Even though the economy is in serious trouble, nothing has changed. You still need to make sales. Whatever your industry and whatever else is happening, one task remains — closing sales.

Here’s the problem: even though you may know your products and have the right selling skills, it may not be enough to get you where you want to be in 2009. If your job is demanding in good times, what do you think it will be like in the year ahead? So, here’s the question: what do you need to add that can help you meet your numbers?

That’s what the next 1,250 words are all about. Just so you’ll know, they are based on 25 years of working with sales professionals. If that doesn’t grab you, stop now and have a nice day. Otherwise, get ready, because what’s coming may be irritating. At least I hope so. Here goes:

Get over seeing “an executive” when looking in the mirror. Get the idea out of your head that you’re some sort of “sales executive” or that wearing a suit makes you special. It doesn’t. You sell, and you’ll get further if you think of yourself as a “working stiff.”

Playing executive messes up your head. Before you know it, you get the idea that work is for everyone else in your company and particularly for those on what you euphemistically call “my support team.” Get over it. Selling is no longer about picking the so-called “low-hanging fruit.” That’s over and done. Now, it’s about managing your job. And that means lots of work.

Maximize your visibility. “In this business it’s better to be seen,” comments an editor of a well-known publication. But not like “yesterday’s salespeople,” who thought “schmoozing” was what it was all about. They may love you, but that doesn’t mean you’re going to get the business.

It’s time to invest yourself. Look around and figure out what needs to be done. Start looking and acting like a leader. Oh, yes, take a stand. Too many salespeople are so fearful of offending someone they are little more than well-dressed wimps.

Become a total producer. Okay, so you see yourself as some sort of “specialist.” Perhaps you harbor the fantasy of “executive sales” or some other equally meaningless euphemism. That’s fine, unless it blinds you on how to go about building a solid business (remember, you are in business for yourself).

Your customers (that’s what they are; not clients) want less stress. You’re in the perfect position to help them simplify their lives. In fact, make that your primary product. Figure out how to make it easier and more convenient for your customers. If that seems like too much work, try doing something else.

Go after as many accounts as possible. Stop thinking small accounts are beneath you, no matter where you are in your sales career. If you’re just chasing “the big ones,” forget it. Keep it up and you’re on the way out.

Sure, you should be ready when one comes along, but spending your time dreaming about winning the big account lottery distracts you from the business you could be writing.

The more happy customers you have, the closer you get to the big ones, which will probably drop in your lap!

Be an ardent customer advocate. Far too often, salespeople are focused on the sale and not the customer. It doesn’t take too many smarts to understand that you’re working in an environment fraught with dangers and that your customers are on edge. They need help — your help. What they want is someone they can trust and count on to be on their side when a problem arises. But, come to think of it, that takes a lot of effort. “Cozying up” to a customer is more fun.

Stop trying to sell something. Let’s cut to the chase: selling is getting more difficult by the day. If your sales manager doesn’t believe it, suggest that he/she go out and make a few sales calls.

The problem is that “the buying mindset” has changed. You’re up against customers who flatly refuse to be your “prey.” All the cunning of the greatest “hunter” won’t help you “bag” the customer.

Why? The answer is awesome: the customer is now the “hunter” and you’re the “prey.” Your job is to help the hunter bag you (what you’re selling). Trying to grab the customer is gone; now the task is helping the customer grab you.

Here’s the sales task: Figure out and then focus on what your customers care about. Nothing else matters today. Nothing. That’s what will draw them closer and closer to you. When you see them smile, close the sale.

Blow up your website. It’s not an act of terrorism; you will be doing yourself, your customers and the World Wide Web a favor. Everybody else, too. At least 99.99% of websites have no value. Actually, they have a negative impact.

Here’s the point—they fail to make the case why a visitor would want to do business with the company. Oh, you give great service? Isn’t that nice. Every business says that, including the people they are doing business with now who can’t do anything right!

Stop thinking about how long you’ve been in business and start thinking about what it will take to get customers to want to do business with you.

Here’s an idea: as a salesperson, you may want to think about having your own website or blog. Waiting for your employer to get the message will only cost you sales.

Talk to customers about what matters to them. Although it takes commitment and work, it’s so easy today to communicate with customers. You have so much that can really make a difference and connect with those you work with: Showing customers how to reduce costs and increase productivity, for example. As a salesperson, you have actual case histories of how you have benefited your customers.

Message: let customers know you listen and care. It also keeps their attention on you as their advisor and not just another sales rep.

Manage your business. No matter whom you work for, you’re really [insert your name here], Inc. You’re a business owner and need to do everything any other business owner does. You are in charge of marketing, administration, follow up and sales. If this isn’t clear, let’s put it this way: if it’s going to get done, you’re going to do it. So, stop whining that the company isn’t giving you the support you need to be successful.

Act like you’re in charge. Never let customers get the idea that you’re going to “hand them off” to someone else, ever. When that happens, they get the message that once the sale is made, you’re on your way. When that happens, it undermines your relationship with the customer.

Even when it’s appropriate to hand off a task, customers want to know you’re in charge and involved. That’s what trust is all about.

Avoid meetings. Your job is about having time to do what needs to be done to make sales, and that’s the reason most meetings are your enemy. They steal your time, causing you to cut corners in serving customers.

The rule is never to attend a meeting unless it will benefit you directly. Meetings kill time and drain energy; they are interruptions in your workday. Your job is selling, and your performance will improve in relation to the number of meetings you miss.

At this point, you may think that all this is unrealistic and places too heavy a burden on salespeople. My response is simple: the problems you can solve for your customers with the products you sell deserve the effort, unless, of course, you would rather be an executive.