Podcasts about salespeople

Welcome to Sales & Cigars—where the only smoke we blow is from cigars. This week, Walter sits down with Rocky Lalvani, the numbers-savvy entrepreneur behind Profit Comes First and the Profit Answer Man podcast. Rocky is on a mission to help business owners truly understand the business of business—from P&L and cash flow to aligning sales compensation with long-term growth. If you've ever had a killer sales quarter but still couldn't figure out where the money went, this episode is for you. Rocky breaks down how to build wealth, why market share is won in tough times, and what business owners need to do before turbulence hits. In This Episode: • Why so many business owners don't actually understand their own numbers • The difference between revenue, profit, and cash flow (and why it matters) • What Rocky learned from growing up in an immigrant family obsessed with money strategy • How your relationship with money shapes your business decisions • Why “cut costs” isn't the only play—and what to focus on instead • Aligning your sales comp plan to drive profit, not just gross revenue • Planning for a downturn before it happens—emotion-free decision-making • Real talk on what freedom actually means for most entrepreneurs Critical Ideas: • Market share is earned in bad times—don't freeze, take action • If your team doesn't understand profit, your comp plan is working against you • Your sales team should be aligned with your operations team, not at odds • Salespeople will follow the money—so incentivize the right behavior • You need to understand why your clients buy—not just what they buy     Connect with Michael Cole and Next Level Technician: • Website: https://profitcomesfirst.com/ • Free Book: https://profitcomesfirst.com/the-profit-blueprint • Profit Answer Man podcast: https://profitcomesfirst.com/podcasts/   Connect with Walter Crosby and Sales & Cigars: Website: Helix Sales Development LinkedIn: Walter Crosby Instagram: @wcrosby248 Facebook: Helix Sales Development     Share Your Thoughts: We'd love to hear your feedback and experiences! Drop us a line and join the conversation on social media using #SalesAndCigars. Never Miss an Episode! Join the Sales & Cigars community by subscribing to our podcast and YouTube channel: Subscribe to the Podcast: Apple Podcasts: Subscribe on Apple Podcasts Spotify: Follow on Spotify ...and wherever you listen to podcasts! Subscribe to Us on YouTube: Stay updated with our latest video content by subscribing to our YouTube channel. Hit the bell icon for notifications on new uploads! YouTube: Sales & Cigars Channel Stay in the loop: By subscribing, you'll get instant access to new episodes, insightful conversations, and bonus content designed to elevate your sales skills and more. Keep savoring those cigars and stay sharp in sales! Until next time, keep listening to Sales & Cigars—the podcast where the only smoke we blow is from cigars.

In the fast-paced world of sales, gaining a competitive edge is crucial. But what if the key to success lies not in aggressive tactics, but in building trust and creating value? In this episode, I sit down with Tim Castle, CEO of the Negotiator's Edge and author of "The First Domino," to explore the art of negotiation and its impact on sales success.      The Power of Trust Building Discover why trust is the ultimate competitive advantage in today's market. Learn how to demonstrate empathy, transparency, and reliability to forge stronger connections with prospects and clients. AI-Enhanced Negotiation Strategies Explore how artificial intelligence is revolutionizing the negotiation process. Tim reveals how AI can help you: Prepare more effectively for client meetings Understand your prospect's behavioral profile Receive real-time coaching during negotiations The "9 Before 9" Strategy Uncover Tim's powerful technique for creating sales momentum. By completing nine revenue-generating actions before 9 AM, you'll plant seeds for future success and start each day with a winning mindset. Believing in the Possible Tim shares his personal motto and how it can transform your approach to sales challenges. Learn to reframe obstacles as opportunities and push beyond self-imposed limits. This episode is packed with actionable strategies to elevate your negotiation skills and close more deals. Whether you're a seasoned sales professional or just starting out, you'll gain valuable insights to help you thrive in today's competitive landscape. Are you ready to unlock your full potential as a negotiator and sales expert? Listen now and discover how to create lasting value for your clients and your career.                                    Key Moments 00:00:00 - Building Trust in Sales: The Competitive Edge Trust-building is crucial in sales, especially in the early stages. Demonstrating empathy, transparency, reliability, and capability are key components. Salespeople should focus on humanity and transparency to gain a competitive advantage, as these skills are harder to replicate and differentiate from high-quality products and consistent delivery. 00:01:11 - Introducing Tim Castle: Negotiation Expert and Author Tim Castle, CEO of Negotiators Edge and author of "The Art of Negotiation" and "The First Domino," discusses his background and expertise in negotiation. He explains his concept of being a "negotiation futurist" and the importance of leveraging AI in negotiation strategies. 00:04:48 - The First Domino: Landing Your First Client in 90 Days Tim Castle introduces his new book "The First Domino," which focuses on helping salespeople and entrepreneurs land their first flagship client within 90 days. The book covers strategies for differentiation, credibility-building, and overcoming challenges in the early stages of sales or business development. 00:14:29 - The MAGIC Framework for Sales Success Tim Castle presents the MAGIC framework for sales success: Make connections, Add value, Give value willingly, Inspire others' growth, and Connection. This approach emphasizes building relationships, providing value without expectation, and inspiring growth in others to create a strong network and sales momentum. 00:20:39 - The Negotiator's Edge: Leveraging AI in Negotiation Tim Castle discusses the Negotiator's Edge, emphasizing the importance of using AI for preparation, understanding client challenges, and improving negotiation strategies. He explains how AI can enhance EQ, simulate role-playing scenarios, and provide valuable insights for more effective negotiations. 00:33:04 - The 9 Before 9am Strategy for Sales Momentum Tim Castle shares the "9 before 9am" strategy for creating sales momentum. This approach involves completing nine revenue-generating actions before 9am each day, such as personalized outreach or business meetings. This strategy helps build a strong pipeline and creates a proactive mindset for sales success. 00:35:58 - Negotiation Strategy vs. Tactics: Understanding the Difference Tim Castle explains the difference between negotiation strategy and tactics. Strategy focuses on the overall game plan and long-term outcomes, while tactics are specific moves or techniques used in the moment. He emphasizes the importance of value creation in negotiation rather than relying solely on tactics. 00:42:35 - "Believe It's Possible": A Motto for Success Tim Castle shares his personal motto, "Believe It's Possible," and how it can be applied to overcome challenges and achieve seemingly impossible goals. He encourages adopting this mindset as a default, using it as a decision filter, and reprogramming self-talk to build mental resilience and drive success. About Tim Castle Tim Castle is a negotiation futurist, multi-award winning bestselling Author, notably The Art of Negotiation, The Momentum Sales Model and launching soon The First Domino. Founder of The Negotiators Edge Training Academy, at the nexus of influence, persuasion and value creation in an AI centric world. Recognized in the World's Top 30 Negotiation Professionals 2025. Host of The Tim Castle Show. Follow Us On: ·         LinkedIn ·         Twitter ·         YouTube Channel ·         Instagram ·         Facebook Learn More About FlyMSG Features Like: ·         LinkedIn Auto Comment Generator ·         AI Social Media Post Generator ·         Auto Text Expander ·         AI Grammar Checker ·         AI Sales Roleplay and Coaching ·         Paragraph Rewrite with AI ·         Sales Prospecting Training for Individuals ·         FlyMSG Enterprise Sales Prospecting Training Program Install FlyMSG for Free: ·         As a Chrome Extension ·         As an Edge Extension    

Why New Salespeople Struggle New hires, whether they are brand-new to sales or just new to the company, almost always take time before they start delivering results. Yet leaders in Japan often expect immediate miracles. The reality is that ramp-up takes time, especially in a culture where relationships drive business. Even experienced people entering a new organisation need months to learn internal systems, client expectations, and industry nuances. When unrealistic expectations are placed on them from day one, they start their career already on the back foot. Mini Summary: Unrealistic day-one expectations ignore how sales in Japan actually work — relationships and systems take time to build. What Makes Recruitment So Expensive? Recruiting salespeople in Japan is costly, partly because talent is scarce. Agencies often charge fees of around 35–40% of the first year's base salary. Add to that the salary itself — especially for English-speaking salespeople, who can command 20–30% higher compensation — and the initial outflow of money is massive. The problem is that while expenses flood out from day one, revenue from the new hire trickles in slowly. This creates enormous pressure on sales leaders, who then expect results too quickly. It becomes a vicious cycle: high cost, unrealistic demands, early disappointment. Mini Summary: With recruiting fees and salaries high, companies demand too much, too soon, from new sales hires. Why Superficial Training Fails Many firms assume salespeople “already know how to sell” and restrict onboarding to product knowledge. The new hire is shown the catalogue, given a few manager-accompanied visits, and then sent off to perform. But very few Japanese salespeople have ever received professional sales training. Most only get a thin slice of OJT — On the Job Training — and are left to figure the rest out. Without proper skills, they default to pitching randomly, relying on brochures and luck. Professional training, by contrast, teaches how to ask powerful questions, design solutions that match real needs, handle objections, and close the sale. A new hire with these skills instantly outperforms the average local salesperson who never learned them. Mini Summary: Superficial onboarding wastes money. Proper sales training equips new hires with skills that immediately lift performance. What's Wrong with Sales Targets? Target-setting in Japan is often based more on fantasy than fact. Leaders pluck numbers from thin air, with no real data behind them, and then demand the newcomer hits them. For someone in their first year, these inflated targets crush confidence rather than inspire effort. In our firm, we took a different approach. We built a spreadsheet tracking each salesperson's revenue quarter by quarter from their day one. By analysing averages, we could see what was truly realistic for year one, year two, and beyond. This gives a scientific base for setting expectations, avoiding the destructive guesswork that drives people away. Mini Summary: Data-driven targets build confidence and realism; fantasy numbers only drive frustration and turnover. Why Retention is the Real Battle Recruiting a salesperson is only half the job. Keeping them is the other half, and arguably the harder one. When we pile too much pressure on in the first year, many hires simply give up. The tragedy is that by then, they already have valuable product knowledge, client relationships, and maybe even professional training. Losing them means losing an investment of money, time, and credibility with clients. Worse still, some join competitors. I experienced this personally when a trained and client-connected hire quit and reappeared as our rival. That kind of loss stings and reminds us that retention must be protected at all costs. Mini Summary: Overpressure kills retention. Losing trained, connected hires means losing your investment — sometimes to competitors. So, What's the Answer? The solution is not revolutionary, but it is often ignored. Start with science in target-setting. Support it with real, professional sales training. Layer encouragement on top so new hires believe they can succeed. The combination builds confidence, reduces turnover, and protects your investment. It also creates a reputation for stability and fairness in the marketplace. Clients notice when your team is consistent and reliable. New hires notice when they are supported rather than crushed. Everyone benefits. The methods are obvious, but the discipline to execute them consistently is what separates sustainable sales teams from revolving-door disasters. Mini Summary: Add science, add training, add encouragement — and you keep talent, protect investment, and win client trust.

Following the announcement of our partnership with Revenue Intelligence platform, Aviso, hosts Jesús Llamazares and Will Squire welcome Ofer Zilberman, Chief Product Officer at Aviso, to mark a bold new partnership between Consalia and Aviso. Together, they explore how to integrate AI authentically into sales processes — and how to equip salespeople to work with intelligent agents, not be replaced by them.From understanding the evolution of AI technologies to tackling last-mile adoption issues and the role of sales mindsets in coaching AI agents, this conversation is essential for sales leaders seeking to future-proof their teams in an era of exponential change.Timestamps & Topics:[07:00–17:00] — How AI agents drive efficiency and effectiveness across the sales cycle (e.g. CRM automation, account planning, conversational insights)[33:00–41:00] — Embedding Consalia sales mindsets into AI agents to humanise adoption and scale coaching impact[24:00–33:00] & [44:00–49:00] — Why AI adoption fails, and how Aviso's platform architecture solves for integration, scalability, and ROIFollow Jesus Llamazares on LinkedInFollow Will Squire on LinkedInFollow Ofer Zilberman on LinkedIn Join the discussion in our Sales Transformation Forum group. Make sure you're following us on LinkedIn and Twitter to get updates on the latest episodes! Also, take our Mindset Survey and find out if you are selling to customers the way they want to be sold to today.

New starters don't wash out for lack of process or product. It's fear of rejection. In this solo episode, I explain how to toughen that muscle. •    Why “shy salespeople raise skinny kids,”  •    How to use trial closes and mental-ownership questions to stack “little yeses”  •    A simple habit that desensitises you to “no.”  •    I also unpack the viral Krispy Kreme “Olympic rings” story and the “burger refill” ask to show why one word - “Why?” - turns brush-offs into conversations.  You'll leave with word-tracks you can use today, tight trial closes, and practical ways to coach rookies so they ask for the business (and then shut up). About Symco Training: Symco Training was founded in 2000 by Simon Bowkett and it was his belief that the business had to offer its clients something different. That difference was clear to Simon from his days in the dealership when he experienced many sales trainers who had all the answers, but were unable, unwilling or both to actually show the delegate how they could be implemented. It remains the ethos of the business today. You see, Symco only employ trainers that are committed to delivering not only in spiring and insightful training, but are equally as happy to demonstrate these skills and techniques with real customers in your own showroom. We believe in order for sales training to be effective and in Simon's words ‘real world', it needs to be tried and tested in the only place it matters the showroom floor. There is no room for theory when your goals are for your team to sell more cars, hours or parts and retain more profit. In dealerships around the world the focus applied by many of the sales executives is to try and sell a deal. Symco specialise in getting your teams to focus on selling themselves, the product and then supporting this with the deal. To find out more visit: www.symcotraining.co.uk

Most salespeople fail because they try to do everything at once. They wake up, make a list, get overwhelmed, and forget it the next day. That cycle never ends.The people who win don't think about sales all day. They build habits that make selling automatic. I've sold on the streets, in Fortune 500 boardrooms, and trained thousands of reps. These 5 habits are the only ones that matter if you want to win long-term.Watch this, build them, and never look back.Support the showJoin our weekly calls so you we can help you too!

In this electrifying episode of "Sold in 60," the world's only timeshare podcast, hosts Richie Rich, Down Payment Dillan, and their guest pull back the curtain on the highs and lows of the timeshare industry. They tackle viral myths, share survival strategies for slow seasons and layoffs, and offer no-nonsense advice for both sales pros and owners. With candid stories, industry secrets, and a dose of humor, the team celebrates community achievements and motivates listeners to stay resilient, informed, and ready to thrive—no matter what the timeshare world throws their way!

How a structured roadmap transforms sales performance in Japan At the centre of every sale is the customer relationship. Surrounding that relationship are the stages of the sales cycle, which act like planets revolving around the sun. Without a structured cycle, salespeople risk being led by the buyer instead of guiding the process themselves. With it, they always know where they are and what comes next. Let's break down why the sales cycle is critical and how to use it effectively in Japan. What is the sales cycle and why does it matter? The sales cycle is a five-stage roadmap that moves from first contact through to closing and after-sales follow-up. Each stage—credibility, questioning, solution, objections, and close—ensures that salespeople remain in control of the process. In Japan, where buyers are cautious and expect professionalism, having a clear cycle prevents missteps. It reassures clients that the salesperson is competent and methodical. Just as Toyota uses structured processes for manufacturing excellence, salespeople need a reliable process to achieve consistent results. Mini-Summary: The sales cycle provides a roadmap that keeps salespeople in control, especially in Japan where clients expect structure and professionalism. How should salespeople make a strong first impression? The first step is credibility. Buyers often meet salespeople through referrals, events, or cold calls, and they form impressions quickly. A refined credibility statement is essential: it should clearly communicate who you are, your expertise, and why you are reliable. At this stage, qualifying questions are also critical. They help determine whether the prospect is a genuine fit for your solution. Without qualification, time and resources are wasted. In Japan's relationship-driven market, credibility and early alignment build the trust needed to advance the conversation. Mini-Summary: A polished credibility statement and targeted qualification questions establish trust and ensure you're talking to the right buyer. Why is questioning compared to a doctor's diagnosis? Just like doctors, salespeople must diagnose before prescribing. Asking questions reveals the buyer's current situation, future goals, barriers to success, and personal motivations. These insights uncover not only organisational needs but also the executive's personal stakes in the outcome. In Japan, where buyers may not volunteer information freely, structured questioning is vital. It demonstrates that the salesperson genuinely wants to understand before offering solutions. This approach aligns with consultative selling methods used by multinational firms, which outperform competitors relying on generic pitches. Mini-Summary: Diagnostic questioning uncovers both company needs and personal stakes, showing buyers you are serious about solving their problems. How do you present solutions effectively in Japan? Once needs are clear, the salesperson must outline the solution with detail and proof. This involves explaining features, translating them into benefits, and providing evidence of success in similar contexts. For example, showing how Fujitsu or Rakuten solved a comparable problem makes the solution credible. Importantly, salespeople should use trial closes to test understanding and identify concerns before the final ask. In Japan, this gentle approach respects hierarchy and allows buyers to raise issues without losing face. Mini-Summary: Effective solution presentations combine features, benefits, and proof, reinforced by trial closes to surface and resolve concerns early. How should objections be handled? If objections arise, it signals that either clarity or persuasion was lacking. The professional response is to address concerns respectfully, provide further evidence, and reframe value. In Japan, objections are often indirect, so listening carefully is essential. Global best practice suggests preparing objection-handling strategies in advance. Whether in consumer goods or B2B tech, salespeople who anticipate resistance show competence. Japanese clients in particular value patience and persistence in overcoming doubts. Mini-Summary: Objections reveal gaps in clarity or persuasion; handling them calmly and respectfully strengthens trust in Japan's relationship-driven culture. How do you close the sale and secure loyalty? Closing should not be abrupt. Instead, salespeople can “paint a word picture” of success, helping the buyer imagine the benefits of the solution in action. Then, a soft closing technique invites agreement. After closing, follow-up is critical. Maintaining contact ensures satisfaction, resolves issues, and opens the door for referrals. In Japan, where reputation spreads through networks, happy clients become powerful advocates. The sales cycle does not end with the sale—it ends with loyalty. Mini-Summary: Successful closing combines gentle persuasion with strong follow-up, turning satisfied clients into long-term advocates and referral sources. Conclusion The sales cycle—credibility, questioning, solution, objections, and closing—is the roadmap that guides salespeople through every conversation. Without it, sales interactions risk becoming chaotic or buyer-led. In Japan, where professionalism, trust, and long-term relationships are paramount, mastering the cycle is non-negotiable. Salespeople who use it consistently not only close more deals but also create loyal clients who sustain their business for years to come. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Here's a question that'll make your head spin: You know AI is transforming sales, everyone's talking about it, but you're still staring at ChatGPT like it's some mysterious black box, wondering what magical question you should type in first. That's the reality for most salespeople in 2025. They know they need to embrace AI, they've heard the success stories, but they're paralyzed by the complexity and overwhelmed by the options. If you're nodding your head right now, you're not alone. The biggest barrier to AI adoption isn't technical—it's mental. Salespeople are asking the wrong question entirely. The Wrong Question That's Keeping You Stuck Most people approach AI like it's some mystical oracle they need to appease with the perfect question. They think there's some secret prompt that will unlock AI's full potential, like finding the right combination to a safe. Here's the brutal truth: There is no perfect first question for AI. The real problem isn't what to ask—it's how you're thinking about the problem. Instead of asking "What should I ask AI?" you need to flip the script entirely. The Mental Shift That Changes Everything Twenty minutes before recording our latest Ask Jeb episode, I was working on a new training program for Sales University. I had a slide deck and workbook that needed proofreading, and my first instinct was to think, "Who can I get to proofread this thing?" That's how most of us think: "How can someone else do this?" or "How can I get this done?" But I caught myself and asked a different question: "How can AI do this?" I uploaded the slide deck to AI and asked it to proofread for me. Fifteen seconds later, I had a response—not perfect, but a starting point. I refined my prompt, asking for typos organized slide by slide, and boom—seven minutes later, the entire deck was cleaned up. What would have taken me 45 minutes and still resulted in missed errors was done in minutes, with better accuracy than I could achieve manually. Why You're Already Qualified to Use AI Here's what Will Frattini from ZoomInfo pointed out that hit me like a lightning bolt: You already know how to use AI. You've been doing it for years. If you've ever asked Siri for directions, told Alexa to turn up the music, or typed a question into Google, congratulations—you've been using AI. The only difference now is the sophistication and power of what's available. The barrier isn't technical competency. It's the mental block of overthinking it. You don't need to understand large language models or machine learning algorithms. You just need to ask a question and hit enter. That's it. That's the profound simplicity everyone's missing. Think Like a Conductor, Not a Solo Act Here's the game-changing mindset shift: Stop thinking of yourself as someone who needs to learn AI. Start thinking of yourself as a conductor standing in front of a symphony orchestra. You've got Claude for certain tasks, ChatGPT for others, ZoomInfo Copilot for prospecting intelligence, Gemini for research—each AI is like a different instrument in your orchestra. Your job isn't to play every instrument; it's to conduct them all to create something beautiful. The apex predators in sales aren't going to be the people who master one AI tool. They're going to be the conductors who know when to use which AI for maximum impact, iterating and refining until they get exactly what they need. This means developing your prospecting methodology becomes even more critical—you need to know what outcome you're trying to achieve before you can direct your AI orchestra to help you get there. Your Practical Starting Point Stop overthinking this. Here's your action plan: Step 1: Pick one AI tool you have access to. Your company probably already provides something. If not, start with ChatGPT, Claude, or any of the major platforms. Step 2: Identify one recurring task that eats up your time. Email templates, research,

We studied Palantir for 200+ hours to understand how its stock keeps growing, how the company handles sales and marketing, and to understand why it's such a cultural phenomenon. Thanks for tuning in! Catch new episodes every Sunday Don't miss GTM2025 — the only B2B tech conference exclusively for GTM executives. Use code TOPLINE for 10% off your GA ticket. Subscribe to Topline Newsletter. Tune into Topline Podcast, the #1 podcast for founders, operators, and investors in B2B tech. Join the free Topline Slack channel to connect with 600+ revenue leaders to keep the conversation going beyond the podcast! Chapters: 00:00 Introduction and Palantir's Enigmatic CEO 00:53 Welcome to Top Line 03:39 Diving into Palantir's Business 09:52 Palantir's Government and Commercial Ventures 22:41 The Role of Sales in Palantir's Success 32:33 Sales Culture and Treatment 34:00 The Role of Salespeople in Product-Led Companies 35:01 Challenges and Opportunities in Sales 38:12 Palantir's Go-To-Market Strategy 45:06 Salesforce vs. Palantir: Market Cap Battle 46:33 HubSpot's Potential and Challenges 55:29 AI Predictions and Impact on Business 59:17 AI in Personal and Professional Life 01:03:58 Conclusion and Final Thoughts  

Most salespeople waste their careers fighting over the same crowded prospects. Meanwhile, untapped markets are sitting in plain sight. These are the industries, segments, and territories your competitors don't take seriously—or don't even notice. They're wide open, and they reward the salespeople willing to do the work. On the Sales Gravy Podcast, I spoke with Nicholas Lalla, an economic development expert who helped bring more than $200 million of investment into a market everyone else had written off. His blueprint for revitalizing a forgotten city is the same framework you can use to uncover and dominate untapped markets in sales. Why Untapped Markets Are Goldmines The best markets are often the ones no one is talking about. When the crowd decides a territory is “too small,” “too tough,” or “not worth the time,” they leave the door wide open. That's where the opportunity lives. And let's be clear: An untapped market doesn't have to mean a new zip code. It could be a niche industry your competitors dismiss, a customer population they ignore, or a vertical nobody's paying attention to yet. If you don't know much about a market, chances are your competitors don't either. That ignorance is your advantage—if you're willing to dig in. The Data-Driven Discovery Method Most salespeople gamble on gut instinct when picking new markets. That's why they waste time chasing “big name” logos that never buy, or avoiding prospects who look difficult but actually have massive potential. Top performers take a different path. They go where the data points. Before committing to a market, study the numbers your competition ignores: Industry growth rates – Expanding sectors often fly under the radar. Investment flows – Follow where capital is going before sales catch up. Labor market trends – Job growth exposes emerging business needs. Government spending – Public dollars usually spark private demand. Data doesn't close deals. But it stacks the odds in your favor and ensures you're hunting where opportunity actually exists. The 100-Conversation Rule Numbers tell you where to look. Conversations tell you what's real. Don't just study demographics—talk to 100 people tied to the market. Customers. Ex-customers. Prospects who should buy from you but don't. Even suppliers and partners. Ask them about their challenges, their frustrations, and the gaps they see. Don't pitch—listen. By the time you've had 100 conversations, you'll know more about that market than your competitors ever will. And you'll have built a network of early relationships that pay off down the line. Look for Adjacent Opportunities The breakthrough comes when you stop looking for completely new industries and start examining adjacencies. Instead of jumping into foreign markets, identify prospects that connect to your existing expertise. If you sell to manufacturing, explore adjacent industries like logistics or supply chain management. If you work in healthcare, consider medical device companies or pharmaceutical services. Adjacent markets let you leverage existing knowledge while expanding into less competitive territory. The Focus Formula  Most market expansion strategies fall apart because of a lack of focus. Salespeople chase every shiny opportunity and end up spread too thin. The result? Lots of motion, zero momentum. Domination beats diversification. Pick three or four high-potential segments and go all-in. Pour your time, energy, and relationship capital into saturating those markets. That density builds brand recognition, referrals, and trust. Scattershot prospecting creates exhaustion. Focused prospecting creates dominance. Building on Legacy Assets: The Hidden Accelerator Don't ignore what already exists—leverage it. The most counterintuitive insight about untapped markets is that the best ones build on foundations you already have. Your "legacy assets" might include:

Effective Questions Reduce Mistakes in Hiring Hire the Right Ones

Why trust is the ultimate driver of long-term sales success in Japan Salespeople everywhere know that trust is essential for winning deals, but in Japan, trust is the difference between a one-off sale and a lifelong customer. Research shows that 63% of buyers prefer to purchase from someone they completely trust—even over someone offering a lower price. In a market where relationships outweigh transactions, trust doesn't just support sales, it builds loyalty. Why does trust outweigh price in Japanese sales? While discounting may win a deal, it doesn't create loyalty. Trust, on the other hand, generates repeat business. The cost of building trust is far lower than repeatedly slashing prices to close deals. Buyers in Japan, who are highly attuned to signs of insincerity, quickly detect opportunistic sales tactics. When they find a salesperson who is genuinely trustworthy, they hold on tightly. This is why successful firms in industries from pharmaceuticals to IT services prioritise building trust-based partnerships over price competition. Global research and local practice confirm that loyalty is rooted in belief, not bargains. Mini-Summary: Trust is more powerful than price in Japan because it creates repeat business and loyalty, while discounting only secures short-term wins. What mindset builds long-term customer loyalty? The salesperson's mindset determines whether buyers see them as a partner or a pusher. A focus on long-term relationships rather than one-off transactions changes everything. When salespeople think in terms of “partnership” and “reorder,” communication becomes more genuine, reassuring buyers that their interests are respected. In Japan, this long-term orientation aligns with cultural norms of reliability and stability. Buyers expect a salesperson to stand by them through multiple cycles, not just disappear after the first contract. Sales leaders at companies like Toyota and Hitachi have reinforced this by emphasising repeat business as a performance metric, not just one-time deals. Mini-Summary: A partnership mindset—focused on reorders and long-term success—creates loyalty and aligns with Japanese business culture. How do buyers sense a salesperson's true intention? Buyers are experts at detecting hidden agendas. If a salesperson approaches with a “win-lose” attitude, buyers sense it immediately. Past purchasing mistakes make buyers cautious and wary of being taken advantage of. By contrast, when salespeople project genuine interest in mutual success, buyers relax and open the door to trust. The key is consistency: every action, from initial meetings to after-sales support, must reinforce the message that the salesperson is invested in a “win-win” relationship. Mini-Summary: Buyers intuitively sense whether a salesperson is seeking a win-win or win-lose deal. Only the former leads to loyalty. What drives buyer loyalty beyond trust? Loyalty is both emotional and behavioural. It stems from the buyer's belief that the salesperson is reliable, competent, and focused on their success. The trust-loyalty equation can be expressed as: Trust + Relationship = Buyer Loyalty At one extreme sits the “product pusher,” chasing maximum price before moving on. At the other extreme is the “trusted advisor,” dedicated to mutual benefit and long-term collaboration. The question every salesperson must ask is: where do you sit on this scale? Mini-Summary: Buyer loyalty comes from the combination of trust and relationship, positioning the salesperson as a trusted advisor rather than a product pusher. What are the five drivers of trust in sales? To earn loyalty, salespeople must master five trust drivers: Intention: Always seek win-win outcomes. Competence: Deliver reliable solutions that meet buyer needs. Customer Focus: Prioritise the buyer's success as the path to your own. Communication: Provide clarity, manage expectations, and follow through. Value Creation: Continuously add value that goes beyond the product. In sectors like finance and healthcare, where risk is high, these drivers determine whether clients commit for the long term. Without them, loyalty cannot be sustained. Mini-Summary: Trust is built on intention, competence, customer focus, communication, and value creation—five pillars every salesperson must master. What should leaders do to embed loyalty in sales teams? Organisational culture matters as much as individual behaviour. Some firms claim to be “customer-first,” but internally reward only short-term sales. Leaders must align messaging and incentives with trust-building behaviours. Salespeople working in trust-driven environments are more motivated, more professional, and more successful. If a company does not encourage loyalty-driven practices, sales professionals may need to move to one that does. In Japan's competitive market, those who embody trust and loyalty enjoy longer, more rewarding careers. Mini-Summary: Leaders must create environments that reward trust-building, or risk losing both customers and talented salespeople. Conclusion Customer loyalty is built on trust, not discounts. For salespeople in Japan, adopting a win-win mindset, projecting genuine intentions, and mastering the five drivers of trust are essential to becoming a trusted advisor. Companies that encourage loyalty-focused behaviour will thrive, while those stuck in transactional models will struggle to sustain growth. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Why Western sales revolutions haven't reshaped Japanese selling practices Sales gurus often argue that “sales has changed.” They introduce new frameworks—SPIN Selling, Consultative Selling, Challenger Selling—that dominate Western business schools and corporate training. But in Japan, sales methods look surprisingly similar to how they did decades ago. Why hasn't Japan embraced these waves of change? Let's break it down. Why has Japan resisted Western sales revolutions? Japan's business culture is defined by consensus decision-making. Unlike in the US, where one buyer may have authority to sign a deal, Japanese firms typically rely on group approval. Aggressive closing techniques—“100 ways to overcome objections”—don't resonate in a context where no single buyer holds final power. When a salesperson meets a Japanese executive, even the president, decisions are often delegated downward for due diligence. The result? What looks like a top-level entry point becomes just the beginning of a long bottom-up approval process. Mini-Summary: Western-style “hard closes” fail in Japan because decisions are made through collective consensus, not individual authority. Who really decides in Japanese sales negotiations? Salespeople often assume they're negotiating with the decision-maker. In Japan, that's rarely the case. The person in front of you is usually an influencer, not the final authority. They gather information and share it with unseen stakeholders—division heads, section chiefs, back-office teams—who never meet the salesperson directly. This creates the sensation of “fighting invisible ninjas.” You prepare to persuade one buyer, but in reality, you must equip your contact to persuade a network of hidden decision-makers. Mini-Summary: In Japan, sales success depends on influencing unseen stakeholders through the buyer's internal champion. How do Japanese buyers expect salespeople to behave? Unlike Western buyers who are open to consultative approaches, Japanese buyers often expect a pitch. When salespeople arrive, they are typically asked to explain features and price. This isn't necessarily because they don't value needs analysis, but because decades of feature-focused selling have conditioned buyers to expect the “pitch-first” style. Even in 2021, many Japanese sales meetings begin with a features dump, not diagnostic questions. As one veteran trainer notes, Dale Carnegie's 1939 sales model of asking questions before proposing solutions remains largely ignored in Japan today. Mini-Summary: Japanese buyers have been trained by decades of salespeople to expect a feature-and-price pitch, making consultative selling harder to implement. What problems arise from pitching before asking questions? Pitching before discovery creates major risks. If you don't know the buyer's actual needs, you can't know which features matter most. Worse, buyers may dismiss your solution as irrelevant or commoditised. Globally, best practice is clear: ask questions, uncover pain points, align benefits, provide proof, then close. Yet in Japan, many salespeople still rush to pitch, skipping diagnostic discovery altogether. This keeps Japanese sales culture stuck in the “dark ages” compared to markets like the US or Europe, where consultative and challenger methods are standard. Mini-Summary: Pitching without discovery weakens sales effectiveness and prevents alignment with buyer needs, but remains common in Japan. How can sales teams in Japan modernise their approach? The roadmap is simple but powerful: Ask permission to ask questions. Diagnose needs thoroughly. Identify the best-fit solution. Present that solution clearly. Handle hesitations and objections. Ask for the order. This structure modernises Japanese sales while respecting cultural norms. It avoids “pushing” while still providing a disciplined process for uncovering and addressing client needs. Executives at global firms like Toyota, Sony, and Mitsubishi increasingly expect this approach, especially when dealing with multinational partners. Mini-Summary: A structured consultative process—diagnose, propose, resolve—aligns global best practice with Japanese cultural norms. What should leaders do to drive change in Japan's sales culture? Leaders must train salespeople to abandon outdated pitching habits and embrace consultative questioning. This requires coaching, reinforcement, and role-modelling from the top. Japanese firms that continue with pitch-driven sales risk falling behind global competitors. By contrast, firms that shift to questioning-based sales processes build trust faster, uncover hidden opportunities, and shorten approval cycles. The future of sales in Japan depends on whether leaders push for transformation or let tradition slow them down. Mini-Summary: Leaders must drive the shift from pitch-first to consultative sales or risk being left behind in a globalising market. Conclusion Japan hasn't embraced the sales revolutions of the West because its business culture is consensus-driven, pitch-conditioned, and tradition-bound. But the future demands change. The companies that modernise sales processes—by asking permission, diagnosing needs, and presenting tailored solutions—will outpace those stuck in pitch-first habits. Leaders have a choice: keep Japan's sales culture in the past, or bring it decisively into the 21st century. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Don't miss out! Sign up here:https://link.cpi-crm.com/widget/form/bJZ4NbRp6ZpSVgGoNb4j?notrack=truehttps://link.cpi-crm.com/widget/form/bJZ4NbRp6ZpSVgGoNb4j?notrack=truehttps://link.cpi-crm.com/widget/form/bJZ4NbRp6ZpSVgGoNb4j?notrack=trueShadow Hour Updates to get the latest updates and reminders for our Shadow Hour sessions. Stay informed, stay ahead!What you'll learn in this episodeWhy your business is a sales funnel (and what that means for profits)The 3 ways to generate leads: Marketing, Prospecting, and NetworkingThe success recipe: 1–3 hours a day, 5 days a weekWhy it takes 90 days to see results from consistent effortHow to diagnose why your funnel isn't fillingThe golden rule: never leave an appointment without the next scheduledHow to follow up for months—or even years—without losing momentumThe mindset shift: persistence, value, and believing you're the best choice To find out more about Dan Rochon and the CPI Community, you can check these links:Website: No Broke MonthsPodcast: No Broke Months for Salespeople PodcastInstagram: @donrochonxFacebook: Dan RochonLinkedIn: Dan RochonTeach to Sell Preorder: Teach to Sell: Why Top Performers Never Sell – And What They Do Instead

Most sales reps are winging it… and wondering why they're stuck.The top 1% of solar salespeople aren't “better” — they're different. They follow proven playbooks, frameworks, and systems that make closing feel effortless.In this video, Nick breaks down 6 game-changing shifts that will take you from average to elite: 1️⃣ The hidden habits killing your sales 2️⃣ How to turn cold doors into guaranteed closes 3️⃣ Why old-school rapport building is dead — and what works now 4️⃣ How to know in 10 minutes if a deal will close 5️⃣ Making signing docs seamless and resistance-free 6️⃣ Selling at a higher PPW (and making more per deal)If you're ready to stop winging it and start dominating… this is your roadmap.

 If you're ready to lead a team where accountability feels empowering, coaching fuels growth, and high standards drive results, this is your next step.Teach to Sell gives you the exact tools to lead with influence, guide clients and teams with clarity, and build a sales business that consistently produces No Broke Months. Whether you're scaling a team or refining your leadership skills, this book will show you how to create trust, alignment, and success through transformational leadership.Preorder Teach to Sell today and start mastering the leadership skills that move people—and results—forward.https://www.nobrokemonths.com/teach-to-sell-preorderWhat you'll learn in this episode:Why transactional and relational sales are not opposites—but work hand in handHow to scale beyond referrals with a system that consistently nurtures your networkWhy every relationship (except with your mama!) starts with a transactionThe truth about today's low inventory and what it means for your sales opportunitiesHow to use the 30-year mortgage as a long-term wealth-building tool for clientsWhy now is the time to build your foundation for future market shifts To find out more about Dan Rochon and the CPI Community, you can check these links:Website: No Broke MonthsPodcast: No Broke Months for Salespeople PodcastInstagram: @donrochonxFacebook: Dan RochonLinkedIn: Dan RochonTeach to Sell Preorder: Teach to Sell: Why Top Performers Never Sell – And What They Do Instead

Only 2% of sales happen on the first interaction… but I don't buy that number. I think about half of sales can close right away and the rest are won through strategic follow-up.The problem is most salespeople don't know how to follow up effectively, so they let deals slip away.I'm showing you how to master follow-up using proven campaigns, sequences, and formulas that companies pay me tens of thousands of dollars for (and I'm giving it to you free.)Support the showJoin our weekly calls so you we can help you too!

Bill and Bryan explore a growing trend that's reshaping the sales landscape: the rise of "accidental salespeople." These are the technical advisors, project managers, engineers, and executives who don't have "salesperson" on their business cards but find themselves increasingly vital to the buyer-seller relationship.The guys discuss why these technically-minded professionals are becoming more important than ever, especially as traditional SDR/BDR approaches burn out prospects with low response rates. They argue that it's often easier to teach technical people the 20% of sales skills they need than to teach salespeople deep technical expertise.=================================Is it time to make a BOLD move in your business? If so, download our brand new book, "12 Bold Moves - Insider Secrets to Reinventing Yourself and Your Business." http://12boldmoves.comThe Insider program is open for enrollment. To check out our small learning group, go to http://advancedsellingpodcast.com/insiderIf you haven't already, join 14,000+ other sales professionals in our LinkedIn group at advancedsellingpodcast.com/linkedinStop being just another vendor - become THE expert they can't ignore. Join ASP Insider September 8th: http://advancedsellingpodcast.com/insider

Procurement is a black box for the majority of Solution Engineers and even Salespeople. Many salespeople treat Procurement as the enemy thinking that their only job is to beat them up on price, so today I have Mike Lander on. Mike is a former head of Procurement but is now helping Sales understand procurement better so they can close deals faster. shownotes: https://wethesalesengineers.com/show326

Selling has always been at the heart of business growth—but how we sell, who sells, and what customers expect has changed dramatically. On this episode of On the Brink with Andi Simon, I spoke with Tsahala David, CEO of Great Revenue, a sales consulting firm that helps B2B software companies grow smarter and faster. With an extraordinary background—MIT MBA, tech founder, and sales leadership roles at IBM and Salesforce—Tsahala has seen sales from every angle. Her story and insights reveal not just how to grow revenue but how to thrive in a new era of sales transformation From Startup Founder to Sales Leader Tshala's journey began in Israel, where she completed military service and studied psychology before shifting into computer science. After founding her own tech company in her twenties, she confronted an early challenge many entrepreneurs face: defining her role. At first reluctant to call herself “CEO,” she quickly realized that imposter syndrome had to be shed—because if you're running the business, you are the CEO That early startup experience gave her first-hand knowledge of the uphill battle founders face in selling products, building teams, and convincing investors. Seeking more tools, she went to MIT for her MBA, then built a 20-year career in sales at global giants like IBM and Salesforce, closing multi-million-dollar deals with clients like Wells Fargo and Cisco. At Salesforce, she learned what she calls the “power of sparkle”—the way a company can attract talent, customers, and attention by combining strategy with personality and brand charisma. These lessons now fuel her work at Great Revenue, where she helps companies align their sales strategies with today's market realities. Common Mistakes in Startup Sales One of Tsahala's most valuable contributions is diagnosing the mistakes founders and sales leaders make at different growth stages. Early-stage startups often believe that signing a few reseller “partners” means they have a sales team. But, as Tshala warns, relying on partners who only earn commission when they sell means sales rarely happen. The real cost isn't money—it's lost time, and in startups, six months of delay can kill your competitive advantage Later-stage companies often get compensation plans wrong. She shared a case where salespeople were paid less for online orders than phone orders. Predictably, reps discouraged online buying and insisted clients call them—hurting profitability and wasting resources. The lesson? Follow the money. Salespeople respond to incentives, so design compensation plans with the outcomes you want Sales management is another weak spot. Too often, managers don't require reps to prepare for pipeline meetings. Tshala recommends using simple forms that force reps to answer key questions—deal size, decision makers, last contact, close date. This not only helps managers track progress but also helps sellers spot gaps in their deals The Role of AI in Sales Naturally, our conversation turned to AI in sales. Tsahala sees tools like ChatGPT as game-changers for research and preparation. Instead of spending hours digging through reports, salespeople can instantly access a company's strategy, leadership, and metrics. But there's a catch: weak sellers often use AI as a crutch, staying at a generic level. Strong sellers know to go deeper, asking sharper questions and tailoring insights to the customer's specific needs. AI, Tshala argues, empowers strong sellers but won't rescue weak ones The future belongs to those who combine technology with human curiosity, empathy, and problem-solving. Shifts in Buyer Behavior Another theme we explored was the dramatic shift in how buyers engage with sellers. Older generations may remember sitting across the table until a contract was signed. But today's buyers often don't work in offices, don't answer phones, and rely on digital channels to research solutions. Events are no longer centralized; instead, buyers connect through fragmented online communities—from LinkedIn groups to Discord servers. That means marketing now owns much of the top of the funnel, while sales must focus on converting leads and building trust. Sellers today must immerse themselves in buyers' digital worlds, positioning themselves not just as vendors but as collaborators in problem-solving Key Takeaways for Sales Leaders As we wrapped up our conversation, Tsahala emphasized that sales is a profession, not a side hustle. Everyone thinks they know how to sell—after all, we've all sold something, even if just a used car or lemonade stand. But true sales success requires expertise, structure, and strategy. Here are her top three lessons for sales leaders and entrepreneurs: Don't go it alone. Sales consulting isn't optional—it's an investment in avoiding costly mistakes. Design incentives wisely. Compensation plans drive behavior. Align them with your business goals. Embrace change. Buyer behavior, sales roles, and technology are evolving. Those who adapt will thrive Why This Matters Now We are living through a great transformation in sales. Marketing and sales are no longer siloed; collaboration is essential. AI accelerates preparation but cannot replace human insight. And customer expectations continue to evolve. For CEOs, founders, and sales leaders, Tsahala David's message is clear: if you want revenue growth, you must rethink your approach to sales. Invest in your people, design smart processes, and leverage technology thoughtfully. Sales isn't just about closing deals anymore—it's about creating value, building trust, and collaborating with buyers in ways that meet them where they are. Watch our interview on YouTube Listen + Subscribe: Available wherever you get your podcasts—Apple, Spotify, Stitcher, YouTube, and more. If you enjoyed this episode, leave a review and share with someone navigating their own leadership journey. Reach out and contact us if you want to see how a little anthropology can help your business grow.  Let's Talk! From Observation to Innovation, Andi Simon, PhD CEO | Corporate Anthropologist | Author Simonassociates.net Info@simonassociates.net @simonandi LinkedIn

In this episode of "The People Not Titles Podcast," host Steve Kaempf welcomes back Alan Stern, founder of Persona Marketing, who shares his journey from DJ and nightclub promoter to successful car salesman and entrepreneur. Alan discusses overcoming early struggles, the value of specialized knowledge and personal branding, and emphasizes continuous learning, adapting to new technologies like AI, and following your passions for a fulfilling career.Podcast Introduction (00:00:00)Alan Stern's Early Journey: DJ to Car Sales (00:00:23)First DJ Gig and Realization About Skills (00:01:37)Struggles in Car Sales and Learning from Failure (00:03:14)Specializing in Corvettes: The Power of Niche Knowledge (00:05:23)Continuous Learning and the Value of Specialized Knowledge (00:07:09)Book Recommendations for Salespeople (00:08:08)Transition to Luxury Sales and Differentiation (00:08:42)Marketing, Lead Generation, and Building Connections (00:10:21)Self-Improvement and Personal Branding (00:12:30)Overcoming Challenges: ADHD and Environment (00:17:00)Introversion as a Strength in Sales and Networking (00:19:08)Networking Strategies for Introverts (00:20:31)Taking the Leap: Becoming a Full-Time Entrepreneur (00:23:24)Turning Passion and Skills into a Business (00:26:23)Narrowing Focus: The Power of Niches (00:27:10)The HEAT Method for Personal Branding (00:28:20)Practical Marketing Tips for Agents (00:28:56)Leveraging AI and ChatGPT for Marketing (00:33:47)Persona Marketing: Courses, Microsites, and Tools (00:37:21)Defining and Controlling Your Personal Brand (00:40:23)Full episodes available at www.peoplenottitles.comPeople, Not Titles podcast is hosted by Steve Kaempf and is dedicated to lifting up professionals in the real estate and business community. Our inspiration is to highlight success principles of our colleagues.Our Success Series covers principles of success to help your thrive!www.peoplenottitles.comIG - https://www.instagram.com/peoplenotti...FB - https://www.facebook.com/peoplenottitlesTwitter - https://twitter.com/sjkaempfSpotify - https://open.spotify.com/show/1uu5kTv...

The Smallest Differences That Expert Salespeople Have Mastered

Why mastering client conversations in Japan defines long-term sales success When salespeople meet new clients, the first few minutes set the tone for everything that follows. This “transition zone” between pleasantries and serious discussion is where trust is either built—or broken. Let's explore how professionals in Japan and globally can own this crucial phase. Why is the sales transition zone so critical? The sales transition zone is the moment when the buyer and seller move from small talk into business. For the client, the first question is usually, “How much will this cost me?”. For the salesperson, the focus is on proving value beyond price. Unless this gap is bridged quickly, the conversation can collapse into a price war. In Japan, where relationship-building and long-term trust are prized, handling this transition with sensitivity is even more critical than in the US or Europe. Western executives may prefer blunt efficiency—“Let's get straight to business”—but Japanese buyers expect context, respect, and subtlety. Mini-Summary: The transition zone is where price-driven client expectations collide with value-focused sales strategy. Mastering it determines whether the meeting builds trust or breaks down. How should salespeople frame the meeting agenda? After greetings, professionals should set a clear agenda that shows respect for the client's time. For example: “I appreciate Suzuki-san introducing us. She felt there may be mutual benefit, so today I'd like to explore how our solutions may support your business. I also want to better understand your needs and see if there's a fit. Are there other items you'd like to cover?” This framing balances structure with flexibility. It prevents the client from feeling “sold to” while subtly keeping control of the meeting. Across industries—from pharmaceuticals to IT services—Japanese clients respond positively when they feel their input is requested early. Mini-Summary: Outlining a flexible agenda signals professionalism and respect, while keeping the salesperson in control of the meeting flow. How can unique selling propositions (USPs) be introduced naturally? Clients don't want a corporate brochure; they want proof of relevance. Introduce USPs in a conversational way: “We are global soft-skills training experts, here since 1963, specialising in sales training in Japan.” This single sentence embeds four powerful points: global scope, world best practice, 60 years of Japanese experience, and local market adaptation. Companies like Toyota, Rakuten, and Fujitsu look for vendors who demonstrate both international credibility and deep domestic roots. Mini-Summary: Well-crafted introductions should deliver layered USPs that combine global credibility, local experience, and proven relevance. How can salespeople prove credibility with results? Proof must be concrete, relevant, and measurable. For example: “Recently we trained a company in your industry. Salesperson confidence rose 40%, and revenues increased 18% within six months.” This approach works across sectors—manufacturing, finance, and consumer goods—because executives trust comparative results. But credibility evaporates if numbers are exaggerated. In Japan, where long-term relationships matter, any suspicion of dishonesty ends future business. Mini-Summary: Share specific, industry-relevant metrics to prove impact. Honesty is non-negotiable if you want repeat business in Japan. How do you smoothly shift to client questioning? Once credibility is established, invite permission to ask questions: “I don't know if we could achieve the same results for you, but may I ask a few questions to better understand your situation?” This low-pressure approach keeps the salesperson in control while respecting the client's space. It allows for uncovering challenges—talent gaps, process inefficiencies, competitive threats—without triggering defensiveness. Japanese executives particularly value humility paired with competence. Mini-Summary: The best transition uses respectful permission to shift into diagnostic questioning, creating trust and revealing real client needs. What if you discover you can't help the client? Not every prospect is a fit. Forcing a solution damages reputation. Instead, tell the client: “This may not be the right match.” This honesty preserves brand integrity. In Japan's tight-knit business networks, reputation compounds: one display of integrity can open doors elsewhere. Global comparisons support this: US firms often admire aggressiveness in sales, but in Japan, restraint builds credibility. Long-term success comes not from a single deal, but from a portfolio of reorders, referrals, and reputation. Mini-Summary: Walking away respectfully when there is no fit strengthens credibility and ensures long-term opportunities in Japan's relationship-driven market. Conclusion Owning the sales transition zone means balancing confidence with humility, structure with flexibility, and proof with empathy. Salespeople who master this moment avoid premature price talk, build credibility through structured storytelling, and earn the right to ask deeper questions. Ultimately, success is not about one transaction but about sustaining long-term partnerships in Japan's trust-based business culture. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

WAKE UP!!!If you're stuck in mediocrity, tired of underperforming, or sick of being average in sales and in life… this 20-minute message from Andy Elliott will ignite your fire and force you to take ownership.Andy reveals the TOP 20 Real Reasons why MOST Salespeople FAIL. Not because they're untalented, but because they don't do what it takes. No discipline. No daily training. No belief. No accountability. No obsession.If that hits you… GOOD. Now let's fix it.

Andy Elliott breaks down the biggest reason salespeople lose deals and how to fix it with 10 powerful strategies that turn you into a LISTENING MACHINE! Most reps pitch too soon, talk too much, and never truly understand the customer. Andy shows you how to flip that script.Learn how to:

Most salespeople think they're crushing it… but they're actually making the same 20 deadly mistakes that are killing their deals. In this video, Andy Elliott breaks down what 90% of salespeople are doing wrong and how YOU can fix it fast.From talking too much… to skipping follow-up… to selling on price instead of VALUE — Andy exposes the habits that are costing you sales and leaving money on the table.✅ Not asking enough questions✅ Failing to build emotional connection✅ Avoiding role-play and training✅ Ignoring the customer's timeline✅ Selling features instead of solutions✅ Feeling rejection and losing momentum✅ Not tracking your numbers or building a real pipeline✅ Thinking you're too good to practice

I know you are concerned with sales.  It's easy to determine how well your people are selling to your customers.  But your customers are more concerned with how well they are being served by your salespeople.           Why is that important?  Because you are in it for the long run.  In one sense, your business is not really a sales business, it's a relationship-building business. In this podcast, I drill down into one aspect of that:  Serving the customer.        Dave Kahle's goal is to provide sales leaders and small businesspeople with practical actionable ideas that can make an immediate impact on your sales performance.          Dave is a B2B sales expert, and a Christian Business thought leader.  He has authored 13 books, presented in 47 states and 11 countries and worked with over 500 sales organizations.  In these ten-minute podcasts, his unique blend of out-of-the-box thinking and practical insights will challenge and enable you to sell better, lead better and live better.        Subscribe to these ten-minute helpings of out-of-the-box inspiration, education and motivation. Dave's Substack page  Subscribe to Dave's Newsletters Check out the website

At the age of sixteen, I was wandering around the streets of a lower working class area in the suburbs of Brisbane, working my first job, trying to sell expensive Encyclopedia Britannica to the punters who lived there.  Despite my callow youth, I had a tremendous gift as a salesman.  I could tell by looking at the house from the outside whether they were interested or not in buying Encyclopedia Britannica and so could determine whether I should knock on their door or not.  I was saying “no” for the client.  Obviously, I had no clue what I was doing. The only training we received was to memorise, word for word, a twenty five minute pitch for the buyer, synchronised with showing the flash looking pages inside the encyclopedia.  I am sure though there are many much older and wiser salespeople out there, still making that fundamental error I was making.  Eventually, I discovered I didn't have any x-ray vision gift. I was just an idiot.  There will be plenty of opportunity for the buyer to say “no”, so we shouldn't be joining in to support them on that quest. Even before the call, we will have anticipated some potential pushback and we are fully armed and ready to go when it emerges.  I was reminded of this x-ray vision into the buyer problem recently.  The top salesperson of an organisation I know, said “no” for the buyer.  He was an intermediary for me with the client and didn't like one of the conditions of the sale I was proposing.  This was an important source of his commissions for him and they had been a big buyer over a number of years.  He had them wrapped up in cotton wool and was extremely nervous about maintaining the relationship. I have learnt the hard way and so I don't believe in saying “no” for the buyer, so I pushed it.  I rejected his rejection and told him to put my request to the client.  We got into an elongated email wrangle over this, but not only am I dim most of the time, I am also supremely stubborn, especially when it comes to sales.  Stubborn and dim is a lethal combination. He didn't like it at all, but he held his nose and put my proposition to the client. Guess what? They went for it.  As we say in Japan, “even the monkeys fall from the trees” and even Mr. Number One sales guy can get it wrong.  I refrained from mentioning that Japanese proverb of course or being a smarty pants and just thanked him for his cooperation. One common case of saying “no” for the client is when the prices are raised for the product or service.  Salespeople invariably will start whinging to the boss, that the client will never agree to buy at that higher price.  Effectively, they are saying “no” for the buyers.  There are many ways to dilute the pain of raising the price.  The terms of payment can be elongated.  The guarantees and warranties can be expanded. The rise can be counterbalanced by discounts for volume purchases.  The proposition can be ramped up on the value equation scale.  Additional incentives can be packed together with the original offer to justify the price rise.  Services can be thrown into the product purchase process to make it more palatable and vice versa. Interestingly, salespeople complaining about the price increase, spend zero time thinking about how to sell the value increase to the client. Price increases are one thing, but defending existing prices against discounting is another case of having to say “no” to the customer. In Japan, salespeople are very weak in front of the customer.  The buyer here isn't King but GOD and GOD doesn't brook hearing “no” from salespeople.  The constant complaint from our clients is that their firm's salespeople identify too closely with the client and don't defend the company's policies well enough, including pricing.  I had the same problem with one of my salespeople.  He was happy to discount and take a lower commission, even though the firm made very little profit.  He got his base salary and some commission, so he was happy.  I wasn't so happy. I get it - the logic is simple.  The salesperson heavily invests in the relationship with the buyer and works hard to defend that relationship, even against their own employer.  This sounds crazy, but they know the value of an existing customer, compared to the pain and effort to find a new buyer. This is where the value element has to be worked on more, so that salespeople can justify the existing pricing, without resorting to discounts to get the business.  The basic sales skills of the team have to be improved, especially their communication skills.  This don't say “no” for the client arena, shows the real capabilities of the salesperson.  Sadly, there is a major population decline underway here and salespeople are in increasingly short supply.  The quality of the people we can hire isn't going to improve, so our sales training mechanisms and our sales leadership mechanisms, become even more important than any time in the past.  Are you ready for this and are your people ready to say “yes” for the buyer?

In this episode, Ray Higdon discusses how to effectively recruit and onboard top salespeople for your business. He emphasizes the importance of marketing and advertising content that provides value and authenticity, and advises against hype and superficial promises. Ray also highlights the significance of maintaining a confident posture in conversations with potential recruits, having a robust pipeline of prospects, and a well-structured onboarding process. He shares personal anecdotes and insights on overcoming limiting beliefs to enhance one's recruitment and onboarding strategies. Listeners are encouraged to learn more about his 'Four P Method' for improving these areas. ——

Our internal voice can often sabotage our confidence and success. Join Mark Hunter for a mindset shift! Discover how creating a list of 100 personal achievements can serve as a powerful reminder of your past accomplishments. Mark also shares on the importance of celebrating the success of others; this episode promises to reshape how you view challenges and triumphs alike. This week, take small but meaningful steps towards your own success and create a supportive community that thrives on mutual achievement.

Check out the TIES Sales Showdown at www.tx.ag/TIESVisit The Sales Lab at https://thesaleslab.org and check out all our guests' recommended readings at https://thesaleslab.org/reading-listTo listen to The Sales Lab Podcast on your favorite apps, visit https://thesaleslab.simplecast.com/ and select your preferred method of listening.Connect with us on Facebook at https://www.facebook.com/saleslabpodcastConnect with us on Linkedin at https://www.linkedin.com/company/thesaleslabSubscribe to The Sales Lab channel on YouTube at  https://www.youtube.com/channel/UCp703YWbD3-KO73NXUTBI-Q 

The zero accountability salesperson is at a big disadvantage. Selling is all about being able to produce. And the only way you're able to produce is if whoever is doing the selling has some level of accountability, whether it's to themselves or to a sales manager, or to your spouse, whoever it is, right? If you get home from work, and you didn't sell anything as a salesperson, you might get in more trouble at home than you got in at work. So accountability is always big. David: Hi, and welcome back. In today's episode, co-host Kevin Rosenquist and I discuss the zero accountability sales person. Welcome back, Kevin. Kevin: Good to see you. Zero accountability salesperson. What does that look like in a sales team? David: Salesperson? Salespeople? It's not pretty, man. It is not pretty. And it's nothing that anyone deliberately sets out to do. In most sales organizations, the problem is that the company itself does not have the systems and processes in place to allow their salespeople to become more accountable to anything. I mean, a lot of times salespeople are held accountable for sales. Are you hitting your numbers? Are you generating the sales that you need to generate? But if they're not tracking other things, then they really have no idea what it is that's going to get them to the numbers that they really need to reach. Kevin: So how does that lack of accountability affect the overall sales performance of the team? David: Well, it's not good because it's just erratic. It's all over the place. You'll have some salespeople who are very good and very consistent because that's the way they're wired, and you'll have other salespeople who are all over the place. And the reason I thought this was a good topic to have, is that I was having a conversation with someone earlier today, someone who's considering joining our Total Market Domination program, and she was talking about the fact that she's got a number of salespeople in her organization, and she doesn't feel like they're all sort of on the same page. They're not doing the same things. And when I started talking to her and asking her about what sort of accountability was in place, she was sad to admit that there wasn't a whole lot of it. And what happens when you're in this situation, as a business owner or as a sales manager, if you find that you're having conversations with your salespeople and you're saying to them, so what's going on? How's everything going? And they say, oh yeah, it's going great. Having a lot of great conversations. Got a bunch of people on the fence or people I'm working, got a lot of leads I'm working and everything like that. That tells you nothing, right? It tells you nothing. It's feel good talk, but it's wasted words. Because until you are able to provide any sort of metrics, any sort of numbers, any sort of accountability that turns those comments into something real, you just don't have anything that you can even help them with. Kevin: I think a lot of times salespeople have their methods. They love their methods. That's their tried and true, understandably so. Is it hard to get sales teams on the same page when it comes to accountability when people want to kind of do it their own way? David: Well, it certainly can be, and if you've got a sales person who is a high performer, that person may just want to do it their own way, and they might not be open to a whole lot of conversation or a whole lot of interpretation Kevin: And you might not worry about it. David: Exactly. And that's very true. And I'm not saying that you should have different standards for different people in the organization. I'm just talking about what actually happens in the world. And so when you've got salespeople who are very good at what they do, and they don't need to provide you with some of the additional data that would allow you to help them figure out where things might be going wrong,

Most salespeople think their role is to complete a bunch of semi-random activities to “hopefully” get a deal over the line. They set targets to complete a specific number of cold calls, business cases, sent proposals, discovery calls… And this is not how high performing salespeople operate. Having our focus spread across lots of non-connected […] The post How to Get Ahead of 99% of Salespeople appeared first on Salesman.com.

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Are you stuck chasing new clients while ignoring the goldmine in your past customer list? Does your agency feast on projects but starve for predictable revenue? Today's featured guest knows what it's like to hit a growth ceiling and being tired of the one-and-done client hamster wheel. He shares how he pivoted his agency after becoming a HubSpot partner, why he turned to project-based work after customer habits changed following the pandemic, and how he got out of the dreaded “no man's land”. Eric Baum is the CEO and founder of Bluleadz, a HubSpot Onboarding and Implementation Agency dedicated to transforming the way companies market, sell, and service their customers through the power of the HubSpot platform. He'll discuss his cash flow challenges, pricing mistakes that almost tanked the business, and how EOS helped him escape “no man's land.” If you're stuck in the fulfillment hamster wheel or scaling past $5M feels like pushing a boulder uphill... listen up. In this episode, we'll discuss: Reinventing his agency as a HubSpot partner. The real scaling struggle: cash flow. Why project-based doesn't mean profitless. Strategic partnerships are the future. Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service. Accidental Founder, Intentional CEO Back in the Yellow Pages era, Eric was running two service-based franchises and needed a better way to market them. He brought marketing in-house for PPC, SEO, web dev, and that hire didn't just turn things around. It turned into a new business. Fast-forward a few months, and other franchise owners across the country started asking for help. Eric spun that in-house team into an agency, and had 50 clients out of the gate. As many owners before have admitted to, Eric started out charging way too low—$250 to $500/month. “I don't know how I didn't go broke right out of the gate,” he laughs. And if you've ever undercharged in the early days, you'll feel that one deep in your soul. Reinventing the Agency (and Himself) Around HubSpot The turning point came when Eric discovered HubSpot and pivoted Bluleadz to become a certified partner. That's when the “real” agency began, as he started to study the industry and figure out what he had to do to be profitable, take care of his team, and do it without necessarily doing all the sales work all the time. From there, Eric leaned into strategy, profitability, and systems. He stopped trying to be the everything guy and started building an agency that didn't need him in the trenches every day. Fifteen years later, his agency isn't just thriving. It's structured, profitable, and on track to hit 8 figures. Life in “No Man's Land” – The $1M to $5M Plateau After fifteen years in the industry and getting closer to the eight-figure mark, one of the things that most surprised Eric was getting stuck in the ugly middle: the zone between $1M and $5M where a lot of agency dreams go to die. Many call it “no man's land,” and if you've been there, you know the pain. “It was up, down, up, down,” he says. “I'd grow, then lose key employees. Revenue would spike, then tank. I kept asking, ‘What am I doing wrong?'” The answer: a lack of structure. So about nine years ago, Eric implemented EOS (Entrepreneurial Operating System). That gave his agency the foundation it needed—vision, accountability, and a cadence to scale. It didn't fix everything overnight, but it got the business out of reaction mode and into growth mode. The Real Scaling Struggle: Cash Flow Even with all that success, Eric's biggest constraint today isn't clients or talent. It's cash. In the agency world, sometimes you can grow so fast that you can actually outpace your ability to fund it. As Eric explains, “Receivables stack up. You can't hire, build, or invest without the cash reserves in place to hit the down terms.” For instance, just this year his agency was down 20% compared to last year because of all the uncertainty for businesses. Sound familiar? So far, Eric's solution has been airtight payment terms. They moved away from waiting on client deliverables and toward milestone-based billing. They typically charge: 50% upfront 25% after month one 25% at month two or fixed date Not based on deliverables. Based on time. Why? Because waiting on clients kills momentum (and your margin). “We used to wait months to get that final 50%. Now we're often 100% paid before a project is even done.” Moral of the story? Set clear terms and stop letting clients hold your agency hostage. Project-Based Doesn't Mean Profitless If You Structure It Right Five years ago, 85% of Bluleadz's revenue came from retainers. Then COVID hit. Buying behavior shifted fast. Clients wanted results without long-term commitments. So Eric pivoted hard into project work—today, 80–85% of their revenue comes from one-off HubSpot onboarding and implementation projects. That means 50–75 new customers per month, each on 30 to 90-day timelines. The lesson: project-based doesn't have to mean chaos - if you systemize delivery and payment. However, Eric does admit he and his team had been failing to recapture clients for a second or third project. “We were just focused on getting new clients through the door.” Instead of nurturing clients post-delivery, they handed off the project and moved on. Meanwhile, past clients drifted—only to come back a year or two later in total chaos saying, “We lost our HubSpot guy. Can you help?” The opportunity cost was massive. They are currently working on recapturing these relationships. By reselling past clients, his agency could double or triple revenue in a year. The Triple-Team Model: Sales, CSM, Implementation In their efforts to start creating more lifetime value for customers, Eric's agency introduced Customer Success Managers (CSMs)—not just to check in, but to hunt for value. CSMs dig into each client's needs post-project, surface upsell or cross-sell opportunities, and feed them back to the sales team. Now they're farming the base, increasing LTV, and stacking wins without chasing cold leads. This third new role adds a new layer to his team's structure, which he now breaks down as: Salespeople close net-new deals and join key milestone calls.           Implementation Specialists own delivery and are the client's main point of contact. CSMs sit above delivery, watching for success gaps, retention issues, and upsell opportunities. “Salespeople are hunters, not farmers. Trying to make them farm didn't work. So we changed the model.” This layered structure gives clients clarity, keeps teams focused, and ensures no growth opportunity slips through the cracks. Strategic Partnerships Are the Future Another key reason Bluleadz is scaling so quickly is partnerships. They're one of HubSpot's top onboarding partners, and at one point this partnership drove most of his agency's net new leads. More recently, however, as they start to expand their efforts to engage past clients, only 40% of their leads come from HubSpot, while 30% comes from existing customers, and another 30% from their inbound marketing efforts, other strategic partners, and referrals. This makes for a more balanced pipeline: “Inbound, outbound, and strategic partnerships”. Those are the three pillars in the Playbook. You've got ‘em dialed in. As for Eric, he's all in on strategic partnerships, which he considers to be the way of the future. The One Thing Eric Would Do Differently If he could go back and give his younger self advice on agency ownership, Eric would say “Let go faster.” He held on too long to sales, finance, client services… all of it. And every time he finally let go, the agency grew again. Today, Eric has zero departmental responsibilities. His job is vision, strategy, and leadership—and it's paying off. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

I welcome back renowned persuasion expert and bestselling author Jay Heinrichs. Jay, widely celebrated for his book “Thank You for Arguing,” returns to share insights from his latest book: “Aristotle's Guide to Self-Persuasion: How Ancient Rhetoric, Taylor Swift, and Your Own Soul Can Help You Change Your Life.” Jay dives into the personal journey that inspired the book—a year-long experiment where he applied the classical tools of rhetoric not just to business or negotiation, but to overcoming his own struggles with motivation, self-doubt, and a significant physical setback. Using a daunting mountain-running challenge as the backdrop, Jay explores how reframing your internal dialogue and negotiating with your mind and body can lead to surprising breakthroughs, both professionally and personally. Outline of This Episode [03:41] How Jay improved his negotiation skills through personal adversity. [07:04] An overview of mastering negotiation skills overview. [10:22] Honing negotiation skills while coping with chronic pain and limited mobility. [15:37] Evaluate desires vs. needs, question materialism, and align actions with one's true self for self-worth and persuasion. [19:04] Ancient Greeks explored self-dialogue, changing negative self-talk, and reframing thoughts can improve one's mindset. [23:32] Mind training is the practice of convincing your body to go beyond its perceived limits. The Art of Persuading Yourself After years spent teaching organizations how to persuade, he was challenged to turn those tools inward during a period marked by low motivation, self-pity, and a debilitating physical ailment. Jay explains how much harder it is to separate yourself as a negotiator and client when you are both the persuader and the persuaded. Inspired by Aristotle's teachings and his desire for change, Jay embarked on an experiment: Could the classical tools of rhetoric, updated for the modern age, help him overcome deep-seated doubts and achieve what seemed impossible? The Self-Persuasion Experiment The crux of Jay's journey was a literal mountain—Mount Moosilauke in New Hampshire, an Olympic training ground with a 3.7-mile run and a 2,800-foot elevation gain. At nearly 58 years old, told by doctors he might never walk again, Jay set a goal to become the first person over 50 to “run his age” up the mountain, climbing it in fewer minutes than his age in years. The process was nothing short of transformational. It demanded significant lifestyle changes: losing an eighth of his body weight, training for hours each day, giving up alcohol, and enduring a groundbreaking (and painful) medical procedure. As he struggled to reach his goal, Jay leaned on rhetorical strategies—not just to stay motivated, but to redefine his relationship with challenge, pain, and self-doubt. Reframing Reality Through Rhetoric One of the episode's standout lessons is the power of “reframing”—a quintessential rhetorical move. Jay describes how hyperbole, often dismissed as mere exaggeration, can become a tool for motivation: “What if you can believe in throwing something beyond yourself and then chase after it like a dog after a ball?” In this way, ambitious (even seemingly impossible) goals can become motivational hyperboles, stretching our perceived limits and moving us beyond inertia. He also draws from Aristotle's lesser-known work, On the Soul. Here, the concept of the “ideal self” or “soul” becomes the internal audience you must convince. The three classical elements of ethos—craft, caring, and cause—become the benchmarks of persuasion, not just with others, but with that idealized version of yourself. Negotiation as a Daily Practice Whether you're persuading a client, navigating a difficult deal, or pushing your limits in training, the process is the same: a series of negotiations with your goals, excuses, fears, and aspirations. Jay's year of self-persuasion wasn't about achieving physical greatness; it was about discovering happiness and gratitude, negotiating, ultimately, for a better relationship with oneself. Watts highlights the universal nature of this lesson, referencing cinematic moments of grit and perseverance, and reminds us that the real challenge is not just winning the deal, but winning yourself over, again and again. Resources & People Mentioned Peter M. Loescher, MD  Connect with Jay Heinrichs Jay Heinrichs  Connect With Paul Watts  LinkedIn Twitter    Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

This week, in episode 259, Jaci Russo tells David C. Barnett and Kate Morgan how the hiring of her agency's first top-level sales person went wrong. About four months ago, when Jaci first told us about this big step, she sounded thrilled. She said her new sales chief was a delight to be around, had hit the ground running, and had already lined up at least one impressive client. Unfortunately, none of that panned out. But Jaci, who is hardly the first business owner to have an important placement go off the rails, offered to walk us through her process to see what lessons we can all learn: Were the interviews flawed? Was the onboarding effort insufficient? Was it the executive recruiting firm she used? Was it the compensation structure? Or was it the remote-work arrangement? Plus: We also discuss the mounting evidence that companies have stopped filling entry-level positions. And should that trend continue, where will owners find the next generation of leaders?

“There's No Good Roofing Salespeople” — How to Build Them Anyway | Dominic CaminataStruggling to find good roofing salespeople? You're not alone. In this episode, Tim Brown sits down with Dominic Caminata, CEO of Renaissance Roofing, to break down why great roofing sales reps are so rare—and exactly how to develop them in-house.You'll learn:Why the roofing industry has a sales talent shortageThe traits to look for when hiring sales repsHow to create a training system that actually worksWhy culture beats commission in long-term performanceHow Dominic built one of the most respected roofing sales teams in the countryIf you want to grow your roofing business beyond yourself, this episode is a must-watch.

Here's a question that'll drive you absolutely crazy: How do you sell professional services without giving away everything for free? That's the burning question from Laura and Adam, attorneys who are struggling with the classic professional services dilemma. Their intake team and attorneys want to showcase their expertise by giving away everything for free during sales conversations. Meanwhile, they're also trying to figure out what kind of salesperson they need to hire to sell high-value legal services effectively. If you're nodding your head right now, you're not alone. This is the most common trap I see professional service providers fall into, and it's bleeding them dry while their competitors who keep their mouths shut are crushing them in conversion rates. The Professor Problem: Why Being Smart Is Making You Broke Laura nailed it when she described their current approach as "professorial." They show their talents and knowledge, thinking, "How can they not want to hire us because we're so brilliant?" But here's the brutal, kick-you-in-the-gut truth: The more you teach on sales calls, the lower your closing ratio becomes. Period. No exceptions. The less information you give, the higher your closing ratio goes. This isn't just theory—it's what I've learned from years of training consultants and professional service providers. When practitioners get on sales calls, it's incredibly hard not to show all our cards or teach people during the conversation. But you're not running a free consultation. You're running a sales process. Why Information Is Your Leverage—Not Your Gift Here's what Laura and Adam's team needs to understand: Information is your leverage. Are you going to give your leverage away for free? The key is teaching your intake team how to ask questions and bring the person through a process. You're connecting with prospects, learning about them, getting them talking about their fears, helping them articulate what they want, and then building a quick value bridge to why they should sign with your firm. Then—and only then—do you ask for the commitment. When prospects start fishing for free legal advice, you shut it down fast with this exact response: "That's a really, really good question. And that's exactly why we need to get you booked with an attorney so that you can sit down with a professional who can walk you through that strategy. Let's go ahead and get you signed up." The High-Stakes Hire: What to Look for in Professional Services Salespeople When you're selling high-value services instead of products, you need a special type of salesperson. Here are the three make-or-break qualities that will determine whether your hire is a rockstar or a disaster: They Need to Be Street Smart - Not book-smart—street-smart. They need to think on their feet because you've got different types of people coming to you with different cases. If someone is used to just following a script, they're not the right person for you. High Emotional Intelligence with Outcome Drive - This is the tricky balance. They need high emotional intelligence to quickly connect with people and build relationships. But they also need enough outcome drive to ask for the commitment and not let people off the hook. You're essentially running a one-call close. A person comes in, you take them through the journey, and then you ask them to make a commitment. If they don't commit on that call, your chances of signing them as a client go down exponentially over time. The Goldilocks Zone - If you hire someone too far on the outcome-driven side, they'll be pushy schmucks who pressure people, strongarm prospects, and destroy your reputation. You'll end up with buyers' remorse and angry clients. If you hire someone too relationship-driven with too much empathy, they'll have great conversations and make wonderful friends—but they won't convert anybody into customers.

The post 5 Things Broke Sales People Do, That High Performers Have Worked Out appeared first on Salesman.com.

If you want to stop chasing prospects and start closing with authority, this episode is your blueprint. I sat down with Armand Farrokh, founder of 30 Minutes to President's Club the #1 sales podcast in the world and we broke down how top 1% sellers diagnose deeper problems, dismantle objections with tone (not pressure), and use identity reframes that make prospects sell themselves.  Armand didn't just grow revenue from $0 to $13M at Pave he engineered it with precision-level sales skills most reps never learn. This episode goes beyond surface-level tactics to show you how to disarm resistance, create urgency, and get buyers to fight for your solution. Watch this and you'll understand why most salespeople are stuck in the shallow end and how to get out fast. Chapters (00:00) Introduction (03:38) Building the Gap: Roleplay with Live Audiences (04:42) How to Clarify Objections Without Triggering Defensiveness (08:25) Reframing Price Objections with Results-Based Thinking (12:12) Why You Should Push Prospects Away (at First) (17:00) The Power of Tone to Trigger Curiosity and Doubt (20:14) Turning Surface-Level Problems Into Emotional Stories (25:38) Magic Moment Questions That Unlock Real Pain (30:03) The 4 Types of Salespeople (Which One Are You?) (33:34) Identity Framing: Making Prospects Justify the Sale (42:17) Why Prospects Buy From You—Even If You're More Expensive

Most sales hiring failures aren't about the rep. They're about the missing structure.In this episode of the CEO Sales Strategies Podcast, Doug C. Brown sits down with David Sliman, CEO of Sales Performance, to explore why sales teams underperform—and how to fix it before your next hire.You'll learn:✅ Why KPI clarity is non-negotiable before hiring✅ How to build onboarding that drives early wins✅ The 4-part sales execution model that scales✅ Why great coaching requires structure, not pressure✅ How to create a system where top producers thriveIf your business depends on 1:1, high-ticket B2B sales—this episode will change how you build and lead your team.

There's a theory that if a seller focuses on a buyer's inner feelings, then they'll be more effective in closing a deal. This will require you to put your therapist cap on to tap into the customer's emotions.My guests, Jack Frimson and Zac Thompson, sales professionals and co-authors of Selling Is Therapy, share their techniques from their latest book. Listen to learn more about how you can start selling like a therapist to close more deals.Meet Jack Frimson & Zac ThompsonJack and Zac are seasoned sales professionals and co-founders of an agency specializing in helping clients book more high-quality appointments. Together, they have worked with hundreds of clients, developing practical, actionable strategies to make sales conversations more empathetic, effective, and rewarding for everyone involved. Why the Therapist Approach?Salespeople often default to outdated, aggressive tactics that leave both parties feeling slimy.Drawing inspiration from therapy, Jack and Zac discovered that the best sellers act less like “persuaders” and more like thoughtful guides, catalyzing customer self-discovery.Permission-Based Questions & “Softening the Blow”Simply asking before posing tough or blunt questions disarms prospects, making conversations feel safer and more genuine.This approach helps navigate tough topics, such as budget or decision-making authority, without sounding confrontational.Levels of ListeningGreat salespeople distinguish themselves by noticing what isn't said—body language, hesitations, or changes in tone.Calling out the “elephant in the room” (with empathy) opens space for honesty and trust.The “Test Close”Instead of forcing meetings or pushing agendas, the “test close” invites prospects to design the most valuable meeting for themselves (“What would make a call next week worthwhile for you?”).This boosts the chances of attended and effective appointments—and prospects are more invested because they helped build the agenda.The IKEA CurveWhen prospects participate in creating the solution (“If you could design your perfect platform/campaign/vendor, what would it look like?”), They feel a greater sense of ownership and buy-in.This technique is especially effective in competitive sales situations and discovery calls.Low-Stakes Practice & Continuous ExperimentationJack and Zac encourage sellers to experiment with these tactics in everyday settings, like at a coffee shop, to build confidence before using them in sales calls.Letting Go of AttachmentThe healthiest sales approach is one where you're unattached to the outcome—focused instead on helping, not convincing.If you're struggling with this, evaluate your alignment with the product, company, and your belief in the impact you deliver."Softening the blow is when we seek permission before we ask one of those big, big questions." - Jack Frimson."You always want to be calling out the elephant in the room. Another chapter of the book talks about the levels of listening. It shares how salespeople tend to miss the things that aren't being said." - Zac Thompson. ResourcesGrab a copy of their book on Amazon.Follow and reach out to Jack and

The Unvarnished Truth About Sales: Lessons from the UK's Most Hated Sales Trainer, Benjamin DennehyIn the world of sales, few voices are as candid—or as controversial—as Benjamin Dennehy, widely known as the UK's most hated sales trainer. In this episode, hosted by Josh Elledge, Benjamin pulls no punches as he exposes the uncomfortable realities of sales, debunks persistent myths, and offers actionable strategies for founders, salespeople, and small business owners. This blog post distills the key themes and expert advice from their conversation, providing a comprehensive guide for anyone looking to elevate their sales game.The Realities of Sales and Building Repeatable SuccessBenjamin starts by addressing an uncomfortable truth: most people in sales didn't choose the profession—they stumbled into it. This lack of passion often leads to mediocrity, with many salespeople operating at a “seven out of ten” level, performing just enough to get by. To break through this, Benjamin advocates for treating sales as a craft that demands continuous improvement and investment in proper training. He emphasizes the importance of building a repeatable sales process, focusing on long-term relationships rather than just closing deals.Benjamin also talks about the “founder-led sales trap” where entrepreneurs, passionate about their products, often dread the sales process. Founders frequently hesitate to delegate or hire the right salespeople, leading to burnout and stagnation. He encourages founders to invest in structured sales training, create a clear sales process, and treat sales with the same importance as product development or finance. This shift in mindset is crucial for scaling a business beyond the founder's efforts.Finally, Benjamin discusses the common pitfalls businesses face when hiring salespeople. He warns against hiring based on charisma alone and stresses the need to look for candidates who demonstrate solid sales processes and results. Without a clear and documented sales approach, businesses will continue to struggle with underperforming teams. He advises on setting clear metrics and ensuring new hires are onboarded with proper training to drive predictable and repeatable sales success.About Benjamin DennehyBenjamin Dennehy is the Founder of Sales Matrix Courses, a platform offering comprehensive training and coaching for sales professionals. Known for his blunt, no-nonsense approach, Benjamin helps businesses confront uncomfortable truths about sales, break through mediocrity, and achieve repeatable success.About Sales Matrix CoursesSales Matrix Courses is a sales training platform created by Benjamin Dennehy. The courses are designed to help professionals and businesses develop stronger sales foundations, overcome common challenges, and create repeatable, predictable sales outcomes.Links Mentioned in This Episode:Sales Matrix Courses WebsiteBenjamin Dennehy on LinkedInEpisode Highlights:Why most salespeople fall into the profession without passion or preparationThe “founder-led sales trap” and how to avoid itThe importance of treating sales as a craft and investing in ongoing trainingWhy hiring the right salesperson requires more than just charismaHow big companies fail at...

Sales leader and author Nigel Green joins Scott Leese and Richard Harris on the Surf and Sales podcast and discuss the critical skill of hiring elite salespeople. Nigel shares his expertise on why this is the single most important sales leadership skill, and how to effectively identify, attract, and integrate top talent onto your team. The conversation covers a range of valuable topics, including: Why elite salespeople don't apply to job postings, and how to proactively recruit them Techniques for uncovering the non-obvious behaviors that separate top performers from the rest Strategies for aligning your executive team and compensation plans to land elite talent The dangers of promoting your best salesperson into a leadership role Why small teams of elite reps can outperform larger average teams    

All links and images can be found on CISO Series. Check out this post for the discussion that is the basis of our conversation on this week's episode co-hosted by me, David Spark, the producer of CISO Series, and Steve Zalewski. Joining us is Jason Thomas, senior director, technology security, governance, and risk, Cystic Fibrosis Foundation. In this episode:  The trust deficit Defending the non-technical roles The business accountability gap The communication imperative Huge thanks to our sponsor, Query.ai Query is a Federated Search and Analytics platform that builds a security data mesh, giving security teams real-time context from all connected sources. Analysts move faster and make better decisions with AI agents and copilots that handle the grunt work and guide each step. Learn more at query.ai

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