Podcasts about Jim Camp

This episode comes right from the mind of Jim Camp—a legendary negotiator who has done massive deals for the Government. The insights come from his book No: The Only Negotiating System You Need for Work and Home. I plan on revisiting this topic a lot in future episodes as well.  Follow My TikTok. Join My Daily Email Newsletter.   

"The process of selling any product or service is in fact simply a negotiation where both sides attempt to reach an agreement." - Jim Camp in today's Tip 1695 How do you initiate a negotiation? Join the conversation at DailySales.Tips/1695 and learn more about Jim! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

"Be careful about simply sending more information on your product or service." - Jim Camp in today's Tip 1649 How about you? Do you connect before sending information? Join the conversation at DailySales.Tips/1649 and learn more about Jim! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

"Don't read or simply recite a script. Don't sound scripted." - Jim Camp in today's Tip 1644 What do you do when the leads aren't simply being handed to you anymore? Join the conversation at DailySales.Tips/1644 and share your thoughts! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

"Mission and purpose is what's going to guide your decision making." - Jim Camp in today's Tip 1639 Do you allow yourself to fall into the trap of thinking that you're a commodity? Join the conversation at DailySales.Tips/1639 and feel free to share your thoughts! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

"Your mission and purpose is what you do, how you do it, and most importantly, why you do it to the benefit of your client." - Jim Camp in today's Tip 1634 What are you trying to help your opponents see and discover? Join the conversation at DailySales.Tips/1634 and learn more about Jim! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

"It's their vision of the deal, not yours. That's what's going to help make your opponent make an effective decision. Unfortunately, the more pressure you apply, the further they're going to drift away from making a decision." - Jim Camp in today's Tip 1629 What's your thought about this? Join the conversation at DailySales.Tips/1629 and learn more about Jim! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

"Don't ask a question that can lead to a response of maybe." - Jim Camp in today's Tip 1619 Do you ask a question that can lead to a response of maybe? Join the conversation at DailySales.Tips/1619 and be sure to check out the links! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

"Sales goals that are oriented around results are not valid goals." - Jim Camp in today's Tip 1619 How about you? Do you let go of the results? Join the conversation at DailySales.Tips/1619 and learn more about Jim! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

"Do not lose control. Do not lose focus. You're not there yet. Don't allow an early yes or something that seems too easy to throw you off track. Keep asking questions. Keep trying to understand their decision-making process because that's going to be the key." - Jim Camp in today's Tip 1614 Do you get excited to get a yes or something that throws you off the track? Join the conversation at DailySales.Tips/1614 and share your thoughts! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

"We teach something called blank slate. And blank slate simply means no expectations, no assumptions." - Jim Camp in today's Tip 1604 What's your thought about this? Join the conversation at DailySales.Tips/1604 and learn more about Jim! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

"The best presentation you'll ever give is the one that your client didn't see as an actual presentation. You're just providing solutions to problems they identified." - Jim Camp in today's Tip 1604 How about you? Do you over-present? Join the conversation at DailySales.Tips/1604 and check out the links! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

"We encourage a nurturing posture by using interrogative, or you can also call them open-ended questions. We simply want to see what our opponent sees. We want to understand their vision. Their vision is the key to their decision-making." - Jim Camp in today's Tip 1599 How do you handle the word "No"? Join the conversation at DailySales.Tips/1599 and share your thoughts! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

Today's guest is Paul do Campo    Paul is a Investor with an active income as a copywriter, creating marketing systems and sequences for investors.   Show summary: In this episode, Paul do Campo discusses the significance of building relationships in the real estate industry. He emphasizes the need for personalized communication and shares his journey from wholesaling to becoming an investor and copywriter. Paul explains the psychology behind building relationships with investors and recommends using channels like email marketing to establish a personality-driven marketing approach. He also discusses the importance of authenticity in writing, citing examples from Stan Lee's success in Marvel Comics.  -------------------------------------------------------------- [00:00:00] Intro [00:00:58] Paulo's Journey from Pipeline Construction to Copywriter [00:09:41] Marketing to Investors through Personality-Driven Marketing [00:10:57] The importance of seller lead acquisition [00:11:59] The role of automation in real estate marketing [00:16:27] The messaging mistake of sounding too robotic [00:20:20] The Journey of Stan Lee [00:21:21] Applying Authenticity in Business [00:22:15] Closing -------------------------------------------------------------- Connect with Paul:  Web: www.reiOmnidrip.com   Connect with Sam: I love helping others place money outside of traditional investments that both diversify a strategy and provide solid predictable returns.     Facebook: https://www.facebook.com/HowtoscaleCRE/ LinkedIn: https://www.linkedin.com/in/samwilsonhowtoscalecre/ Email me → sam@brickeninvestmentgroup.com   SUBSCRIBE and LEAVE A RATING. Listen to How To Scale Commercial Real Estate Investing with Sam Wilson Apple Podcasts: https://podcasts.apple.com/us/podcast/how-to-scale-commercial-real-estate/id1539979234 Spotify: https://open.spotify.com/show/4m0NWYzSvznEIjRBFtCgEL?si=e10d8e039b99475f -------------------------------------------------------------- Want to read the full show notes of the episode? Check it out below: 00:00:00:01 - 00:00:24:05 Paul do Campo When you have a repeat transaction type business, I mean, you're going to sell. You're not going to sell one deal to investors. You might sell a second or a third deal. Hopefully that same investor, if he has a good experience with you. Yep. Now, that type of business requires relationship, acquirer requires procedure, rather than just like trying to trying to win the quick trying to, you know, butcher the kill and the one time thing and forget it and lay them to the curb.   00:00:24:06 - 00:00:34:20 Paul do Campo Right. So you so yeah, again, automation kind of slightly removes that, that relationship into when you're especially connecting with investors.   00:00:35:01 - 00:00:55:24 Sam Wilson Welcome to the How to Scale Commercial Real Estate Show whether you are an active or passive investor, we'll teach you how to scale your real estate investing business into something big. Part of Campeau is an investor with an an active income. As a copywriter, he creates marketing systems and sequences for investors. Paul, welcome to the show.   00:00:56:14 - 00:00:58:06 Paul do Campo Awesome man. Appreciate you having me on it.   00:00:58:10 - 00:01:05:10 Sam Wilson Absolutely. Paul, there are three questions I ask every guest who comes on the show in 90 seconds or less. Can you tell me, where did you start? Where are you now and how did you get there?   00:01:06:16 - 00:01:46:13 Paul do Campo All right. That's a long story, but how and where? When did I start? So back in 2015 started like everybody else was rich, had a poor dad, dove into the rabbit hole in bigger pockets dot com, all that sort of wholesaling. I was doing direct mail, lots of direct mail the time not this is my first entrepreneur venture going from going from working as a pipeline construction welder foreman in the utility business, natural gas utility and then moving into a whole different world of sales, marketing, business processes and systems.   00:01:46:22 - 00:02:15:09 Paul do Campo So when you jump into that, I mean, it's not it's never a clean, smooth transition. Transition. It's never, oh, I got to figure it out at least for at least for me. Anything new like that has never been a smooth, clean transition like that. And so I learned a lot back then. I, now I slowly, I mean, long story short, slowly started transitioning into flipping land, which did well for me, flipping land to notes, flipping mobile homes into notes as well.   00:02:16:09 - 00:02:43:08 Paul do Campo While I was doing that, I kind of accidentally fell upon another rabbit hole, which was corporate investor care. It became was my first client. I was in a lot of the concierge clients type of type of working on the phone with their clients, building out their pages for them, and then kind of slowly transitioned from that to being a full time copywriter, active, full time copywriter for clients in the space.   00:02:43:08 - 00:03:30:08 Paul do Campo And I say space, I mean, software vendors, services coaches, that type of thing. And then creating now today I, you know, I'm still investor and passive investor more so than having a volume business like I used to. I kind of escape that my from that being my active income to my activism as copywriting into passive income meaning I'm just looking I'm always looking for cash flow deals and those investing with local flippers around here or buying a deal, they find a and today I have my own offer that I sell to investors, which is basically taking all my knowledge of copy and and I merged together creating a, a complete follow up automated system in   00:03:30:08 - 00:03:46:23 Paul do Campo their CRM, everything from all the tactics and techniques of copy that I've done over the years and, and all the sequences into an actual system for follow up rather than just like a couple handful of drip, drip sequences that don't really mean much.   00:03:46:23 - 00:04:16:08 Sam Wilson So right now I'm inter, I'm interested. I mean, how did how did you figure out that? Because we I didn't quite hear the spot where you went from working. We say with pipeline construction. Yeah, work in pipeline construction to a copywriter. Those seem to be two totally different skill sets. Figure out that, hey, I'm actually a really good copywriter and maybe I can let welding go, right?   00:04:16:08 - 00:04:45:03 Paul do Campo Absolutely. You know, I actually enjoyed well, I actually enjoyed that job. It was. But there was limitations to it. I really hated just working for the man. Like I just just every day having to do, you know, knowing that, know, I really don't have that much freedom. And knowing that I have to if I want to go out on vacation, I got to grovel to somebody to ask for education.   00:04:45:03 - 00:05:08:07 Paul do Campo Right. And then now it was union based, so meaning it's seniority. And I was at the bottom of the totem pole. I was the youngest welder there. And so everybody else, you know, they take all the great time, you know, all this all the great vacation slots, all, you know. So I just I just hated that. And then I also hated I, I used to live in Southern California and a lot of people going to just think this is bizarre.   00:05:08:07 - 00:05:31:20 Paul do Campo But I hated living there. I personal reasons that just we didn't enjoy the weather, the people, the traffic, the congestion we enjoy that. So I was stuck there. I worked utilities. And so there's no way for me to get out unless I get a job somewhere else. And so one year I just decide I need to get out.   00:05:31:20 - 00:05:50:19 Paul do Campo And I was doing some copywriting and had it in my mind every day. I actually kept a card in my pocket that I was going to quit. I didn't know how in know how I was going to do it had I was actually had my own publishing business too. I had a course I was selling, had an email list and but I didn't know how I was gonna do it.   00:05:50:19 - 00:06:11:13 Paul do Campo I had some notes from land and mobile homes as well. And then a client, a couple of clients came by that that offered me a heck of a lot of money. And I took it and I took it. And it was more than more than what I got paid at that company that as a as a welder and.   00:06:11:13 - 00:06:13:02 Paul do Campo Yeah. And I never turned back.   00:06:13:02 - 00:06:34:00 Sam Wilson So so you made it out of Southern California and said, hey, look, I'm now a now a copywriter. What talk to me about the psychology of building, because you're more than just a copywriter. Like it's one thing. And I've employed various copywriters over the years where it's like, you know, I'd record the big idea or talk about it.   00:06:34:00 - 00:06:53:04 Sam Wilson It's like, Hey, this is what I'm talking about. This is the knowledge inside of my head. Now I need this synthesized into something meaningful. That's one copywriting skill set. And I was always impressed when a copywriter can take my ideas that I couldn't really synthesize in anything meaningful and turn it into a beautiful paragraph. Because, yeah, it's exactly what I wanted to say.   00:06:53:12 - 00:07:16:12 Sam Wilson Well done. That's one skill set. But it's another thing entirely to understand the the the psychology and a lot of people on this or that listen to this show are probably struggling, I would imagine. Maybe I'm wrong. I'm just projecting my own struggles, but the investor psychology kind of process, as they come in, they get an idea of, okay, who is that?   00:07:16:14 - 00:07:30:14 Sam Wilson What is it that you do? What's your business like? And then then moving them from that curious onlooker to now I want to invest with you in getting them through those drip sequences. That's a different skill set entirely. How have you built that out?   00:07:31:01 - 00:07:45:19 Paul do Campo Right. So as your your example is more so the target is is an investor is your your trying to get fund, fund or sell deals to them, right? Yeah.   00:07:45:19 - 00:07:54:21 Sam Wilson So well, in this case, it would be it would be an investor looking, looking to get that investor, you know, to be comfortable with us as sponsors and then come alongside invest.   00:07:55:05 - 00:08:25:06 Paul do Campo Yeah. Yeah. So with that, I'm going to say that I think the strongest element for that particular segment, I think it's going to be a relationship rather than, you know, you know, because there's nothing really I mean, it depends on what segment you're going after that's important, right? There's there's market awareness is market sophistication. So if you're if you can spread out your blanket, you're going to get all kinds of people to come on board and give it brand new people that just read Rich Dad, Poor Dad.   00:08:25:06 - 00:08:54:08 Paul do Campo And they're so excited about by buying a deal, but they probably won't. Right? So and then there's the season investors and that's the affluent class or you know, that's so there's a great book and I brought this up in another podcast I was in Dan Kennedy's Marketing to the affluent and and that that is a very interesting group that I'm trying to understand as well better because that's who I market to on the drip is my is my offer, my company.   00:08:54:14 - 00:09:15:06 Paul do Campo We actually when I say create sequences, I'm talking about off market investors who are who have lots of leads to buy to be deals from. Right. So in this case, I would have probably have a long sequence for an investor and said what I what I would do instead is have a channel that I'm consistently marketing to them with.   00:09:15:12 - 00:09:51:23 Paul do Campo I saw somebody has, has took me up on this challenge or not took on this challenge but kind of debated or argued with this idea that, you know, an investor is just looking for a deal. That's true. But it's also not true because you're you're marketing to the fool. And in fluent are more likely to to buy from somebody like rather than price shopping or looking for a deal and and the really good in the case study example of this is Brandon Turner speaking of bigger pockets Brandon Turner's open door capital.   00:09:52:04 - 00:10:16:02 Paul do Campo Right doing the same thing. They're going after investors. And so if you watch their advertising, it's just him. It's his personality. So it's personality driven marketing. So I so I what I'm saying here is, is think about how you can grow the relationship that really puts your personality, that is driven by your personality, and you can do it via email.   00:10:16:02 - 00:10:42:13 Paul do Campo You can do a verse versus social media versus ads like Open Door or in some type of influencer type person like Brandon Turner. My, my, my cup of tea is as email. I love doing email marketing. That's how I that is the channel I've used since 2016 to to build a personality driven marketing channel. So yeah, that's, that's my, my tip for marketing to investors.   00:10:43:05 - 00:11:17:07 Sam Wilson Man. That's cool. I like that. I like that a lot. What did you do? Because I'm looking through here at your your website here, which for those of you who are listening is REIT Omni Trip.com. So REIT omni drip dot com. And it looks like to me one of the one of the things that you've really helped real estate investors work through is I think you said it, but it is with the seller side and that's very important obviously on the commercial real estate side of things as well because we have them as two things.   00:11:17:07 - 00:11:32:15 Sam Wilson We need, we need we need money, we need deals without either one of those. Then we really don't have a commercial real estate business. So it sounds like you work more on the seller lead acquisition and or and getting deals closed side of things is that is that about a fair synopsis.   00:11:33:12 - 00:11:58:19 Paul do Campo Yeah. And that that site you're looking at that offer. Yeah. Just because it was just more of a need for that, it was just a lot of is more likely for when you're creating an offer. You know you got to look at what's what's more likely what's what do you fill in the gap with. So yeah like I mentioned earlier I don't answer for or investors LLC having a very complex type of automation in place.   00:11:59:18 - 00:12:20:20 Paul do Campo I'm a fan of automation, but there's a time and place you don't really need it, like having a rat's nest of all these little things. And so with a like we, we put in place for these flippers and wholesalers, we have 20 sequences in place has because there's there's it's the long sales process all kinds different avenues to go with.   00:12:21:08 - 00:12:44:13 Paul do Campo And these people are dealing with at least 100 leads per month. So you can't follow up with that when somebody has a smaller business and only dealing with with 30 leads per month, it's something that you don't really need a whole lot of automation with or it just gets becomes a rat's nest and then you kind of remove the whole relationship because in commercial business you have the advantage over the guy who's just looking for deals.   00:12:46:01 - 00:13:15:13 Paul do Campo When you're selling to investors. I mean, you have repeat transactions. When you have a repeat transaction type business, I mean, you're going to sell you're not going to sell one deal to investor. You might sell a second to a third deal. Hopefully that same investor, if he has a good experience with you. Now that type of business requires relationship, acquire requires procedure rather than just like trying to try to win the click, trying to, you know, butcher the kill and the one time thing and forget it and lamb to the curb, right.   00:13:15:13 - 00:13:26:10 Paul do Campo So yeah. So yeah. Again, automation kind of slightly removes that, that relationship into when you're especially connecting with investors. So yeah.   00:13:27:14 - 00:13:47:12 Sam Wilson No I hear you man. That, that, that's spot on. And that's one of the things I think in our drip campaigns when an investor signs up for the an investor Club, one of the things that they get early on is opportunities and I think they get them throughout the campaign. But it's instead of, hey, read one more email sequence, it is schedule a call with us.   00:13:47:13 - 00:13:54:18 Sam Wilson Get on the phone with us. Let's get to know each other. Let's talk. It's not just have one way one way communications. I think that.   00:13:54:18 - 00:14:11:20 Paul do Campo So I'm not saying at all to remove any drip or automation. I mean, at the bare minimum, I would have a welcome series that welcome serious goals intentions with us here. What are you trying to achieve? What's the first quote sale you have to make? You know, in your case, it's getting on a phone, getting a phone call.   00:14:12:18 - 00:14:32:06 Paul do Campo It could be it could be driving value by getting in with maybe educating. It can be whatever it is. So a bare minimum. I do have a welcome series. Everybody I think should have some sort of welcome series, but I think it might stop there depending on your business, right? If you have a whole lot of things itself, you're an e-commerce business.   00:14:33:00 - 00:14:46:14 Paul do Campo Yeah, you're going to probably have a little more with complicated segmentation on who's buying what, who's looking what and all that kind of stuff. Because you're dealing with lots of volume of leads coming in. Yeah. So it's all it's all business related, all, you know, case by case.   00:14:46:14 - 00:14:59:18 Sam Wilson So got it. I love it. What's the, what's the, what's the limits to what it is that you're doing and the number of industries that you feel like you can effectively serve?   00:14:59:18 - 00:15:22:21 Paul do Campo That's a good question. I don't know yet. So I know with with Army drip itself. I mean, you know, I've covered people with land and that that buy and sell land and they sell land to the consumer world. They don't really sell land to investors typically. And I've dealt with them. I've bought the build sequences for them. I get my limit.   00:15:22:21 - 00:15:46:02 Paul do Campo You know, I, I don't to, to be transparent. I'm like, I'm there writing for every single client. I built this so it's scalable for me and affordable for everybody. So I built I built it to where I have a library of different messages that fit different people, different scenarios. And then I have a software that pulls that all together so that it creates a sequence for them or the sequences.   00:15:46:02 - 00:16:03:14 Paul do Campo So yeah, if somebody comes in, I don't have any of that stuff, I'd have to either. I have to make a decision and say, Well, am I going to charge them a lot of money to create it? Can I resell it? Can I package it up and resell it if it's a one time thing or I'm never going be able to do anything about it, charge a lot more for it.   00:16:03:14 - 00:16:19:02 Paul do Campo So it's all running by case by case scenario. But if it's a single family resident flipper, wholesaler Def, I mean, that's an easy that's easy not out of the park type of thing. If it's somebody who's doing commercial, that's a little I got to see what I can do with that.   00:16:19:07 - 00:16:25:20 Sam Wilson Right. What do you feel like? The number one messaging mistake maybe people make is.   00:16:27:16 - 00:16:35:14 Paul do Campo Oh, that hey, what? What? Give me some what medium or what what kind of channel are we talking about here?   00:16:37:07 - 00:16:41:05 Sam Wilson Let's say it could be. It could be from the.   00:16:41:17 - 00:17:05:01 Paul do Campo Day I got one. Then that's a similar SMS email. Let's just start with that. I think that that the number one I think is sounding too robotic and h.r. Type. I give this tip a lot and i think people sound like they're they're a lawyer or they're from the department. Right? And so it's just dry, boring. They'll be it.   00:17:05:05 - 00:17:23:23 Paul do Campo So my, my tip to that is, is be a little talk like you're from you know, you're Joe Schmo from down the street talk like a normal person would I mean, you want to write I should say write like a normal person would. You know, you're not right. You're not there's nothing legal that you're writing about. You know, there's you're not a lawyer.   00:17:24:02 - 00:17:59:10 Paul do Campo You're not signing a contract. Right. That you're I should say you're not creating a contract for a you know, so just, you know, you're right, like any other person would. Then we get to evolved into into trying to sound professional that that actually just hurts just hurts you because there's a copywriting principle that that you you don't want here here's a really good analogy is if I if I saw a guy roll up in a in a Ferrari in front of my house wearing a slick suit, and he's coming to knock on my door.   00:17:59:24 - 00:18:24:20 Paul do Campo I have barriers immediately out like you're doing all right, says salesman. You know, he screams Salesman, as you approaches Utah. I have barriers. They come right up because he's put himself in a level that where he's looking down on me now. And so and that's the consumers going to have that. Everybody's going to have that barrier, rather, a guy who rolls up in a beat up pickup truck.   00:18:24:20 - 00:18:42:19 Paul do Campo I'm not I'm not saying this is what you do for your sales process. I'm just putting analogy. Your grows up in a pickup truck, comes knocking on door, kind of like almost like the Columbo type of figure. I don't think they Columbo you're just kind of, you know, just this weirdo, like not weirdo but but kind of aloof.   00:18:42:23 - 00:19:06:17 Paul do Campo And so when somebody rolls up like that, you're and he's now on a lower like level where you're looking down on him instead and, and so you put step of the person the same level as you two. Now it's more comfortable, it's more you're the bears are less. But that's an old negotiation strategy of this guy named Jim Camp.   00:19:06:24 - 00:19:27:17 Paul do Campo So I think I think Chris Voss learned from him. He's Jim Camp is long gone. But his book Start With No it's a great book on negotiation has those principles principles there where you don't you don't have to sound perfect at all. I mean, the soundtrack sound perfectly good works against you, so.   00:19:28:03 - 00:19:34:10 Sam Wilson Yeah. No, that's it. I like it. And what you what I hear you say in there is just be authentic, be yourself like.   00:19:34:10 - 00:19:54:21 Paul do Campo Yeah, and that's that's always yeah. And that's a buzz word lies be authentic. And I think a lot of people have trouble being authentic, which I mean, they try to be somebody else or trying to be authentic, which is like, you know, so and that's a hard thing to do. I get it. So one, one tip tip that I, I do, I write a daily email with my list.   00:19:54:21 - 00:20:29:02 Paul do Campo So, so trying to be authentic is a very Yeah. You know, so I don't try to think about I got to be authentic to be authentic and said there's a really good documentary on on Disney on Disney Channel on Stan Lee. I think if you just type in Stan Lee, you'll find it. So Stan Lee helped you didn't create ma why you're kind of created because he but he worked there at Marvel he was there editor and at the time in the fifties he was at comics where everybody was doing the same thing.   00:20:29:02 - 00:20:50:18 Paul do Campo It was all hate for the trans. For the trans just right when everybody was writing and it sells. Stan Lee changed gears and he started writing what he liked to what he wanted to write about, the sort that interests him. That's where Spider-Man is like what I create teenage superhero and which is art was unheard of at the time, teenage superhero with problems.   00:20:50:18 - 00:21:15:07 Paul do Campo And so he did that. And like Marvel took off after that, they were called Marvel. Marvel at the time. They changed the name after but took off it actually tapped into a new market. And that's been so to get back to authenticity, that's being authentic. So the day I just start, I just kind of write what goes against what everybody says I do, but I just write what what I have interest in at the time.   00:21:15:21 - 00:21:21:03 Paul do Campo And and you're going to hit this, you know, that is kind of being in a way, being authentic. So.   00:21:21:09 - 00:21:50:16 Sam Wilson No, it absolutely is. It absolutely is. Yeah, I like I like that a lot. Yeah. That's a that's a great a great clue. There are hint there, but we can certainly apply in our own businesses. Paul, this has been a lot of fun learning from you today. I love what you've done in the journey you've taken from working on the pipelines to making a business out of copyrighting and sequence building and really, you know, dial in in the back end of a lot of a lot of things that we as real estate investors certainly need and use.   00:21:50:16 - 00:22:14:08 Sam Wilson Thanks for taking the time to break down some of the more mechanics of how you do that, what you look for. You've given us some great book recommendations here start with no marketing to the the fluent the the the documentary called Stanley those are like fun fun things to to dig into there and certainly appreciate your time and expertize here today if our listeners want to get in touch with you or learn more about you, what is the best way to do that?   00:22:15:12 - 00:22:27:07 Paul do Campo Yeah just head over my website WWL dot RC omni com was mentioned earlier You can find me there just send me an email from there and I'll be glad to help and answer your questions.   00:22:27:14 - 00:22:36:15 Sam Wilson Awesome Paul, thank you again for your time. RFI Omni drip dot com. We'll make sure we include that in the show notes. Appreciate it and have a great rest you Debbie.   00:22:37:02 - 00:22:38:00 Paul do Campo Awesome man. Thank you.   00:22:38:07 - 00:22:59:18 Sam Wilson Hey, thanks for listening to the How to Scale Commercial Real Estate podcast. If you can do me a favor and subscribe and leave us a review on Apple Podcasts, Spotify, Google Podcasts or whatever platform it is you use to listen. If you can do that for us, that would be a fantastic help to the show. It helps us both attract new listeners as well as rank higher on those directories.   00:22:59:18 - 00:23:02:24 Sam Wilson So appreciate you listening. Thanks so much and hope to catch you on the next episode.  

"Do not chase the deal. Do not show your need of the deal." - Jim Camp in today's Tip 1594 Do you chase the deal? Join the conversation at DailySales.Tips/1594 and learn more about Jim! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

"Simply reach out, contact the decision-makers within your opponent's team, and give them the right to say no." - Jim Camp in today's Tip 1589 Do you give them the right to say no? Join the conversation at DailySales.Tips/1589 and learn more about Jim! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

Today's podcast revolves around "Want versus Need, Buyer versus Seller". This has a lot of good material from Jim Camp, Dan Sullivan and more, so dig in!!

Leadership is a critical component of any successful organization. Whether you are leading a team of two or two thousand, the ability to inspire, motivate, and guide others toward a common goal is essential. However, effective leadership is not something that comes naturally to everyone. It requires a unique set of skills, knowledge, and experience that can be honed over time. Are you ready to take your leadership skills to the next level? Join us at The Alchemist Lounge for an eye-opening conversation with Robert Jordan, a luminary known for his insightful work in leadership and business transformation. This insightful episode will enable you to unearth the elusive elements of potent leadership and learn how to distinguish yourself amidst a sea of leaders. Robert, known for his collaboration with Jim Camp on the legendary sales book, Start with No, offers transformative wisdom on everything from self-understanding to creating a substantial impact. His insights, drawn from a rich career in influencing organizational dynamics, will facilitate your journey toward becoming a more influential and purpose-driven leader. In this dialogue, prepare to explore diverse leadership styles, understand the critical role of self-compassion, and learn strategies to sustain your learning growth in an ever-evolving world. In this episode, you will hear: 5:00 The importance of understanding and discovering oneself for effective leadership.  8:13 Understanding the broader purpose of work and how various leadership styles contribute towards this overarching objective. 10:11 Robert gives an example of a leader demonstrating "fixer" energy. 11:19 Different leadership styles. 20:00 Unveiling the intriguing reason behind the title "Start with No" and the potent concept it encapsulates. 24:33 How one can maintain their learning curve in the face of so much information and constant change. 25:22 Transcendental Meditation (TM) as a tool to maintain focus and balance. 28:30 Importance of self-compassion in leadership. Subscribe and Review Have you subscribed to our podcast? We'd love for you to subscribe if you haven't yet.  We'd love it even more if you could drop a review or 5-star rating over on Apple Podcasts. Simply select “Ratings and Reviews” and “Write a Review” then a quick line with your favorite part of the episode. It only takes a second and it helps spread the word about the podcast. CONNECT with Robert Jordan Website: https://interimexecs.com/ LinkedIn: https://www.linkedin.com/in/robertjjordan/ Youtube: https://www.youtube.com/user/interimexecs Audible: https://www.audible.com/author/Robert-Jordan/B003Z8TBOA  CONNECT WITH US Website: https://alexatwood.co/  Podcast: https://podcasts.apple.com/us/podcast/the-alchemist-lounge/id1552229674  LinkedIn: https://www.linkedin.com/in/alexatwood/  Twitter: https://twitter.com/alexatwood/  Instagram: https://www.instagram.com/alexatwood_coaching/ Facebook: https://facebook.com/alexatwood.coaching P.S. Like content like this? Join my newsletter! https://fierce-author-7032.ck.page/a7a68aca9f

"The process of selling any product or service is in fact simply a negotiation where both sides attempt to reach an agreement." - Jim Camp in today's Tip 1579 How do you initiate a negotiation? Join the conversation at DailySales.Tips/1579 and learn more about Jim! Have feedback? Want to share a sales tip? Call or text the Sales Success Hotline: 512-777-1442 or Email: scott@top1.fm

Welcome to The Profit Talk! In this show, we're going to help you explore strategies to help you maximize profits in your business while scaling and creating the lifestyle that you want as an entrepreneur. I am your host, Susanne Mariga! I'm a CPA, a Fractional CFO, and a Certified Profit First Professional Mastery Level providing tax strategies to 7 and 8-figure entrepreneurs. Let's dive into strategies to maximize profits in your business!   In this episode, I interview Robert Jordan. He is the CEO of InterimExecs, which matches top executives with companies around the world. Based on research with thousands of leaders and companies, he and Olivia Wagner wrote Right Leader Right Time: Discover Your Leadership Style for a Winning Career and Company, and have launched the FABS Leadership Assessment, a free assessment at RightLeader.com designed to help leaders and organizations perform better. Jordan also authored How They Did It: Billion Dollar Insights from the Heart of America, and helped publish Start With No, Jim Camp's bestseller on negotiation.  Check out this episode to learn more about a business exit strategy and essential steps to optimize your company's sale potential and achieve a top valuation multiple because people don't buy businesses that are failing.   To learn more about Robert and the services he provides, visit his website at https://interimexecs.com/   Visit my FREE Facebook Group, The Profit First Masterclass, where I'll be sharing additional exclusive trainings to members of the community.   If you're excited about what's next for your business and upcoming episodes, please head to our itunes page and give us a review! Your support will help me to bring in other amazing expert interviews to share their best tips on how to powerfully grow in your business!  DISCLAIMER: The information contained within these videos is provided for informational purposes only and does not constitute, an accountant-client relationship. While we use reasonable efforts to furnish accurate and up-to-date information, we assume no liability or responsibility for any errors, omissions, or regulatory updates in the content of this video. Any U.S. federal tax advice contained within is not intended to be used for the purpose of avoiding penalties under U.S. federal tax law. 

On today's episode of Strategies, I am honored to introduce our guest, Robert Jordan. Robert is the CEO of InterimExecs, a company that matches top executives with businesses worldwide. He is a renowned author, having written several books including How They Did It: Billion Dollar Insights from the Heart of America and Right Leader Right Time: Discover Your Leadership Style for a Winning Career and Company. Robert and his co-author, Olivia Wagner, have launched the FABS Leadership Assessment, a free assessment at RightLeader.com, which is designed to help leaders and organizations perform better. Additionally, Robert helped publish Start With No, Jim Camp's bestseller on negotiation. Today, we will be discussing the topic of discovering your leadership style, and we're excited to hear Robert's insights and expertise on this subject. Show notes: 2:11 How Robert got to where he is today 5:54 Where companies fell short in their decision-making process when selecting people 8:40 The different leadership styles and some practical examples 14:38 How Robert helps individuals and companies operate at a level of excellence 18:39 Artist vs Builder Leaders Connect with Robert: LinkedIn: https://www.linkedin.com/in/robertjjordan/ Interim Execs:  https://interimexecs.com/

On today's episode of Strategies, I am honored to introduce our guest, Robert Jordan. Robert is the CEO of InterimExecs, a company that matches top executives with businesses worldwide. He is a renowned author, having written several books including How They Did It: Billion Dollar Insights from the Heart of America and Right Leader Right Time: Discover Your Leadership Style for a Winning Career and Company. Robert and his co-author, Olivia Wagner, have launched the FABS Leadership Assessment, a free assessment at RightLeader.com, which is designed to help leaders and organizations perform better. Additionally, Robert helped publish Start With No, Jim Camp's bestseller on negotiation. Today, we will be discussing the topic of discovering your leadership style, and we're excited to hear Robert's insights and expertise on this subject. Show notes: 0:50 Builders 1:58 Strategists 4:59 How discovering your leadership style can make you a more effective leader 8:09 Authentic Leadership 11:02 The FABS Leadership Assessment 17:35 A takeaway or method Robert has learned from his journey Connect with Robert: LinkedIn: https://www.linkedin.com/in/robertjjordan/ Interim Execs:  https://interimexecs.com/

Robert Jordan is the CEO of InterimExecs, which matches top executives with companies around the world. Based on research with thousands of leaders and companies, he and co-founder Olivia Wagner wrote Right Leader, Right Time: Discover Your Leadership Style for a Winning Career and Company, and they've launched the FABS Leadership Assessment, a free assessment at RightLeader.com designed to help leaders and organizations perform better. Jordan also authored How They Did It: Billion Dollar Insights from the Heart of America and help plug publish Start With No, Jim Camp's bestseller on negotiation.    Questions  • Now, we always like to give our guests an opportunity, especially guests that we've been interviewing for the very first time a little bit for you to share in your own words about your journey and how you got to where you are today. • Could you take some time to share with our listeners a little bit about the book Right Leader Right, Time, just some of the core things that the book talks about? • Now, do you believe that there's any examples globally, of a leader who embodies each of the four leadership styles that we would have just looked at the fixer, the artist, the builder, the strategist? • Could you give me one example for each leadership style that our listener could take away, maybe a practical activity that they could do or something that they could do to strengthen them to be a better fixer, a better artist, builder or strategist? • Could you share with us what's the one online resource, tool, website or app that you absolutely can't live without in your business? • Could you also share with our listeners, maybe one or two books that have had the biggest impact on you? It could be a book that you read a very long time ago, or even one that you read recently? • Could you also share with us what's the one thing that's going on in your life right now that you're really excited about? Either something you're working on to develop yourself or your people. • Could you share with our listeners where can they find you online? • Now, before we wrap our episodes up, we always like to ask our guests, do you have a quote or a saying that during times of adversity or challenge, you'll tend to revert to this quote? It kind of helps to get you back on track if for any reason you got derailed?   Highlights   Robert's Journey Robert shared that in some ways, he's your classic entrepreneur. He was in graduate school, but he was not the greatest student and dropped out to start a publishing company and started the first magazine in the world that covered online services and then the internet.  And in the beginning, he made every mistake you could make in business. But eventually, of course, the internet came around, the worldwide web and then he could do no wrong and the business grew very fast to put him on to the Inc. 500 list of the fastest growing businesses in the US. So, that was his first company.  And then he kind of fell into a very weird job title. He was an interim CEO for a number of technology companies, mostly early stage and that led to forming an organization called InterimExecs and he gather they're going to get into this because at InterimExecs, they had about 7000 executives show up who wanted to be placed, they're a matchmaker around the world in organizations that need leadership, and fractional or interim executives. And so, from that, they also wrote the book just referred Right Leader, Right Time.   Me: Amazing. So, this book was published in 2022.    Robert stated yes, Right Leader, Right Time just came out.   About the Book – Right Leader, Right Time Me: Could you take some time to share with our listeners a little bit about the book Right Leader, Right Time, just some of the core things that the book talks about? Robert shared that when you've been asked something a long time, you can spot patterns, and with all these 1000s of executive showing up, they spotted a pattern which was not so good and then another pattern that was really good, and the not so good pattern was that the majority of executives were having career experiences, leadership journeys that you would describe as okay, but you wouldn't say they were remarkable. The flip side was that if you just looked at the top 2%, 3%, 4% of executives, they're having exceptional careers and leadership journeys. And in that exceptional group, they saw 4 distinct styles of leadership, leadership style referring to somebody having a system or an approach or a process. And they gave them 4 labels, Fixer, Artist, Builder and Strategist.   Me: So, Fixer, let's start with that one. Tell us a little bit about what are some of the key skills or competencies that you'd have to be considered in the fixer category.   Robert shared that Fixer is the energy, it's the person that has to run into the burning building time after time. So, they're not trying to pigeonhole any one person into one style, they think all leaders, they bring all their capabilities to bear. But fixer energy is this dominant kind of style that needs crisis. And for a fixer-oriented leader, it may take them 6 months, a year, 2 years to solve the client relationship, to fix a broken division.  When that is done, that person needs to move on to a new crisis. Does that give you a picture?   Me: It does. So, this could be applicable to any type of leader in any type of organization?   Robert shared that it could be, what they're saying is that if you have dominant energy around fixer, it is best for you and for the organizations you're with that most of the time - you need crisis, you need a hot mess. And if things are too stable, or going too well, as one of the leaders put it you'll break it just so you can go fix it.   Me: It's almost like you're self-sabotaging because that's how you perform, that's how you're at your best.   Robert stated that you need to be in those roles so if you look in the world today, as he and Yanique was talking, there's a business called FTX, headquarter's in the Bahamas and of the leading Crypto Exchanges, and it went bankrupt a few months ago, and the CEO who was appointed, who is a classic kind of fixer, because there are a million creditors and there's alleged fraud. Well, that executive prior to FTX, he was at Enron, he was correcting Enron, he wasn't the cause of the problems in Enron, but that's his wiring.   Me: So, we have Fixers, those are the ones that are good at solving problems, and they need things to be broken in order to fix it. What about our Artists?   Robert shared that artist is the energy that sees the world as a blank canvas, or a piece of clay to be molded. So, you think about right now a leader like Elon Musk, he is driven by his innovative ability. Historically, you look at someone like Thomas Edison, or Steve Jobs. This is that kind of creative drive coming out. Artist energy though, the way they put it in the book is sometimes it's at that leader's peril. And he's strongly worried with artist energy and he gets that, which is to say you can't stop thinking up ideas, that doesn't mean they're all going to come to fruition, they're all going to be great, they're all going to be operationally terrific, which is why you need a mix of styles around you.   Me: Agreed. It's almost like that book by John Maxwell, How Successful People Think and there is a thinking activity that he does in there that has a different thinking styles. So, you have big picture thinker, focused thinker, creative thinker. And in order for an organization to really function at its best, you need a blended approach in terms of people's thinking style versus just all of your team members thinking in a particular way.   Robert agreed. Absolutely right. And one of the things exceptional leaders do better is they're better at collaboration. All of us talk about it, and he thinks everyone thinks they're good at it, the problem is that if you're not really confident and directed in your own style, it's less likely that you're actually effectively collaborating with everyone else. Because the primary thing they saw in this average of leaders who were having okay career experiences, but not great. The primary flaw was attempting to be all things to all people, it never works but it is the thing that a lot of people do knowingly or unknowingly.   Me: Yeah, that is crazy. So, we looked at the Fixers, the Artists, what about the Builders?   Robert shared that everyone in organization loves to be a builder, they get that. They mean something specific here with builder, which is the energy that can take the small, the nascent product, service, team, client relationships, and take it to market domination. So, you can think of, for example, someone who creates a new technology, and it grows fast, and they have an IPO, that's builder energy. What you tend to see with builder is that when that person has achieved an IPO or has achieved market domination, in many cases, they need to move to a new company, a new division, a new product, new client relationships, because they need the challenge of taking something small and getting to market domination.   Me: All right. And then we have our Strategist. And it's funny, but would you say that most people believe that in order for you to be a great leader, you need to be an excellent strategist because business is all about the strategy and executing that strategy?   Robert shared that it's a good question. And all leaders have to be good at strategy, strategy, he would say with a small s, the leader label strategist, we could have called pilot, conductor, captain, quarterback, it's referring to the kind of energy that excels within large vast or complex organization, the kind of language that strategists leaders use, it's around loyalty, and being mentored and mentoring other people. It's about longevity, typically within one organization, it's being cross trained, it's about gratitude to an organization. And that kind of language, you're just not going to hear that from typical Fixer, Artist or Builder leaders.   Leaders Who Embodies the Four Leadership Styles – Fixer, Artist, Builder and Strategist Me: Now, do you believe that there's any examples globally, of a leader who embodies each of the four leadership styles that we would have just looked at the Fixer, the Artist, the Builder, the Strategist?   Robert stated that that's a good question. So, when we're talking about Fixer, John Ray, who's now the CEO of FTX, has a massive job to clean up FTX, it's a disaster. The founder is now facing all kinds of criminal charges and there's funds missing and that would be fixer energy. And as they said, he had been at Enron before.  An example of Artist, Elon Musk is a good example. If you think about any friend of yours, and they're highly creative on the team, they may be the renegade, they're the rebel. They're not necessarily the most popular, but they're the one that's capable of these discontinuous leaps for companies, and it's absolutely the energy that a stagnant company needs, that's the artist builder.  So, if your listeners are familiar with Sheryl Sandberg, until recently, she was the number two at Facebook now known as Meta. Sheryl Sandberg's, first 7 years at Facebook were phenomenal, she took an organization of a couple 100 employees. Facebook at the time was probably about $100 Million Dollars in revenue. Seven years later, there were 70,000 employees, it was $70 Billion Dollars in revenue, if that's not the standout example of builder leader in the modern world, he doesn't know what is. Sheryl was also a cautionary example of what were one of the points they make in Right Leader Right Time because she ended up staying at Facebook, Meta for 14 years and what happened in the second 7 years, Cambridge analytical scandal, election scandals, the pivot to VR Meta which might not have suited her as well. Taking tonnes of arrows in the back for writing a best-selling book called Lean In. And it's a little cautionary because again, builder energy tends to be focused on market domination and once market domination has been achieved, that leader really kind of needs to move to a new company, new project, new division. So, strategist leader, great example would be Fred Smith. He just retired from Federal Express, FedEx. He was there 51 years and most leaders, we think, it's not like you have to round the basis, you don't have to have tried everything. In the book, they're fond of this phrase, highest and best use. And that is something we all aspire to as leaders to arrive at a point. There's no arriving but kind of a Zen concept of coming to understand your highest and best use.  Fred Smith started FedEx as a paper he wrote while in college, that's pretty innovative, artistic. He's famous, he's been interviewed many times. When he couldn't meet payroll early on, he went to Las Vegas and gambled just to meet payroll and if that's not fixer energy, he doesn't know what is. Builder, of course, to scale an organization like that was amazing. But he really arrived at a place of being one of the best strategist leaders of the modern era.   Me: Okay. So, we have some real-life practical examples that our listeners can definitely envision or even tap into because they're a part of what we know. They've written books, we've seen their history to see what they've done so that they can really identify what the leadership styles are and what are the qualities that they embody.   Examples of Practical Activity To Strengthen Your Leadership Style Me: Now, let's say for example, you want to develop these skills or want to develop in these four areas. Could you give me one example for each leadership style that our listener could take away, maybe a practical activity that they could do or something that they could do to strengthen them to be a better Fixer, a better Artist, Builder or Strategist?   Robert stated that it's a great question and one thing you also touched on earlier, they've launched at rightleader.com, a free 3 minute assessment is called FABS Leadership Assessment for any of your listeners who want to get a little bit of input and they'll get a result after 3 minutes. And they'd also appreciate feedback to asked whether they got it right, how you're labelled. But they'll also get a free summary in terms of descriptions of each of the styles.  So, each one of the 4 is different. And it's not a generic answer. So, for example, fixer energy, it tends to be the someone in organization, they're smart, they're hardworking, and someone around them throws a problem that nobody else could solve. And that's how fixer energy tends to develop. And it is in the best interest of fixers, if they're hooked and they solve that problem that no one else could solve, the best thing they can do is to seek out the next crisis. You have to pick yourself for these things.  Artist energy, they think, and they're going to see how the research goes based on all the FABS Assessments being done, feels to them a little more like a mode that is internal to you that you cannot help. And what that energy needs within an organization is to be surrounded by people who are more operational. As a way of kind of protecting the ability to keep on doing it. Builder is an energy in a way similar to fixer, it's more linear. A fixer tends to only work on one problem, one company, one crisis at a time, or put it this way. If you have a friend and they say they're a great fixer, but they're trying to put out fires at the three companies at a time, that's not a great fixer, that's probably not going to work. The opposite is you have a friend and they're strongly artists energy, very renegade, rebellious, they need multiple canvases to paint on at the same time. It's not an accident that Elon Musk has SpaceX, Tesla and The Boring Company at the same time. He's also a cautionary example because as he and Yanique are talking, he still has Twitter and Twitter was not his classic playbook, Twitter was a broken or maybe he contributed to making it a broken organization and he's using a playbook there and there's no other fixer on the planet that gets to do what he does. It doesn't tend to work well. But builder energy, what that person needs is to put themselves into situations of maybe not unproven product services, companies technologies, but something that has not yet reached scale, has not reached domination, they need to be in the position of where they're helping the product, the people, the process, the team to grow, their putting system and process in place. And strategist, strategist just needs to be within an organization where cross training and mentorship are going to be those components. So, those are some of the things that people should be aware of, that the overriding thing that they would say is that in observing exceptional leaders, they tend to reject more of what is not for their highest and best use. They reject more of what's not for their highest and best use. And so, it's easy to say, and it's very hard to do, very hard to do. But that's the thing on your career journey is, as you're going along that you become more and more intentional. Your first job, you need the money, you need the direction, your family is looking at you and you can't refuse anything. But what happens over time, as you discover what you like, and what you don't like is you start gravitating in one place or one direction over another, you start making more and more intentional decisions. And decision comes from the Latin word, meaning to kill off. And you have to do that with options that are not right for you, as you got to kill them off. That's very hard because we live in a time of FOMO, the fear of missing out.   Me: Agreed. And, just listening to you speak and explaining that. I've definitely seen my career grow in that way as well, in terms of being more intentional about the jobs that I take, or things that I invest my time into and the ones as you mentioned that don't serve me, I tend to not get involved in, maybe 10-15 years ago, my decision would have been completely different.    Robert agreed. Exactly and hindsight is 2020, it's hard to see at the beginning of your career, it's just easier when you look back. And so, that's the thing to kind of inform where you are now and where you want to go is to look at your journey and not to judge it, just to observe it. No judgement…..just observation.   App, Website or Tool that Robert Absolutely Can't Live Without in His Business When asked about an online resource that he cannot live without in his business, Robert shared that it's an obscure one but he's on the road a lot and he has to send people PDFs and so he uses a TurboPDF app.   Books that Have Had the Biggest Impact on Robert When asked about books that have had the biggest impact, Robert stated that he'll share two books, one is personal bias, because he was involved with it. Yanique mentioned it, Start With No: The Negotiating Tools that the Pros Don't Want You to Know by Jim Camp. It's one of the foundational books on how to be a better negotiator. And they think is something that just stands everybody well, because the foundation of that book is understanding your own mission and purpose. And the clearer you get on that you start getting clear on how it is that you're negotiating with other people and to have a sense of mission and purpose in those negotiations. The other book is more recent, it's a book called The Second Mountain: The Quest for a Moral Life by David Brooks. And if you consider first mountain, are the things you do in career that are about money and power and status, fame, whatever. More of the earning your living, as opposed to second mountain, which is when you're going for significance. What is it that you are called to? What are you committed to? He thought that that was pretty powerful.   What Robert is Really Excited About Now! When asked about something that is going on right now that he's really excited about, Robert shared that that's a great question. He has to go back, this assessment has them really energized because they would just love to see what happens as more and more people take it. We are recording this, and it's very new, it just came out and only about 1000 people have taken it so far. So, they're putting forward a lot of ideas here and they may be wrong or right about them, they're going to see as all of the data comes back in how it plays.   Where Can We Find Robert Online Website – InterimExecs.com   Quote or Saying that During Times of Adversity Robert Uses When asked about a quote or saying that he tends to revert to, Robert stated that that's such a good question. “I fairly sizzle with zeal and enthusiasm as I spring forth with a mighty faith to do the things that ought to be done by me.”  Robert shared that's a recording he heard many years ago, a Minister named Jack Boland and he was quoting his mentor. I can't remember the name of his mentor. But he said that on a number of recordings, and it just hit him between the eyes.  And so, in his spare time he paints, and he actually painted a Canvas at one point with that expression, because it just energizes me.    Please connect with us on Twitter @navigatingcx and also join our Private Facebook Community – Navigating the Customer Experience and listen to our FB Lives weekly with a new guest   Links ·  Right Leader, Right Time: Discover Your Leadership Style for a Winning Career and Company by Robert Jordan ·  How They Did It: Billion Dollar Insights from the Heart of America by Robert Jordan ·  Start with No: The Negotiating Tools that the Pros Don't Want You to Know by Jim Camp ·  The Second Mountain: The Quest for a Moral Life by David Brooks   Grab the Freebie on Our Website – TOP 10 Online Business Resources for Small Business Owners  Do you want to pivot your online customer experience and build loyalty - get a copy of “The ABC's of a Fantastic Customer Experience.” The ABC's of a Fantastic Customer Experience provides 26 easy to follow steps and techniques that helps your business to achieve success and build brand loyalty. This Guide to Limitless, Happy and Loyal Customers will help you to strengthen your service delivery, enhance your knowledge and appreciation of the customer experience and provide tips and practical strategies that you can start implementing immediately! This book will develop your customer service skills and sharpen your attention to detail when serving others. Master your customer experience and develop those knock your socks off techniques that will lead to lifetime customers. Your customers will only want to work with your business and it will be your brand differentiator. It will lead to recruiters to seek you out by providing practical examples on how to deliver a winning customer service experience!   Our Next Webinar – May 16, 2023 at 10:00 am   Register Here  

In today's Real Life Leadership episode, Chantel had the opportunity to speak with Robert Jordan. Robert has launched companies and helped other owners and investors build their companies for 25+ years. After founding the first Internet-coverage magazine in the world, Online Access, and landing on the Inc 500 list of fastest-growing companies, Jordan sold the magazine and began taking on interim CEO gigs. High multiple company sales and IPOs followed. In 2007 he started an online network for interim executives around the globe, expanding to 2,300 executives from 45 countries. Jordan then co-founded InterimExecs, helping owners and investors with powerful leadership on demand through InterimExecs RED Team (Rapid Executive Deployment). Jordan is author of How They Did It: Billion Dollar Insights from the Heart of America, and publishing partner for Start With No, Jim Camp's bestselling book and audio on negotiation. He is a lifelong Chicagoan, with a wife and two daughters plus two dogs.   Enjoy!   -   Connect with Robert:  Website: https://www.rightleader.com/book/     Order Chantel's Book, One Meal And A Tasting: https://chantelrayway.com/onemeal/    Join CanZell HERE: https://joincanzell.com/    Check out the CanZell Cloud HERE: https://canzellcloud.com/    Claim Your Free Ticket For The Grow And Scale Now Summit! https://growandscalenow.com/    Chantel: https://www.instagram.com/thechantelray/     For more resources, visit http://www.reallifeleaders.com/podcast    Have a leadership question you want answered? Email podcast@reallifeleaders.com and you might even be in an episode!  

Visit http://JohnBlakeAudio.com to Learn How to DOUBLE Your Enquiry-to-Sale Conversion with The Lead Flow You Already Have. In episode 176, we continue with our Best Book Series. On this occasion, we are going to be discussing yet another book that has had a big influence on me, my business, my sales career, my coaching business, and my ability to help other clients.    Last week, we talked about the Ultimate Sales Machine by Chet Holmes. Today we're going to be talking about Start with No, which was written by Jim Camp who sadly passed away a few years ago.   The thing that I liked the most about this book is that it talks about focusing on your behavior and your actions.    Jim talks about the fact that you actually don't have control over the outcome of the actual conversation, the sales conversation, or the negotiation.   You don't know who's going to say yes, and who's going to say no, and there's evidence of this, where you've had sales, where you thought that it was an absolute no-brainer, and the person didn't buy.     And you've also had sales when you thought that there was no way in hell that the person was going to buy and that they ended up buying anyway.    Ultimately you don't have control over whether they say yes or no, so what should you focus on instead?   The idea is to concentrate on what you can control, and what is that? Listen to this episode to find out.   The thing is if you do something often and consistently enough, after a while, a pattern will appear. So, if you get better at this, ultimately, you will get more people that will say yes, but you are never going to know which ones they're going to be.   Tune in for this episode to learn what to do and what not to do in sales conversations so you can make better use of your skills and your time by focusing on things that will actually help you become more and more successful, and of course, if you hadn't had the chance to read this book, I strongly encourage you to do so.  To DOUBLE your lead-to-sale CONVERSION with the leads you already have, go to http://JohnBlakeAudio.com for his exclusive, free, no-fluff, audio training and companion PDF guide. Inside you'll get word-for-word email follow-up templates, phone scripts, and more that you can put to use today.

Robert Jordan is the CEO of InterimExecs, which matches top executives with companies around the world. Based on research with thousands of leaders and companies, he and Olivia Wagner wrote Right Leader Right Time: Discover Your Leadership Style for a Winning Career and Company, and have launched the FABS Leadership Assessment, a free assessment at RightLeader.com designed to help leaders and organizations perform better. Robert also authored How They Did It: Billion Dollar Insights from the Heart of America, and helped publish Start With No, Jim Camp's bestseller on negotiation. Click here to purchase Right Leader Right Time. Learn more about your ad choices. Visit megaphone.fm/adchoices

In today's episode of Notable Leaders Radio, I speak with Robert Jordan, transformation leader, serial entrepreneur and creator of the first Internet-coverage magazine in the world offering online access. What an interesting interview learning about Robert's entrepreneurial journey and his perspective on the relationship between success and failure. He speaks to the  moment he realized his success was validated, that he was enough, and most importantly, that you are enough exactly where you are. Here are some of the highlights:  The relationship between success, failure, and survival Why executives fail The key to accepting that who you are is enough What has been the biggest challenge and biggest breakthrough of his journey to success Click here to listen to his full episode. I believe you will be enlightened as he shares so honestly about his journey. Guest Bio: Robert Jordan created Online Access, the first Internet-coverage magazine worldwide, landing on Inc's 500 fastest-growing company list. He now leads InterimExecs RED Team (Rapid Executive Deployment), matching rock star leadership with companies seeking to achieve extraordinary results. Jordan is co-author of Right Leader Right Time: Discover Your Leadership Style for a Winning Career and Company, author of How They Did It: Billion Dollar Insights from the Heart of America, and publishing partner for Start With No, Jim Camp's bestseller on negotiation. A lifelong Chicagoan, husband & father, he shares an Instagram account with his dog Norman @Norman.clature. Website: www.InterimExecs.com  Website: WWW.RightLeader.com    LinkedIn: https://www.linkedin.com/in/robertjjordan/  Instagram: https://www.instagram.com/norman.clature/  Books: Right Leader Right Time: Discover Your Leadership Style for a Winning Career and Company How They Did It: Billion Dollar Insights from the Heart of America Start With No FREE RESOURCES: Listeners can take the free FABS Leadership Assessment to learn more about their own leadership style, at www.RightLeader.com.  Belinda's Bio:  Belinda Pruyne is a sought-after Leadership Advisor, Coach, Consultant and Keynote speaker. She is a leading authority in guiding global executives, professionals and small business owners to become today's highly respected leaders. She gained a wealth of expertise in the client services industry as Executive Vice President, Global Director of Creative Management at Grey Advertising, managing 500 people around the globe. With over 20+ years of leadership development experience, she brings industry-wide recognition to the executives and companies she works with. Whether a startup, turnaround, acquisition, or global corporation, executives and companies continue to turn to Pruyne for strategic and impactful solutions in a rapidly shifting economy and marketplace.  Website: Belindapruyne.com Email Address: hello@belindapruyne.com  LinkedIn: https://www.linkedin.com/in/belindapruyne  Facebook: https://www.facebook.com/NotableLeadersNetwork.BelindaPruyne/  Twitter: https://twitter.com/belindapruyne?lang=en  Instagram: https://www.instagram.com/belindapruyne/

Robert Jordan is the CEO of InterimExecs, which matches top executives with companies around the world. Based on research with thousands of leaders and companies, he and Olivia Wagner wrote Right Leader Right Time: Discover Your Leadership Style for a Winning Career and Company, and have launched the FABS Leadership Assessment, a free assessment at RightLeader.com designed to help leaders and organizations perform better. Jordan also authored How They Did It: Billion Dollar Insights from the Heart of America, and helped publish Start With No, Jim Camp's bestseller on negotiation.Check out the FABS Assessment hereCheck out the book, Right Leader, Right Time hereFind Robert on Social Media: Twitter YouTube LinkedInBook Darrin to speak at your school or conference contact us hereCheck out Darrin's blog for great leadership tips and ideasSign up for the Road to Awesome email list and newsletterHave a book idea you'd like to submit to Road to Awesome? Click hereProfessional learning for leaders doesn't have to be a mystery. As leaders there are times when learning alongside your staff is very important. You have to know what is expected of them and what strategies and processes should be evident in the classroom. However, we often overlook professional learning specifically for leaders designed to help them be…BETTER LEADERS. This is what we do at Road to Awesome. Working with leadership teams to be their most effective and efficient, one on one coaching for leaders, collaborative leader cohorts, or specific and job-embedded supports each have their own specific processes. I want to work with you to support YOU, your TEAM, or your district on growing leaders to their peak level of performance.

What Success Looks Like For Your Leadership Style: Interview with Leadership Expert Robert Jordan Robert Jordan is the CEO of InterimExecs, which matches top executives with companies around the world. Based on research with thousands of leaders and companies, he and Olivia Wagner wrote "Right Leader Right Time: Discover Your Leadership Style for a Winning Career and Company," and have launched the FABS Leadership Assessment, a free assessment at RightLeader.com designed to help leaders and organizations perform better. Jordan also authored "How They Did It: Billion Dollar Insights from the Heart of America," and helped publish "Start With No," Jim Camp's bestseller on negotiation. Robert's work with many nonprofit organizations, in addition to public and private companies, prompted the discovery of four distinct styles of leadership among exceptional executives, and directly led to writing "Right Leader Right Time: Discover Your Leadership Style for a Winning Career and Company" and developing the FABS Leadership Assessment. Coming to understand and embrace your highest and best use in leadership is a recipe for enhanced success in career, as well as better collaboration with teammates and colleagues. For more information, go to https://interimexecs.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

On today's episode, Business leader and author Robert Jordan and Alan discuss 4 types of leaders, why it's helpful to know who you are and how our organizations can become more resilient.   About Robert Robert Jordan created Online Access, the first Internet-coverage magazine worldwide, landing on Inc's 500 fastest-growing company list. After the sale of the magazine, he launched InterimExecs RED Team (Rapid Executive Deployment), matching rock star leadership with companies seeking to achieve extraordinary results. Jordan is co-author of Right Leader Right Time: Discover Your Leadership Style for a Winning Career and Company, author of How They Did It: Billion Dollar Insights from the Heart of America, and publishing partner for Start With No, Jim Camp's bestseller on negotiation. A lifelong Chicagoan, husband & father, he shares an Instagram account with his dog Norman @Norman.clature.   Connect with Robert Book Instagram @norman.clature Purchase A Dozen Secrets to More Effective Leadership https://bit.ly/3WQUTUl Schedule a complimentary breakthrough coaching session www.stayforth.com/coaching  

Look in any organization and you'll see a variety of leadership styles. One crucial aspect of leadership is staying true to yourself and what feels most natural to you as a leader, which means not trying to be all things to all people. Research has found that most leadership styles fit into one of four categories. Understanding these categories can help leaders stay true to themselves while enhancing their skills, building their careers, and achieving their organization’s goals. Today’s guest is Robert Jordan. Robert is the CEO of InterimExecs, which matches top executives with companies around the world. Based on research with thousands of leaders and companies, he and Olivia Wagner wrote "Right Leader Right Time: Discover Your Leadership Style for a Winning Career and Company," and have launched the FABS Leadership Assessment, a free assessment at RightLeader.com designed to help leaders and organizations perform better. Jordan also authored "How They Did It: Billion Dollar Insights from the Heart of America," and helped publish "Start With No," Jim Camp’s bestseller on negotiation. Robert and I talk about the four leadership styles, their strengths and optimal conditions in which each leadership style thrives, and how to think about your career to optimize your leadership potential. Members of the Modern Manager community can participate in a free, town-hall style webinar. In this webinar, Robert will give direct, real-time feedback on peoples’ leadership styles to help them grow personally and professionally. Get access when you join the Modern Manager community. Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox. Read the related blog article: Use the Four Leadership Styles to Advance Your Work KEEP UP WITH ROBERT Right Leader website: https://www.rightleader.com/ Interim Executives website: https://interimexecs.com/ Twitter: https://twitter.com/interim_execs LinkedIn: https://www.linkedin.com/in/robertjjordan/ Key Takeaways: There are four types of leadership approaches; Fixers, Artists, Builders, and Strategists. Each archetype has skills, contexts, and motivators that enable it to thrive. The Fixer is drawn to broken organizations and crises. The Artist sees a project as a blank canvas. They wi

Robert Jordan has launched companies and helped other owners and investors build their companies for 25+ years. After founding the first Internet-coverage magazine in the world, Online Access, and landing on the Inc 500 list of fastest-growing companies, Jordan sold the magazine and began taking on interim CEO gigs. High multiple company sales and IPOs followed. In 2007 he started an online network for interim executives around the globe, expanding to 2,300 executives from 45 countries. Jordan then co-founded InterimExecs, helping owners and investors with powerful leadership on demand through InterimExecs RED Team (Rapid Executive Deployment). Jordan is author of How They Did It: Billion Dollar Insights from the Heart of America, and publishing partner for Start With No, Jim Camp's bestselling book and audio on negotiation.His new book, RIGHT LEADER, RIGHT TIME: Discover Your Leadership Style for a Winning Career [G&D Media / March 29, 2022], is the executive reader's one-stop guide to assessing their distinct leadership style and a step-by-step plan for optimizing that style to best suit their business and scale its growth. SOCIAL MEDIA COORDINATESweb: | Interimexecs.com  twitter: | @interim_execsLinkedIn: | @interimexecsyoutube: | InterimExecsRebel HR is a podcast for HR professionals and leaders of people who are ready to make some disruption in the world of work.We'll be discussing topics that are disruptive to the world of work and talk about new and different ways to approach solving those problems.Follow Rebel HR Podcast at:www.rebelhumanresources.comhttps://twitter.com/rebelhrguyhttps://www.facebook.com/rebelhrpodcastwww.kyleroed.comhttps://www.linkedin.com/in/kyle-roed/Brilliant BusinessesWe interview and showcase business owners with their stories, struggles and triumphs.Listen on: Apple Podcasts SpotifyBuzzsprout - Let's get your podcast launched! Start for FREEDisclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the show

This week, Dan Neumann is joined by Justin Thatil and Erica Menendez. In this episode, they are discussing the fun topic of vacations and how their planning and unfolding can be done in an Agile way. Dan, Erica, and Justin highlight the importance of always keeping your goals in mind, and considering the expectations of everyone involved in the plan. Listen to this episode and find out how following different Agile Principles can help you plan and enjoy your time off!   Key Takeaways Have a goal for your vacations. Even if a proposed vacation looks exciting, don't forget to check in with your goals to make sure they are aligned with the vacation plan. Brainstorming ideas is a great way to find your ideal vacation destination, to later analyze the particular characteristics of each option to make sure it is congruent with the family goals. The product owner role is played by the one organizing the vacation. Doing the research is key to planning a successful trip that meets everyone's expectations. There might be a lot of ideas about things that want to be done on a vacation, but being realistic and selective is crucial to managing expectations. Remember, flexibility is crucial, changes might be implemented at the last moment in order to make the best out of the experience. What can you learn along the way as you are taking the vacations? There are many learning experiences waiting to happen on your vacation plans. Learning and discovering are tasks that you will embrace better after practicing them several times. Remember the maturity of the tool is not the same everywhere you go. (Justin shares his own example while traveling with his wife through Puerto Rico.) Experimentation is necessary in order to take the best out of each situation. Your Daily Scrum can be breakfast. The first mealtime of the day can be a great time for planning the activities. Retrospectives can be done along the way. What goes good and what goes bad can be taken into consideration for planning the next activity or vacation. Don't forget to embrace the new experience you are living with excitement.   Mentioned in this Episode: The Scrum Fieldbook: A Master Class on Accelerating Performance, Getting Results, and Defining the Future, by J.J. Sutherland Professional Coaching for Agilists: Accelerating Agile Adoption, by Damon Poole No: The Only Negotiating System You Need for Work and Home, by Jim Camp   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

Welcome back to the Thought Leadership Podcast! In today's episode, we're discussing a topic that we love to talk about, leadership. To learn more about this amazing subject, we broad an expert on the matter, Robert Jordan. Hi has launched companies and helped other owners and investors build their companies for 25+ years. With him, we spoke about the different types of leadership, if it is really necessary to be a leader to generate changes and if a leader is actually born or made.Are you interested to know the answers to these questions? Listen to the full episode!Intro  0:00:00Different Leadership Styles 00:01:19  Identify Your Leadership Style 00:03:40Your Leadership Capabilities  00:06:52Tough and Empathic Leadership 00:10:01How Do You Approach Difficult Conversations? 00:14:48Are You Leveling Up in the Game of Leadership? 00:20:55 Leadership Archetypes (Framework) 00:26:53 Are You Born a Leader or Do You Become a Leader? 00:33:32 It's Okay Not To Be a Leader 00:41:07How To Encourage Performance Over Leadership 00:48:02 Signs to Pay Attention As a Leader 00:58:12Method of Releasing (storytime) 1:02:17 - 1:04:33What Does Robert Jordan Do? 1:04:34-About Robert Jordan:Jordan is the author of How They Did It: Billion Dollar Insights from the Heart of America, and publishing partner for Start With No, Jim Camp's bestselling book and audio on negotiation. He is a lifelong Chicagoan, with a wife and two daughters plus two dogs.He has launched companies and helped other owners and investors build their companies for 25+ years.

Robert Jordan has launched companies and helped other owners and investors build their companies for 25+ years. After founding the first Internet-coverage magazine in the world, Online Access, and landing on the Inc 500 list of fastest-growing companies, Jordan sold the magazine and began taking on interim CEO gigs. High multiple company sales and IPOs followed. In 2007 he started an online network for interim executives around the globe, expanding to 2,300 executives from 45 countries. Jordan then co-founded InterimExecs, helping owners and investors with powerful leadership on demand through InterimExecs RED Team (Rapid Executive Deployment). Jordan is author of How They Did It: Billion Dollar Insights from the Heart of America, and publishing partner for Start With No, Jim Camp's bestselling book and audio on negotiation. He is a lifelong Chicagoan, with a wife and two daughters plus two dogs.Olivia Wagner co-founded InterimExecs and directs the organization with a mission to help companies get to a better future by matching them with the the best leadership around the world. Olivia previously built an online network for executives from a home-grown website into a robust social network with thousands of members from around the globe. She directed publication of various ebook, website, and marketing initiatives and edited How They Did It: Billion Dollar Insights from the Heart of America. In conjunction with the book she led a national event series for entrepreneurs which drew hundreds of attendees and co-hosting organizations. Wagner is a Michigan native, recently making her way back to the Detroit area where she resides with her husband and son.Buy their book, Right Leader Right Time here: https://www.amazon.com/Right-Leader-Time-Discover-Leadership/dp/1722510560/ref=sr_1_1?crid=3RKZF2MAES25G&keywords=right+leader+right+time&qid=1648495239&sprefix=right+leader+right+time%2Caps%2C79&sr=8-1Be sure to connect with us in our Lead Sell Grow – The Human Experience Tribe Facebook group:https://www.facebook.com/groups/leadsellgrowPick up your copy of B2B Sales Secrets Here: https://www.amazon.com/B2B-Sales-Secrets-Step-Step/dp/1695368320/ref=sxts_rp_s1_0?crid=10Z2LNGDOGW4T&cv_ct_cx=b2b+sales+secrets&keywords=b2b+sales+secrets&pd_rd_i=1695368320&pd_rd_r=e2d5b4af-fdae-45a6-9cbd-437ed53b6a45&pd_rd_w=c6e52&pd_rd_wg=jJ0aT&pf_rd_p=dc8286ba-5f1e-4679-adde-8b7fe66c128e&pf_rd_r=ZEW8SZ209DBMRCKDE3BY&psc=1&qid=1643988512&sprefix=b2b+sales+secre%2Caps%2C75&sr=1-1-5e1b2986-06e6-4004-a85e-73bfa3ee44feLearn more about our services:www.TheGoalGuide.comImprove your sales and stay connected – Free Gifts Here https://shor.by/TheGoalGuideBecome a mentor to help prevent veteran suicide. Learn More here: https://thelongwalkhome.org/mentor-registration/?fbclid=IwAR1pFz_eh7WKr12vsphFkV8mR9vEaOrZRKu2k0-ROTvZEUcpijdgRfuSiYg

What to do when you lose a sale or a deal This is a hidden conversation in sales to the extent most people can't answer it properly. What happens internally to you when you can't close a deal or you lost a sale. Nobody talks about this because they don't know how to fix your problems. When you take the time to commit to fixing the issues you will get further in sales. You must be willing to answer tough questions and be accountable to someone.  How to pinpoint a lost sale or deal  There are plenty of places you can be influenced from to be a better closer. These ideas and concepts have come from therapy, other closers, notes, and well as conversations with salespeople who lost deals. Most sales trainers will say keep going and not give ways to fix your problems.  Rejection in sales is normal and part of what you do  When you look at sales rejection is part of the industry. Rejection is supposed to happen in sales. You are supposed to get better over time. Great sales trainers and coaches use their experience as well as others to help you with guidance. Even though rejection is normal yet it can hurt and does have lasting effects. Your problems with rejection are compounded by your personal life. When you lose a deal you can look at what's going on in your life. You want to treat this information like a puzzle. Are there correlations to the problems you are having with closing deals? The formula for rejection and regret   If there was an overall formula for rejection and even regret it would be time, effort, energy, risk, money, or reputation. We all want to look good in front of others. You question your skills, your talents and your capabilities. When you are closing you have better relevancy internally. When you are not closing deals you will search for the approval of others.  The enemy in sales is rejection As you get better at sales your closing rate increases. Rejection happens 2x more than success for most salespeople. Closers get closer to 1:1 for rejection and closed deals in most industries. The best of the best closers have roughly a 25% chance of failure. 66% closing rate, 50% closing rate, and 33% closing rate are the targets for you. These are the three stages of sales sort to speak. Why routines matter in sales  Routines matter, what you say to yourself matters, what you do when you lose a deal matters. It's easy to blame others and when you do you lose control. Its easy to want to push aside what really happened and focus on other people or outside circumstances. There are times where its 100% your fault and a few times there is something from the outside. Questions in sales and closing deals  You have to get good at asking questions. Jim Camp had a process called 3+. Jim was able to use this technique in his discovery process. When you ask a question 3 different ways you can find answers people didn't think they would give you. There is a point where you are beyond training and have to put in the work. You can only practice so much and then you have to put into action.  The questions to ask yourself when you lose a deal The hard part of losing a deal is what most salespeople don't want to face. You really have to look inside and ask the tough questions about yourself and your skills: How did you prepare? What questions did you ask in the presentation - What rebuttals did you use? What objections did you not call out early on – you stop a presentation instead of letting the idea reverberate “I get the sense” I get the feel”, “Maybe you can help me out here” target feelings emotions - You ask for the sale  You overcome objections - You win or you lose The 4321 sales process framework  When you organize your thoughts is makes it easier to pinpoint the loss of a deal. This doesn't take away the feelings of grief or even magically make things better. You can get a sense over 10 calls where you are really struggling.  4 things that went right 3 things that were ok 2 things you struggled with 1 thing you completely failed on The end goal is to look at what went right more than wrong. You don't bounce around. You find the things you are getting right first, this is the opposite of negative You can go to: Howtosell.live/4321 and get your cheat sheet.  How to determine if you met with the decision-maker There are times when you lose a deal because you didn't do enough or even pinpoint where the potholes are for the buyer. When you meet with a person to make a sale you need three items to be complete: 1. A pain, risk, problem or pleasure 2. A budget 3. A timeframe or commitment If you are missing any one of these three you will more than likely lose out on a deal. 

Sales rep failure rate and sales failure reasons Being a salesperson can be weird. Most salespeople fail more than they close. Some salespeople want something they cant have early on. What the salespeople want is a career without failure.  Most industries have an average of 20 – 30% closing rates. This means 1/3 appointments are closed. The better salespeople are 2/3 sales deals closed. Getting past fear of failure  Failure is part of life. The more risks you take the more failure you can face. It's your job to fail often and figure out how to make things work. As you fail you are supposed to learn. There are a few ways for you to get past failure and the feeling of it: Take notes Fail, beyond the training Know that attempts are tests  Read biographies of successful people How to get through failure in sales  Salespeople can be seen as unusual.  Salespeople look at going into the fire, taking the bullets, and then running out with a client on their back. Plenty of people have a fear of not doing well in the face of adversity. People freak out about being told “no” but they don't know that the key to getting to the yes is figuring out what people don't want. Read “Start with no from Jim Camp” and Never split the difference from Chris Voss.  Getting through a sales slump  If you want to get to the next level in sales and or have success in business you can look at sales as a bell curve. You can become obsessive about routines and processes.  It's a closing rate measurement contest not who you are. The only way you can get better is by putting in the reps. The pattern for success in sales is this: New content – role play – fail – role play fail less – fail – role play – fail less – role play = comfort = close. The closing deal Framework How do you think and think about yourself? This question can be for your looks, your abilities, your skills and so much more. Your external belief in yourself has an impact on your sales process. The worse you feel about yourself the tougher it is to close deals.  7 rules of sales failure You must want to really close deals – opportunity in the future You must learn to be ok with failure and problems with losing deals You must be willing to look back at deals to dissect them You must be patient – you need You must see that in the long term sales is cyclical You must be ok with no as much as or more than yes He or she who asks, gets – you only get from life what you ask for The 7 skills closers have Self-image Rapport Presentation Questions Objections Negotiation Delivery   7 skills all closers have  

7 basics of negotiation skills you must have  Basic negotiation is a need you must have in sales and business. You will find for some business owners and salespeople negotiation freaks them out. This means you have a huge opportunity to close more deals and make things happen. You have to be willing to learn how to negotiate with other people and or business owners.  Regret after negotiating a deal  You always walk away from deals thinking you could have done better, this is normal. You will get better with negotiation over time. Everyone could have done it better once you explain the deal. Monday morning quarterbacks are real once you share your side. You really can't pay attention to what others say after you do a deal.  Negotiation creates anxiety for others  You have to get over the anxiety and then put in the work. Your skills can only be improved from learning the negotiation process.  You will be beyond the book at some point. Roland Frasier shared this phrase and it's a perfect way to explain how negotiation works. Most people are not willing to put in the work and or the effort to close deals. If you just work for a few minutes a day you can get huge leverage.  The best books for negotiation  There are a few great books on negotiation. You will want to pick up Start With No from Jim Camp and Never Split the Difference from Chris Voss. These 2 books on negotiation will give you the skills and the knowledge you need to have a fundamental framework. These 2 authors can give you enough to get a jump start and then take action to get started.  The 7 basic negotiation skills you must have  Put in the work – know what you are looking for and what you are not looking for (it may come down to your data, comps, questions, and even examples). He who asks gets – you have to ask for what you want. There is a dance to negotiation – the back and forth – vocal pitch and tone, pace Everyone complains about price - All people are taught over time to complain about the price  You must remain calm – you can overplay your hand / you can come across as aggressive There is always another deal – You can get wrapped up in sunk costs fallacy, there are plenty of deals out there.  Have fun when negotiating – it's just a product or service     Negotiation basics you need to know  You must get to the point of negotiation. So many people never get here or they “have to think about it” out of fear of negotiation. There is typically small talk when people meet with you. Get started by selling on the 2nd hand market. You can use Facebook marketplace, Craigslist, or anything similar. You can start this by finding 10 things around your home that have some sort of value but no meaning to you.  How to visualize negotiation  If you would like a visual representation of negotiation you can draw a plus sign. North to south is more of something or less of something (product or money) – east to west is more time and less time. These quadrants that are created will cover about 80 - 90% of the items you will negotiate for. You can literally draw this out every time you get into a negotiation. You can get stuck on a quadrant and lose out or you can use it as a guide to get what you want.  Negotiation in sales Your buyer is nervous when you negotiate. Make the process really cool and really easy for the most part. There is power in remaining calm for yourself and for the people you meet with. There are elements where you do have to emotionally engage to help you get what you want. Most people don't want to deal with an aggressive negotiator, you use this emotion when you need it for emphasis. Most people have the fear of making a bad deal, paying too much or getting bad terms in their mind. How to renegotiate and save face There are times where deals need to be renegotiated. Buyers remorse sucks this isn't a reason to renegotiate. If you do have to go back and share there was a mistake made you can open the dialogue but before you do you must know your "reason why". This question is going to get asked by the people you meet with. Know that you can renegotiate deals, but the other group doesn't have to respond. It may be that you need to tell them the truth, they were too good and negotiated too well against you and your team. Communication in negotiation  Communication in negotiation will come down to questions, reason why, stories, ask for favors, and even having fun. You can fail by walking into the worst parts of negotiation: automatic or max level discounts - This puts you in a bad spot  Desperate - You will get taken advantage of or cause people to walk away  Terms / price - Know what you can do and have planned levels when possible    

In this episode, Blaine introduces authors Mark Camp and Chris Voss. Jim Camp wrote the book, ‘Start with No', and Chris Voss wrote the wildly popular book called, “Never Split the Difference”. Both authors introduce a premise that its more important for building trust and confidence to get your prospects and clients saying ‘no', instead of trying to get them to say ‘yes'.  Helping appraisers build more wealth

Negotiation skills training to help you close deals You need negotiation skills for your daily life. In the United States and the west negotiation isn't needed for everyday store items. The magic word for negotiation in any type of aspect is "respect". Sales negotiation skills training  The average person buys a big-ticket item 2 – 3 times every 5 years. Most people are not equipped to buy. It's not uncommon for people to not ask for a discount. As a consumer, you do need to get used to the back and forth of a deal or a sale. You should at least ask for a better deal once.  Sales negotiation books  2 of the best books on negotiation are from Jim Camp and Chris Voss. You can pick up Start with No by Jim Camp and Never split the difference by Chris Voss. Both of these books have a strong framework for the daily negotiation skills you need as well as big deals.  Learn how to negotiate on the secondary market  One of the best places for you to learn to negotiate is in the secondary marketplace. You can sell goods you no longer need on Facebook, craigslist, or anything similar. You can get used to the patterns in the negotiation process.  Sales negotiation patterns    The more you get used to negotiation, the easier the patterns are to see for you. Think of the negotiation process like you are playing ball with a dog. At first, the dog is really excited for the stick to be thrown. Your counterpart is the same way. Over time the excitement slows down. Your negotiation needs to be used to slow down the process.  You can't care that much in negotiation  You will find over time that you cant need a deal too much. You can watch Pawn Stars as a way to see the patterns. There is a good rhythm to sales calls, presentations, and negotiations. Most salespeople become Dr. Jekle and Mr. Hyde from your conversations. Your lack of focus betrays you when you struggle or when you get too excited. Just remember to smile and have fun.  Power struggle negotiations  Some people just need to win to prove their power. This trait in people in all groups of people not just one. You can see the back and forth when you watch presentations and others' work. Some people just want to "flex" and prove they have power over you because they have money. This is not the power you think because it is actually a weakenss.  How to increase your negotiation skills One of the best ways to get better negotiation skills is to do the work. The next best way to get negotiation skills is to do sales ride alongs where you go watch sales processes. You can  Interview closers and even role play with them. This way you can get used to the timing process, ask better questions, and look for patterns.  More negotiation skills training You can read books on deals and deal-making. What you need to know is there are not very many of them that are good. You can read books about billionaires and how they got to be where they are.    Red books on deals – there are not tons of them Warren buffet series – The Trump one By George Ross is a disappointment. Talk to deal makers in your life – talk to them about their favorite wins and biggest losses

Listen to our latest podcast as NAIOP SoCal CEO, Tim Jemal, sits down with the Founders of the prestigious YPG Program on the occasion of its 15th anniversary. In this special episode, Jim Camp, Thomas Sherlock, Sayres Dudley and Al Beaudette discuss the genesis of the program, the original vision, and how YPG retained its relevancy over the last 15 years. The founders also discuss what the future looks like for this unique program.

Allan Tsang, one half of Oblinger & Tsang, and co-founder of The Negotiation Tribe, helps sellers negotiate to achieve satisfying outcomes that both sides are happy to live with for the long term. Trained by one of my personal heroes in business, Jim Camp, and mentored by Gary Noesner who transformed the way the FBI negotiate to release hostages, Allan brings enormous experience and wisdom to the negotiation process. "Winning at negotiation is a fallacy. If you win, by default your counterpart loses. Then they'll want to get even", says Allan. A master of incrementally building, rock solid agreements, Allan explains the difference between #story and #narrative, and why understanding the narrative of all parties involved in a negotiation is critical. We delve deep into negotiation psychology to ensure you recognise when you are in a negotiation and when youa re in a psychological game. Contact Allan at linkedin.com/in/allantsang Website: https://oblingertsand.com--If you are the owner or CEO of a technology company and your goal is to grow your business and achieve real, sustainable hypergrowth with highly engaged and highly productive employees and clients who stick with you year after year, let’s schedule time for a brief conversation. To book a 1 to 1 with me or check out my 250+ podcast interviews with some of the best salespeople, sales leaders, sales psychologists, founders and entrepreneurs, trainers, coaches and authors click here - https://linktr.ee/marcuscauchi   If you believe sales needs a good kick up the arse and is in dire need to a reset, consider joining our global community #SalesAForceForGood #SAFFG. We hold regular events on LinkedIn, Facebook, Clubhouse to take the toughest challenges and find better ways of doing things.  How do we reframe executive culture to enable sales to put the customer at the heart of everything we do? Do we need to rethink what great looks like in sales? How do we stop salespeople doing drive by shootings and inflicting bad selling on customers? Should compensation reflect customer success instead of transactional targets being met? How do we create a culture of sales apprenticeships so new salespeople have a career path they can aspire to?

Dan Oblinger is a hostage negotiator by night and commercial negotiation coach by day. His partner Allan Tsang has been helping companies and individuals negotiate complex deals, secure promotions or get discretionary effort from colleagues for the past 25 years. Both have been mentored by the legend Gary Noesner who headed up the FBI's hostage negotiation unit. Allan was trained by the legendary Jim Camp. Their pedigree is impeccable and what they have to say will open your eyes to how often you are in a negotiation and probably not aware and worse, not prepared

Welcome to Pillars of Wealth Creation, where we talk about building financial freedom with a special focus in business and Real Estate. Follow along as Todd Dexheimer interviews top entrepreneurs, investors, advisers and coaches. In this episode, Todd talks with Andrew Cushman about the challenges and successes he encountered as he built up a portfolio of over 1700 units. Andrew is a former chemical engineer and alpine ski instructor who jumped into real estate by flipping homes starting in 2007. After successfully flipping houses right through the big crash, in 2011 he transitioned to apartment syndication, and in the last 6 years has re-positioned over 1800 units and now owns over 1700 units. 3 Pillars 1. Have good offense 2. Have good defense 3. Enjoy the game Books: Never Split the Difference by Christopher Voss and Tahl Raz, Start with No by Jim Camp, and How to Win Friends and Influence People by Dale Carnegie You can connect with Andrew at www.vpacq.com Interested in coaching? Schedule a call with Todd at www.coachwithdex.com Connect with Pillars Of Wealth Creation on Facebook: www.facebook.com/PillarsofWealthCreation/ Subscribe to our email list at www.pillarsofwealthcreation.com Subscribe to our YouTube channel: www.youtube.com/c/PillarsOfWealthCreation

This episode teaches how to find an Interim Executive for your business when you need one ASAP. Robert (Bob) Jordan, is Co-Founder and CEO of Interim Execs (https://InterimExecs.com), which matches organizations around the globe with top interim executive talent. He is author of: How They Did It: Billion Dollar Insights from the Heart of America (https://www.amazon.com/How-They-Did-Billion-Insights/dp/0615385435/) and has helped launch, grow and ultimately sell a number of fast-growing companies. Bob also just released an Audible audio recording of Start with No: The Negotiating Tools that the Pros Don't Want You to Know, by Jim Camp, of blessed memory, Bob's mentor. Definitely worth checking that out: https://www.amazon.com/Start-No-Negotiating-Tools-That/dp/B082QQF66Q/. In this episode Bob teaches when bringing on an Interim Executive is appropriate, when it isn't, how retaining an Interim typically works, and the kind of problems Interims solve for businesses. Listen to the show on Apple podcasts (https://podcasts.apple.com/us/podcast/win-win-an-entrepreneurial-community/id1465488607), wherever you normally get your podcasts, or listen on the web at http://WinWin.Cast.Rocks.

For many years I was told to be excited about what I'm doing. If I'm recruiting or wanting someone to work with me. This was a major key to my training, they will feel your excitement and want to work with you. After spending many hours listening to one of the worlds best negotiators that started training business leaders and countries, Jim Camp, I found out that is not good advice. I dive into this subject a little deeper, listen in and tell me if you agree. Send me an email at Jared@jvdshow.com. 

In today’s episode of Small-Time Leaders, Allan Tsang, shares how Jim Camp helped him develop a personal mission and purpose. During this interview Allan tells how his life and career was transformed since this meeting with Jim. Allan was born in Hong Kong, raised in Africa, and educated in the United States, Allan’s early career took him to Boston, New York, and Atlanta before finally settling in Virginia as a business coach. Fluent in English and Cantonese, his global experiences have shaped his perspectives and enhanced his ability to bridge cultural gaps, facilitating better communications and lasting agreements. He is a negotiation coach with over a decade of experience helping clients with more than 10,000 negotiations ranging from $10K to $250MM. He founded and ran his own successful business for more than a dozen years before selling it and specializing in the negotiation where he's proven his skill working with over 500 companies. Regularly he applies his negotiation skills to facilitate multidisciplinary teams with strategic planning everywhere from non-profits to $4 Billion companies. His real-world expertise and track record of success can be adapted to virtually any industry or profession, with specializations in the Engineering, Technology, Manufacturing, Biomedical, and Aerospace sectors. To get in contact with Allan and learn more about his amazing work you can connect with him on LinkedIn https://www.linkedin.com/in/allantsang/ or check out his website https://www.88owls.com/. Michael’s latest book, Roll Up Your Sleeves, is now available on Amazon, Barnes & Noble, and independent local bookstores. Roll Up Your Sleeves teaches people how to Lead and Live in a Constant Changing World with simple applications. Take a closer look at the book and experience a new way of working through an unexpected change in your life and career by taking the 2-minute My Change Management Style Quiz http://rollupsleevesbook.com/ To learn more about Michael’s Leadership and Life Transition services and see his Leadership & Life Journal blog- a new way to think about at the important things you already know, go to at https://michaelalantate.com/

Voici ce que tu vas apprendre: * Exactement quoi dire lorsque tu fais du marketing froid pour qu'ils (1) écoutent chaque mot que tu dis (2) n'osent pas t’interrompre et (3) se sentent chanceux de pouvoir acheter chez toi, * Ce que le regretté Jim Camp (connu comme le «négociateur Continue Reading

Pour quelque raison que ce soit, la vente de «bandes perdues» de Jim Camp a attiré l'attention de plus en plus de trolls sur ma liste que d'habitude. Prends, par exemple, ce mec: “Ils lui ont accordé le droit de vendre ça à 97€ l'année dernière aussi, ce doit être Continue Reading

"Započnite s Ne" prezentira vam sustav pregovaranja koji vas podučava kako razumjeti i kontrolirati emocije odnosno obrasce donošenja odluka kod osoba s kojima vodite pregovore. Uči vas kako se u procesu disocirati od razmišljanja o konačnom rezultatu, koji zapravo ne možete kontrolirati, i kako se usredotočiti na aktivnosti i ponašanja koje možete i morate kontrolirati kako biste uspješno pregovarali i upravljali procesom pregovora. Kvalitete najuspješnijih pregovarača: ne zanima ih odgovor "da" - fokusiraju se na odgovore "ne"nikada, nikada ne žure sa zatvaranjem, ali uvijek osiguravaju da se druga strana osjeća ugodno i sigurnonikada nisu potrebni, već iskorištavaju potrebu (neediness) druge straneuvijek na umu imaju misiju i svrhu koja vodi njihove odluke u procesu pregovoranikada ne gube vrijeme s ljudima koji nisu ključni donositelji odluka Povezani sadržaj: L028 – Lektira: Never Split the Difference // Chris Voss E207 – Dave DeSantis – Život je pregovaranje // Camp Negotiation Institute Sve lektire Surovih Strasti nalaze se OVDJE. Pišite feedback, Saša Tenodi PREPORUKE ZA LAKŠE I UGODNIJE SLUŠANJE SUROVIH STRASTI: Tri načina kako slušati podcastKako slušati podcast u autu koji nema Mp3 playerTop lista najslušanijih epizoda

Dave DeSantis partner je u tvrtki Camp Negotiation. Specijaliziran je u pregovaranjima u procesu prodaje tvrtki, a odabrao je nišu - pregovori u prodaji tvrtki evaluiranih od 10 000 000 do 100 000 000 USD. "Camp Systems" pristup pregovaračkom procesu temeljen je na principima i obrascima ponašanja koji klijentima pomažu da se metodološki pripreme u procesu prodaje tvrtke i uspješno za sebe ispregovaraju ugovor kojim izbjegavaju za njih nepovoljne pogodbe. Ovladavanje ovim pregovaračkim principima i obrascima osim u krucijalnim situacijama poput prodaje tvrtke, može pomoći u svakodnevnim situacijama, jer kako se kaže: život je pregovaranje. Camp Negotiation Systems je tvrtka koju je utemeljio Jim Camp, poznati pregovarač i autor bestsellera "Start with NO" : https://www.amazon.com/Start-Negotiating-Tools-that-Pros/dp/0609608002 Više o Dave Desantisu i Camp pregovaračkim uslugama, možete pronaći ovdje: https://academy.campnegotiations.com/offer PREPORUKE ZA LAKŠE I UGODNIJE SLUŠANJE PODCASTA Tri načina kako slušati podcastKako slušati podcast u autu koji nema Mp3 playerTop lista najslušanijih epizoda (Edit)

#ToddLCamp is Founder of the Pareto Group and Co-Owner of Camp Negotiation Systems. His father, Jim Camp, wrote the BEST book about negotiation you will ever read, #StartWithNo. Jim was trained by David Sandler and evolved his negotiation system in line with core Sandler principles which is why I am so excited to bring you this interview. Todd shares real world examples of negotiation that delivers to #mission and #purpose. Mission & purpose are all about the what matter to the customer and how they need us to deliver it. They have nothing to do with you, your company or your needs. If you fall into the trap of delivering your proposal too quickly you do yourself harm. Great negotiators are willing to slow down to speed up. They usually get everything they want. Average negotiators give away their power, start from a position of fear or subservience and never get more than they are willing to ask for. Manage each negotiation ONE conversation at a time. Don't take yourself hostage by jumping to conclusions or you will be leaving money on the table. Don't give away your power. Realise you have equal business stature with your counter party. He crushes the myth of win-win in negotiation. Win-win is not compromise. He shares critical rules that prevent you from performing acts of idiocy and self-sabotage. He answers the question "What is a successful negotiation?" You can't manage results. You can only manage your behaviour. This interview is a MUST LISTEN for all CEOs, founders seeking funding, salespeople, channel managers. You can contact Todd through: Todd's LinkedIn Profile:linkedin.com/in/todd-l-camp-6903904Websites negotiator-pro.com  (Company Website) campnegotiationinstitute.com  (Company Website) Email: tcamp@campnegotiations.com

Allan, the founder of 88OWLS,  is a negotiation coach with over a decade of experience in training hundreds of professionals to negotiate more effectively. His real-world expertise and track record of success can be adapted to virtually any industry or profession, with specializations in the Engineering, Technology, Manufacturing, Biomedical, and Aerospace sectors. Born in Hong Kong, raised in Africa, and educated in the United States, Allan’s early career took him to Boston, New York, and Atlanta before finally settling in Virginia as a business coach. Fluent in English and Cantonese, his global experiences have shaped his perspectives and enhanced his ability to bridge cultural gaps, facilitating better communications and lasting agreements. Allan’s clients include start-ups, multi-billion dollar companies, Inc. 500 Fastest Growing Companies, and Fortune "100 Best Companies to Work For". His no-nonsense coaching has been sought out to help land anchor clients, grow revenues, and resolve conflicts, as well as negotiating mergers and acquisitions. He has helped clients successfully negotiate with companies such as Google, Boeing, PepsiCo, Verizon, Northrop Grumman, CAT, GE, and Microsoft. Additionally, Allan was named one of the “Top 20 Under 40” by the Blue Ridge Business Journal. He currently serves on the Advisory Committee for RAMP, a regional business accelerator. Personally trained and mentored by the late Jim Camp, Allan is currently the North America and Asia Pacific negotiation Coach for CAMP Systems. Connect with Allan:LinkedIn: https://www.linkedin.com/in/allantsang/88 Owls: https://www.88owls.com/more-about-me RM PODCAST FLlinktr.ee/rmpodcastflWeb: www.rmpodcastfl.comInsta: @rmpodcastflFacebook: RM Podcast FL  

What is sales sabotage and why does it matter These are things that are your fault and not under the control of the buyer. Sales sabotage is all of the things you do to break sales. All too often salespeople want to blame all loses on the prospect and never own up to the lost deals. You can sabotage your sales process an so many different ways. There are a list of ways that can be moved to the top of the list. The longer you wait to own up to your mistakes the longer it takes for you to be a closer in sales. When you own up to your sales process it is the time where magic happens with your skills.   The top 12 reasons you commit sales sabotage One of the greatest ways to grow your sales skills is to practice as much as you can. Not preparing or practicing through the use of roll play is a huge mistake. You may have to pay for your own coaching but you will increase your sales skills. The faster you can learn the more income you will make. If you run the same amount of sales calls as a year previous but increase the close rate your time is used more effectively. Be prepared for the appointment    Not being prepared for the call with the right tools will cost you. The tool bag for salespeople can include: Paperwork Display Presentation Questionnaire You know what you need to take on a sales presentation in order to close the sale. There is a minimum amount of information that you know needs to be brought with you. When you take the time to prepare early, you have all of the time you need to close the sale when you are with the buyer. Being on time matters Not being on time to a sales appointment is irresponsible. Your buyer is going to judge how serious you are about the deal from you being on time. How you start a relationship is how you treat the relationship. Your buyer or prospect is freaking out internally when you are late to an appointment. It does not take much effort to be on time. If you are late it is easy for your competition to talk trash on you. Enthusiasm is contagious No energy or enthusiasm can hurt your presentation. Its not a sales call, it’s a performance. This means each interaction is supposed to have a certain amount of energy to get engagement. If you want to be consistent in your sales presentation you will need to give the prospect good reason to pay attention.   A consistent sales presentation is important If you fly by the seat of your pants through your presentation you will lose plenty of deals you could have closed. Not using a set sales process will lead to lost deals over and over again. If you are working with a coach or mentor it will be impossible for them to pinpoint why you are struggling if you don’t use a set process. Bad rapport in sales Most sales training focuses on building rapport with prospects. There are problems with rapport in sales presentations and there is a happy medium. Too much rapport and it will be used against you Not enough rapport and the conversation does not feel real. Fake rapport feels disingenuous to the buyer Some salespeople will drag on the rapport process so that they don’t have to get to the closing process. When salespeople struggle they either pull away from the sale or spend too much time trying to fake rapport. The I’m not a sales guy ploy Pulling back from the sale in a way to prove you are not a salesperson is a rough way to try and prove worthiness to close deals. One of the reasons why salespeople fail is they cant admit they are a salesperson. When you stop using a sales process, add too much rapport and forget to close you will lose deals. Negativity about the sales process is poisonous Talking bad about your product or company may be one of the ways you get set up from a buyer. There are times where buyers get you to take small or large concessions by talking trash on the competition and you agree without knowing it. People who make purchases consistently are taught how to play games. Some manipulative people know these gambits from the beginning. You may not like where you work or your product line and complaining about it will cause you problems. Have a set discount process   The use of automatic discounts that are steep do not allow the buyer to go through the process of making a purchase. Salespeople who are struggling will shoot for a large discount quickly in the hopes of a quick take down. This is a quick downward spiral and a huge loss of control. If you shoot for the quick process of concessions your price will not be seen as real and this removes large sections of trust.    Begging for a sale is a weak way to close    One of the weakest forms of salesmanship is begging for a deal. If you are struggling the last place to talk about it is in a sales presentation. When you beg for a sale you give all of the power you have to a buyer. Some buyers will be genuine and work with you, the majority of buyers will take advantage of you or see you as desperate. Another form of this is camping out and never asking for the sale. You must learn negotiation skills Weak negotiation skills are a problem for most of the sales world. There are a few places to learn how to negotiate better. Jim Camp and Chris Voss have some of the best negotiation courses available. The fortune is in the follow up No follow up is a problem in almost every industry. If you want to fix a hole in your sales process you will want to follow up and have a strong game plan. Not following up will lead to a loss of easy income. The best salespeople have a consistent follow up game plan. You can beat sales sabotage when you pay attention to these 12 common mistakes salespeople make  Scott Sylvan Bell @Scottsbell #sales #closer #success #podcast #howtosellshow #Sacramento This episode was recorded in Sacramento California   If you want to learn how to follow up check out this episode 

Je veux te raconter une dernière histoire à propos d'un célèbre acteur hollywoodien qui utilise les méthodes de Jim, qu'il s'en rende compte ou non. L'acteur dont je parle est Dustin Hoffman. Et, si tu regardes son jeu, il fait quelque chose de très brillant qui le rend instantanément plus Continue Reading

L'un de mes enseignements préférés de tous les temps sur Jim Camp concerne un film intitulé «Legal Eagles». Dans le film, il y a une partie où l'avocat de la défense, essayant de défendre une femme que tout le monde, du jury au juge, aux médias et au monde entier, Continue Reading

Je n'ai pas encore parlé de aventures de Jim Camp avec le FBI. Plus précisément, lorsque le FBI a changé ses protocoles de négociation terroriste à cause de lui. Voici la version CliffsNotes: Le FBI lui a dit: “Jim, avec ce que nous faisons, nous ne pouvons pas faire de Continue Reading

Permets moi de te raconter l'une de mes histoires préférées de Jim Camp à propos de découvrir la vérité avec les personnes qui veulent t’entuber. Voici ce qui s'est passé: Il avait un jour un client et ils travaillaient sur un contrat en Corée dans une entreprise de la Silicon Continue Reading

L'un des plus grands maîtres de persuasion qui ait jamais vécu – le grand Jim Camp – a dit un jour que quelque chose qui a complètement perdu tout nouveau copywriter. Et, aussi, pas mal de vétérans. Bref, voici ce que ce grand homme a dit: (Paraphrasé) “Les tactiques peuvent Continue Reading

“Principe vs tactique connard” … grogna un troll. Et c'était aussi glorieux qu'utile. Voici pourquoi: Depuis que je suis l’un des rares acteurs du marketing direct à parler de Jim Camp, le grand maître des négociations et de son état d’esprit «principes vs tactiques», les amateurs de marketing ne manquent Continue Reading

Live Recorded at JimCamp 2019 / Interupted bei Blitz&Donner Danke an die MEGA-Crowd, die trotz Sturm und Regenunterbrechung nach 25 Minuten wieder voll dabei war! Das war eines der schönsten Erlebnisse in meiner DJ-Laufbahn! LOVE & BIG HUGS to all the passionate Dancers! Ebenfalls herzlichen Dank an Marlene und das Organisationsteam, die Technik - danke Jungs, fetter Sound und all die helfenden Hände. Alle Bühnen und Installationen waren MEGA! Dahinter steckt sehr viel Liebe & Leidenschaft! Dicken Respekt & wunderschön, dass es sowas noch gibt.

Sales Reinvented Podcast Episode 145: Todd Camp. Todd has been providing negotiation training and coaching with executive teams on all continents since 2001. The Camp System of Negotiation has been featured on CNN, CNBC, The Wall Street Journal, Fortune, and the Harvard Business Review to name but a few. Todd proudly collaborated with Jim Camp on his book, "No, The Only System of Negotiation You Need For Work and Home.” Todd recently participated as a speaker and sponsor at the Negotiation Leadership Conference at Harvard University and he and his partner Derek have coached over 2.5BIL in negotiations over the last three years ranging from M&A, fundraising, sales and partnership agreements.

Do you know when to say yes – or no? Talking Points Mile markers for when you want to say yes or no Knowing the difference between opportunity and distraction Creating a strategy for choosing yes or no Conscious yes How saying yes to the wrong things can spiral Outsourcing when you need to say no Recognizing the kinds of people you want to say yes to Recognizing what is and isn’t a good fit The effect of maximizing productive yeses Quotable Quotes Without a strategy for your business, there’s no way to distinguish an opportunity from a distraction.” –JS “A 'Yes' can spiral into a whole bunch of unexpected work and distractions.” –JS “You don’t want a client nitpicking everything you’re doing.” –RM “It’s always easier to say yes to somebody who’s got a track record.” –RM Related Links Start With No by Jim Camp

David gets into Blair's head to get his 10 basic negotiating tips that he has worked with clients on over the years.   LINKS “10 Negotiating Tips” (with 5 bonus tips) “Selling in One Lesson,” 2Bobs episode 49 Buying Less for Less: How to avoid the Marketing Procurement dilemma, by Gerry Preece Negotiating with Backbone: Eight Sales Strategies to Defend Your Price and Value, by Reed K. Holden   TRANSCRIPT DAVID C. BAKER: Blair, today we are going to talk about 10 really interesting ways you can get your spouse to go ... Wait, I haven't, quit laughing. I haven't - BLAIR ENNS: I'm out. DAVID: How to get your spouse to go to the place for dinner that you want to go to. BLAIR: Okay. DAVID: How's that? BLAIR: Sure. What kind of trouble could we possibly get into? DAVID: Yeah, that would be a really stupid pod ... No. What we're talking about are some negotiating tips that you've thought about over many years. You've polled, you've tested, you've researched. You've worked with clients on. You've consolidated them into this one place. We may get to some bonus tips. I don't know if we'll have the time, but we definitely want to talk about the 10 basic tips around negotiating. Can you get me inside your head for a minute before I start pulling these out from you one by one? BLAIR: Well it's pretty crowded in there. What is it that you wanted access to? I gave you my password to everything the other day. What else do you want? DAVID: Is this going to be this difficult today? Are we going to do that? Or are we going to be cooperative? BLAIR: I'm feeling a little punchy. DAVID: Yeah, I see. I see you are. BLAIR: I'm in another hotel room. This is day 31 of a 36 day road trip. I tweeted today, "Okay. I've answered the question, how much travel is too much?". DAVID: Yeah. BLAIR: Getting into my head, I think these tips, I considered it kind of a beginner's guide to negotiating. I don't consider myself to be an expert on negotiating. But you can't advise people on the subject of selling and pricing without knowing something about negotiating, so a while ago I took a bunch of the best practices that I've encountered on the subject of negotiating, and kind of put it into one place. That's I think what we're going to talk about today. I'll call it a beginner's guide to negotiating, and we're referencing to these 10 tips that I've published previously. DAVID: Hopefully it will be more than a beginner's guide. But we'll just set people's expectations low. BLAIR: Yeah, right. DAVID: Then we'll exceed them. BLAIR: That's exactly what I was doing. DAVID: There are 10 in here. But there are two of them that we've actually had the chance to talk about in previous episodes. I will reference all 10 of them. But then with two of them I'm going to point people to a previous episode if they want to really bone up on all that stuff. DAVID: The first one is, avoid over-investing. This is one that we have talked about. It was in a recent episode. It was called Selling In One Lesson. The idea is that the more somebody wants it, the more at a disadvantage they are, right? Just summarize that for us and then we'll move on to the number two one. Over-investing is the first one. BLAIR: Yeah, so you can, a good metaphor for negotiating would be a poker game where there's times when you're bluffing, when you're playing certain hands. But in particular the idea of bluffing. Or calling somebody else's bluff. You can apply some of the tips that we'll talk about here. If it's very clear to the client that you want this so bad, and it's clear to the client not just from what you say, but from all of the free work that you have done, all of the costs that you've incurred. If you are clearly over-invested in the sale then you do not have much of a bargaining position. Because you are demonstrating through your behavior that you want it more than the client does. Therefor the client is the one with the power in the relationship. BLAIR: It's a big broad rule. Avoid over-investing in the sale. As you pointed out, we covered this in detail in the podcast, Selling In One Lesson. DAVID: Okay. Even if you do desperately need it, don't act like it. BLAIR: Right. DAVID: Second, and here we want to start diving in in more detail. The second principle for negotiating is, ask the question, "Have we already won?". As I read that, I wasn't sure exactly what you meant. That led me to dive a little bit deeper into this, and I found it really interesting. "Have we already won?". Are you really asking that specific question? Or is it more just framing the negotiating in your head? BLAIR: This is a negotiating point specific to the topic of negotiating with procurement. This comes up a lot, I wrote about this in my book, Pricing Creativity: A Guide To Profit Beyond the Billable Hour. In the last month in the various places I've been, and the talks that I've done, and the training I've done, procurement has come up a lot. Where I'll talk about a principle and somebody says, "Yeah, but you don't understand. That doesn't work with procurement". BLAIR: The role of procurement, and I learned the most from this listening to a talk by a guy named Tom Kinnaird. Tom was head of procurement at WPP. Gerry Preece is another great resource on negotiating with procurement people. Gerry is an ex P&G global design procurement person who has a consulting practice, and he's written a great book on dealing with procurement. It's called Buying Less For Less. I think the subtitle is The Marketing Procurement Problem. BLAIR: When I was listening to Tom Kinnaird, who was former head of procurement at WPP and is now a consultant, he was giving away at a conference in London I was also speaking at, he was giving away some insider procurement tips. One of the tips he gave away was, you need to know that procurement often lies. When procurement shows up at the end of a negotiation, when you feel like you are the ordained firm, you've either won the business or you're in the pole position, and then procurement shows up to negotiate the final deal. In that situation, almost greater than nine out of 10 times, you have won. You've already won, and the concessions that procurement is demanding that you make, it's not mandatory that you make them. BLAIR: Procurement's going to communicate to you that, in order for you to win the business, that it's still a competitive situation, they're still considering other firms. In order for you to win the business you have to cut price. The general rule of thumb is, if procurement shows up late and starts using that language on you, they're lying. I talk about this in my next article. I'm actually quite heated about it in the next article. So far I'm only at the unedited version of it. DAVID: Still very angry. BLAIR: Yeah. It will be published by the time this podcast goes to air. Hopefully it's a little bit more measured. But in it I make the point that procurement is the only profession in the world that I know of where they're taught that it's okay to lie. It's okay to outright lie in the course of everyday business. When they show up late and say, "You need to sharpen your pencil. We've got three bids. You're the highest bidder. You need to get your price to X or you're not getting the business", they're almost always lying. BLAIR: Now when procurement shows up at the beginning and they navigate the entire purchase process, you have another problem. They're not lying. It's an even bigger problem. They're seeing what it is that they're buying as a commodity, so you have to ask yourself, should you be even participating in a process where the client clearly does not value what you do, and it's seen as an expense to be minimized rather than an investment to be made? But the lesson is, so the tip is, ask the question, "Have you already won?". BLAIR: When you're in a situation where it feels like you've won, and then procurement comes in and says, "You haven't won yet. You've got to get past us. You have to give us all of these concessions", don't believe them. In fact I would go further and say, "We have this idea that we've got to throw procurement a bone in a situation like this. We'll give them this one win and then they'll go away". That's not how they work. They're trained to keep asking until you say no, so you want to start with no. BLAIR: We could go deeper into that. We could do a whole podcast on negotiating with procurement. But that's the tip. You ask yourself before you start giving concessions away, ask yourself, "Wait a minute. Have I already won here? Is it really necessary for me to make these concessions?". Because in a lot of situations you have already won, and it is not in your interest to make any concessions whatsoever. DAVID: The main clue is found in when procurement comes. At the beginning or the end. BLAIR: Yes. DAVID: That's the second one, okay. The third tip here takes this further, and it's around the idea that procurement lies regularly. Not just about this one thing that we're talking about that relates to how to decipher the timing and whether you've actually won. BLAIR: Yeah, so it is a recurring theme here. You might think, I always say, "Attack ideas. Don't attack people and organizations". But I always make an exception for procurement. Reid Holden, who's written a couple of great books on pricing and also on negotiating, and he infiltrated the world of procurement. He has this great line, and I repeat it often. "80 percent of procurement people give the other 20 percent a bad name". DAVID: As opposed to 20-80, yeah. You're flipping that around, right? BLAIR: Yeah. In the story I'm writing, I'm writing two different examples of two different agencies pitching two different pieces of business and then having to deal with procurement. One hold their ground and the other one doesn't hold their ground. The example where the agency holds their ground, they're told in the beginning, "The account is a $500,000 a year retainer", and so they do a little pilot project for free. They prove validation. Then they're handed off to procurement and procurement says, "The fees are not $500,000. They're $300,000. Take it or leave it". The firm walked away, and in the end the client came back and said, "Oh, no no. We want you to work with us. You can have the original $500,000". BLAIR: As I was talking to the agency president who was telling me this story, I said to him, "If I were you in that situation. If I'd heard that from the procurement person, I would want to get the client and the procurement person in the room together. I would want to look them both in the eyes and say, 'I want to know which one of you lied to me. You said it was $500,000 in fees. You said it's not $500,000, it's $300,000. One of you lied. Which one was it?'". BLAIR: We know who the liar is. The liar is always procurement, right? Because they're taught that it's okay to lie. But I just imagine, and I'm ranting in this article, and you can feel me getting emotional now. Because I can't believe that we continue to give this egregious behavior a free pass. We need to call out irresponsible practices and outright lies when we hear them from our clients and our clients' procurement department. I hope I've addressed the issue of three procurement lies. I feel like we should probably get off the subject of procurement. DAVID: Well I turned the recorder off a long time ago, and what people are going to hear instead of you ranting is me providing a very reasonable response to all of these things. BLAIR: Instead of my therapy while I lie on your couch. I'm going to a marketing procurement conference in London. I think it's in June. I'm really looking forward to being in the room with these people, and having an open conversation about what I think of their business practices. DAVID: The third point is, beware of procurement lies. Let me just read some of these and then we'll go to the next point. "It's down to you and one other". That's one lie. Another one is, "Yours is the highest bid". Another is, "You have to cut your price to remain in contention", or all these other things that you might hear. BLAIR: Or, "Take it or leave it. There's no negotiating. There's no middle ground. Here's my offer. Take it or leave it". That's another one. DAVID: Right, yeah. Then a concession, you say, is an invitation to ask for more. All right. Let's get you back down to happy land, and we'll move off of procurement. BLAIR: Well we're still going to talk about procurement a little bit here in the next one. Go ahead. DAVID: The fourth point is, outwait the waiter. Outwait the waiter is the fourth point. Talk about that. BLAIR: Yeah. I forget where I heard this idea from first, because I really would like to attribute to the various sources that I've pulled all of these things from. It might be Chris Voss who wrote, "Never split the difference. Negotiate like your life depends on it". Or it might be Jim Camp. Or it might be Tom Kinnaird. I don't remember who. But the idea is, when you're in the final negotiations with people, and again it's almost always procurement. Because it's procurement who's trained in negotiating. That's another point. We really need to be trained in negotiating to counteract those on the client side who are trained in negotiating. BLAIR: One of the tactics that they do is, after you've won, or you think you've won, they slow everything down. Procurement will say, "I'll get back to you in this time period", and then they'll take longer. You'll reach out to them and leave a message, and they'll just kind of stretch things out to make you sweat and to make you more nervous. That's the way they can extract more concessions from you. BLAIR: Again, if you think back to the formula that we talked about in Selling In One Lesson, P equals DB over D. Your power in the sale is a function of your desirability, is your desirability greater than your own desire? Because if it's not, if you're communicating that your desire for the client and the engagement is higher than the client's desire, then you have the least power in the relationship. The tactic when procurement is trying to slow things down to make you sweat is, you slow things down even more. If they take 24 hours to get back to you, you take 48 hours. You communicate to them that, "Yeah, that's fine. We're in no rush. I mean, if this is going to happen it's going to happen. If it isn't, that's fine too". BLAIR: It's almost a game of, and there are times when negotiating really is a game and it really should be fun. It's never fun if you're over-invested in the sale, right? DAVID: Yeah, right. BLAIR: But it should be fun, and you should play this game. Instead of being anxious you just play it out and outwait them. If they delay, you delay longer. If they say they can't speak for 48 hours, you say you can't speak for 96 hours, etc. DAVID: Just multiply by two. BLAIR: Yeah. DAVID: They're saying, "We need to slow this down in some way", and they're expecting you to indicate some investment in the sale. Like minor panic or whatever. Instead you're flipping this around and saying, "Ah, no problem at all. Do you need more time?". BLAIR: Yeah. DAVID: "That's fine. We're not in any hurry, okay". BLAIR: You got it. DAVID: Got it, so that's the fourth point. The fifth point here is to beware the white knight. I don't think we need to talk too much about this one, because in a slightly different context we did talk about this in an episode called How To Drive Your Employees Batshit Crazy. Here we were talking more about management and so on. But the principle is the same. It's this idea that we are going to bring in the big white knight to save the day. Just give us a few sentences on this one. BLAIR: Yeah, the white knight is usually the senior person on your team. There's some negotiating going back and forth. Everything's proceeding, maybe well but slowly. Maybe it doesn't feel like it's proceeding well. But the principle or the senior person swoops in and says, "You know what? I'm going to fix, I'm going to get this deal done in one fell swoop". They show up and make a concession, thinking, "Okay. I'll just make the one concession and close on this". What they don't understand is, they've just undone a lot of work being done by other good people. BLAIR: Sometimes it makes sense, if you think of the previous tip about outwait the waiter. Sometimes it makes sense to just, it's part of the negotiation. To slow things down. When the principle shows up to speed things up and says, "I'm going to make this one concession and close the deal", then they realize, that one concession is really just the beginning. They have just created a whole new set of problems, and the likelihood that the agency is going to close this business at a profitable position has just diminished significantly. BLAIR: The idea is, be careful about allowing the senior person, usually the principle, to swoop in at the last minute and make a concession that they think is going to just close the deal. Because it usually doesn't work that way. DAVID: Yeah. On the other side of the table, they've discovered where the weakness is and how they can get even more concessions. Because you've tipped your hand. That's a good one. DAVID: All right, number six. Decide your give and gets in advance. Decide your give and gets in advance. Which is opposite of what you just talked about, where somebody else swoops in without much consultation. We might make a concession, but we're going to do it very intentionally. We're not going to be willy nilly here. Decide your give and gets in advance. Who's doing this? The team as whole? Anybody that's in a position of power? How does this work? BLAIR: That's a good question. It's not just the person who's on the front lines. It's the people ultimately who have to live with the decision. It's a senior member. It's probably a team decision or the decision in the principle. The idea here is similar to going into an auction, right? We go to an auction, we think, "I'm not going to do anything stupid", and we end up bidding these crazy high prices. Because in part, loss aversion bias kicks in. We make a bid, we mentally own it, and then somebody outbids us and now we've lost something that we just a second ago emotionally owned. BLAIR: What the science shows is, we value losing something about two times as much as we value gaining it. In an auction that causes us to do crazy things. The way you combat that going into an auction is, you have an honest conversation with yourself about what your absolute maximum price is, and you do not deviate from that maximum price whatsoever. You do not allow yourself to get swept up in the moment. You hold the line by making the decision in advance. BLAIR: The principle here of, "Decide your give gets in advance", is the same thing. You decide, what are you willing to give up in advance in the negotiation? What are you not willing to give up? What is it that you absolutely need to get from the client, and what are you willing to take a pass on? You make those decisions in advance so that you do not find yourself in the middle of a negotiation, while at the table or in the conversation, giving away something that you are going to regret later. You just draw the boundaries in advance of the negotiation.   DAVID: I want to take a slight detour here and ask you a question. Because we're assuming that this is occurring at the outset of a new relationship in many cases. If you do this right, do you have to play these same games in subsequent negotiations with the same client? Or do they get and sort of figure out your style and where the lines are, so that it's a little bit more efficient later? BLAIR: Yeah. There's two different camps here, and we may be opening a big can of worms. I mean, it's a legitimate question. There's the negotiating with procurement camp, where if you really are using these principles and you're getting into these protracted things and you have these standoffs, you win. You've won the first round. That does not mean that procurement's not coming back for you even harder. When you're going into a relationship with that type of organization, you're going to win some battles. Ultimately you will lose the war. Ultimately everybody loses the war. BLAIR: The idea is that you get to a point where, "All right. This relationship is no longer fruitful. They've kind of beaten all of the margin out of us over the long term". You know, hopefully it was a good run. BLAIR: Then on the other camp would be good clients where you're not dealing with procurement, or they're more of a value buyer where you just have to use one or two of these techniques, and you're not setting up a long term war where you're constantly battling each other. It really could be one or the other, where you're constantly in a negotiation. Always defending what you know is an onslaught that you're ultimately going to lose in the end, but it still might be worth it. It might be a three, four year good run and it's worth fighting the battle. Or other situations where you just find yourself using one or two of these techniques and that's it. Then you find yourself in a good relationship with a value buyer who really values what it is that you do. DAVID: Yeah. I find that when I talk with my clients, and we share some clients, it's dispiriting enough when they have to enter these negotiations with a new client. But when they've worked with a client for years and then this gets turned on them again, when they want to review the relationship. They almost are just intentionally forgetting everything that happened over the last four years, and you have to prove yourself again. There isn't much in business that can pull the rug out from under your confidence and slap you in the face than something like that. I don't even know why I'm saying this. It just hits me at the moment that it's very discouraging for people to have to do that over and over again. BLAIR: I agree. DAVID: All right. Number seven. Neuter the final negotiators. Neuter ... It's like we're watching a Game of Thrones episode here. What kind of a serial killer are you in disguise? Neuter the final negotiators. Okay. What kind of knife do we use here? BLAIR: Maybe there's a better word for neuter. What I'm talking about is, the moment that you have the greatest amount of power in the relationship is the moment when the client, not the procurement person, but the client says, "You're hired". DAVID: Mm-hmm (affirmative). BLAIR: When that happens, and often you go from the client saying you're hired to, then you get handed off to procurement or legal or finance or whomever. That other department will kind of, you've got to fight another war over there. But if you know the war is coming, if you know, if you're used to dealing with the same types of clients and you know there's a battle with procurement coming, use your power at its height. The moment you're hired. BLAIR: I had a client once who called me and said, "We're doing great. We're closing all of these really big deals. Seven figures. We've got all the senior decision makers in the room. But I have the same problem. It's like every time I get a call from procurement, 'You've got to knock 200 grand off of this', etc". BLAIR: I said, "Okay. Next time it happens, next time you close a deal, in the room you have the senior decision makers. You say to the client, 'Okay. We've got a problem here'. Everybody's in agreement. We're going to do this. Here's the price. Here's the scope. Everybody's in agreement. Everybody's excited about moving forward and really looking for the engagement. Then you stop and say, 'Okay. We've got a problem. We've just agreed on this. The price is the price. We've talked about the value that we're going to create. BLAIR: I'm going to get a call from your procurement person, and that procurement person is going to tell me that if I don't knock $200,000 or $300,000 off this price we're not going to do business together. The price is the price. We've just agreed on what we all agree is fair for the value that we're going to create. The price is the price. There's no economies of scale here for us to make the price cheaper. Can we agree, when procurement calls me', and then you look over at the client side and say, 'When procurement calls me, who can I get them to call?'". BLAIR: Now you're in this little, it's a little bit like a power play move but not as bad as it sounds. In that the senior client on the client side of the table generally will take responsibility and say, "No. Have that person call me". That's what I mean by neuter the final negotiators. Leverage the fact that you have the most power to combat procurement in the moment when the client says, "You're hired". BLAIR: Now the higher up you're dealing in a client organization, the more power you have. In this example my client, the agency, was dealing with senior people on the client side. Presidents of divisions. They weren't dealing with brand managers. Bu even some brand managers might be willing to lend some weight to helping you get around procurement. But again, you ask in that moment. The moment when the client says, "I want to do this", or, "We want to hire you". That's when you have the most power to neuter the final negotiators. DAVID: Well I think this would be fun to do. Because I can see saying it with kind of a twinkle in your eye, and they just smile and look at each other. Because they know that that is coming, and they kind of chuckle and say, "Yeah yeah. Here's who it'll be. This is what they'll say. We'll take care of it". I love this one. DAVID: All right. We're on the way to 10, and we're at number eight. This one is an A B thing. What you say here is that you should either be ruthless, or you should be collaborative. One place is going to take you somewhere. The other place is going to take you somewhere else. Which is which here? Be ruthless or be collaborative? BLAIR: Yeah, so it's both but you pick your spot. You be ruthless with other professional negotiators, and you be collaborative with clients. With good clients. Because you have to work with the clients. You don't want to get into ... If you're setting the tone of the relationship moving forward where you're in this somewhat ruthless battle, you have to be aware of creating the conditions, if we're just not a very fruitful relationship moving forward. But you really should be ruthless with professionals. Again, you could hear me getting a little bit emotional as I talk about procurement people. You don't want to do that. BLAIR: One of the advantages procurement people have is, they are not emotionally invested in the sale. They don't give a shit at all, right? DAVID: They aren't even people. They don't even have emotions. BLAIR: "They're bureaucrats, Morty. Shoot them". Or, "They're robots". It's a Rick and Morty line. We're going to get into trouble with the 20 percent of the procurement people who are out there. Again, I just say to my friends in procurement, I don't actually have any friends in procurement, but it's possible that one day I might have a friend in procurement. I would just say that, the problem isn't just in the procurement profession. It's actually in the organizations above procurement who give license to procurement to procure creative and marketing service as though they were widgets. They think that they can drive cost down without affecting the quality or the value to be created. You can't really do that. The responsibility isn't just with procurement. BLAIR: But back to, these people aren't emotionally invested. We, especially if you're the creative person coming up with the concept, we tend to be emotionally invested in the results. You be ruthless with them. You hold the line. As I've already said, they're going to ask until they hear no, so you start with no. There's no need to build rapport or kindness or to ever negotiate out of emotion. If you find yourself being emotional, see if you can't retreat, regroup, let go of whatever it is that you're emotionally attached to. Then re-engage again when you're emotionally detached. But it's like, be ruthless. Hold the line. Don't fall into the trap of this ridiculous idea that you're going to befriend a procurement or a professional negotiator and you're going to, somehow through the strength of your personality, you're going to get to a solution. BLAIR: As you've pointed out, they're robots, or they're bureaucrats. I use that term in this moment out of a little bit of a respect. What I mean by that is, they're not clouded by emotions. They've got a job to do. They've got an objective. They're marching steadily toward that objective and not letting their emotions cloud their judgment, so you should be able to operate at that same unemotional ruthless level. DAVID: All right. Number nine is, use a positive no. Use a positive no. Can you explain that? I presume you can. BLAIR: Let's hope I can. DAVID: Yeah. BLAIR: There are so many different ways that you can say no. I think so many of us have a hard time delivering the word no, because in so many of our businesses, what we do is we find a creative solution to every problem. We don't accept that the answer has to be no to something, so therefore we have a hard time saying no. BLAIR: There are all kinds of different techniques on how to deliver a positive no. I'll just give you a couple of them here. First you just kind of, if there's an objection, you just make sure that you restate the objection. "Okay, I'm hearing that affordability is an issue for you". Then you deliver your no. You start with kind of a yes. "Yes, I hear that affordability is an issue for you". Then you deliver your no. "Listen, I can't give you that price in this specific situation". Then you layer in another yes. "But what I can do is stretch out the payment terms a little bit", or something else. Or throw in some other forms of value. Throughout the entire time, your attitude is always positive. It's not, "Oh, you know, I don't think we can do this". It's not, "There's no way we can do this". BLAIR: There's a time for, "No way". But there's a time when you want to use a positive no. You're nodding your head saying, "Yeah, I'm absolutely hearing you that affordability is an issue for you on this. I can't give you that price in this situation that you're looking for. But here's what I can do for you". Then deliver what it is you can. "I can throw in some extra value. I can stretch out the payment terms a little bit for you". It's all about delivering no with a positive attitude. BLAIR: I'm not saying that's always the approach. I think there are times when it's just a hard line, "No. Take it or leave it", walk away. But in many situations it makes sense to deliver a positive no. DAVID: You're also demonstrating that you've listened. That you care. You may make a decision that's not one they would prefer, but you're not just simply closing up and not listening to them. That's part of restating this to them. BLAIR: Yeah. DAVID: All right. The final one is to use alternatives to no, and you've got a few examples here. Are these used with clients or with pros? I think I probably should have asked that question many times here, because it's been interesting to hear the distinction. Using alternatives to no. Who do you use these with, primarily? BLAIR: Yeah, I would put most of these, like use a positive no or use an alternative to no, I would put most of them under the collaborate column. That means with clients. Where I find myself tending to want to be more ruthless and just deliver hard nos to procurement. Now that's me a little bit worked up emotionally, violating what I said earlier. The truth is, a really good negotiator will use positive nos and alternatives to nos with procurement from time to time. It's not just all hard lines. Although I really believe that you begin with a super hard line with procurement. BLAIR: I think generally speaking, for sure you should use these approaches with clients. The people that you want to have a fruitful working relationship with that. A great alternative to no, and I think this one comes from Chris Voss. If it's not Chris it's somebody else. I'll also, I'm recalling that some of the other techniques I probably got from Reid Holden in his book, Negotiating With Backbone. It's a small book. It's a really good book. Both of those books are great books on negotiating. BLAIR: His line, and again I think it's Chris Voss. Instead of saying no just ask, "Well how would I do that?". If procurement is saying, "Listen, the fees in your proposal, we're not giving you that. We're giving you 60 percent of what you've asked for. You can take it or leave it". Then you essentially turn the problem back onto, instead of saying no you just turn the problem back onto the client. "Okay, 60 percent of the fee. How would I do that? How would I deliver the services that you're looking for at just 60 percent?". DAVID: Mm-hmm (affirmative), and a pause, right? At that point? BLAIR: Right. Always a pause, and we're not talking about that here, but I've talked about the power of pause before. When you pause after you deliver a no or an objection or an obstacle for the client to overcome, you want to pause because whatever you hear next gives you so much information about how much power you have in the buy sell relationship. BLAIR: You could also use a, "Yes, but", instead of asking, "How would I do that?". The client might say, "I don't know. That's your problem. How you do it is your problem". You might say, "Well do you think we have 40 percent profit margin built into this?". "I don't know, that's your problem". You could say, "Yes, but". You could say, "Well you know, I suppose I could deliver on 60 percent of that. I mean, if that's your bottom line. I guess we'll just put the interns on it and remove access to senior people. Access to principles. We'll take our creative director off of it, and yeah, we can meet your price that way". DAVID: They're starting to get a warm feeling. BLAIR: Yeah. I mean, this is where we're having fun now, right? I think when the client asks you to do something ridiculous, you could ask the client, "Well okay. How would I do that?". Or if the client's not going to participate in that question you can offer a solution. Again, this speaks to the title of Gerry Preece's book, Buying Less For Less. The idea that when procurement is buying marketing services, they drive the cost down. What they don't appreciate is, they're driving the quality down. Because in a people based business, the way you get your costs down is, you get less expensive people on the job. BLAIR: Just communicate that to the client. "Okay, we can give you that price. But here are all of the things that we have to strip out". What you're almost certainly going to hear is, "No, we want those deliverables or value drivers at the price you quoted". That's where you can laugh and say, "Yeah, well let me tell you about the things that I want in my life too, that I'm not going to get either". DAVID: One of the things that I've been thinking about my own situation over the years, and something that's hit me. It's given me this kind of warm feeling. I know that sounds weird. But it's when I find myself getting a little bit angry, and that's because I feel like I'm being taken advantage of, or not appreciated to the level I should be. BLAIR: Yeah. DAVID: I can relax and tell myself, "I don't need this that badly. Why don't I just smile and make this more of an interesting exercise?". Not so much a contest, but an exercise to see what I can learn. As long as I'm willing to walk away from it, I don't understand why I'm getting angry. I need to treat this more as a business conversation. It frees up my mind to think in these categories and not get all wrapped up in myself at some point. BLAIR: Yeah. I call that smile and defy. You smile to yourself for a minute. Remind yourself, "Let's not get carried away here. This is just a game". Then you defy what it is that's been asked of you. Then you just see what happens next. You have that ability to do that. I have that ability to do that. Because we're not over-invested in the sale. We're not allocating significant resources from our businesses to close any one particular deal. DAVID: Yeah. BLAIR: When you don't over-invest, and I know and work with lots of agencies who have learned to not over-invest in the sale, everything changes when you're not over-invested. It's easier for you to smile. It's easier for you to use some of these techniques. It's easier for you to walk away from poor fits, knowing that if it really is a good fit, it will come back on your terms. DAVID: Care a lot, but don't care too early. That should be the title of this. BLAIR: That's great advice, yeah. DAVID: All right. We will put some bonus ideas in the show notes. Marcus will help us with that. These are 10, and we'll throw some more in there. This was really fun to talk about, Blair. Let's hope that none of these procurement folks listen to this before you meet them in London, or we will have some real life neutering taking place. BLAIR: I would prefer they did listen, and we had some frank and fruitful discussions. DAVID: Okay. Thank-you, Blair. BLAIR: Thanks David.

In Part 4 of this series, Marc covers the third feedback session with Sara for her personality assessment.   Key Takeaways: [1:12] Marc welcomes you to Episode 98 of the Repurpose Your Career podcast.[1:24] If you’re enjoying this podcast, Marc invites you to share this podcast with like-minded souls. Please subscribe on CareerPivot.com, iTunes, Google Play and the Google Podcasts app, Podbean, Overcast, TuneIn, Spotify, or Stitcher. Share it on social media, or tell your neighbors and colleagues so Marc can help more people. [1:45] Marc thanks everyone who has rated or reviewed the show on iTunes. Repurpose Your Career has 25 ratings and 17 customer reviews. Marc would be most appreciative if you chose to write a review.[2:02] We are rapidly approaching Episode 100 of Repurpose Your Career. Marc is thinking of interviewing his wife, Lotus Miller, about her experiences around their move to Mexico! Mrs. Miller is a former Registered Nurse and massage therapist. [2:26] Next week, Marc will have a special episode — the audio from the webinar that Jeanne Yocum presented to the Career Pivot membership community, called “Pricing Your Services — How to Get it Right.” Setting the right prices is difficult for freelancers and consultants. Jeanne was on Episode 89 of the podcast talking about her book. [3:03] Last week in Episode 97, Marc covered Part 3 of the “Can Sara Repurpose Her Career?” series. This week, Marc will play Part 4 of the series. If you have not listened to Episodes 93, 94 and 97, Marc suggests you stop here and go listen to all episodes, first. You will find the reports for these episodes at Careerpivot.com/sara. [3:48] Marc welcomes Sara back to the podcast. Sara has done her homework. She tells how she makes decisions using her intellect and her intuition. She has her head and her heart involved. [4:50] Marc looks at the homework. Sara was once told by a manager that she is a results-oriented decision maker. She wondered how an employee could not be results-oriented. She has learned that not everyone sees things the same way. [5:56] When Sara has a problem to solve, she asks as many questions as she needs to get all the facts and then she takes the ball and runs with it to get those results. She likes being able to point to the results of her problem-solving. [6:36] Marc reminds Sara that everyone does not think the same and he hopes that she will take time to explain to others how she thinks and decides, so there are no misunderstandings. Marc talks about teaching in mainland China and how differently the Chinese think. [7:49] Sara looks at her Stress Report. There are three sections. They are Interpersonal Relationships, Schedules and Details, and Decision Making. Each section has two pages. The first covers what happens when you go into stress. The second covers what you can do to get out of stress. Sara will explore the second pages on her own. [8:24] Activities to stay out of stress include things you are already doing, things you used to do but stopped doing, and eight choices of things you should try. [9:16] Sara looks at Self-consciousness and Social Energy in dealing one-on-one and dealing in groups. Sara’s social needs are low, meaning she doesn’t want to be around people all day; her self-consciousness is also low, meaning she wants people to deal with her very directly. That is an unusual combination. [9:59] Sara reads her results. It is likely that Sara needs straightforward instruction, praise that is free of sentiment, associates who speak up easily, people who get to the point, direct questions or corrections, freedom from group pressures, special time to be alone, time to be quiet and think, individualized benefits, and a few one-on-one friends. [10:31] Sara says that what resonates with her are straightforward instructions, praise that is free of sentiment, associates who speak up easily, and the rest, except that she is not sure what is meant by individualized benefits. [10:53] Marc explains individualized benefits as meaning, ‘You want to get stroked the way that you want to get stroked.’ [10:58] Sara reflects on what makes her feel valued (from the Career Reflection worksheet). She feels valued when she fills a need. She likes to be needed, personally and professionally. She likes to be depended on. It feels great when someone thanks her for a significant accomplishment, not just for the day-to-day minutia. [12:01] Marc summarizes that Sara wants a level of importance and she wants people to recognize her importance. Sara agrees. She doesn’t want to be relied on for the smaller tasks. [12:46] Marc wants Sara to have ingrained within her the knowledge of what makes her feel valued at work, and to be able to communicate that to others. Marc always loved getting recognition from his clients. Developing software that he never saw anyone use was meaningless to him and didn’t give him ‘strokes.’ [13:46] In Sara’s three pages of needs, there are 30 needs. There will be overlap. Marc will ask Sara to synthesize her 30 needs down to 10 needs and to write an open-ended question for each and what she is listening for. [14:11] Marc cites Jim Camp’s Start with NO, a negotiation book. The art and science of questioning is to get the other side to ‘spill the beans.’ Marc asks Sara to do the same thing, based on her own needs. [14:34] Sara’s things she can do to build resistance: Identify a person or group that interacts with her in an objective manner and spend more time with that person or group. Build a hit list of things she knows have gone well and use it to help gauge her success. [15:00] Sara can find opportunities to assess real signs of success and identify areas that she needs to improve upon. Build a relationship with a coach who, without being shy about it, can help her evaluate how well she has done in a situation. Set aside quiet time for herself every day. She needs solitude to recharge [15:22] Sara can take active steps to protect herself from interruptions when she is working on an important or stressful task. Allocate at least one weekend a month just to be alone with that one person who is most important to her. The more difficult this is to do, the more important it is. [15:39] Sara can prepare herself for big holidays or hectic social periods by spending more time being quiet and alone. [15:47] Sara is already setting aside quiet time for herself every day to recharge and taking active steps to protect herself from interruptions during important or stressful tasks. She has also learned to manage the interruptions. She prepares herself for holidays by spending more time by herself. Marc also avoids holiday parties. [16:56] Sara knows when it’s time to find her happy place in a corner of a room away from other people. Marc talks about the difficulty introverts have in being social. [17:42] On page 5, Sara reads about managing her needs for insistence and restlessness. Sara is low insistence, which means she does not like rules imposed on her. Sara’s restlessness rating shows she does not like to be interrupted. [18:15] Sara may need freedom from close controls, a minimum of structured routine, direct access to everyone, unusual and stimulating tasks, flexible rules and policies, a minimum of abrupt changes in routine, consistently applied policies or rules, only one or two tasks at a time, protection from interruptions, and predictable schedules and tasks. [18:45] Sara disagrees with the minimum of structured routine. She seeks it out and makes it for herself. Marc reminds her that she is a structured anarchist. She would very much prefer the structure to be her own. Sara agrees. She does not want others to impose it. Direct access means she does not do well with a bunch of gatekeepers. [19:51] Unusual and stimulating tasks and flexible rules and policies, and consistently applied policies or rules also resonate with Sara. Sara likes consistency, in general. [20:17] Marc also considers it to be a need for fairness and Sara agrees. Regarding working on one or two tasks at a time, Sara is not a believer in multi-tasking. Marc also has a low restlessness score and he does his best work when he is not interrupted. [20:56] Marc keeps his phone away from himself when he needs to concentrate. He turns the automatic download in Outlook off. People with low restlessness scores tend to have ‘bright, shiny object syndrome’ and their productivity goes way down. [21:27] It can be very stress-reducing for Sara to protect herself from interruptions, and she can boost her productivity be avoiding interruptions. Sara also is happiest when her tasks are not tightly controlled by others. She would much rather be asked than told to do a task. [22:34] Sara reads some things she can do to stay out of stress. Sara can set aside time each week to follow some new interest or satisfy new curiosity, indulge her sense of adventure whenever possible, and use vacations or hobbies to try new activities. [22:54] Sara can create frequent opportunities to discuss future goals, plans and activities with her family and/or coworkers; make schedules that allow her flexibility in executing tasks and plans; and develop work schedules that allow her to spend significant periods of time on one project, without interruption. [23:14] Sara can use time management skills, gatekeepers, and any other means to protect herself from distractions and obstructions from working on tedious tasks and arrange major work schedules in such a manner that she can fit in a few interruptions without getting behind. [23:37] Sara can establish routines for the beginning or end of the day to provide background structure when life gets busy. [23:50] Sara is already doing the last activity. She has established alone thinking time for every morning getting ready for the day and in the evening getting ready for bed. She follows them even if she goes traveling. Marc wants Sara to be very aware of keeping those patterns as habits. [25:35] Sara has not yet regularly set aside weekly time to follow new interests or satisfy curiosity but she has tried it from time to time. She indulges her sense of adventure whenever possible and tries new activities on vacations or as hobbies. She sees that finding the time to do more of that would bring her greater satisfaction. [26:15] Marc reminds Sara to take time out during the day to do something creative. So far, she is not taking enough time to do that. She is very task-oriented which keeps her from taking breaks. That frustrates her. Having a creative streak and being so orderly is an unusual combination. [27:02] Sara looks at managing needs for physical energy and thought. Sara is rated moderately on physical energy — she’s not inactive and not extremely active. Sara is rated moderately low on thought. Sara reads her 10 likely needs. [27:26] Sara may need a minimum of prolonged activity, stimulation of new ideas, friendly low-key surroundings, time for reflective thought, unhurried work conditions, quick decisions from others, forceful and definite bosses or peers, and a minimum of ambiguity in situations. [27:59] Sara may also need thoughtful suggestions from others and opportunities to take action quickly. [28:03] Being moderately low in thought means Sara likes to make big decisions in a fairly matter-of-fact basis but if there is no right answer, or there is a lot of ambiguity, it is likely to cause Sara stress. Marc relates a client example. [30:24] Sara lists the needs that resonate with her: stimulation of new ideas, friendly, low-key surroundings, time for reflective thought, unhurried work conditions, quick decisions from others, thoughtful suggestions from others, and opportunities to take actions quickly. [30:50] The ‘thoughtful suggestions from others’ need is in the same vein as the preference to be asked and not told. Fairness plays into this. The cohesiveness of the team is really important. [31:25] To avoid stress, Sara can plan schedules and projects so she can stop and think about where she has been and where she is going, give more time to abstract or philosophical thought and activities, and avoid taking on too many projects or social obligations when things are getting hectic at work. [31:50] Sara can develop a relaxing, low-key hobby or recreation and make use of the curative powers of this activity often, and build family plans and goals, carefully using a thorough planning procedure so that she looks at all the factors and options for important decisions. [32:11] Sara can develop contacts with aggressive but careful thinkers who can help her think things through carefully without holding her back unnecessarily, work out rules with those close to her that allow her to move quickly on little issues but help her to be cautious on important ones. [32:33] Sara can remind family and co-workers that she needs fast-paced action when decisions are required and ask them to push options aggressively while helping her avoid black-and-white thinking. [32:46] Sara tells which activities resonate with her: getting fast-paced action when decisions are required and help to avoid black-and-white thinking is important to Sara. Marc encourages Sara to develop a relaxing, low-key hobby or recreation and make use of the curative powers of this activity. [33:22] Marc asks Sara to use her creative streak to figure out the activity and to give herself permission to take the time to go off and do it, understanding that she will be a better person for it. Sara just finished an assignment of making a personal video that related to work, to be used at work. She was very excited to have that creative outlet. [34:57] Marc asks Sara to give herself permission to sit with that feeling — the combination of knowing her project was wanted and being able to be creative with it. Marc asks her to bookmark it mentally so that when something else comes up, she can bring this feeling back. Sometimes she may need to go ask for similar projects. [36:25] Sara compares her work role to being typecast as an actress. Marc explains as we hit our 50s and 60s, staying in our role becomes exhausting to us. The stamina of our 30s and 40s is no longer there. [37:17] Marc gives Sara homework. Synthesize the 30 needs down into about 10. Then write an open-ended question about each need, and know what to listen for  when she asks these questions — if the answer feels right to her, or if she should run away as fast as she can go. She needs to know her red flags and pay attention to them in interviews. [38:08] Sara also needs to take her assignment of usual behavior, strength phrases that she translated into her own words and turn them into a narrative. This will be her story to share about herself. The key piece is to write it the way she talks, not the way she writes. Marc suggests saying it into her phone then transcribing it. [38:47] Sara’s third assignment for this session will be to talk to three people at work she knows and trusts and three people from her personal life and ask them each for three to five phrases that describe her. [39:10] We behave a certain way at work and another way in our personal life. Marc wants Sara to note the words both sets of three people use, and look for overlap. [39:37] Marc will do one feedback session more with Sara that will not be recorded for the podcast, so this podcast series is completed. [39:49] Sara says she has learned from the experience so far that she is a lot more comfortable with what she is seeking. She has been aware of a lot of what was discussed for a while but she is now more comfortable in articulating it and leveraging it for a future job search. [40:28] Sara synopsizes what she learned about herself, that now she feels like she has the understanding to rebuild her LinkedIn profile and the words and phrases to tell her interesting story in a professional setting. [42:42] Check back next week when we will hear Jeanne Yocum discuss pricing your services — how to get it right.   Mentioned in This Episode: Careerpivot.com CareerPivot.com/Episode-89 Jeanne Yocum The Self-Employment Survival Guide: Proven Strategies to Succeed as Your Own Boss, by Jeanne Yocum Start with NO: The Negotiating Tools that the Pros Don't Want You to Know, by Jim Camp CareerPivot.com/Episode-93 Sara Part 1 CareerPivot.com/Episode-94 Sara Part 2 CareerPivot.com/Episode-97 Sara Part 3 Sara’s Reports Outlook LinkedIn Birkman Assessments   Please pick up a copy of Repurpose Your Career: A Practical Guide for the 2nd Half of Life, by Marc Miller and Susan Lahey. The paperback, ebook, and audiobook formats are available. When you have completed reading the book, Marc would very much appreciate your leaving an honest review on Amazon.com. The audio version of the book is available on the iTunes app, Audible, and Amazon.   Marc has the paid membership community running on the CareerPivot.com website. The website is in production. Marc is contacting people on the waitlist. Get more information and sign up for the waitlist at CareerPivot.com/Community. Marc has six initial cohorts of 10 members in the second half of life. Ask to be put on the waiting list to join a cohort and receive more information about the community as it evolves. Those in the initial cohorts are setting the direction of this endeavor. This is a unique paid membership community where Marc will offer group coaching, special content, mastermind groups, branding sessions and, more importantly, a community where you can seek help.   CareerPivot.com/Episode-98 Show Notes for this episode. Please subscribe at CareerPivot.com to get updates on all the other happenings at Career Pivot. Marc publishes a blog with Show Notes every Tuesday morning. If you subscribe to the Career Pivots blog, every Sunday you will receive the Career Pivot Insights email, which includes a link to this podcast. Please take a moment — go to iTunes, Stitcher, Google Play and on the Google Podcast app, Podbean, TuneIn, Overcast through the Overcast app, or Spotify through the Spotify app. Give this podcast an honest review and subscribe! If you’re not sure how to leave a review, please go to CareerPivot.com/review, and read the detailed instructions there.   Email Marc at Podcast@CareerPivot.com. Contact Marc, and ask questions at Careerpivot.com/contact-me You can find Show Notes at Careerpivot.com/repurpose-career-podcast. To subscribe from an iPhone: CareerPivot.com/iTunes To subscribe from an Android: CareerPivot.com/Android Careerpivot.com

In part #2 of this interview with Todd Camp (co-owner of Camp Negotiations) and son of the late (best-selling author) Jim Camp who authored the best-selling book "Start With No!” and transformed the world of negotiation. We’re also joined by co-owner Dave DeSantis on today’s show where Todd and Dave tie it all together and unveil their most-closely guarded negotiating secrets.  Listeners can also download the FREE 1-page PDF cheat sheet “Why Your Prospects Say No!” at www.CampNegotiations.com/offer

In Part 4 of this series, Marc covers the third feedback session with Juan for his personality assessment.   Key Takeaways: [:59] Marc welcomes you to Episode 90 of the Repurpose Your Career podcast. Marc started this podcast the last week of October 2016. He never expected to reach Episode 90, nor to get the positive reception he’s received from many of the episodes. Marc wants to do something special for Episode 100! [1:34] If you’re enjoying this podcast, Marc invites you to share this podcast with like-minded souls. Please subscribe on iTunes, Google Play, Podbean, Overcast, TuneIn, Spotify, or Stitcher. Share it on social media, write an honest iTunes review, or tell your neighbors and colleagues so Marc can help more people. [1:58] Marc reads a couple of iTunes reviews. Adine1965 started a new job search and found Career Pivot. “I don’t miss a single episode. With Marc’s help and insight, I’m starting to reframe the next steps in my career and tell my story in a new and better way.” [2:29] Mark Anthony Dyson says, “Engaging and informative. Big fan of this podcast as Marc takes us through many phases of the over-40 journey. Listen to his shows on moving to another country! … Marc will say he’s a recovering engineer only to let you know he is analytically inclined with a propensity to give you the truth with no chaser!” [3:04] Mark Anthony Dyson will be back to help Marc with another Q&A session in the next month or so. [3:11] Marc has added links to the Career Pivot podcast for Podbean, Overcast and TuneIn so there are all kinds of places you can get this podcast. [3:21] Next week, Marc will be talking about his family’s next steps in moving to Mexico. Marc is recording this episode about six weeks into his current visit and he has a major announcement for listeners. He wants you to hear why the family is accelerating the process and the choices they are making. [3:42] This week, Marc presents part four of “Can Juan Repurpose His Career?” Juan is in his mid-fifties, a former school teacher, technology trainer, adjunct professor, and a multipotentialite. Juan is trying to figure out what is next. [3:59] If you have not listened to the first three parts of this series, please stop now and listen to Episode 83, Episode 84, and Episode 88. Find the reports used in this series at CareerPivot.com/Juan. You may pause the episode now to download the reports. [4:31] Juan was calling in from a hotel in Central America, so the audio is less than optimal. [4:43] Marc welcomes Juan to the third feedback session. Juan has been doing some homework. His assignment was to review three problems he solved at work and three problems he solved in his personal life to study his thought process. He comments on the insights he received from the reports. Juan deliberates over decisions and takes time when he can. [7:00] Juan says that under stress he will make a quick decision. He uses the example of his divorce as a quicker decision. On the job front, he makes sure he has a gig lined up before he leaves a job. [8:25] Marc and Juan look at the stress report. There are three sections in it. The sections are interpersonal relationships, schedules and details, and decision-making. The first page covers what you can do when you are under stress to get out of stress. [9:11] The interpersonal section shows Juan’s needs in self-consciousness and dealing with people. Juan likes to be respected and is an introvert. Juan reads a list of 10 needs that likely relate to him personally. [10:10] Juan needs respected titles and status, personalized benefits, criticism balanced by praise, genuine pats on the back, close individual ties, freedom from group pressures, special time to be alone, time to be quiet and think, individualized benefits, and a few close one-on-one friends. Juan picks the top four of this list. They all fit. [11:15] Each section contains 10 needs. Juan will consider them all and synthesize them down to his 10 most important needs. Then Juan will write a probing open-ended question for each need. Juan needs to know how to figure out if he will get them. He needs to know what to listen for. [11:55] At the bottom of the page are things Juan can do to avoid stress in these areas. Spend time with a special person, keep a list of your recent successes, do things you feel good about, have for casual exchanges with superiors, set aside quiet time, protect yourself from interruptions. Allocate one weekend a month for your significant other. [13:07] Prepare for holidays or hectic social periods by spending more time alone. Juan really relates to this one. Juan is already doing some of these. Marc relates to spending time alone as well, especially during the holidays. Marc doesn’t go to holiday parties. [14:45] On page 5 is the topic of managing needs for insistence and restlessness. Insistence is your need to have rules and structure. Juan is relatively high in insistence. Restlessness is your need for variety. Juan is average in restlessness. Juan needs the following items. [15:14] Organizational support, detailed instructions, steady, predictable income, clearly defined responsibilities, specific rules and policies, novelty and change in your day, frequent shifts in your activities, an independent work role, varied or complex work activities, and changes in the group or the scenery. [15:45] Novelty, an independent role, clearly defined responsibilities, changes in group or scenery stand out the most for Juan. The steady predictable income is what kept him on as a teacher, but he didn’t feel professionally respected. [16:42] Juan’s need for variety and for rules and structure contrast each other. [16:52] Juan reads tips to build resistance and avoid stress in these areas. Identify an important recurring task you do well and schedule time for that task at the beginning of a work period or cycle, schedule important tasks in a way that allows for interruptions but protects the important tasks. Establish your schedule in writing. [17:24] Set aside time every day to organize your thoughts and plan your day or to review the day’s progress and plan the next day. Build up a stockpile of small worthwhile projects to work on when you need a break from a boring task. [17:41] Develop schedules and time management habits that allow you to routinely work on or monitor several tasks every day. Keep variety and a sense of newness in your hobbies and social life. Avoid taking on home projects that will require you to do essentially the same tasks every day and night for months on end. [18:07] Marc stresses that Juan should pay attention to keeping variety and a sense of newness in his hobbies and social life. You can find enjoyment and a needed break in hobbies. Juan is spending time keeping on top of technology changes to keep current. His stockpile of small worthwhile projects is technology projects. [19:23] Juan keeps a variety and sense of newness by traveling, meeting new people and attending conferences. Juan agrees that he needs new challenging projects at home. Juan enjoys diving into ambiguity in his freelance and consulting work and seeing what’s new. [20:30] The next area is managing needs for physical energy and thought. A minimum of prolonged activity, stimulation of new ideas, friendly, low-key surroundings, time for reflection, unhurried work conditions, time to think decisions through, support from others on decisions, opportunities to talk out worries, and offers of assistance and help. [21:08] The last is cautious decision-making by others. Juan relates to the stimulation of new ideas, friendly, low-key surroundings, unhurried work conditions, support from others in decisions. Juan notes he is relocating out of state to a new low-key surrounding with minimal pressure. He does not want to work in a factory. [22:03] Juan wants support from others on decisions. He likes Marc’s writings, the community forum, Career Pivot. He appreciates the offers of assistance from others on the community forum. Juan looks to others who have made cautious decisions who have been inspirational in Juan’s pivoting. [22:38] To build resistance and avoid stress, Juan should plan schedules and projects taking time to stop and think about where he has been and where he is going, give more time to abstract or philosophical thought activities, and avoid taking on too many projects or social obligations when work is hectic. [23:03] Juan should develop a relaxing, low-key hobby or recreation and make use of the curative powers of this activity often. Build life goals and important plans carefully with thorough discussion from those close to him and advice from knowledgeable advisors. [23:24] Juan should develop close relations with patient and effective advisors who will reflect on his ideas with him and help him think carefully about important issues. Juan should keep abreast of major developments in his work area so he is ready to deal with issues they arise and have a good idea of where to go for assistance and information. [23:47] Juan should remind those close to him that he needs careful preparation before making a decision and elicit their support in developing several options to consider. [24:00] Juan is giving more time to philosophical thought and activities, such as exercise, yoga, meditation, healthy eating, avoiding things that would threaten his health. Juan is avoiding taking on too many projects as he has overwhelmed himself in the past. Juan is building life goals, working with Marc and others. [24:58] As technology in business is changing, Juan is staying abreast of issues like AI and how his field is affected. Juan says the report gives him a map to follow. [25:53] Marc assigns homework to Juan. Synthesize the 30 needs down to 10. Read a blog post Marc will send him about how to write open-ended questions; develop an open-ended question for each of the 10 needs and then know what he is listening for. [26:18] Marc assigns Juan to approach three people from his personal life and three people from his work life and ask them to give him three to five phrases that describe him. Marc expects there will be a difference between the people who know him from work and the people who know him more socially. Juan needs to look for the difference. [27:07] Juan shares with the audience that he is relocating abroad. He is inspired by Marc and Mrs. Miller and their experiences as well as the experiences of other friends who have moved to new areas. Juan is looking for a low-key, low-stress area to refresh and recharge. With no dependents and no home, it is easy for him to move. [28:28] Juan notes the impending healthcare disaster in the U.S. Juan sees a new future in San Jose, Costa Rica. He has met people from all over who expatriate there. He feels like he is in a new Paradise. [29:48] Marc thanks Juan for participating in this series and says people have told him how it has resonated with them. Juan thanks Marc for changing his life. [31:02] Marc says Juan is in the process of making some major decisions and working through the Career Pivot evaluation has been a real help to him. Juan was in the initial cohort of the Career Pivot Community website. [32:17] In a couple of weeks, Marc will be starting the next series, with “Can Sarah Repurpose Her Career?” Sarah (not her real name) is employed, a closet creative, and a structured anarchist. Sarah’s personality is quite interesting. [33:08] Check back next week, when Marc will be talking about their next steps in moving to Mexico. There will be a major announcement you will want to hear. Marc wants you to hear the reasons they are accelerating the process and the choices they are making.   Mentioned in This Episode: Careerpivot.com CareerPivot.com/Episode-83 “Can Juan Repurpose His Career? Part 1” CareerPivot.com/Episode-84 “Can Juan Repurpose His Career? Part 2” CareerPivot.com/Episode-88 “Can Juan Repurpose His Career? Part 3” Reports used in the Feedback Session with Juan Doe Start with No: The Negotiating Tools that the Pros Don't Want You to Know, by Jim Camp   Please pick up a copy of Repurpose Your Career: A Practical Guide for the 2nd Half of Life, by Marc Miller and Susan Lahey. The paperback, ebook, and audiobook formats are available. When you have completed reading the book, Marc would very much appreciate your leaving an honest review on Amazon.com. The audio version of the book is available on the iTunes app, Audible, and Amazon.   Marc has the paid membership community running on the CareerPivot.com website. The website is in production in Beta Mode. Marc is contacting people on the waitlist. Get more information and sign up for the waitlist at CareerPivot.com/Community. Marc has five initial cohorts of 10 members in the second half of life. They are guiding him on what to build. Shortly, Marc will start recruiting members for the sixth cohort who are motivated to take action and give Marc input on what he should produce next. Ask to be put on the waiting list to join a cohort. This is a unique paid membership community where Marc will offer group coaching, special content, mastermind groups, branding sessions and a community where you can seek help.   CareerPivot.com/Episode-90 Show Notes for this episode. Please subscribe at CareerPivot.com to get updates on all the other happenings at Career Pivot. Marc publishes a blog with Show Notes every Tuesday morning. If you subscribe to the Career Pivots blog, every Sunday you will receive the Career Pivot Insights email, which includes a link to this podcast. Please take a moment — go to iTunes, Stitcher, Google Play, Podbean, TuneIn, Overcast through the Overcast app, or Spotify through the Spotify app. Give this podcast an honest review and subscribe! If you’re not sure how to leave a review, please go to CareerPivot.com/review, and read the detailed instructions there.   Email Marc at Podcast@CareerPivot.com. Contact Marc, and ask questions at Careerpivot.com/contact-me You can find Show Notes at Careerpivot.com/repurpose-career-podcast. To subscribe from an iPhone: CareerPivot.com/iTunes To subscribe from an Android: CareerPivot.com/Android Careerpivot.com

Links:https://www.foregroundweb.com/Miscellaney:The name I couldn't remember regarding "building a vision" is Jim Camp. If you haven't read his book "No: The Only Negotiating System You Need for Work and Home" (not the other one that's available on Kindle; it sucks) then do not tarry. Read this book or an equally good book with a very similar perspective: "Never Split the Difference: Negotiating as if Your Life Depended on It" by Chris Voss. Better yet, read them both and learn about the power of empathy and questions.The songs that got me so amped up prior to recording the introduction for this show were "Bullet in the Head" and "Know Your Enemy", possibly my favorite one-two punch by Rage Against the Machine, mostly because of the incredible bass work by Tim Commerford and the bone-chilling vocal outro on "Know Your Enemy".

In this episode, Marc answers questions with his trusty sidekick, Elizabeth Rabaey. You can learn about her career pivots in Episode 020. Listen in for ideas on exploring the job market, transitioning from teaching, the relevance of resumes, and tips for competing against internal candidates!   Key Takeaways: [2:14] Elizabeth shares her story, and how Marc has helped guide her to her latest pivot, which has worked out well. Elizabeth invites listeners to listen to Episode 20, and connect with her on LinkedIn to share experiences. [3:25] Q1: I am 57 and have recently retired from teaching H.S. science. I am seeking a freelance, travel freelance, or consulting job. I love to write, but not for a corporation. I love to travel and compare educational systems to create learning activities. I tried to start an early-learning school, but did not get enough students. Can you help me? [4:22] A1: Marc talks about teaching H.S. math. He said teachers live a very isolated life, and are disconnected from the world. Marc wants this former teacher to explore. Travel blogging is one choice. Marc challenges him to focus on exactly what his writing emphasis will be. Marc can share resources for travel blogging if you contact him. [6:35] Marc says to do homework, and find the opportunities. Teachers sometimes suffer from ‘MSU,’ because they don’t have the background. By the way, there is a huge cohort of teachers about to retire. Marc says it will take a lot of exploration for teachers to choose a direction and follow it. It won’t be easy. [7:16] Q2: I am looking for a resume writer. I have seen prices from $200 to $5,000. Man! Why such a difference? Am I wasting money if I’m paying ‘crazy expensive?’ What do you think? [7:40] A2: The resume is not nearly as important as it used to be. It is a good idea for new graduates, spend a little for help with your resume. For high income executives, it might make sense to spend $5,000 for a resume. For most in the second half of life, the resume is not what gets us the job; it’s the personal connections. Marc suggests a book. [8:44] The huge range of resume costs reflects the amount of work needed for it. If you’ve got a decent resume to start, you can do it yourself, or get someone to clean it up. If you have no resume, it’s probably worth spending $500 to $1,000 with a decent resume writer. Marc offers low-end and a high-end suggestions for resume writers. [12:17] Elizabeth wonders about switching career fields. Marc advises job shifters to reframe their experience for the particular job they are pursuing. He recommends Jobscan.co as a reframing resource. Also, the Modernize Your Resume book. But making a transition requires working your network connections, more than your resume. [14:31] Marc talks about a client who has recruiters reaching out to her through her LinkedIn profile, regardless of her resume. If you get past the recruiter, you are fine. [15:24] Q3: I am interviewing for a position where I know I am up against three internal candidates. Do you have any advice for how to compete for a position when the competition are coming from the inside of the company? [15:40] A: Understand that when you are going up against internal candidates, you are going to lose a significant portion of the time. The hiring manager will make the safe choice. They know what they are getting. Marc says, go for it. Why are they interviewing you against these internal candidates? That’s what you’ve got to find out. [17:17] What is the real problem? If they have three internal candidate, and one external candidate, they are looking to the external candidate for some reason. They may be looking for different ideas. Look on LinkedIn and find out as much about that department and their recent hiring, as you can. Have they been hiring externally? [18:10] Marc gives the example of Nation Instruments, who hire mainly college graduates, who either stay, 7-10 years, or their entire career. They rarely hire externally. Marc says: go for it, be aggressive, ask good questions, find out why they are looking at an external candidate, and don’t get your hopes way up. Marc cites Jim Camp. [20:18] You have nothing to lose. Really do your homework, and ask great questions. “If I poke you here, does it hurt?” What you’re trying to do is get them to spill the beans, as Jim Camp says in his negotiating book, Start With No. Then you have a way to position yourself. When you don’t get a job, always get on LinkedIn afterwards and see who did. [22:03] Next episode will be with Richard Eisenberg, Managing Editor of Next Avenue, talking about the origins of Next Avenue, and where it’s going.   Mentioned in This Episode: Careerpivot.com Contact Marc, and ask questions at: Careerpivot.com/contact-me Episode 020 Elizabeth Rabaey Elizabeth Rabaey on LInkedIn The Smart Passive Income Online Business and Blogging Podcast Modernize Your Resume: Get Noticed ... Get Hired, by Wendy Enelow and Louise Kursmark L. Xavier Cano, The Resume WhizTM Resumes That Stand Out!: Tips for College Students and Recent Grads for Writing a Superior Resume and Securing an Interview, by L. Xavier Cano Chameleon Resumes by Lisa Rangel Jobscan.co National Instruments Start with NO...The Negotiating Tools that the Pros Don't Want You to Know, by Jim Camp Next Avenue CareerPivot.com Episode34   Take a moment — go to iTunes, Stitcher, or Google Play. Give this podcast a review and subscribe! If you’re not sure how to leave a review, please go to CareerPivot.com/review, and read the detailed instructions there.

Jim Camp is an internationally sought negotiation coach and trainer, and developer of the Coach2100™ technology, a proprietary, patient pending negotiation project management and training system. He is also author of NO: The Only Negotiating Strategy You Need for Work and Home (Crown), the revised and updated version of his previous critically acclaimed business book, Start with No. As president and founder of The Camp Group, a negotiation training and management firm, Camp has coached individuals, companies, and governments worldwide through hundreds of negotiations, including Motorola, Intel, Applied Materials, Honda, Suzuki, KLA-Tencor, Texas Instruments, Merrill Lynch, IBM, and Prudential Insurance. Camp’s services are so prized that he has to sign confidentiality agreements with his clients so their adversaries can’t discover that Camp, their “secret weapon,” is on their team.

Jim Camp is an internationally sought negotiation coach and trainer, and developer of the Coach2100™ technology, a proprietary, patient pending negotiation project management and training system. He is also author of NO: The Only Negotiating Strategy You Need for Work and Home (Crown), the revised and updated version of his previous critically acclaimed business book, Start with No. As president and founder of The Camp Group, a negotiation training and management firm, Camp has coached individuals, companies, and governments worldwide through hundreds of negotiations, including Motorola, Intel, Applied Materials, Honda, Suzuki, KLA-Tencor, Texas Instruments, Merrill Lynch, IBM, and Prudential Insurance. Camp’s services are so prized that he has to sign confidentiality agreements with his clients so their adversaries can’t discover that Camp, their “secret weapon,” is on their team.