue appears. When the right mindset, questions, cadence, measurements, and processes work together, proactive growth becomes a habit rather than an occasional sales push.

Resources mentioned in this episode:

Quotable Moments:

“Good habits will create great results.”
“Growth only comes through proactivity.”
“A good question is all about you.”
“We track efforts more than we track outcomes.”
“We want the leading indicators, which is effort, and we want the lagging indicators, which is revenue.”
“Your behavior always follows your mindset.

Action Steps:

Shift from reactive to proactive communication. Don't wait for customers to contact you. Build a regular habit of reaching out to discover how you can provide additional value.
Create a weekly customer huddle. Bring customer-facing employees together to identify opportunities and plan the proactive conversations they will initiate that week.
Build a specific call list. Include current customers, former customers, past prospects, and active opportunities so employees never begin the week wondering whom they should contact.
Give your team specific questions to ask. Train employees to educate customers about additional services, ask about upcoming needs, identify business going elsewhere, and request referrals.
Track leading and lagging indicators. Measure proactive activity as well as revenue so leadership can identify potential problems before they appear in financial results.
Systemize referral requests. Ask satisfied customers, “Who else do you know that we can help the way we help you?” Then give them time to think and agree on the next step for making the introduction.

Sponsor for this episode:

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