What The Joshua Principle Taught Me About Selling (Hint: It’s Not Really Selling)

I recently read The Joshua Principle, Leadership Secrets of Selling, by Tony J. Hughes, and let me tell you—it gave me more than just a few “aha” moments. It gave me real, usable nuggets that I can apply directly to how I move in business.

First things first—I had to laugh at how much I related to Joshua thinking best in the shower. That is absolutely my place. That’s where I decompress, process, and brainstorm some of my best ideas. So right off the bat, I felt seen.

But beyond that, one of the simplest (yet most impactful) takeaways was this: less TV, more reading. Whew. That one hit. TV is a time sucker. It’s easy, it’s comfortable, but it’s not pushing anything forward. So I’ve been intentionally swapping out some of that screen time for books. I don’t know if I’ll be perfect with it, but for now—it’s a conscious shift toward growth.

Now let’s talk about the real meat of the book: value, relationships, and process.

One of the biggest mindset shifts for me is understanding that I’m not “selling” a product or a service. I’m providing a solution. I’m fixing something that’s not working. I’m easing an irritation inside someone’s life or business. And here’s the kicker—the value of that solution is not determined by me. It’s determined by the customer. If they don’t see the value, then it doesn’t matter how amazing I think it is… it’s not landing.

Then came a concept I will never forget—“Seymour Syndrome.” The people who always want to “see more.” More info, more details, more follow-ups… but they don’t actually have the authority to make a decision. And that tied directly into another major lesson: you have to build relationships with the right people. Not just any connection will do. If you’re spending all your time with people who don’t have decision-making power, you’re going to stay stuck. Period. You have to connect with individuals at the level where things actually move.

And here’s where it got even deeper for me—understanding your customer’s process. Especially when you’re dealing with organizations. It’s not just about who you’re talking to—it’s about how decisions are made. Is there a chain of command? Does it go through legal? Marketing? Executive leadership? Are there layers of approvals and checks and balances? Because if you don’t understand how they buy, you won’t be able to position your solution in a way that fits into their system.

Another reminder that hit home: listen to understand, not to respond. Whew. That’s a discipline. It’s so easy to jump in the second someone pauses, ready with your next point. But real connection—and real business—comes from truly hearing people. Understanding what they’re actually saying, what they need, and what problem they’re trying to solve.

This book also made me reflect on how I approach growth. I’m an incremental builder. I grow step by step, intentionally, stacking wins. That’s my strategy. And I’m okay with that. Because the alternative—trying to block others, compete from a place of insecurity, or operate out of scarcity—that’s not how I move.

And finally, the biggest takeaway of all: alignment.

Your direction has to match your values. Your values have to match your direction. If you start compromising your ethics, your integrity, or your morals just to “win” or get ahead, you’re going to feel it. Mentally. Emotionally. Eventually even physically. Because success that isn’t aligned will drain you instead of fulfilling you.

At the end of the day, this book reminded me that business isn’t just about closing deals. It’s about providing real solutions, building the right relationships, understanding how people operate, and staying grounded in who you are.

And that is the kind of success I’m building. How about you?

TTFN,

Helena 'Lena' Speights

#girlboss at WPUSA Brands.