The hideous massacre that occurred at the World Trade Center exacerbated an economic downturn that began on Black Friday, April 14, 2000. The market meltdown that day signaled a New Economy death spiral that made even the most buoyant and optimistic cringe at the sight of their 401K and NASDAQ high flyers. What followed was the sobering reality that tough times lay ahead. Eighteen months later the 9/11 attack has affected nearly every business in some significant way. Forget about a ripple effect–it’s been more like a tsunami for most companies and their sales and marketing teams.

No one-not even the Doomsayers–had a clue the DJ would slide 33.8%, that the S&P would sink 38.6%, or that Nasdaq would tumble 40.5%. Our date with fate in eight has left each of us angry and confused. We might hope for a turnaround in 2009, but few are willing to bet on it.

I had been consulting for a reprographics company. I worked with the CEO for 3½ years. We became friends and I his confidant, Sales Guru and confessor. We put several new systems in place such as monthly forecast & review meetings with sales and ops teams, yearly kickoffs, regular perfor-mance reviews, in addition to coaching and training sessions. Gross and net sales soared-up by an average of 8% each year.

Fewer than 50% of today’s salespersons have ever sold in an economic slowdown. This stat is a result of demographics and economics. No offense, but it’s easy to hit quota when interest rates are down-and-dirty, when buyers can’t snap up commodities fast enough, and when anyone who can walk and talk can get a home loan. Did you honestly believe you were that good?

But, what’s the plan when Lehman, Fanny and Freddy bite the dust? How do you handle an economic tsunami? How do you sell to a buyer whose 40lK has become a 301K? To a guy that’s spending most of his time on Monster and Craigslist looking for another job?