
How emotional intelligence tripled my sales
After dismissing a string of showroom managers who didn’t fit her business’ ethos, Quarrybank Boutique co-owner Koralia Hume believes the problem was a lack of emotional intelligence. But how can other retailers apply this philosophy to their own businesses?
Words: Koralia Hume
Emotional intelligence (EQ) proved to be a game changer for my business.
After two unsuccessful managers nearly ran me out of business, I found myself stepping up as a bathroom designer and salesperson at Quarrybank Boutique Bathrooms. While I had a solid understanding of products and could design reasonably well using Virtual Worlds, I had never sold anything to anyone before.
Before my first client appointment, I spent an evening reflecting on everything that went wrong with my previous managers. It didn’t take long to realise that their approach was completely out of touch with the customer.
Having worked for many years for an EQ-driven executive coaching boutique in London, I’ve mastered the power of these skills, having gone through many programmes myself. While I may not have read many sales books or had much direct sales experience in the KBB industry, I understood the importance of building relationships – a skill I think my previous managers might have lacked.
Trust is the key to closing sales quickly, but it’s also crucial for generating new business. Only highly emotionally-intelligent people know how to create trust, whether it’s something they’re born with or have learned. According to my ex-boss, Alina Addison, a published author and EQ specialist, EQ can indeed be learned.
In my experience, an emotionally intelligent person is someone who is in tune with their own emotions and those of others. I think within the KBB industry, just like in corporate environments, EQ is still mostly seen as a “soft” skill.
EQ vs IQ
According to Daniel Goleman, emotional intelligence can be more important than IQ in determining success in both life and work. Traditional intelligence might help you solve problems, but emotional intelligence allows you to manage stress, communicate better, and maintain effective relationships – all of which are critical for personal and professional growth.
While I may not have had much direct sales experience in the KBB industry, I understood the importance of building relationships
A self-aware salesperson understands their own emotions and how these can affect their behaviour. If you’re low on energy or lacking confidence during a designer meeting, the client will pick up on it – even if you think you’re hiding it. So being aware of “where you are” emotionally in a given situation will give you an opportunity to adjust before a sales meeting.
Empathy, one of the core principles of EQ, is essential in understanding your client’s needs, concerns, and emotions. Being able to “read” a customer’s emotional state and respond thoughtfully is a powerful tool for building rapport.
During a recent design appointment led by my trainee, Georgia, I noticed Mrs. Lamb wasn’t “feeling” the design, despite her polite words: “Well done, you did a good job.”
Her body language told a different story. Sensing her hesitation, I suggested changing the tile in the design and showed her a sample. Her face immediately lit up, and she leaned forward explaining exactly where she would like that tile to feature – clear signs she had been waiting for us to offer this alternative. If I had not picked up on that, we may have installed a bathroom that was not exactly what she wanted.
I always encourage Georgia to tune in to these subtle clues clients give us during appointments. Some clients are shy, and some don’t know what they want themselves. It’s part of practising self-regulation – being able to navigate moments of indecisiveness or sometimes tension without reacting impulsively. This helps keep the conversation positive and ensures we don’t push too hard or show frustration.
So, what’s changed since I took over the sales? I applied a trust-based approach in every client interaction, resulting in multiple sales each week without trying hard at all.
The Trust Equation, from the book The Trusted Advisor guided me, which says: Trust = (Credibility + Reliability + Intimacy) / Self-Orientation.
I build credibility by showing clients my knowledge and understanding of bathroom design and functionality. Product knowledge plays a big part here, and the awards we won help too.
I show clients my reliability by sticking to my word, including follow-ups and keeping promises. Consistency is super important because a reliable business is one that clients can depend on to deliver the same high level of service each time, whether it’s a small question or a big project.
In EQ, intimacy has nothing to do with being romantic, it simply refers to creating a close emotional bond with clients. I listen deeply when clients express their needs or concerns, asking questions that show I’m genuinely interested in their vision, not making a sale. The latter one will become a natural result. Empathy is essential here; I put myself in their shoes, easing their worries about the renovation process.
Being able to “read” a customer’s emotional state and respond thoughtfully is a powerful tool for building rapport and trust
Self-orientation is the most important part – where your focus lies during client interactions. Is it on closing the deal, or solving the client’s problem?
I watched my previous managers enter every meeting saying: “I must sell this one”. But for me, the sale is the last thing on my mind when I meet a client. My goal is to serve them well and educate them on their choices. I focus on them, read their cues, and give them time to think, which can be rare in a world of non-stop talking salespeople.
Sometimes, I even suggest that clients check out my competitors. Outrageous? Maybe. But I’m confident in what my business offers and what others don’t, and 99% of the time, their response is: “I don’t need to do that. I want to go with you”.
I think the lower your self-orientation (i.e. the more client-focused you are), the more trust you’ll build. Clients can always sense when someone is self-serving, and it erodes trust quickly.
Client relationships
I was recently asked how to find an emotionally intelligent salesperson. My advice would be to look beyond technical skills or a well-padded CV and focus on the candidate’s interpersonal qualities.
Emotionally intelligent people often exhibit self-awareness, empathy, and a genuine interest in understanding others. They would be genuinely curious and ask a lot of questions about the business and clients you serve.
Like Georgia, who is 24 and joined me in the showroom four months ago. She may not have had bathroom retail experience, but she showed more promise to me than those managers with years of industry experience but low EQ.
When asked, “What do you think is the most important factor in sales?”, Georgia answered: “A relationship with the customer”.
I knew then and there that I would be able to build upon that and I wasn’t wrong. Now, Georgia is learning fast to understand clients, not just the sales process.
Every business operates differently, with its own unique approach. But whether you’re selling kitchens, bedrooms, or bathrooms, the principles of emotional intelligence and trust remain the same. By applying the Trust Equation, I haven’t just gained satisfied clients – I’ve built loyal advocates who consistently recommend our services to others. This trust isn’t a one-time achievement; it’s something we nurture, and it continues to pay off.
As a result, I’m now generating the highest sales since we opened our doors over two years ago. Each month, I surpass my own records, and every time I close a deal, I find myself smiling and thinking: “That was unsurprisingly easy.”