Podcasts about salespeople

Here's what's coming through loud and clear right now: Old conversations are waking up Deals from 1–3 years ago? They're moving again. Salespeople are picking up the phone, calling old lists, and hearing: "I'm so glad you called. I was just thinking about you." Action plan: Dust off your inactive list. End of December or first week of January is prime time to make calls and meet people. Holiday check-in or strategy conversation for the new year. Attention spans are shrinking Follow-up needs to tighten. Quarterly or every-few-months cadence isn't cutting it anymore. I'm suggesting: Every 2 weeks Always bring value Pick up the phone (email + text alone isn't enough) The phone still works. Use it. Small, consistent actions are converting More meetings More face-to-face More conferences More networking Momentum is coming from showing up, not sitting back. Tools I'm using right now: -Brain.fm – daily focus + meditation 2 Favorite Books: -The AI-Driven Leader – smarter thinking and prompting with AI -The Power of Now – staying present in a distracted world Closing Thoughts: Everyone is distracted. More than ever. As you wrap up 2025 and step into 2026: -Have an annual plan -Reverse engineer it by quarter, month, week -But most importantly…HAVE A DAILY BUSINESS PLAN! At the end of each day: -Clean it up -Prep tomorrow -Define your one-day business plan -Identify your top 3 leading activities (in order) that actually move your buisness forward. Consistent action wins the game!

Schedule a Meeting with Joshua TODAY!Why do great contractors with years of experience keep losing jobs to mediocre competitors who charge less and deliver worse work? If you're an outdoor living professional who knows your craftsmanship is top-tier but still hears “we went with someone else,” this episode hits home. Joshua breaks down why quality alone isn't winning deals anymore—and how clarity, certainty, and communication are the real differentiators in today's sales conversations.You will:Learn why selling outcomes and emotions consistently beats selling features, specs, and experienceDiscover the 10 core sales principles that can take your close rate from 25–30% to over 75%Understand how setting clear expectations and simplifying your process builds trust, certainty, and premium pricing power Press play to learn how to stop losing deals you should be winning and start closing the right clients with confidence, clarity, and control.Ready to get your copy of The CORE 10? Check it out HERE!Connect with Joshua at:The WebsiteThe Facebook GroupSales Master ClassesHow to work with Joshua - https://yes.express/apply/Tune into this podcast where a seasoned craftsman shares expert communication skills, strategies for overcoming stress and overwhelm, and insights on building a profitable business in landscaping and hardscaping, with tips on how to sell, close more deals, and achieve financial freedom to retire early as a successful business owner in the design/build and outdoor living industry.

Peter Drucker once said “Until we can manage time, we can manage nothing else”  How is your management of time?  Links: Email Me | Twitter | Fac ebook | Website | Linkedin   The Time-Based Productivity Course    Get Your Copy Of Your Time, Your Way: Time Well Managed, Life Well Lived The Working With… Weekly Newsletter Carl Pullein Learning Centre Carl's YouTube Channel Carl Pullein Coaching Programmes Subscribe to my Substack  The Working With… Podcast Previous episodes page Script | 403 Hello, and welcome to episode 403 of the Your Time, Your Way Podcast. A podcast to answer all your questions about productivity, time management, self-development, and goal planning. My name is Carl Pullein, and I am your host of this show.  Are you in danger of boxing yourself in with too many processes and too much structure?  Now, it's important to stress that having some structure to your day is important. But too much can lead to boxing yourself in and losing flexibility.  Let me give you an example I often come across. Protecting time for doing your focused work. Having this protected on your calendar so the time cannot be stolen by others is important.  If you protected 2 hours and finished in 90 minutes, that doesn't mean you have to continue for another 30 minutes. Take a break. You're done.  But this works the other way, too. If you have two hours protected for a project task but cannot finish it in that time. It's okay. You turned up. You did the work, but you miscalculated how long it would take.  This happens to all of us. Some days we're on fire and can plough through a lot of work. Other days, a lot less so.  The problem is that when you begin your day, you really don't know what kind of day you're going to have. There are too many variables. How you slept, whether you're catching a cold or simply something else is on your mind.  Your life is not measured by what you do in one day; everyone has bad days.  So, with that said, let me hand you over to the Mystery Podcast Voice for this week's question.  This week's question comes from Alex. Alex asks, hi Carl, this year I'm trying to be better at time blocking, but I am really struggling to stay consistent with my blocks. What advice do you have to help stay true to your calendar?  Hi Alex, thank you for your question. Something I have always taught is that of all your productivity tools, one of them needs to be sacred. One of your tools must be the “truth” about what you are going to do that day.  Task managers are generally not good at this because we throw a lot of things into them. That's a good thing. Yet, the issue is that most people never curate what they throw in. This creates overwhelming lists of low-value, ill-thought-out items that will never get done. They just cripple your task manager's effectiveness.  The best tool for acting as your sacred base is your calendar. It's never going to lie to you. It shows you the 24 hours you have each day and where you need to be, with whom, and when.  You cannot overload yourself without it being plainly obvious that you are trying to do too much. And let's be perfectly clear, an agreed appointment with someone will always take priority over an email or proposal you need to write. If not, you cancel the appointment.  I hope, at a basic, civilised human being level, you get that.  I've called off face-to-face meetings in the past if the person I am meeting cannot put their phones down and actually talk to me. It is rude, disrespectful, and no person with an ounce of integrity would ever do that.  One of the striking things I've noticed about the highly successful people I work with is that they never have a phone. Tablet or laptop near them when they are in meetings. A notebook and a pen are all they have.  That's focus, professionalism, and demonstrates to the person you are meeting that you are focused on them in that moment.  When you make your calendar your primary productivity tool, you gain clarity about how much time you have available for the things you want to do.  It's visual, it's staring at you, and there's no escape from reality.  If you work 9 hours a day and today you have 7 hours of meetings, you only have 2 hours to do solo work. That's it.  If you need three hours to get your critical, must-do work done, then you have two choices. You either cancel a meeting or you accept that you will need to work an extra hour.  It's strange how so many people waste so much time trying find other solutions. That's time they could have spent on getting started on the work.  The solution is to time-block slots for doing the work that matters. The best salespeople block time every day to prospect and follow up with their customers. That's why they are the top salespeople. The best CEOs block time every day for working on their top priority task. That's why they are the best at what they do. Best-selling authors block time for writing every day. That's why they sell a lot of books.  Now, as I eluded to at the beginning, there will be some days when things don't go according to plan. You might be sick, had an argument with a loved one or just be distracted for whatever reason.  Or there could be a good old-fashioned emergency that needs your attention.  It happens. That's life.  However, it's not really about what you do or not to do in one day. The purpose of time blocks is to get you to show up and do the work. It's not about volume.  Spending twenty minutes on your actionable email is better than spending zero minutes. It's surprising how much you can get done when the pressure of time is on you. You don't dilly-dally around. (Wow! That's a phrase I haven't used for a long time!)  Ultimately, the measure is how well you did against your plan for the week, not necessarily an individual day.  Let me give you an example.  I have two blog posts, two newsletters, this podcast and a YouTube video to produce each week. They are my measurables. Six pieces of content. I know I need about 12 hours a week to produce that content. I also have 15 hours of coaching appointments. So, in total, I need 27 hours protected before I begin my week to complete my professional work.  It's doable, and based on my completion rates, I complete this work around 87% of the time over 12 months. I'll take that. (I measure it at the end of every year)  I work with one highly successful CEO who writes a LinkedIn Newsletter every week. Her company has over 50,000 employees in six different countries. She protects two hours every week to write that newsletter. One hour for the first draft and one hour later in the week to edit it.  Last year, she didn't miss one newsletter. She had a 100% completion rate. And that was her goal.  How did she do it? She protected her writing time every week. She would protect Monday mornings when in the office, and when travelling, she would take advantage of jet lag and write when she was wide awake in the early morning or late at night.  She time-blocked the time. She knew the only way to achieve a 100% completion rate was to make sure each week she had protected the time to do the work.  However, time blocking only works if you are planning your week. Not planning your week leaves you open to other people hijacking your calendar, and as I am sure you are aware, other people are often very persuasive… or demanding.  When you sit down to plan the week, you first look at what meetings and appointments you have scheduled. How much time does that leave you?  That will tell you what you could realistically get done that week.  If you're away at a conference for three days, you really only have two days to work with. However, one of those days will probably be needed for catching up, so realistically, you've got one solid work day.  But let's look at a typical week when you are at your usual place of work.  How much time do you need to do the work you are employed to do each week? A journalist may be expected to write an article a week. How long does it typically take to write the article, excluding the research and interviews? That would be their starting point.  Doctors I work with often need 2 hours or more after seeing patients to handle paperwork. If they want to get home at 7:00 pm each evening, then that will affect the time they need to stop seeing patients and do paperwork.  Salespeople are focused on seeing clients most of the day, but they also often have paperwork and follow-ups to do. Where can they fit the time they need for paperwork and follow-ups? Knowing what you are expected to do as part of your job and ensuring you have sufficient time to do it each week is what I call protecting time for your core work, and it goes back to the birth of humankind. Our ancestors on the Savannahs knew their core work. To hunt for food. If they'd had a big kill one day, they may have been able to take a day off, but when they started their day, they knew their job was to go out and find food. It was a non-negotiable part of their day.  That's what time blocking does for you. It gives you clarity on what you need to do that day. All you need to do is show up.  One tip I can give you about time-blocking is to keep your time blocks general. For instance, the CEO I mentioned a moment ago calls her newsletter writing time simply “writing time”. That gives her some flexibility.  If she needs to write a report for the board and is up against a tight deadline, then that is what she will write in that time. She will then find another space for the newsletter writing. I do something similar. I have writing time and audio/visual time protected on my calendar. I can then choose what I write or record on the day as part of my daily planning routine.  If you're in sales or a client-facing role, the time you spend working for your clients can be called “client” or “customer” time. I would also highly recommend that you set aside time every day to deal with messages, emails, and admin. These tasks will creep up on you if you're not dealing with them every day. Even if you can only find thirty minutes, take it.  Whenever I am on a business trip, whether domestic or international, I make sure to set aside time during the day to address my actionable messages. The most challenging ones are domestic, as I generally drive to the appointment or event. The easier ones are international as there is a lot of time hanging around in airport lounges.  Another tip I would give is not to go crazy here. Time blocking is not about blocking every minute of the day. It's about protecting time only for the important work you need to do.  When I look at my calendar, there are only three hours a day protected for solo work. On days when I have a lot of meetings, I usually reduce that time to one hour.  So there you go, Alex. I hope that has helped.  You are going to have good and bad days. That's perfectly normal. But, you have complete control of your calendar, so you can move things around, change your blocks if necessary. But, and this is the important but, once you've locked them in for the day, you stick with them. Remember, it's not about how much you do in the time, it's about turning up and doing the work.  And if you want to transform your time management and adopt a sustainable time-based productivity system, my newest course, the Time-Based Productivity course, will do that for you.  It will teach you how to time-block effectively and organise your work so you are doing the right things at the right time. PLUS… by joining the course, you get free access to my recently updated Time Sector System course and my Time Blocking Course.  If I were to recommend one course for 2026, that's the one I would recommend.  Thank you for your question, Alex and thank you to you too for listening. It just remains for me to wish you all a very, very productive week.   

Sales Is You vs You: Why Most Techs & Salespeople Lose Before the Call Starts | Scott Sylvan BellMost sales conversations are lost long before the technician or salesperson ever walks into the home. In this episode, Sam Wakefield sits down with Scott Sylvan Bell to break down the internal habits, mindset gaps, and self-leadership failures that quietly sabotage sales performance before the call even begins.This isn't about scripts, closes, or objection handling. It's about the inner game — discipline, preparation, emotional control, and personal standards — and why sales is ultimately a battle with yourself, not the homeowner.What You'll Learn in This EpisodeWhy most techs and salespeople lose the sale before the appointment startsHow lack of self-leadership shows up in sales resultsThe internal habits that quietly sabotage confidence and consistencyWhy mindset, discipline, and preparation matter more than scriptsHow to stop fighting homeowners and start mastering yourselfThe difference between external excuses and internal responsibilityResources & Links

We want your feedback and questions. Text us here.Hard work alone doesn't close deals, and that's a tough truth for a lot of sales professionals to hear. If you're making the calls, sending the proposals, showing up prepared, and still losing deals to competitors you know you're better than, the problem isn't your effort. It isn't your product. And most of the time, it isn't price. It's process. In this episode, we break down why hardworking salespeople stay stuck, why buyers stall and hide behind objections like “I need to think about it,” and what top performers do differently to create urgency, clarity, and confidence at every stage of the sale.

Sales is one of the greatest income engines available, yet too many high earners still struggle to build real wealth. In this episode, we unpack why so many sales professionals make great money but fail to keep it.We break down the five core traps that hold salespeople back: irregular income, short-term thinking, lifestyle inflation, poor risk management, and lack of structure. We dig into the behavioral side of sales, the dopamine-driven wins, and why excitement often replaces consistency when it comes to money.We also get practical. We talk about paying ourselves like a W-2 employee, capping lifestyle spending, planning for taxes, and converting commissions into ownership. Most importantly, we challenge the idea that wealth is just income. Wealth is stability, optionality, and legacy.If you're a top producer who wants more than just another big year, this conversation is for you.We talk about:[00:00] Why Do So Many High-Earning Salespeople Retire Broke?[04:38] What Are the Five Core Wealth Traps Salespeople Fall Into?[08:15] Are Sales Behaviors Wired Against Long-Term Wealth?[10:18]  How Do You Normalize Irregular Income Like a W-2 Paycheck?[14:09] Why Are You Not as Good as Your Best Year (or as Bad as Your Worst)?[17:20]  How Do You Build Financial Structure Without Killing Motivation?[22:22] What Happens When Winners Ignore Risk While They're Winning?[30:12] How Do You Check Yourself When Success Is at Its Peak?[38:23] What Tactical Systems Turn Commissions Into Long-Term Wealth?Resources:Learn more at The Color of MoneyLearn more about DISC behavioral profilesLearn about risk-free government bondsBecome a real estate agent HEREConnect with Our HostsEmerick Peace:Instagram: @theemerickpeaceFacebook: facebook.com/emerickpeaceDaniel Dixon:Instagram: @dixonsolditFacebook: facebook.com/realdanieldixonLinkedIn: linkedin.com/in/dixonsolditYouTube: @dixongroupcompaniesJulia Lashay:Instagram: @iamjulialashayFacebook: facebook.com/growwithjuliaLinkedIn: linkedin.com/in/julialashay/YouTube: @JuliaLashayBo MenkitiInstagram: @bomenkitiFacebook: facebook.com/obiora.menkitiLinkedIn: linkedin.com/in/bomenkiti/Produced by NOVAThis podcast is for general informational purposes only. The views, thoughts, and opinions of the guest represent those of the guest and not  Keller Williams Realty, LLC and its affiliates, and should not be construed as financial, economic, legal, tax, or other advice. This podcast is provided without any warranty, or guarantee of its accuracy, completeness, timeliness, or results from using the information.

In this episode, I'm joined by Steve Harding, Senior Vice President of Sales EMEA at SalesLoft and global sales leader, for a deep dive into how AI is reshaping the revenue workflow. We cut through the hype to uncover the real value AI brings to sales teams, from serving as the "air traffic control" for overwhelmed account executives to accelerating pipeline creation through smarter signal prioritization. Steve shares powerful examples from his own organization, unveils practical AI use cases for prospecting and deal progression, and emphasizes the importance of keeping the human touch front and center. Tune in for candid stories and fresh perspectives on how sales teams can successfully adopt AI, avoid common mistakes, and leverage technology to enhance, not replace, the vital role of human judgment and relationship-building in sales. Outline of This Episode 00:00 AI-driven sales productivity insights. 08:08 Human-centric sales in the AI era. 10:42 Content overload challenges modern buyers. 15:48 AI-powered sales insights. 19:13 AI integration in sales workflow. 20:27 AI-driven customer outreach automation. AI in the Revenue Workflow: Separating Value from Hype Today, sales teams are inundated with tools and data, making the challenge not just about having information, but about managing it. AI has the potential to become the air traffic controller, helping teams delegate, automate, and prioritize effectively. AI's most meaningful contribution is compressing "time to insight." Instead of manually sifting data or waiting for CRM updates, AI delivers actionable guidance at critical moments in a seller's workflow. Steve outlines how, at SalesLoft, AI is integrated directly into their platform, which helps account executives instantly recognize the next best action and act at the right time. This isn't just theoretical. For example, teams can now pick up signals, both internal, like website activity or content downloads, and external, like missed payments, that indicate where attention is needed. AI then helps sort and prioritize these signals, recommending actions and automating follow-up tasks so teams spend time where it counts. The result: improved productivity and responsiveness, and ultimately, healthier pipelines. AI that Boosts Prospecting, Qualification, and Deal Progression What does this look like in practice? Steve shares a recent exercise at SalesLoft when they analyzed every major win and loss across markets and segments, mining rich interaction data captured in their system. When they fed this into the AI, they discerned clear themes that differentiated wins from losses. The findings informed improvements to their sales process, especially around discovery intent, giving teams concrete cues that new hires and veterans alike could watch for. This real-world application of AI proved results, boosting win rates and adding confidence, context, and clarity to team conversations while preserving the all-important human connection. The Human Element - Where Judgment Still Matters Most Despite the buzz, AI is not a panacea for sales relationships. At the end of the day, sales is a human-centric activity, Steve explains. AI serves best as a "wingman or copilot." It can automate certain workflows, but when the conversation gets nuanced, or the stakes are high, whether it's handling objections or building deep trust, a human's judgment, empathy, and experience remain irreplaceable. Buyers are showing up more informed, or misinformed, than ever before. But the proliferation of high-quality marketing content has led to confusion and caution. Salespeople must now help buyers navigate this information landscape and overcome the "fear of messing up", a challenge that can't be solved by algorithms alone. What missteps do organizations make with AI rollouts?  Steve stresses two dangers: Expecting AI to perform beyond the skill level of a company's most junior rep. Failing to keep humans "in the loop", validating and verifying a system's outputs. Instead, AI should recommend and automate, not dictate, with human oversight at every critical juncture. It's the old wisdom: "Trust but verify." As sales leaders consider integrating AI into pipeline generation or deal execution, Steve recommends starting with the pain points, not the tech itself. Ask where reps are wasting time, then target AI to solve those problems. Then, using AI within your systems, not on the edge (like ad hoc Copilot or OpenAI research). This keeps valuable intel connected to your CRM. While you're doing this, it's important to keep a human in the loop to protect your relationships and reputation. Where AI and Human Skill Combine for Better Outcomes One standout example is nurturing relationships when key contacts change roles or organizations. AI tools can track these moves and trigger a personalized, multi-step outreach campaign, congratulations on LinkedIn, followed by an email and a phone call. This blend of automation and personal touch lets teams act at scale, re-engage valuable advocates, and build pipeline opportunities that would be nearly impossible to manage manually. AI is transforming sales workflows, but not by replacing humans. Use AI as an intelligent copilot to prioritize, automate, and scale, but never lose sight of the human skills of empathy, and judgment.  Connect with Steve Harding Steve Harding on LinkedIn  Salesloft  Connect With Paul Watts  LinkedIn Twitter  Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

Building a high-performing, resilient B2B sales team requires adapting to rapid changes in roles and technology. In this episode of Predictable B2B Success, Vinay Koshy interviews Walter Crosby, an accomplished sales leader with experience ranging from closing complex deals to mentoring sales managers and founders. Crosby discusses why many top salespeople hesitate to become managers, highlights the risks of pipeline bloat, and explains how to leverage a company's “untapped wisdom” for a unique sales advantage. Walter Crosby also shares key strategies for accelerating onboarding, crafting messaging that resonates with buyers, and fostering a culture of high performance. He offers insights on applying neuroscience in sales conversations, the practical role of AI, and the importance of aligning leadership's vision with frontline execution. This episode provides actionable strategies and practical advice for founders, sales leaders, and sales professionals. Some topics we explore in this episode include: Transition to Sales Management: Walter Crosby explains the challenges salespeople face when promoted to management and why he started Helix Sales Development.Coaching as a Key Strength: The importance of spending time coaching sales teams rather than just managing reports and metrics.Effective Onboarding and Messaging: How clear ICPs and aligned sales/marketing messages help new salespeople succeed faster.Performance vs. Family Culture: Building a sales culture of accountability and high performance, moving away from the "family" mindset.Sifter Message and Playbook Creation: Developing a unified sales playbook and messaging to stand out from competitors.Pipeline Management: Preventing pipeline bloat by using scorecards, thorough qualification, and regular pipeline reviews.Traits of Top Sales Performers: Curiosity, skepticism, and the ability to handle challenging conversations distinguish high performers.Motivation and Better Hiring: Hiring sales talent based on motivation type and structured assessments to reduce bias.AI and Technology in Sales: Examining the role of AI in sales processes, its limitations, and the continued importance of human connection.Leadership, Values, and Strategy Execution: Closing the gap between leadership's vision and sales execution by integrating company values into daily practices.And much, much more...

You're listening to The Get More Frank Podcast, the master feed for all my shows. Today's episode is LIVE with LOPES with Ali Reda.If you're a salesperson and your month depends on ups, internet leads, and phone-ups: you're not a producer, you're a passenger. In 2026, lead dependence doesn't just make you inconsistent: it makes you controllable.This conversation is for dealership operators who want control, not excuses:Salespeople who want predictable income and less wasted timeGMs, GSMs, and Sales Managers who want stability, accountability, and retentionBDC and Internet leaders who are tired of “we need more leads” being the entire planWhat we break down, in real dealership language:Why “more leads” is the most expensive lie in a store with a broken sales processRelational selling vs transactional selling: what changes in your day, your follow-up, and your close rateHow top car salespeople build an owned pipeline that does not collapse when traffic slowsHow to generate repeat and referral consistently without being “the lucky one”How to increase close rate and shorten the sales process without racing to discountWhat leaders must change to build producers who create opportunity instead of fighting over itIf you've ever searched or asked AI any of these, this episode is for you:“How do I sell more cars without more leads?”“How do I stop being lead dependent in car sales?”“How do I build my own pipeline as a car salesperson?”“What is relational selling in a dealership and how do I do it?”“How do I get more repeat and referral customers?”“How do I increase close rate without discounting?”“How do I shorten the car buying process?”“Why is my sales team inconsistent month to month?”“How do I stop my floor from fighting over ups?”“What should a GM or GSM change in the sales process for 2026?”Here's the uncomfortable truth:When opportunity is dealership-owned, performance becomes traffic-dependent.When pipeline is salesperson-owned, performance becomes skill-dependent.Brought to you by CarNow.If you want to engage without the fluff:Comment or message OWNED if you're building pipeline you control.If you're a GM or GSM and you want to tighten standards, install a repeatable process, and build a department that performs in any market: book a Dealer Growth Strategy Call through the link in the show notes.Follow The Get More Frank Podcast so you don't miss the next drop.

I'm not sure if you noticed this, but there is a massive gap between what salespeople and leaders know and what they actually do. I’ve written 18 books and trained hundreds of thousands of salespeople. I can’t tell you how many times someone comes up to me and says, “Jeb, I read Fanatical Prospecting. Great book. But that stuff doesn’t work for me.” Or they’ll say, “I tried that objection handling technique you taught, but it didn’t work, so I went back to what I was doing before.” Here’s what they don't understand: The problem isn’t the technique. The problem is that they gave up too soon. The brutal truth is that most people fail to implement what they learn.  The Skate Park Lesson A couple of weeks ago, I was traveling for business, working with one of my clients' sales teams. One afternoon, I decided I needed some exercise, so I went for a walk. Along the way, I came across a skate park where kids were riding their skateboards and doing tricks. There was a bench nearby, so I sat down to watch for a while. Close to me was a group of young guys, probably 13 or 14 years old. They were huddled around a phone watching a YouTube video of someone doing a particular trick on their skateboard. They watched it, talked about it, and then one of them threw his skateboard down and attempted the trick. He immediately fell off and failed. The next kid tried, and he failed. Then the next one and the next one. All of them failed to do the trick.  So what did they do? They went back and watched the YouTube video again. Then they threw down their boards and crashed and burned, but this time, slightly less dramatically than the first time. They repeated this process over and over. Watch the video. Try the trick. Fail. Watch again. Try again. Fail a little less badly. Until finally, one of them nailed it. When he landed the trick, they all erupted. Clapping, fist pumping, and cheering. And once one kid got it, the rest of them started getting it too. They practiced until they had the trick nailed down, then went back to YouTube to find another trick to learn. At that point, I got up and headed back to my hotel. But as I was walking, I couldn’t stop thinking about what I’d just witnessed. Too Often, We Give Up too Soon How often do we do the exact opposite in business and sales? We read a book, watch a video, listen to a podcast. We hear about a technique or concept that sounds really good. And we think, “Yeah, I’m going to try that.” So we give it one shot. Maybe two if we’re feeling ambitious. And when it doesn’t work perfectly the first time, we say, “Well, this doesn’t work for me,” and we give up and never try it again. Or worse, we read the book, feel really good about the concept, then put the book down and never even attempt it at all because we've already convinced ourselves it wouldn’t work for us before we even tried. But here’s the thing: Those kids at the skate park didn’t look at that trick and say, “This looks hard, it probably won’t work for me.” They looked at it and said, “We’re going to figure this out.” They understood something that most adults have forgotten: Just because you read about something or see someone else do it, doesn’t mean you’re going to master it on the first try. The Homemade Yogurt Failure Paradigm  As I was walking back from the skate park, this lesson reminded me of something that had happened to me over the holidays. I’d seen something in my news feed about making homemade yogurt. It looked interesting, so I bought some milk, studied the recipe, and made an attempt. And I failed. My concoction didn’t turn into yogurt at all. My immediate reaction was, “Well, this isn’t going to work; it must be a bad recipe.” I gave up after one failed attempt. But after watching those kids at the skatepark, I realized the giving-up-too-soon trap I'd fallen into. So when I got home from my trip, I went back, reread the recipe, walked back through my steps to figure out what went wrong, and tried again. This time it worked, and I actually made yogurt. The recipe wasn’t the problem. My execution was the problem. And I only figured that out by trying again. The Human Overconfidence Fallacy  Here’s the lesson: We are all susceptible to this human fallacy of believing that we can read something, watch something, or hear something once and then immediately do it perfectly. When it doesn’t work the first time (or even the second time), we conclude that the technique is flawed, or it won't work for us, or our situation is unique and different. But the truth is, we gave up too soon, before we gave the technique a fair shot. That’s just being human. We’re wired for overconfidence, instant gratification, and immediate results. When we don’t get them, we move on. Why This Matters in Sales  Let me bring this back to sales, because this pattern will absolutely kill your results. You read a book on prospecting, learn a new cold calling technique, watch a sales training video on objection handling, or attend a conference or training and learn new ideas. Then you try it. Maybe it feels awkward, or the prospect reacts differently than you expected. Maybe you stumble over the words, or you get shut down and rejected. So you conclude it doesn’t work, and you go back to what you were doing before, which, by the way, wasn’t working either. That’s why you were looking for something new in the first place. Here’s what you’re missing: Sales is and always has been a numbers game. Statistics and the law of averages matter. Even the best techniques don’t work 100% of the time. You have to use them enough times to see the patterns and to understand what’s working and what needs adjustment. The Iteration Process Those kids at the skate park weren’t just repeating the same failed attempt over and over. They were iterating. They’d try the trick, fail, and then make a small adjustment. They’d watch the video again, notice something they missed the first time, and then talk to each other about what went wrong and what to try differently. That’s the process: Try, fail, learn, adjust, try again. But most people skip the “learn and adjust” part. They just try, fail, and quit. Let me give you a sales example. Say you’re trying a new prospecting email template. You send it to ten prospects and get no responses. The try-fail-quit people conclude the template doesn’t work. But a try-fail-learn-adjust-try again high performer would ask:  Did I send it to the right prospects?  Was my subject line compelling?  Was the timing right?  Did my call to action make sense?  Should I test a different version? They’d iterate and test different variables until they figured out what worked. That’s what separates top performers from everyone else. They don’t give up after one attempt. Instead, they iterate until they succeed. The Success Leaves Clues Principle Here’s something else those kids understood: If someone else is doing something successfully, that means it’s possible. When they watched that YouTube video, they didn’t say, “Well, that guy is just naturally talented.” They said, “If he can do it, we can figure out how to do it too.” This is the “success leaves clues” principle. If someone else is making something work, that’s proof it can work. Your job is to master their patterns and believe that you can make it work too. When you read a book like Fanatical Prospecting, and you see examples of people who built massive pipelines using these techniques, that’s not fiction. Those are real people who learned how to execute these strategies. When you watch a training video and see someone handle an objection smoothly, that’s not magic. It is someone who practiced that response dozens or hundreds of times until it became natural. The clues and evidence are there. The only question is: Are you willing to put in the practice and endure the failures until you get there yourself? The Practice Paradox Here’s the paradox that trips people up: The techniques that work best often feel the most awkward at first. That’s because they’re different from what you’ve been doing, and anything different feels uncomfortable. For example, when I teach salespeople to slow down and use silence in negotiations, they hate it. It feels unnatural. They want to fill the silence with words. But the ones who push through that discomfort and practice using silence close bigger deals at better margins. When I teach salespeople to ask for referrals using a specific framework, they feel like they’re being pushy or scripted. But the ones who practice the framework until it becomes conversational generate more referrals than they ever thought possible. The discomfort is temporary. The results are permanent. But you have to get through the discomfort in order to get to the results. 5 Keys to Mastering New Sales Skills So, how do you actually implement what you learn? Here’s what I recommend: First, commit to practicing any new technique at least twenty times before you decide if it works. Not once. Not twice. Twenty times minimum. That’s how long it takes to get past the awkwardness and start seeing results. Second, track your results. Don’t rely on your feelings about whether something is working. Write down what happened each time you tried the technique. Look for patterns and notice what’s improving. Third, iterate. If something isn’t working after multiple attempts, don’t just abandon it. Adjust it. What needs to change? What variable can you test differently? Fourth, find someone who’s making it work and learn from them. If you’re struggling with a technique that others are using successfully, reach out to them. Ask questions. Watch how they do it. Fifth, be patient with yourself. You’re not going to master anything instantly. Give yourself permission to be bad at something new while you’re trying to master it. Your Homework this Week Here’s what I want you to do this week: Pick one technique you learned recently – from a book, a podcast, a training – and commit to trying it at least twenty times this week. Track what happens each time. Notice what’s working and what’s not, make small adjustments, and keep at it. Because here’s the truth: The techniques work. But you must put in the work before they will work for you.   Those kids at the skate park didn’t give up after the first fall. They kept going until they nailed the trick. That’s what separates winners from everyone else. Not talent, luck, or some magical gift. Just the willingness to try, fail, learn, adjust, and try again until you get it right. And remember, when it’s time to go home, make one more call. Because that one more call is one more rep, one more attempt to get better, and one more step toward mastering your craft.   One way to become a stronger sales professional and leader is the OutBound Conference. OutBound is the biggest, baddest sales and leadership training conference on the planet. At Outbound, you'll learn from the world's top sales and leadership experts and network with other high performers just like you. To reserve your tickets, go to OutboundConference.com 

Thank you for listening to our conversation on the Forward Thinking podcast as Nicholas Loise and Sher Downing, PhD, explore the intricacies of sales, leadership, and the importance of building relationships in the sales process. They discuss the challenges faced by entrepreneurs and salespeople, particularly the reluctance to engage in direct sales conversations. Nick emphasizes the need for a solid sales operating system and the importance of creating demand for products and services. Their discussion also covers the significance of understanding sales velocity and pipeline management, as well as the role of technology in enhancing sales processes. We hope our conversation provides valuable insights for anyone looking to improve their sales strategies and navigate the complexities of the sales landscape.Takeaways:Sales is about building relationships and trust.Overcoming reluctance to engage in sales is crucial.A solid sales operating system is essential for success.Creating demand is key to driving sales.Understanding sales velocity helps in managing expectations.Pipeline management is critical for cash flow and planning.Technology should enhance, not replace, sales efforts.Salespeople must be good students of human behavior.Follow-up is essential and should be value-driven.Sales strategies must adapt to changing market conditions.Nicholas says, "Sales is hand-to-hand combat. Selling isn't for the faint of heart."Learn more and connect with Nicholas here: https://www.linkedin.com/in/nicholasloisehttps://www.facebook.com/salesperformanceteam/https://salesperformanceteam.com/#sales #leadership #entrepreneurship #marketing #salesstrategies #salesoperatingsystem #demandcreation #salesvelocity #pipelinemanagement #salesreluctance

Set the bar low to build daily selling skills that stick! We hear it every day, “Shoot for the stars…. Reach for the stars….Aim High…..Set your sights high…..Dream big.”  Even the famed Herb Tarlek told us to, “Think big to be big”, on the 1970s sitcom WKRP in Cincinnati.  While those sound great, most people fail to achieve those lofty goals because they don't know what to do on day one of that journey.  They set New Year’s resolutions on Jan 1, but by Quitting Day (Jan 16 this year), they don't know how to sustain their journey.  They set the bar so high and the daily journey effort so high that they crush under the weight.  Salespeople fall into this same trap! Listen in to learn the three steps to achieving great success in sales and life!

F2 is the AI platform for private markets investors, automating due diligence and portfolio monitoring workflows with agentic AI. After building ARK into a digital banking platform that scaled from tens of millions to tens of billions in loan volume, Donald Muir developed AI technology to automate debt placement on ARK's marketplace. When upmarket institutional lenders requested access to the AI for their entire deal flow—not just ARK's marketplace deals—Donald recognized the technology's standalone value. In this episode of BUILDERS, Donald shares how he's commercializing enterprise-grade AI for an industry where he personally spent years in the private equity bullpen, and how F2 is addressing the reliability and trust barriers that prevent AI adoption in high-stakes financial decision-making. Topics Discussed How F2 emerged from ARK's internal need to automate debt marketplace screening memos The technical approach to eliminating hallucination in Excel-based financial analysis Replicating private equity's "super day" interview format to prove AI capability with live deal data Sales team composition: hiring ex-finance professionals instead of traditional sales reps AI's role in evolving private equity analysts from menial tasks to system operators Product roadmap from due diligence to portfolio monitoring to deal syndication platform Maintaining operational independence while preserving strategic alignment with ARK GTM Lessons For B2B Founders Solve your own hardest problem first, then productize: Donald built F2's core technology to scale ARK's debt marketplace, focusing on the most difficult engineering challenge—reliable financial analysis of unstructured Excel data—because the marketplace required it. This resulted in technology that foundation models still haven't replicated over a year later. The aha moment came when institutional lenders wanted the AI for all their deal flow, not just marketplace transactions. Organic internal development created category-leading capabilities and validated product-market fit before commercialization. B2B founders should identify which internal operational challenges, if solved, could become standalone products serving the broader market. Design sales processes that mirror how your ICP evaluates talent: Donald replicated private equity's "super day" format where analyst candidates receive a data room, laptop without internet access, and three hours to produce an LBO model and investment thesis. F2 runs identical timed tests—customers send live deal data rooms under NDA, F2 generates investment committee memos using their templates, and presents same-day results. This proves the AI can perform at the standard funds use to evaluate human analysts they hire 18 months before start dates. B2B founders selling into industries with rigorous talent evaluation processes should reverse-engineer those frameworks into product demonstrations that speak to buyer expectations. Prioritize credibility over sales experience in technical markets: Donald's entire sales team consists of ex-finance professionals who lived in the seat—no traditional salespeople. These reps can screen-share investment memos created that morning and discuss them authentically with MDs and principals using industry-specific language. After 4.5 years running go-to-market at ARK, Donald teaches sales methodology to domain experts rather than teaching domain expertise to salespeople. For deals averaging half a billion dollars flowing through the platform, buyer credibility outweighs sales polish. B2B founders in specialized verticals should evaluate whether domain fluency or sales pedigree matters more for their specific buyer personas and deal complexity. Engineer for auditability before optimizing for speed: F2 focused on eliminating hallucination and achieving mathematical accuracy—solving what Donald calls the "reliability and trust" gap—before addressing workflow efficiency. The company name references the F2 keystroke used to audit Excel calculations at 3 AM in the PE bullpen. This positioning directly addresses the barrier preventing AI adoption for investment decisions: LLMs hallucinate, can't do math, and lack auditability. Only after proving the AI produces auditable, trustworthy output did F2 layer on speed benefits. B2B founders building for high-stakes decision environments should identify the fundamental trust barrier and make it the core technical focus before feature expansion. Leverage institutional knowledge as competitive differentiation: Beyond automating existing workflows, F2 enables firms to pipe in decades of institutional knowledge via API—instantly benchmarking new deals against thousands of historical transactions by vertical, revenue size, leverage levels, and management quality. This transforms screening memos from isolated analyses into context-rich evaluations informed by complete firm history. The AI doesn't just work faster; it has comprehensive context that individual analysts manually searching SharePoint folders could never access. B2B founders should identify where accumulated institutional data creates compounding value beyond point-in-time automation. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

Here's a question I get asked all the time: What's the single biggest misconception holding salespeople back? That question came from a room full of college students at BYU-Idaho, ages 19 to 24, all exploring sales careers. And my answer is the same whether you're just starting out or you've been in the game for decades. The biggest lie about selling is this: Good salespeople have the gift of gab. You know the stereotype. The smooth talker. The fast-talking closer. The person who can talk their way into or out of anything. We've all seen it in movies, TV shows, and plays like Death of a Salesman. It's been around for a century, and it's completely wrong. The Truth Top Performers Know Here's what the best salespeople actually do: They listen. The greatest salespeople aren't the best talkers. They're the best listeners. They're individuals who know how to ask the right questions and know how to ask questions in a way that create these aha moments for prospects and customers. They understand something fundamental that average performers miss: Closing happens in the discovery process, not at some magical point where you lay the hammer down and ask for a sale. Think about that for a second. The deal isn't won when you deliver your polished presentation. It's not won when you overcome the final objection. It's won in those early conversations when you're asking questions, uncovering pain, and building relationships. Why the Stereotype Persists The negative stereotype of salespeople has been pervasive in society for generations. Part of it's because no one really likes to be sold. And there are salespeople who are bad. They talk at people instead of actually taking the time to listen. But here's the reality: Lots of professions have negative stereotypes. Lawyers. Politicians. Salespeople aren't the worst of them. And here's the good side of that negative stereotype: Nobody wants to be in sales. So if you're in sales, you're making a whole lot more money than anybody else. That's a good thing. The people who look at the profession of selling and say "I could never do that" or "I could never interrupt people or take that type of rejection" are the same people who will never experience the income, freedom, and impact that comes with being great at sales. The Power of Questions When you shift your mindset from talking to listening, everything changes. Instead of thinking about what you're going to say next, you're focused on what your prospect is telling you. You're asking questions like: What's driving this decision right now? What happens if you don't solve this problem? Who else is involved in this decision? What does success look like for you? These aren't manipulative tricks. They're genuine attempts to understand your prospect's world, their challenges, and their goals. And when you do that well, you create trust. You build relationships. You position yourself as a partner, not a vendor. The discovery questions you ask matter more than any pitch you could ever deliver. Handling objections starts with asking the right questions early in the process. Who's Really in Control Here's the truth: The person in control of the conversation is rarely the talker. In fact, it's almost always the listener. If you want to move deals, stop performing and start discovering. Build your calls around three things: smart opening questions, deep follow-ups, and crisp advances to the next step. You'll gain insights, not just air time. And insights are what close deals. Success in sales isn't about being the loudest voice in the room. It's about being the most curious, the most engaged, and the most intentional about moving the sale forward. What You Need to Unlearn Right Now If you've been operating under the assumption that you need to be a great talker to succeed in sales, unlearn that immediately. Replace it with this truth: You need to be a great asker and an even better listener. Your job isn't to convince people. Your job is to help people convince themselves by asking questions that lead them to their own conclusions. When prospects discover the solution themselves through your questioning, they own it. They believe it. And they buy. That's the relationship you build through asking questions. That matters the most. The Bottom Line Stop trying to out-talk your prospects. Stop preparing 47-slide presentations. Stop thinking that your job is to educate and inform. Your job is to discover. To listen. To understand. To ask the questions that help your prospects see clearly what they need to do next. The best salespeople aren't the smooth talkers. They're the smart listeners who know that the power of the sale is in the questions they ask, not the words they say. If you master this one fundamental truth, you'll close more deals than all the gift-of-gab salespeople combined. And you'll build a career based on relationships, trust, and value instead of pressure, manipulation, and empty talk. That's how you win in sales. That's how you build lasting customer relationships. And that's how you separate yourself from everyone else who's still chasing the lie. Ready to Master the Art of Prospecting? Join us at Sales Gravy Live: Fanatical Prospecting Bootcamp in Atlanta, GA on March 10-11th. Two days of intensive training where you'll learn the proven systems and techniques that top performers use to fill their pipelines and crush their quotas. Stop guessing. Start prospecting like a pro. Register now at salesgravy.com/live.

Burnout is one of the biggest silent killers of performance in sales — and most people completely misunderstand where it comes from.In this episode, Nick Nascimento breaks down the real psychology behind sales burnout and why it's not caused by working too hard, long hours, or repetitive tasks. In fact, some of the highest-performing entrepreneurs and salespeople work more than anyone else — yet never burn out.So what's the difference?Nick walks through:-Why burnout happens (and why most people get it wrong)-The psychological root of burnout-The 7 biggest causes of burnout in sales-How misalignment, lack of purpose, and environment drain performance-Why chasing the prize instead of the process leads to exhaustion-The difference between transactional vs transformational mindset-How identity conflict fuels burnout-Why progress and growth are non-negotiable for motivation-Most importantly, Nick shares 5 critical mindset shifts that will help you:-Overcome burnout-Prevent burnout long-term-Build discipline without relying on motivation-Shift from reactive to proactive living-Reconnect with purpose, growth, and identity-Create systems that sustain results over timeThis episode is for:-Salespeople feeling stuck, drained, or unmotivated-High performers who feel busy but unfulfilled-Entrepreneurs chasing results but losing purpose-Anyone who wants long-term success without burnoutIf you've ever felt tired, bored, unfulfilled, or disconnected from your work — this episode will change the way you think about burnout forever.Subscribe for more content on sales, discipline, mindset, and personal growth.Share this episode with someone who needs to hear it.

Chad Peets is one of the great sales leaders of our time. Previously, he was the sales saviour at Snowflake and was an advisor to the CEO there. He was also an MD at Sutter Hill where he sat on the board of companies like Sigma Computing and Augment Code.  AGENDA: 04:53 How to Recruit the Best Sales Talent Today  06:27 Why Europe is a Nightmare for Recruitment in Sales 11:29 How to Evaluate Sales Talent: Green and Red Flags 21:58 Why Remote Work is BS and You Have to be in Office 23:43 How to Improve Sales Team Performance in Just 24 Hours 27:45 When to Fire vs When to Give More Time 32:10 How to Set Sales Quotas Effectively 34:39 Adjusting Compensation Plans for Better Performance 37:50 Why Work Life Balance is Total BS 41:08 Biggest Lessons on Leading Sales Teams 50:37 What is The Future of Enterprise Sales with AI 58:40 Quick Fire Questions and Final Thoughts  

Chad Peets is one of the great sales leaders of our time. Currently, Chad is leading all things sales at X. Previously he was the sales saviour at Snowflake and was an advisor to the CEO there. He was also a MD at Sutter Hill where he sat on the board of companies like Sigma Computing and Augment Code.  AGENDA: 04:53 How to Recruit the Best Sales Talent Today  06:27 Why Europe is a Nightmare for Recruitment in Sales 11:29 How to Evaluate Sales Talent: Green and Red Flags 21:58 Why Remote Work is BS and You Have to be in Office 23:43 How to Improve Sales Team Performance in Just 24 Hours 27:45 When to Fire vs When to Give More Time 32:10 How to Set Sales Quotas Effectively 34:39 Adjusting Compensation Plans for Better Performance 37:50 Why Work Life Balance is Total BS 41:08 Biggest Lessons on Leading Sales Teams 50:37 What is The Future of Enterprise Sales with AI 58:40 Quick Fire Questions and Final Thoughts  

Are you really doing enough to hit your sales goals—or are you giving up too soon?In this high-impact episode, we break down the 10X sales philosophy made famous by Grant Cardone and uncover the gritty truth behind why relentless effort beats talent, charm, or even strategy. If you're a sales leader or business owner wondering why your growth has stalled, this is your wake-up call to realign, re-engage, and go bigger.Here's what you'll take away from this episode:The mindset and action patterns that helped Grant Cardone build a billion-dollar empire—and how to apply them in your own career.The real numbers behind sales success, from touch points to follow-ups, and why most people quit just before the breakthrough.How to plan and execute a relentless, high-energy start to the new year—without burning out or losing balance. Hit play now to learn how persistence, clarity, and high-action execution can radically shift your results in the next 12 months.New episodes every Monday, Wednesday and Friday.Grow Your Sales By 25% - Book in for a FREE 30-minute Sales Process Audit and walk out with 3 rapid actions that will GROW your SalesTo see how we've helped business grow their sales: Read Client ResultsWatch TestimonialsOr email Ben if you would like to get in touch: hello@strongersalesteams.comThis podcast helps the entrepreneur, founder, CEO, and business owner in the trade, construction and industry segments, regain focus, build confidence, and achieve measurable results through powerful sales training, effective sales strategy, and expert sales coaching—guiding every sales leader, sales manager, and sales team in mastering the sales process, optimizing the sales pipeline, and driving business growth while fostering leadership, balance, and freedom amidst overwhelm, stress, and potential burnout, creating lasting peace of mind and smarter decision making for every California business and Australia business ready to scale up with excellence in sales management.

Salespeople don't struggle because they lack tactics. They struggle because of the language they use—often without realizing what it reveals about how they're thinking. In this episode, Art Sobczak shares 26 sales words and phrases he's banning in 2026. Not because they sound bad—but because they quietly lower status, create resistance, and sabotage confidence before the conversation ever begins. You'll learn why phrases like "Sorry to bother you," "Just checking in," "Thoughts?" and "This is a cold call" don't just hurt response rates—they signal insecure thinking that prospects immediately pick up on. This isn't about memorizing better scripts. It's about thinking, preparing, and showing up like a professional—so the language fixes itself. What You'll Learn in This Episode Why weak, apologetic sales language is a symptom—not the real problem The hidden thinking behind permission-seeking and low-status phrases How certain "best practices" actually trigger resistance Why professionals don't replace phrases—they replace standards How to start eliminating language that no longer belongs in professional sales Art groups the 26 banned words into clear categories, explains what each phrase reveals about your thinking, and shows how this language quietly holds salespeople back—often without them realizing it. Subscribe to the Smart Calling Report at http://SmartCallingReport.com Get more info on the Smart Calling Prospecting and Sales Coaching and Training app at http://Studio.com/Art  

Do you plan to hit your sales goals, or just hope you will? You set goals in January. By March, they are forgotten. It's because most salespeople confuse wanting something with planning for it.  “I want to close more deals this year.” That is not a goal. That is a wish. “I want to be better at prospecting.” Still not a goal. Just a vague intention that leads nowhere. Real sales goals require a system. Not motivation. Not inspiration. A repeatable process that turns big numbers into daily actions you can actually execute. This four-step sales goal planning system turns annual quotas into weekly, executable actions that salespeople can control and measure. Why Most Sales Goals Fail Before February Most salespeople treat goal-setting like a New Year's resolution. They write something down, feel good about it for a week, then watch it disappear under the weight of quota pressure and full calendars. Three things kill sales goals before they have a chance: Lack of specificity. Your brain cannot attach to something vague. There is no finish line, no way to measure progress, and no emotional connection to the outcome. No breakdown. Big numbers paralyze you. Looking at an annual quota feels impossible. Your brain shuts down. You don't know where to start, so you don't start at all. Zero accountability. Goals that live only in your head are easy to abandon. There is no consequence for missing them because nobody, including you, is really tracking them. Research consistently shows that people who write down specific, challenging goals and track them perform significantly better than those who rely on vague intentions or hope. The difference between hitting your number and missing it is having a systematic approach to sales goal planning and the discipline to execute it. Step 1: Identify Your Major Milestones Big goals overwhelm you. When you stare at “close $1.5 million this year,” your brain checks out. It feels too big, too far away, and too abstract. The first step in effective sales goal planning is breaking that number into key checkpoints. These milestones tell you whether you are on track or falling behind. For a $1.5 million annual goal: Q1: $375K Q2: $375K Q3: $375K Q4: $375K Now you are not chasing $1.5 million. You are chasing $375K this quarter. Still significant, but manageable. Take it further. What does $375K mean for your pipeline? If your average deal size is $50K, you need eight closed deals per quarter. If your close rate is 25 percent, you need 32 qualified opportunities in your pipeline each quarter to close those eight deals. Suddenly, that intimidating annual number becomes a concrete monthly target of roughly 11 qualified opportunities. You cannot control whether a deal closes, but you can control how many qualified opportunities you put in your pipeline. That is the number you chase. Step 2: List Your Specific Tasks Milestones tell you where you need to be. Tasks tell you how to get there. These numbers will vary based on your market, deal size, and conversion rates. The point is forcing your goal all the way down to weekly actions you can control. This step requires brutal honesty about the activities that actually generate results in your sales process. If you need 11 qualified opportunities per month and your prospecting-to-opportunity conversion rate is 10 percent, you need 110 prospecting conversations monthly. What does that look like in weekly tasks? 30 outbound calls 15 LinkedIn connection requests with personalized messages 10 follow-up emails to lukewarm prospects 3 referral conversations Assign realistic timeframes to each task. Making 30 calls doesn't require four hours. It requires 45 minutes of focused effort. Block the time, make the calls, move on. The more specific you get, the less room there is for excuses. You either completed the tasks or you did not. You are either on pace or you are behind. If you cannot list the specific weekly tasks required to hit your goal, you do not have a sales goal. You have a hope. Step 3: Consider Obstacles and Resources Every goal has obstacles waiting to derail it. Ignoring them does not make them disappear. Identify what will try to stop you, then plan around it. The biggest time killers in sales are rarely mysterious. Meetings that don't move deals forward. Prospects who will never buy but keep you engaged. Administrative tasks that someone else should handle. Reorganizing your CRM instead of filling it with opportunities. Here is how to expose them. Track your time for one week. Write down every activity in 30-minute blocks. No editing. No judgment. Just honest data. At the end of the week, categorize everything: Income-producing activities like prospecting, discovery, and closing Income-supporting activities like proposals, follow-up, and research Waste, which is everything else Most salespeople discover they spend less than 30 percent of their time on income-producing activities. If that is you, you just found out why you are not hitting your goals. Once you know where your time actually goes, you can protect the activities that matter. Block prospecting time before meetings start. Batch administrative work. Decline meetings where your presence adds no value. Now identify resource gaps. What do you need that you don't have? Skills you need to develop. Tools that would improve your results. Support from leadership to open doors with key accounts. Find these gaps early. Discovering you lack a critical skill in November is too late. Step 4: Stay Flexible Without Lowering the Goal Sales goal planning requires flexibility in tactics, not flexibility in commitment. Markets shift. Buyers change. Your original plan may need adjustment. That does not mean the destination changes. Review your goals monthly and let the data guide you. Ask three questions: Am I on track What's working What's not working If something is working, do more of it. If something isn't working, adjust your approach. For example, your data might show inconsistent execution, poor list quality, or weak follow-up. The answer is not abandoning foundational activities like cold calling. The answer is tightening your process, improving targeting, or reinforcing outreach with disciplined follow-up. Flexibility means adjusting how you execute, not lowering the standard because the work is harder than expected. Salespeople who hit ambitious goals stay flexible in their methods and uncompromising about the outcome. Monthly reviews keep you honest. They prevent you from wasting months on ineffective activity before realizing you are off track. Execute Your Sales Goal Planning System Take one goal right now. Write it down with a specific number and a deadline. Break it into three to five milestones. List the weekly tasks required. Identify your two biggest obstacles and the resources you need to overcome them. Then execute. Review weekly. Adjust monthly. Never stop driving toward the outcome. This system works because it eliminates ambiguity. You know what needs to happen this week. Obstacles don't blindside you because you planned for them. You aren't following a broken plan for six months because you built in regular reviews. While other salespeople hope for a good year, you will be executing a plan. While they react to whatever fires pop up, you will be proactively driving toward measurable outcomes. The difference between salespeople who hit their goals and those who do not is not talent or luck. It is having a systematic process for turning big goals into daily actions and the discipline to follow through when motivation fades. Sales goals don't fail because you lack desire—they fail because the plan isn't specific enough to execute. Download the FREE Goal Planning Guide to turn your sales goals into results. 

At first glance, it may seem like the relentless pursuit of targets and numbers in sales has little in common with the discipline of physical fitness. But in this episode of the Sales Reinvented podcast, we peel back the layers to reveal just how intertwined the two really are. Drawing on years of experience in both revenue leadership and personal training, Charles Needham breaks down how simple wellness habits can "uncover alpha in overlooked data" and prepare sales professionals for the daily stresses of the job. Charles shares practical, science-backed advice on how simple habits, like daily walking and manageable routines, can yield massive benefits in focus, resilience, and stress management for salespeople. Whether you're struggling to prioritize fitness amidst a hectic sales schedule or looking for ways to optimize your energy and motivation, this episode is packed with actionable insights to help you thrive both in and out of the office. Outline of This Episode [00:00] Key connections between fitness, focus, and sales success. [06:21] Physical health and stress resilience. [09:21] Meditation for high performers. [12:18] Start with awareness and baselines. [15:18] Stress management through perspective. [17:26] Morning routine and discipline. Fitness is Relative Just as a football lineman prepares for an entirely different set of challenges than a sprinter, salespeople must identify which habits best suit the demands of their particular role. The principle remains: "Fitness is a means of intentionally putting stress in our system such that we have adaptations that then facilitate a higher quality of life." For sales professionals, this means using physical activity not just to build muscle, but also to improve resilience in the face of workplace challenges. Low-Cost, High-Reward Habits for Sales Pros A common objection among salespeople is a lack of time or expensive gym memberships, but Charles offers practical solutions. His top wellness practices include: Walking 10,000 steps a day: This accessible habit offers a slew of benefits, fat loss, cardiovascular health, and increased mental clarity, with almost zero monetary or logistical cost. Regular resistance training: Building muscle not only improves physique but is linked with lower stress hormones and better overall motivation. Calorie control: A manageable diet provides consistent energy, sharper focus, and helps avoid the afternoon energy crashes that can sabotage a pitch or negotiation. These simple changes can get you 90% of the way to all the benefits you could achieve at a very low percentage of the associated costs. Turning Stress into Strength Physical health is more than aesthetics; at its core, it's about your body's ability to adapt to and handle stress. Charles spotlights key biomarkers, like a low resting heart rate, as indicators of resilience. He believes that the definition of good physical health is actually the ability to manage stress, maintain motivation, and sustain high levels of performance. Small, consistent behaviors such as daily walks, adequate water intake, and smart sleep shape a positive feedback loop. These build the biological and psychological "muscle" needed to power through fatigue and burnout. Overcoming All-or-Nothing Thinking One of the biggest pitfalls for sales professionals is trying to overhaul their lives overnight, think extreme diet plans, intense workout challenges like "75 Hard," or marathon training as a weight-loss shortcut. Taking the things that are the easiest to do, making those things consistent, and then building on those things is far more effective and sustainable in the long run. Consistency and self-awareness are fundamental. Before making changes, salespeople are encouraged to track key health metrics, daily weigh-ins, food intake, and activity. After all, you can't manage what you don't measure. Starting with a baseline allows for incremental, science-driven adjustments, ensuring results while avoiding overwhelm and burnout. The Power of Morning Routines and Willful Stress By "front-loading" your day with intentional, controlled stress, you boost your capacity to handle whatever challenges arise. This strategic mindset, deferring short-term comfort for long-term growth, is a fundamental hallmark of humanity. Salespeople trade health for wealth at their own peril. Building resilience, energy, and focus through small, manageable fitness habits is not just about self-care; it's a foundational element of professional excellence.  Connect with Charles Needham Charles Needham on LinkedIn  Connect With Paul Watts  LinkedIn Twitter  Subscribe to SALES REINVENTED Audio Production and Show notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

Salespeople are sick of hearing "Your price is too high."  But, what if the real issue isn't the price?  Here's a secret that almost nobody knows, including all those gurus telling you to sell value.  They don't always buy the best value.  But, they can invariably be counted on to buy the lowest risk!         The biggest issue in the minds of your customers and prospects is not price, and it is not value – it is risk.   Let's dig into this. *************************************************************************** Dave Kahle 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. WWW,DaveKahle.com Dave's Substack page (PW) Subscribe to Dave's Newsletters

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at: OLDPodcast.com. Episode 1909: Christine Comaford reveals the top reasons sales professionals, especially millennials, are quitting faster than ever: lack of mentorship, outdated tools, missing data insights, and no clear sales playbook. Backed by research and expert insight, she offers actionable strategies to help sales leaders reduce burnout, boost retention, and build a more resilient, tech-savvy team. Read along with the original article(s) here: https://smarttribesinstitute.com/salespeople-burning-faster-ever-heres/ Quotes to ponder: "88% of sales professionals are unable to find or bring up critical sales material up on their smartphones." "Salespeople need to ramp up rapidly, and have a clear playbook to navigate prospects and the selling process." "Companies that want to set their sales team up for success should move away from general purpose tools and invest in more modern sales-specific tools and platforms." Episode references: ClearSlide: https://www.clearslide.com The Bridge Group: https://www.bridgegroupinc.com Deloitte Millennial Survey: https://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html Glassdoor: https://www.glassdoor.com

We are multi-million-dollar CEOs specializing in sales and go to market teams in tech. We've met more millionaire sales people than you can count. This is exactly how to explode your income in our favorite career path. We are multi-million-dollar CEOs specializing in sales and go to market teams in tech. We've met more millionaire sales people than you can count. This is exactly how to explode your income in our favorite career path. Thanks for tuning in! Catch new episodes every Sunday 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: 01:46 Sales Market Trivia: Headcounts and Income Statistics 07:14 CRO Compensation Realities and OTE Attainment 11:36 Can You Make $100k in Your First Year? 15:53 Essential Personality Traits for Top Sales Performance 21:25 The Timeline to Earning $200k and $300k 30:23 Strategies for Earning $1 Million in Sales 33:10 Executive Equity and Valuation Multiples in AI 38:10 Debate: Is OpenAI Too Big to Fail? 44:06 Kyle Poyar Joins: The State of AI Growth 45:17 Why AI Implementations Are Missing Expectations 50:32 Product Market Fit and AI-Driven Disillusionment 01:05:10 The Decline of Seat-Based Pricing Models 01:09:44 Emerging Pricing Models: Credits and Pass-Through Costs 01:17:48 The $500 Billion OpenAI Investment Question  

What if the key to unlocking record-breaking sales in 2026 isn't what you add to your business—but what you're finally willing to let go of?As we approach the end of the year, many business owners and sales leaders are feeling stretched, unsure what to double down on—and what to ditch. This episode dives deep into three overlooked habits that are silently holding your sales back and shows you exactly how letting go can drive serious growth in the year ahead.Discover why chasing social media leads might be hurting—not helping—your sales strategy.Learn how being busy can actually sabotage your team's performance (and what to do instead).Identify and eliminate “dead weight” in your business to free up time, energy, and profit potential.Tune in now to learn the three critical shifts that could dramatically accelerate your sales growth in 2026.New episodes every Monday, Wednesday and Friday.Grow Your Sales By 25% - Book in for a FREE 30-minute Sales Process Audit and walk out with 3 rapid actions that will GROW your SalesTo see how we've helped business grow their sales:Read Client ResultsWatch TestimonialsOr email Ben if you would like to get in touch: hello@strongersalesteams.comThis podcast helps the entrepreneur, founder, CEO, and business owner in the trade, construction and industry segments, regain focus, build confidence, and achieve measurable results through powerful sales training, effective sales strategy, and expert sales coaching—guiding every sales leader, sales manager, and sales team in mastering the sales process, optimizing the sales pipeline, and driving business growth while fostering leadership, balance, and freedom amidst overwhelm, stress, and potential burnout, creating lasting peace of mind and smarter decision making for every California business and Australia business ready to scale up with excellence in sales management.

Sales and Customer Experience—two critical functions that should work together, but too often operate at odds. This week, Colin and Ryan explore how traditional sales tactics can undermine long-term loyalty and create organisational silos. They share personal stories (including Colin's car-buying nightmare) and practical advice for aligning sales with your desired customer experience. If you want to sell AND build trust, this episode is for you. Best Quote of the Episode: "If you can't proudly stand behind the experience you're creating, you've got a problem." — Colin Shaw Key Takeaways: ✅ Traditional closing techniques can damage trust, even when they maybe effective ✅ Sales incentives often conflict with customer experience goals ✅ Leadership must deliberately define the experience they want to deliver ✅ Culture matters: a sales-first mentality breeds silos and resentment ✅ Aligning sales and CX is essential for long-term success, not just short-term gains

Why do some sales conversations instantly feel uncomfortable and why can clients sense desperation so quickly? In this throwback clip from We Have A Meeting, Chris Do explains why desperation kills authority, how being attached to outcomes weakens your negotiating position, and why the most powerful mindset in sales is being genuinely okay with or without the deal. Chris shares a real story about landing a six-figure branding project by doing the opposite of what most salespeople would do. He stayed honest, detached, and refused to perform confidence. He breaks down why wanting the deal too much puts you at a disadvantage, how clients subconsciously detect desperation, and why telling the truth builds instant trust at the highest levels. This clip covers: Sales confidence without manipulation Detachment and authority in negotiations Why desperation repels clients How honesty wins high value work The mindset behind closing better deals If you are a creative, founder, consultant, or salesperson who struggles with rejection, pressure to close, or feeling emotionally attached to outcomes, this conversation will change how you approach sales. Watch the full episode with Chris Do to go deeper into selling without selling, handling objections, pricing conversations, and building authority without being salesy. https://www.youtube.com/watch?v=VIJdAhWu7QU

If you've been looking for a way to hit or exceed your annual quota, qualify for President's Club, or simply earn a bigger paycheck or bonus, focusing on helping business owners reduce their tax burden by investing in your product, service or software in the final weeks of the year can give you the edge you need get more sales closed. Business Owners are Motivated to Reduce Taxes In the United States there are millions of SMBs and the vast majority of these businesses are what we call pass-through organizations for tax purposes. This means that the owners or partners in these businesses report the profits on their personal tax filings. Unlike big companies, small companies don't have the luxury of rolling profits over to the next year. So whatever they made this year, they have to pay taxes on. As the calendar winds down business owners are often motivated to invest in products, services, and software solutions in order to reduce taxable income. In other words, if a business has shown strong profits throughout the year, its owners might be keen to spend some of that money on improving their operations, expanding their capabilities, or streamlining their processes—right now—rather than hand over a large chunk of their profits to Uncle Sam come tax season. Business Owners Hate Paying Taxes To understand why this year-end period is so critical, let's get into the mindset of a small or medium-sized business owner. Unlike large enterprises with multiple departments and complex accounting strategies, SMB owners are often personally invested in the company's financial results because those results are essentially their income. It's how they pay their mortgage and put food on the table. For this reason, they watch their revenue and expenses closely. As the year comes to an end, they're looking at their bottom line and thinking about the upcoming tax bill. For many of these business owners, profit is a double-edged sword. Don't get me wrong, they want to make a profit. But at some point, too much profit triggers a much higher tax bill. If there is one thing I know about small and medium sized business owners its that they hate taxes. They are always looking for ways to legally minimize their tax liability. One easy and productive way to do this is to make fully or partially depreciable investments in the business before December 31st. That could mean buying new equipment, software, training packages, or services that will not only improve the business long-term but also reduce taxable income for the current year. An Urgent Need to Spend As a salesperson, the key takeaway here is that your prospects have a natural, time-bound incentive to spend. If you can position your product or service as the right investment at the right time, you might find it easier to close those deals that seemed just out of reach during the rest of the year. And by the way, if you are dealing with decision-makers who are pushing off decisions to next year, this is a great way to get past that objection. Framing Your Business Case I want to be clear though that most businesses are not going to spend money for the sake of spending money. Savvy business owners want to reduce taxes and do the right thing for their company. Therefore, you can't just be transactional. You still must follow the sales process and build a bridge to the value of tax savings AND business improvement when making your business case. It's all about framing your product or service as a strategic investment rather than a mere expense. For example: If you sell software tools that improve operational efficiency, make the case for how your solution will help them save on labor costs, reduce errors, and streamline workflows. If you're selling advertising, highlight how a year-end launch of a new campaign will lead to immediate results that set the stage for a strong Q1. If you sell capital equipment walk them through how the new equipment will make them more productive and help them expand their business in the new year. The key is to connect the value of your offering directly to the timing. Consider messaging like: “This is an opportune moment to upgrade your systems, so you'll enter the new year with a competitive edge and potentially lower your tax liabilities this season.” “By getting your campaign locked in before the year closes, you can reap immediate tax benefits while ensuring your advertising starts generating leads in January when you need them the most.” If we get the equipment ordered now it will be delivered in Q1 giving you plenty of time to get a high ROI next year. When you can tie the ROI of your product to both tangible improvements and the financial perks of year-end spending, the business case becomes much more compelling and you will sell more. Tailor Your Approach While the end-of-year tax incentive is a common denominator, not every SMB is identical. Some might be profitable but cash-constrained, while others have capital burning a hole in their pockets. Some may be in sectors that had a booming year, while others are just recovering from a difficult market. The more you understand the unique challenges and goals of each prospect you're targeting, the better you can tailor your approach. Before you pick up the phone, walk through their door, or send an email, do some research. Check out their recent announcements, whether they're hiring or expanding. Look into trends in their industry. Understanding these nuances will help you fine-tune your messaging. If you know a business is tight on cash, emphasize flexible payment plans or financing options. If the business is flush with profit, reinforce the immediate tax advantage and the strategic value of reinvesting those funds. Empathy and relevance are your allies here. Show that you understand their position and that your solution aligns perfectly with their current goals. That personal touch, combined with the natural urgency of year-end, is a powerful recipe for closing the deal. Lead With Urgency: Clear, Direct, Compelling I don't want to sweep under the rug how important timing and urgency are with this tactic. While you don't want to be completely transactional, you do want to be direct. As we approach the end of the year, many SMB owners have a long to-do list: Finalizing paperwork, inventory checks, reviewing vendor contracts, preparing for holiday promotions, and on and on. They're busy. They have limited time to spend on sales pitches. This means your outreach needs to be respectful of their schedule and also clear, direct, and compelling. Say right away: “I'm reaching out before the year ends because I have a solution that can help you maximize your tax benefits this year and help you grow your business next year." Being direct and to the point respects their time and sets the context immediately. If you need more help with direct and to-the-point messaging, grab your copy of my book Fanatical Prospecting and review Because Statements. It's crucial that you create and maintain a sense of urgency. Not the aggressive, pushy kind, but a natural urgency rooted in a real calendar event: The year-end. The clock is ticking, and if they don't make their purchase by December 31st, they miss out on the potential tax advantages. This deadline isn't artificial—it's a reality. Use it to frame your conversations. Urgency helps prospects prioritize your offer over other distractions in their busy schedule. Handling Objections You might encounter objections like: “We're too busy to consider new solutions right now,” or “We don't have enough budget.” In these cases, it's wise to highlight the cost-saving and tax benefits again. Stress that investing now can actually put them in a better position financially. Remind them that waiting until next year could mean missing out on an opportunity to reduce this year's taxable income. If time is an issue, propose a quick and efficient implementation plan. Show them that you can be agile and help them integrate the solution without massive downtime. If budget is a concern, consider promotions, discounts, or favorable financing terms. Sometimes, offering a small year-end incentive can tip the scales in your favor. The Five Keys to Selling More to SMBs at the End of the Year SMBs have a natural incentive to invest before year-end: They want to reduce their taxable income and set themselves up for a strong next year. Frame your product as a strategic investment: Highlight the value, ROI, and tax benefits that come with a year-end purchase. Avoid being transactional: Follow the sales process and position yourself as a partner who can help them navigate this critical period. Tailor your approach to each SMB's situation: Research their needs and adjust your prospecting message accordingly, showing empathy and relevance. Create urgency with a real deadline: The calendar itself is your ally; emphasize that the benefits come from acting before December 31st. Here's the deal though. Do not wait. Start this process now. The low-hanging fruit is out there but it will rot on the vine if you fail to pick before the sand runs out of the hourglass this year. Check out the BRAND NEW Jeb Blount Ultimate Sales Success Box Set. It's the perfect gift for the sales professional in your life!

In this episode, we break down the most valuable lessons drawn from working with more than 250 salespeople and sales leaders over the past 12 months across trade, construction, industrial, and commercial settings.From electricians and plumbers through to equipment suppliers, renewables businesses, finance providers, and commercial specialists, the same challenges—and the same solutions—have surfaced time and time again.Today, we unpack the five most consistent sales patterns we've observed, why they matter, and how you can apply them straight away to drive stronger results and sustained Sales Growth as you head into 2026.This episode serves as both a reality check and a roadmap—helping you cut through the noise and focus on what genuinely moves the needle in modern sales.Key Takeaways:Sales success requires intention and consistencyPlaying to strengths beats spreading effort too thinClarity on your ideal customer increases close rates Value is created by understanding, not talkingMeaningful change can happen faster than you think1% improvement, stacked daily, creates long-term Sales GrowthTime Stamps:00:00 Intro00:45 Working With Over 250 Sales People1:35 Key Lessons From Working with Sales People3:26 Sales Just Don't Happen4:50 Leveraging Strength5:59 Getting Clear On Who You Serve7:18 Creating Value9:28 Recap10:18 Wrap-Up10:57 OutroTo learn more about our Coaching Program that is seriously growing our Customers sales: https://strongersalesteams.com/program/To book a time to Meet with Ben directly: https://strongersalesteams.com/strategy/This podcast helps the entrepreneur, founder, CEO, and business owner in the trade, construction and industry segments, regain focus, build confidence, and achieve measurable results through powerful sales training, effective sales strategy, and expert sales coaching—guiding every sales leader, sales manager, and sales team in mastering the sales process, optimizing the sales pipeline, and driving business growth while fostering leadership, balance, and freedom amidst overwhelm, stress, and potential burnout, creating lasting peace of mind and smarter decision making for every California business and Australia business ready to scale up with excellence in sales management.

A Rare Skill Only Top Salespeople Have

This week, Mark Hunter is joined by master business coach and sales expert David Neagle. Together, they dive deep into the power of discipline, mindset, and intentional routines for achieving top sales results. David Neagle shares his personal journey, reframing discipline from something punishing to becoming a "disciple of" your craft. He explains how dedicating yourself to what you truly love transforms discipline from a chore into a passion-driven routine. Top performers aren't just skilled—they're incredibly focused and disciplined. Mark Hunter and David Neagle explore how true motivation and energy come from setting meaningful, personal goals and continuously investing in self-improvement.

AI will replace low-level sales, but not emotional intelligence. The future belongs to the communicators who can connect, frame, and persuade.Learn how to invest in real estate with the Cashflow 2.0 System! Your business in a box with 1:1 coaching, motivated seller leads, & softwares. https://www.wealthyinvestor.com/Want to work 1:1 with Ryan Pineda? Apply at ryanpineda.comJoin our FREE community, weekly calls, and bible studies for Christian entrepreneurs and business people. https://tentmakers.us/Want to grow your business and network with elite entrepreneurs on world-class golf courses? Apply now to join Mastermind19 – Ryan Pineda's private golf mastermind for high-level founders and dealmakers. www.mastermind19.com--- About Ryan Pineda: Ryan Pineda has been in the real estate industry since 2010 and has invested in over $100,000,000 of real estate. He has completed over 700 flips and wholesales, and he owns over 650 rental units. As an entrepreneur, he has founded seven different businesses that have generated 7-8 figures of revenue. Ryan has amassed over 2 million followers on social media and has generated over 1 billion views online. Starting as a minor league baseball player making less than $2,000 a month, Ryan is now worth over $100 million. He shares his experiences in building wealth and believes that anyone can change their life with real estate investing. ...

Podcast Description In this episode, Leigh breaks down a real — and almost unbelievable — case study from a simple trip to buy a microwave. Max walked into the store ready to buy. The salesperson had a willing customer, a simple product, and an easy win… yet still managed to lose the sale spectacularly. Why? Because the salesperson made the fatal sales mistake: They made it about themselves. You'll hear the story of how an ego-driven, self-absorbed salesperson talked over the customer, ignored his needs, flexed his knowledge, and missed every buying signal in the book. It's a masterclass in what not to do in sales. From this breakdown, we explore:

Summary In this episode of the AI for Sales podcast, host Chad Burmeister speaks with Piyanka Jain, CEO of Ask Enola, about the transformative impact of AI on customer experience and decision-making. They discuss the importance of clarity in AI interactions, the misconceptions surrounding AI, and the necessity of maintaining a human touch in an increasingly automated world. Piyanka emphasizes the ethical considerations of AI and the need for conscious capitalism, while also highlighting emerging technologies and the skills salespeople need to thrive in this new landscape. Takeaways AI is changing how customers interact with technology. Clarity in desired outcomes is crucial for effective AI use. AI can drastically reduce the time needed for data analysis. AI enhances human roles rather than replacing them. Misconceptions about AI can lead to fear and misunderstanding. Human oversight is essential in AI applications. Ethics in AI development is critical for responsible growth. Salespeople need to focus on clarity and critical thinking. Finding personal downtime is essential for mental health. AI should complement human interaction, not replace it. Chapters 00:00 Introduction to AI in Sales 02:58 Transforming Customer Experience with AI 05:58 The Importance of Clarity in AI Interactions 08:49 AI's Impact on Decision-Making 11:40 Misconceptions and Realities of AI 14:40 The Human Element in AI Automation 17:17 Ethics and Responsibilities in AI Development 20:11 Emerging Technologies and Future Trends 23:09 Balancing AI and Human Touch 25:47 Final Thoughts on AI and Humanity The AI for Sales Podcast is brought to you by BDR.ai, Nooks.ai, and ZoomInfo—the go-to-market intelligence platform that accelerates revenue growth. Skip the forms and website hunting—Chad will connect you directly with the right person at any of these companies.

Big news, Martyn Cohen is officially joining Cockerill & Co. After a decade plus leading sales and ops across major flooring names, then launching MC Growth Consultancy earlier this year, Martyn is bringing his people first approach into the community. In this episode Tom digs into why he said yes, what he has learned helping retailers, commercial contractors and manufacturers, and how he will add firepower for our members in 2026.About MartynFormer senior leader at Headlam and Carpetright, now growth consultant working across retail, commercial and manufacturing. Known for building high performing teams, fixing recruitment bottlenecks, improving buying terms, and making complex installer set ups work in the real world, HMRC included.What we coverThe announcement, why Martyn is joining Cockerill & Co, and how the partnership worksFrom redundancy to momentum, the first 8 to 9 months of MC Growth ConsultancyThe £2 to £3 million ceiling, when systems, people and process become the growth leverTwo magic moments, franchise results and a commercial client that needed to scale capacity before salesPeople first performance, recruitment done right, culture, and honest conversations that avoid formal performance casesThird party fitter networks, pricing, VAT, HMRC headaches, and how to stay on the right side of the lineBuying power, where the hidden points are in supplier terms, and why a thirty minute call can save tens of thousandsUnplanned services that now matter, recruitment search, interview support, and prep for sale or full business exitsWhy the Cockerill & Co community works, who not how, and proof from peer results, not pitch decksKey takeawaysGrowth is usually blocked by capacity and capability, not just leads or ordersRecruit well, train well, support well, and you will keep good peopleBuying smarter puts profit straight to the bottom line, many miss it through sheer busynessCommunity beats going it alone, the right room saves time and moneyIf we cannot add value, we will say so, the goal is impact, not invoicesWho this helpsIndependent retailers who want to scale without losing sleepCommercial contractors hitting operational limitsManufacturers building UK routes to market or fitter ecosystemsOwners preparing to sell in the next two to three yearsChapter guide00:00 Welcome back, and the announcement 02:00 Martyn's journey, redundancy to consultancy 06:30 Early wins, franchise systems and commercial capacity 11:45 Risk, reputation, and why the pipeline kept growing 14:30 What Martyn brings, people, recruitment, HR and culture 18:30 Installer networks and HMRC, lessons from Carpetright 21:30 Buying power that moves the P and L 24:30 Recruitment as a service, interview help, and search 26:30 Prep for sale, valuation thinking and finding buyers 29:30 Why the community matters more than the features 33:00 Values, saying no when it is not a fit, doing the real work 39:00 How to get involved and next stepsLinksWatch on YouTubeListen on SpotifyListen on Apple PodcastsCockerill & Co, join the community or request a consultConnect with Martyn on LinkedInWork with usWant a straight talking plan to grow, sort your people challenges, or unlock margin, reach out and we will set up a proper call.CreditsHost, Tom Cockerill Guest, Martyn Cohen Produced by The UK Flooring Podcast Hosted on Acast. See acast.com/privacy for more information.

It's Friday and we're back with another Stoppage Time with Uncle Rob! This week, we dive into one big theme that kept showing up in every conversation I had: the power of telling your unique story.From my chat with LA startup lawyer Alex Bruno to conversations with founders, mentees, and friends, I was reminded that even in an era dominated by AI, our humanity and our personal stories remain our greatest advantage.In this episode, I reflect on why storytelling matters more than ever—how it shapes trust, influences business decisions, and opens doors we didn't even know existed. I also share how Diana and I are rethinking our own story as The Storytellers Company moves into 2026, and why so many leaders struggle to communicate the vision they see so clearly in their own minds.If you're building something, leading a team, or simply trying to better express who you are and what you stand for, this episode will push you to think deeper about your story and how you choose to tell it.Thanks for spending your Friday with me. Peace, love, joy… and clarity on your story.Chapters00:00 The Power of Storytelling in Business05:58 Connecting Through Humanity and Technology11:38 Embracing Your Unique Narrative

In Episode 101 Mike brings back a favorite phrase (procurement weenies) from his book #SalesTruth and shares a fresh story about one of his own sales situations to challenge sales leaders on the topic of CLARITY.  Do your sellers have absolute clarity on… Your company's mission/purpose/why? Whom they're supposed to be targeting for new business? Exactly what they should be selling (your offerings)? Their messaging (sales story) and the value your solution brings to the market? YOUR sales process and rules of engagement? RESOURCES MENTIONED IN THIS EPISODE: Sales Management. Simplified. December 12 Free Web Session #SalesTruth February 3 Supercharge Your Sales Leadership Event ____________________________ This episode is sponsored by Pursuit Sales Solutions. If you are looking for help adding A-player talent to your team, contact Mike's friends at pursuitsalessolutions.com/weinberg

Listeners Maureen and Sue had some great ways to politely say, "leave me alone!"

In this episode of We Have A Meeting Podcast, we sit down with Gabe Lullo, CEO of Alleyoop - the SDR engine behind some of the fastest-growing startups and enterprise brands in the world. Gabe shares raw, unfiltered insights from building a 175-strong SDR organisation, firing his top performer, creating a culture built on grit, developing future leaders, and pioneering a brand new model for outbound sales. If you're scaling a sales team, leading SDRs, or want to understand what world-class demand gen really looks like, this conversation is an absolute masterclass. What you'll learn in this episode: Why most companies fail at building SDR teams The mindset, grit and emotional resilience required for top performance Why great reps rarely make great leaders (and how to spot the difference) The exact hiring process Alleyoop uses to find elite SDR talent Why cold calling is more valuable than ever The truth about tech stacks, data, and the death of spray-and-pray How Alleyoop trains SDRs to perform under pressure Why AI won't replace SDRs - but poor leadership might What makes a product truly “sellable” in today's market How to create consistency, confidence and culture in a remote sales environment Gabe's transparency, energy and depth of experience make this one of the strongest conversations we've had on outbound, leadership, and building high-performing teams. If you lead a sales team, ARE an SDR, or want to understand what the future of demand generation looks like… you'll want to watch this one start to finish. Let us know in the comments: What was your biggest insight from Gabe? And don't forget to subscribe for more world-class conversations with the industry's best sales operators and leaders.

2020年高考（山东I卷）英语听力 长对话（1）Hello,Global Travel Agency. May I help you?你好，环球旅行社。需要帮忙吗？Hello.你好。Do you have a package tour to Seattle? If you do, how many days will it last?有去西雅图的旅行团吗？如果有的话，大概会持续多少天？Yes,we do. Four days and three nights. It's available every Monday and Wednesday.是的，我们有去西雅图的旅行团。四天三夜。每周一和周三都有。Please help me register two people for the tour for this Wednesday.请帮我登记两个人参加这个星期三的旅行。I'm sorry. This Wednesday is already fully booked. It's the traveling season, you know. Would you go for next week?我很抱歉。这个星期三已经订满了。你知道，现在是旅游旺季。你可以下周去吗？Okay.Can I book it now?可以。我现在可以预订吗？Yes,of course.是的，当然。Now,when will you start your holiday, Monday or Wednesday?你要什么时候开始度假，星期一还是星期三？Well,I'm teaching on Monday. So Wednesday, please.嗯，我星期一要教课。所以请帮我登记星期三。2020年高考（山东I卷）英语听力 长对话（2）I have been trying hard to choose a gift for Kate for her birthday.我一直在努力为凯特挑选生日礼物。That's been hard for me too.这对我来说也很难。Would you like to go in with me and choose something together?你愿意和我一起去选些东西吗？Yes,two heads are better than one. So, what does Kate like doing? That might help us choose something.三个臭皮匠，顶个诸葛亮。那么，凯特喜欢做什么？这可能会帮助我们选择一些东西。She seems to enjoy listening to music, reading novels, and going to the movies.她似乎喜欢听音乐、读小说和看电影。Maybe we could get her a concert ticket. What do you think?也许我们可以给她弄张音乐会的票。你觉得呢？That's a good idea. But we don't know what concert she likes.这是个好主意。但我们不知道她喜欢什么音乐会。Jane can help us. She knows Kate very well.简可以帮助我们。她很了解凯特。You're right. Let's see Jane this afternoon after class.你说得对。今天下午下课后我们去见简。Okay.可以。2020年高考（山东I卷）英语听力 长对话（3）Hey,I think I found a job that might interest Lisa. Where is she?嘿，我想我找到了一份可能会让丽莎感兴趣的工作。她在哪里？She went to Liverpool visiting friends, I think. What is it?我想她去利物浦拜访朋友了。是什么工作？Well,it's from London Week, which claims to be the only newspaper for visitors to London.嗯，是《伦敦周报》的工作，《伦敦周报》号称是唯一一家为伦敦游客准备的报纸。What do they want, a reporter?他们想要招什么职位，记者吗?No,it's what they call a sales representative.不，他们想要招聘销售代表。Hmm.Could be interesting. How much does it pay?嗯。可能很有趣。工资多少？Not bad. Three thousand pounds a month. That's five hundred pounds more than what she made in her last job.还不错。每月三千英镑。相比她上一份工作要多赚500英镑。Not bad at all. Any requirement?真不错。有什么要求吗？Salespeople with no less than two years of experience, not necessarily in advertising. Lisa'sgot plenty of that.要求销售人员有不少于两年的工作经验，不一定要有广告经验。丽莎的经验很符合。Any other details about the job?关于这项工作还有其他细节吗?No,just the paid trips to Paris on top of the salary.没了，只是去巴黎的带薪旅行。Well,let's tell Lisa. She'll be back tomorrow l expect.好吧，让我们告诉丽莎。我想她明天会回来的。2020年高考（山东I卷）英语听力 长对话（4）Hi,I'm Sarah.嗨，我是莎拉。Hello,Sarah. My name's Ricky.你好，莎拉。我叫瑞奇。Hi Ricky. Are you a new student here?嗨，瑞奇。你是新来的学生吗？Yes,I just had my first lesson this morning. Are you a new student too?是的，我今天早上刚上了第一节课。你也是新生吗？No. I've been here for a year.不，我在这里已经一年了。A year? That's a long time.一年？那是很长的一段时间了。Yes,it is. I went through three months of language training after I first arrived in this college, and now I'm a psychology student here. Today I've come to visit my teacher in the language center. How long have you been here?是的，很久了。刚到这所大学后，我接受了三个月的语言训练，现在我是这里的一名心理学学生。今天我来语言中心看望我的老师。你在这里多久了？Only a week.只有一个星期。Oh,not long. Where do you live, with a family?哦，没多久。你住在哪里，和一家人住在一起吗?Yes,I'm staying with a retired couple at the moment. They're very nice, but I'm looking for a new place where I can hang out with more people of my age. Do you know of any good places?是的，我现在和一对退休夫妇住在一起。他们很好，但我正在找一个新的住所，让我可以和更多同龄人交往。你知道有什么好地方吗？Yes.Actually, my friend John has a spare room in his apartment. And he is looking for a roommate. Would you like his phone number?我知道。实际上，我朋友约翰的公寓里有一间空房。他正在找室友。你要他的电话号码吗？That would be great! Thanks for your help.那太好了！谢谢你的帮助。

Send us a textWhat happens when a family brand treats a shed lot like a destination—and runs it with the precision of a top retail showroom? We sit down with Joe Schneider, Vice President at Kloter Farms, to explore how a single location in Ellington, Connecticut became a regional magnet for sheds, garages, pavilions, and custom indoor furniture. The story starts with horse-drawn carriages and lands in a modern playbook built on transparent pricing, meticulous displays, and a culture that puts the customer at ease.Joe explains how the team translates an onsite “wow” factor into digital discovery. Think professional photography at real homes, cohesive visuals across platforms, and strong local SEO for sheds, garages, greenhouses, and outdoor living in Connecticut, Massachusetts, and Rhode Island. We dig into the product roadmap shaped by listening—steeper roof pitches, screened rooms, and eventually multi-car garages with engineered kits assembled on site. The move upmarket required dedicated project management, tighter vendor coordination, and realistic timelines. The payoff is trust: buyers of bigger buildings feel guided, not pushed.We also unpack the operating habits that keep conversions high. Every display is priced with current discounts, so Sunday visitors can browse freely and pre-qualify themselves. Salespeople are not on commission, which keeps the tone helpful and focused on fit. Each year, roughly 100 display models are replaced, creating urgency for discounted display units and a fresh look that invites return trips. Behind the scenes, long-term vendor relationships ensure quality and capacity, while leadership flexes with the seasons—delivery support before winter, sales intensity in spring, and presentation all year.If you've wondered whether to chase more lots or build one great destination, this conversation offers a rare, field-tested alternative. You'll hear how a third-generation team balances volume with quality, leverages repeat buyers, and uses small structural choices—clear pricing, photography, promotions—to create outsized impact. Enjoy the story, then subscribe, share with a colleague, and leave a review to tell us which strategy you'll try next.For more information or to know more about the Shed Geek Podcast visit us at our website.Would you like to receive our weekly newsletter?  Sign up here.Follow us on Twitter, Instagram, Facebook, or YouTube at the handle @shedgeekpodcast.To be a guest on the Shed Geek Podcast visit our website and fill out the "Contact Us" form.To suggest show topics or ask questions you want answered email us at info@shedgeek.com.This episodes Sponsors:Studio Sponsor: Shed ProShed ChallengerLuxGuardMaking Sales SimpleDigital Shed BuilderIFAB

  Think you're a good listener? Try this: Can you remember the exact words your last prospect used to describe their biggest problem? If not, you weren't listening—you were waiting to talk. In this episode, Art reveals the Two P's framework (Purpose and Pause) that will transform how you show up on sales calls. Learn the 2-second technique that gets prospects to reveal what they really mean, not just what they're supposed to say. Resource mentioned: Art's coaching and training app: http://Studio.com/Art

Ian Cartwright thrives on maintaining headspace through disciplined organization, both physically and mentally. Drawing inspiration from his training routine, he likens his approach to rowing—focusing on executing every stroke perfectly rather than worrying about the outcome. For Ian, success in sales, much like athletic performance, comes from controlling the controllables: dedicating time to preparation, fitness, and structure. By keeping his environment and routines in order, Ian believes the desired results will naturally follow.Joining me is Ian, a New Zealand-based sales coach, speaker, and author of "The Six Fundamentals of Sales Know How To." Known for his clear, actionable advice, Ian shares how structured fitness routines can sharpen mental resilience, increase motivation, and help you achieve that all-important sense of accomplishment—even in the face of sales' toughest challenges. From 5:15 a.m. gym sessions to mastering the art of "keeping the water up," Ian reveals the habits that fuel his energy and productivity, both in his business and his life as a masters rower.  Whether you're a road warrior battling travel temptations or simply searching for ways to boost your daily focus, this episode is packed with practical tips and real-world wisdom to help you bring your A game—physically and professionally.  Outline of This Episode [00:00] Career benefits of a morning gym routine [04:16] Ian's fitness and hydration habits [08:22] Prioritize your health because it's constant [10:53] Three key essentials for wellbeing: Exercise three times a week, find quiet time for reflection, and maintain proper nutrition [11:08] Fresh air and quiet space allow you to collate your thoughts  [13:01] Improve creativity and professional performance by getting fitter and altering your relationship with alcohol Fitness as Mental Fitness Ian Cartwright emphasizes that fitness isn't just about looking good—it's about sharpening your mental edge. He likens sales to rowing, an activity he's passionate about: "You can't control the outcome, but you can try and execute 200 perfect strokes." In both sales and sport, discipline over your activities—preparation, practice, routines—matters more than fixating on results. He recommends: Early Morning Workouts Whether at home or traveling, Ian makes it a point to visit a gym; this consistency sets the tone for his entire day. Hydration Keeping the water up—especially in a profession built on back-to-back meetings and endless coffee—is vital. Dehydration quickly leads to mental fog, sapping focus and productivity. Rowing (Erging) As a master rower, Ian includes long sessions on the rowing machine. This routine not only works the body but also provides extended periods for thinking and processing, combining physical exertion with creative reflection. Well-Being in High-Pressure Sales Sales can be a grind. Targets are moving, deals take time, and rejection is part of the territory. That's why Ian sees fitness as an essential part of resilience. Physical health helps salespeople bounce back, stay persistent, and "top up their tank"—staying sharp and ready for opportunities. He draws clear parallels between celebrating small gains in fitness (lifting an extra kilo, running a little further) and maintaining consistent sales activities. Both reinforce confidence and momentum. Common Challenges—and How to Overcome Them Travel, social gatherings, and high-pressure environments often undermine healthy habits. Ian humorously refers to these hazards as "buffets, booze, and bum warming," highlighting the sedentary and indulgent lifestyle that salespeople can fall into. His antidote is kindness and realism. Don't set yourself up to fail; start with attainable routines—three workouts a week, daily hydration, and making time for fresh air and reflection. Don't compare yourself to others; focus instead on what you can control. Recognizing Burnout and Countering the "Fog" Fatigue and burnout manifest as mental fog and unproductive days. The key, says Ian, is knowing your own rhythms and triggers: "If you know your own rhythm, then you can set yourself up better for success." If you miss a session or slip up, avoid self-criticism—just get back on track the next day. Sales isn't just a numbers game—it's a human endeavor. Prioritizing physical health, nurturing routines, and cultivating a resilient mindset transforms how you show up, both for your clients and for yourself. So lace up your trainers, fill up your water bottle, and invest in your most important sales asset—yourself. Resources & People Mentioned Admiral William H. McRaven The 6 Fundamentals of Sales Know-How  Ian Cartwright — The Practical Sales Academy  Connect with Ian Cartwright Ian Cartwright on LinkedIn  Connect With Paul Watts  LinkedIn Twitter  Subscribe to SALES REINVENTED Audio Production and Show notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

In today's episode, I sit down with Matt Curl, the COO of Apollo.io, to talk about how AI is reshaping the way sales teams work. We explore why the best companies treat their go-to-market process like a tech stack, how Apollo simplifies complex systems, and why the real power of AI lies in augmentation—not replacement. Matt explains how AI assistants can streamline lead management, personalize outreach, and free sales professionals to focus on the human side of closing deals. From cutting wasted time to multiplying results, this conversation unpacks how the future of sales belongs to those who learn to work smarter with AI.

What you'll learn in this episode:Why leadership requires a different skill set than salesThe hidden costs of a bad hire (and how to avoid them)How to attract top talent with vision, not perksThe “Leads and People” formula Gary Keller taught for business growthWhy building your team should be as strategic as client acquisitionHow to create a culture where high performers thrive

Here is a FAQ Video on the Courses: https://youtu.be/0F7imrzjXWs Here is a deep dive into which course is best for you: https://youtu.be/JM_jgS8M-iU https://www.b2bRevenue.com - Get Your Free E-Book on How Companies make Decisions. FAQ: 1 YEAR ACCESS, PAY MONTHLY OR ANNUALLY NOT A SUBSCRIPTION OFFICE HOURS EVERY  OTHER WEEK VIA ZOOM. 1 HOUR GROUP Q&A. UNLIMITED 1-ON-1'S  ARE FREE AS LONG AS THEY CAN BE SHARED IN THE COURSE. 1-ON-1 ARE FULL ACCESS ON DAY ONE - NOTHING IS GATED OR TIME RELEASED. ALL CONTENT IS VIDEO BASED AND SELF PACED I RECOMMEND TAKE COURSE ONCE WITHOUT NOTES OR APPLYING IT SO YOU UNDERSTAND THE BIG PICTURE FIRST. THEN TAKE AND APPLY IT STEP BY STEP. YOU START WHEN YOU WANT AND GO AS FAST OR SLOW AS NEEDED.   Email me additional questions: briangburns@me.com     — SAMPLE EMAIL TO EXPENSE THE COURSE MGR,   I have been listening to the brutal truth about sales podcast for X months and it speaks to the issues we face.   They currently offer a course that includes video instruction, group Q&A and One-on-One coaching. I'm committed to my own personal development and would like your help in expensing the course.   It would pay for itself if I closed only one new deal of $X value.   Please let me know by Friday if I can move forward with this 1 year course.   Thanks, ME Here are some student interviews from the courses:      ———————————————————————————————————— Audible 30 day Free Trial: http://www.audibletrial.com/BrutalTruth

In this episode, Mike ties together observations from his past month's work with sales leaders and sales teams in a variety of industries — all of whom seem to be struggling with the same challenges. Reviewing these "common reasons" salespeople are not winning new business at the desired rate prompted Mike to get in the way-back machine and pull out the tried-and-true list from Chapter 2 in his first book, New Sales. Simplified. If your salespeople are not creating, advancing, and closing as much new business as you'd like, share this episode and the free PDF of Chapter 2 with them! RESOURCES MENTIONED IN THIS EPISODE: Free PDF of Chapter 2: The "Not-So-Sweet 16" Reasons Salespeople Fail at New Business Development New Sales. Simplified. book 5 "Buckets of Blame" Podcast Episode The Fastest Way to Increase Sales Podcast Episode YOUR SALES STORY with AI Assist

Do you ever look at other property management companies and wonder how they were able to grow and scale to thousands of doors?  In this episode of the #DoorGrowShow, property management growth experts Jason and Sarah Hull share insights they gleaned from successful founders and CEOs of multi-billion-dollar companies. You'll Learn [00:59] Execution is More Important Than Good Ideas [11:51] Narrowing Your Focus to What You're Best At [19:41] Ask Your Target Market [30:33] Everyone Should be Focused on One Goal Quotables “There's no shortage of ideas. It's execution that's the hard part.” “Everyone thinks… if I scale, I've got to do more. And actually, you have to do less to be able to scale…” “A lot of times we get caught up in creating systems, inventory, things that actually cause waste or over-optimizing each individual department or each individual step, but it actually reduces the overall goal of optimizing.” Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:00) a lot of times we get caught up in creating systems, inventory, things that actually cause waste or over optimizing each individual department but it actually reduces the overall goal of optimizing for making more money.   All right, I'm Jason Hull. This is Sarah Hull, the owners of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we have brought innovative strategies and optimization to the property management industry. At DoorGrow, we believe that good property managers can change the world and that property management is the ultimate.   high trust gateway to real estate deals, relationships, and residual income. At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now, let's get into the show. Okay, so we recently kind of split paths, right?   so that you could go learn some stuff and I could go learn some stuff. So we usually do everything together. So, but we had, which I love, but we had two really cool opportunities. One I was very much more interested in than the other, because I was learning about AI, which I've been geeking out on. And then you went off to go to a profit event. And was really cool. We went to the first day together, but the second and third day I was in.   AI workshop, geeking out with some of the best on AI. Cool. I would love to hear what you took away from this event and what you learned, and maybe you can share that.   I wanted to go over my notes on one speaker in particular. I was kind of going back and forth between two of them and I think this is the one that I landed on. at a different date I could talk about the other one because you weren't there for either one of them. But on the second day, I'm just gonna call this like notes from a billionaire and not just a billionaire but a multi.   Billionaire and not just multi-billionaire but someone who is the founding member and CEO of I think they said they grew it to like it was a ridiculous number like 740 billion or it was a big it was a big number it was a very large impressive number and he was so nice I actually had a conversation with him before I even realized who he was I was chatting with him I wish I would have known   Like I recognized the name and then I saw him speak and I went man. I would've asked him a different question So I'll do a quick little intro and then I'll kind of share my notes from what I wrote down while he was presenting so intro his name is Jeff Hoffman and For those of you that don't know the name Like I didn't know the name before as soon as I say the name of the company you'll instantly go. okay No, know the company   The company is Priceline. So he is one of the founding members of Priceline. They started it and scaled it to many hundreds of billions of dollars.   This is some of the advice that he had shared with us in his Speech because I got to hear him get up and speak and present to the entire room. So The first thing that I wrote down I Don't know if he can be credited with saying this or if he was quoting someone else But he said it so I wrote it down because it resonated very much was ideas are welcome here But execution is worshiped   And I think that's really powerful because how many times do we all have this great idea, right? my God, I had this idea. my God, I had this idea. my God, we should do this. We should do that. What if we did this? There's no shortage of ideas. It's execution that's the hard part. It's turning an amazing idea into something and bringing that to life and bringing it to fruition. So I love it so much. That's good. Yeah.   too much attention a lot of times on the idea and the planning and all this stuff, but actually executing and actually getting something done, that's really all that matters. It doesn't matter. You can have a million ideas. If there's no execution, then who cares? So, okay. So I think my mom is a great example of this. Everyone, think mostly everyone knows Elf on the Shelf. So my mom, before Elf on the Shelf was a thing, she created it.   She just didn't do anything with it. She only used it like for me and my brother, but we had an elf that would come and visit and kind of keep an eye on us. And he would do fun things and he would pop around to different places in the house. So every time in the morning we would wake up and he would be in a different place or sometimes he would be doing like an activity. He'd be like baking or, you know, riding a bike or whatever. And it was so funny because when you look back on it, I went, mom, like,   that was off on the shelf and it's like multi-million dollar company. And she went, yeah, I wish I knew that. But she was just trying to do something fun for her kids. So she had taken that idea because it was, it was a great idea. And she executed on it, but she never brought it public. Can you imagine what would have happened if the execution was done on a larger scale? So she'll probably hate the fact that I'm calling her out on that. But I think that'll be her.   multi-million dollar missed story. Yeah. Yeah. So some of the questions that Jeff had asked when we're thinking about ideas, because we all have ideas. Some of them are good. Some of them are questionable. And some of them we can say like, yeah, that was a dud. So this is kind of a framework to take you through to figure out, is this worth executing on? One is.   Is this a problem? So you have to ask yourself, is this an actual problem? Like what you're doing, does this solve some sort of problem? And then bonus points if it's a big problem, right? So if we go back to the story of Priceline, many, many years ago, those kiosks that are in every airport that you can just check in on, you do not need to go and talk to a gate agent or a ticketing agent. They didn't used to exist.   You used to have to go stand in line and wait forever to get your ticket and your boarding pass and perhaps give somebody physically give somebody your bag and a lot of times people would miss their flight because the line was so so so long and you never knew ahead of time like is this gonna be a 10 minute line or is this gonna be a two hour line so people would miss their flight   And at one point, he turned around and he was in the airport, turned around, looked at the line and went, wow, this is such a crazy long line. And he decided, I'm going to start interviewing people right here and right now. And he went around asking people individually, how long have you been waiting? Wow, what happens if you miss your flight? Wow, what would you do? Would you think it would be valuable or beneficial if there was some sort of service where you didn't need to talk to the gate agent?   And people were bidding on it. They were bidding. They were like, I'll give you $10 if you can get me my ticket without talking to the gate agent. And then somebody else will go, no, forget $10. I'll give you $50 for that. And somebody else will go, oh, I must get there today. I will give you $70 to get there today. People were bidding on it in line. So he realized, one, there's a problem, but actually it's a big problem. So he knew he was on to something right there.   The second question is, is there a better way to do this? So is there a better way to check in for your flight than waiting in line and talking to a gate agent? Yeah, there sure is. It just hadn't been invented yet. But is that the best way to do it? No, absolutely not. So there was a better way to do something. And the third is, is there a value equation, which all that means is would somebody buy this?   And he knew that one, he had a problem and it was a big problem. Two, there was a better way to do it. And three, people would definitely pay for it because people were bidding on it while he was standing in line. People were like, wait, do you know something we don't know? Like, I will give you money if you can just get me on the front line because I need to get on this flight. So hence how Priceline was born. So those are three questions that you can kind of ask yourself. If you're going, okay, I have this idea, should I?   Should I do this? Should I act on it? Should I create something with this? Yeah. Seems pretty simple. think a lot of times we get really disconnected. you know, we study stuff, we learn stuff, we think we know, but when you actually go talk to your target audience and do a little bit of product research interview, you know, you can find out a lot of things that problems they have, things they need, and actually connect with, you know,   what you're wanting to sell them may not actually work. So yeah, I think that'd be super helpful. All right. So then he kind of gave tips on, well, if you are looking to seriously, massively scale a company because it's not, let's face it, not every company gets to a million, certainly not even to a billion and absolutely not to hundreds of billions of dollars. Right. So   These are tips that he had given the room in order to help you scale. And everyone thinks, you know, if I scale, I've got to do more. And actually you have to do less to be able to scale at that large of a size. he said, find your gold metal product or service. So for them, if you remember, if you would go on Priceline when it first launched, there was different tabs.   the top right you could book a flight you could book a hotel room you could book a cruise you could get a rental car you do a vacation package like they did all the things yeah and they were scaling but it wasn't to the size that they wanted to get to and they went okay if we only did one thing what would it be like what are we the best at the world at and for them it was hotel rooms so they said okay   It's not that we have to cut the other stuff. It's just that we're not going to market it. We're not going to advertise it. We're not going to talk about it. We're not going to put any money, time, or energy into that service. It's just there. But what we will do is we'll go all out on hotel rooms.   because they were the best in class at hotel rooms. So they didn't cut the other things out. Go on there now, you'll still see, but their bread and butter is hotel rooms. So the other things are still available. It's just that they never, if you look at any Priceline commercials, you'll never see anything other than hotel rooms. Why do think that is? Because they're marketing what they're the best in class at. So that is their top service.   Next is find your gold medal talent. So what was their gold medal talent? Any guesses? Don't cheat, don't lie. I know the answer because I was there. I don't know. I would imagine it's related to hotel rooms. So their gold medal talent are probably the best hotels. It was their algorithm. Okay.   for connecting people to hotels. So their algorithm was their talent. They had a talent in that. What is Amazon's? Shipping. Shipping. It's delivery. So if you remember, Amazon didn't start selling everything on the planet. It started as a book store. That's it. They only sold books. And what I didn't know is that when this whole internet   thing was blowing up. were three companies that were kind of becoming rising to the top all at the same time. It was Priceline with Jeff Hoffman and Partners. There was eBay. His name was Jeff and Pierre. Jeff and Pierre. And then there was Amazon. And that's Jeff Bezos. So somebody had asked him, what does it take to be successful in this internet thing? And he said, just find somebody.   who's a really good Jeff. They all had the best, they were the best in class at something and then they had the best in class at a specific talent. So Amazon, they got fantastic at shipping and they only did books. And Jeff Bezos said, you know, when we get, I'm only doing books right now. And then when we get to a certain size with books,   Then I want to branch out and then we'll do everything. But I don't want to do everything first right now. I just want to build our name and our reputation solely on books. Why? Because they were amazing at shipping. And now anytime that you buy something online, usually what's the first thought you think? Amazon probably has that. Why? Because you know they'll ship it. And then you need to shape your brand. That's the third piece of this.   you need to ask yourself what question are you the answer to? So for them, I need a hotel room. Where do I go? right, priceline. Or, they did a lot of this too, I want a $200 hotel room but I don't want to $200 on it, I only want to spend, you know, $100 or $80. Where do I go? Priceline. So shape your brand around that.   And then you've got to, in that arena, you've got to find your brand asset. So everyone goes, know, why should I work with you? I just watched a Jeremy Miner video, like at his live event, and he had a microphone and he went up to someone in the audience and he said, hey, why would someone work with you? I've seen these videos. And he let them answer. And he goes, mm-hmm.   Okay, and then he goes to the next audience answer and he goes, why would someone work with you? And he does it again and he goes, okay, so all of you guys really sound the same. You're in wildly different industries and companies, but you all sound the same. Yeah. Right? So you can't sound the same as everybody else and expect to stand out. So if you could only give one reason that somebody would work with you, what would that one reason be?   It's not about all the reasons, it's about the one reason and that shapes your brand. Yeah. Yeah. So I thought that was really good. If you aren't sure, you don't know, if you're like, I don't know, there's a lot of reasons why somebody wouldn't work with us. Ask your customers. Yeah, like why did they pick you? Why? What is the one reason? Don't just say why did they pick you because then they'll go, because of X, Y and Z. Great, was it X or was it Y or was it Z?   What is the one main reason that you decided to work with us? And do that ask 10 people. If you don't have 10 people, then keep selling until you can get 10 people. Because that data will tell you what is it that your customers have found in your messaging even though maybe you didn't do a great job at delivering it. So I thought that was really interesting. Yeah, that's good.   They talk about broadcasting versus what they call narrow casting So this is focusing on the right people not just any person Because for every product for every service for every brand There are the right people and Then there's everybody else So if you're trying to close every deal, it's almost like an impossible game Who do you target?   Will we target people? Everyone. People? Really? Who do you target? Well, I work with real estate investors. Well, geez, okay. There's only like hundreds of millions of those in the world. Which ones do you target? Yeah. Right? So some of this goes into our client-centric mission statement when we take our clients through their company culture stuff. But we want to get really, really clear on who are my people.   Not just who are people that could buy this. What are the right people to buy this? To work with me, to choose this, right? There's a difference. Right.   I mean, this makes sense. know, yeah, you got to really be specific because if you target everybody, you target nobody. Then then you're just more noise in the marketplace. So if you want to be, you know, like we're pretty niche at DoorGrow, we target long term residential property management companies in the U.S. Like that's our target audience that do third party property management. So that's our...   Do we get other types of clients? Sure, but that's our bread and butter. That's who we focus on and that's very specific. Those are the people we know we can help. And I'd say we're the best in the world at that. yeah. Right. So I think Sharan calls it a dog whistle. Right? Speak to your people and anyone who isn't your people, they won't hear it. It's not for you. Go ahead, I don't want you to hear it.   Just the dogs, Just the right ones. They'll hear it. Okay. This I liked a lot. He said, focus on your second slide customer. So find your yeses instead of overcoming nos. Every sales training in the world goes, let's overcome objections. Let's overcome no. Let's work a no into a yes. Let's see what we can do to turn it around. Overcome objections. No, don't overcome objections. Just find the yeses.   Second slide. Yeah, so you know when you have like a whole presentation prepared. Yeah, and The example he gave is he said he went out with one of his sales reps And there was like a 20 slide presentation that they that was like their pitch deck, right? so he spent the day with a sales guy and the first meeting they went to He got through all 20 slides and the woman was like, yeah, this sounds really good. I'm gonna think about it   I think we need to go back to you. like, yeah, yeah, like it wasn't a solid yes, because she didn't commit, she didn't sign up. But she was open to it. She's like, yeah, let me think about this. Like, let me take it up to management. We'll do something. So he got out of that meeting and he said to the sales rep, said, how do you think that went? Sales rep was super proud. He went, yeah, that was a great pitch. She's definitely going to buy. Like, she's going to come back around. Like, that's a deal that'll close. It's like in the pipelines.   about to close. Jeff said, yeah, I just didn't say anything. It's like, I just didn't say anything. I'm like, I'm not going to skew it. I just want the data, right? So he goes into another sales pitch, same sales rep. Slide two out of 20, two. They look at each other and went, oh my God, you're exactly what I needed. We're ready.   And the sales rep was like, well, wait, let me tell you more about the rest. And he's like nudging the guy. He's like, sign them up. They're ready. They don't need more information. They don't need anything else. They're ready to go right now. Stop trying to complete the pitch. It's done. You don't need the other 18 slides. They already said yes, and they said yes on slide two. Find your slide two yeses. Don't try.   to keep on going, don't try to turn the nose and do yes, don't overcome their objections, find your slide two customers. So what they actually did, this I thought was so interesting. This lit up my brain because I like data so Okay, I'm going to pause you. So nice little hook. Now we're going to go to our sponsor and then everyone can hear what you're about to Oh, that's so good. All right, so this episode is sponsored by Blanket.   So really like the team over at Blanket. Blanket is a property retention and growth platform that helps property managers stop losing doors, add more revenue, and increase the number of properties they manage. Wow your clients with a branded investor dashboard and an off-market marketplace while your team gets all the tools they need to identify owners at risk of churning and powerful systems to help you add more doors. So check it out, it's an amazing property retention platform.   Even if it's switching owner hands, you keep the property. So check out Blanket. what he did is he profiled people. know that sounds like nowadays we're elect. Don't profile that. No, profile our best customers who your best ones. Okay. That target audience. Who were your easiest sales? Who are your biggest fans?   Right? Figure out what do they have in common. They all have something in common, but what is it? So for them, they figured out that a rep that worked at the hotel chain that went, huh, we have all these extra hotel rooms. What do we do with them? Like, how do we sell them? That was their job. It's just to figure out how do we sell more rooms. Those were like his target audience. The reps that were brand new.   like one to two years on the job.   That was not it. Because they're so new that they're not willing to take a risk yet. So they were not very likely to close. It's not that they wouldn't close. not that you couldn't close them. It's that it wasn't like almost a guarantee to close them. Also, reps that have been in the job for like 15, 18, 20 years. Yeah. Also not it. Why? Because they know how to give a shit.   He's like, they're out the door, they're for the door, they're about to retire. They don't care. They don't care if they sell more hotel rooms. They just care that they keep their job until they can retire. So they're not, again, they're not almost practically guaranteed to close. So if you were in this bracket or in this bracket, he was like, yeah, it's not you. I'm not gonna target those people.   It's the people in between. It's the people that have been there for like three to, you know, somewhere between like that three to fifteen, three to fourteen years. Those people were amazing because they're not afraid to speak their opinion. They're looking to kind of make a name for themselves at this point. And they're not afraid to take a risk. But they are looking to do something big. Those were his people. How do think you figured that out?   as he profiled his best customers again and again and again. And you went, huh, look at that. The new ones, they don't do it. The old ones, they don't do it either. It's only this slot in the middle. And those, those are our people. Got it. I like that. Yeah, right? Makes me think, like, with our clients, who is almost always a guarantee to close? That's the profile of the target. Yeah. That's exactly what you want to do, because you want to profile the ones.   It's like a shoe in. If I didn't close this, it would be insane. Right? They even took it a step further. actually created a 100 points scoring chart. Yeah. And there were different questions. One of the questions was that one, for example, like how long have you been with your company? So if you're like one to two years, he would give them like negative 20 points. yeah. Right? So now it's like, your score just went down. now you answered this way. Your score went down again. Your score went down again.   Same thing with those, you know, the older ones. They would be like a negative 40 though, because they really didn't care. It's easier to close the newer ones than it is the older ones. So like, oh, I've been here 18 years. He's like, cool, negative 40 points. In the middle though, he might go, okay, there's like 25 points. Maybe there's 15 points. They just scored 15. Now what else? So you have to ask these questions and what his team got so good at doing once they implemented this hundred   100 point score sheet is They can ask a couple questions do the math in their head and then immediately decide is this worth my time? So if you knew you were talking to a 40 Go to lunch It's not you're not gonna close it. It's a 40 out of a hundred like go home That's it. But when you would get your 80s when you get your 90s, you'd be really excited. Yeah. Oh man. Okay. Let me invest in this   So they created this whole scoring chart. I thought that was so brilliant. Yeah. I mean, that's pretty standard feature in a lot of CRMs is lead scoring. coming up with a rubric or an algorithm for scoring your leads can be pretty significant. So yeah, it's a difficult thing to figure out, though. You've got to really know why which customers are good. So you can kind of figure out how do I score someone to duplicate these people. Right. Yeah. So good.   And this is probably something that will help you figure out how to score people and what questions to ask and what do they all have in common. He said, spend a day in the life of your customers and do it often. So the story that he told us, there was a company that when it launched, he knew the guy. He was having a conversation with him and he said, Hey, why did you launch your company the way that you did?   when every single market expert said it wouldn't work and you did it anyway and it worked and it was wildly successful but what made you go no I'm gonna do it anyway and the answer was well that's easy I didn't even ask the market experts so I didn't know that they didn't think that it wouldn't work because I didn't bother asking the market experts Jeff said well what did you do?   He said, well, I asked my audience. Sure. I asked my customers. That's it. He said, OK, well, how did you do that? So in this little town, across the bridge on like the less nice side of town.   The owner of this company, and I'll tell you the company in a minute, but the owner of this company, he would be in his office with his team all day. His team had MBAs, they were finance executives, they were accountants, right? Not, not his target audience. So he would get changed into jeans and a flannel shirt and a John Deere hat. He would go across the bridge to the bad side of town.   and would sit in a diner all day long. Every Friday he would do this. And he would just talk with people who would come in there. He would just make friends with them. He would chit chat. He would ask them questions. And he would just gather data. And he used that data for his lunch. Do you have any guesses? Did I tell you? I think I told you this story. You probably did. Do guesses on who it was? Uh, no. Walmart. Oh.   Sam Walton. Yeah, so this was Walmart. Okay. Every single expert said that will never work. And he said, yeah, I don't need to listen to experts. I need to listen to my customers. Right. Because the customers are going to tell you what they want. Yeah, they're the ones buying. So they know. So it doesn't matter what experts say. It matters what the customer says. Yeah, absolutely.   It was so good, right? And he really, he got to know these people. So it doesn't matter what the market says. It doesn't matter what the expert says. It matters what your customers say. If your customers are going to tell you what they want, you shall listen. And now you'll have a successful product, regardless of what the experts say. The experts don't understand everything like your customers do. Listen to what they're telling you.   So if you just get that data that allows you to do things that even other people would say, you're crazy, don't do that. And he didn't think it was crazy. He was like, no, I just, they're telling me what they want. I'm just going to do that. And he did. And it's still around today. Huge brand. Sometimes customers don't tell you what they want, but if you are connected with them enough, you can see what they're having problems with and what they're struggling with. And sometimes they just,   think that that's normal. They're just like, yeah, this is, hiring's hard, you know? And then I'm like, cool, we built a hiring system that solves this problem, right? And so, but a lot of people just kind of say, yeah, it's, you know, it is what it is. And they don't really think that it's a solvable problem sometimes. So that's, that's where I think, you know, you need to ask your customer, but you also need to, sometimes your customers are wrong. Like they don't know. And you have to be able to be creative enough to figure out what.   would they want if it was, you know, if they recognize this problem. And then sometimes you have to sell them, you attract, it's like we attract a lot of people at DoorGrow that think they want leads and they think they want digital marketing and they think they want SEO. And then we have to guide them towards what they actually need and sell them what they actually need, which is totally different. Yeah. So that's, that's, that can be a challenge. Maybe we'd be smarter if we just sold them what they were asking for, but.   they wouldn't get as great of results. Yeah, I feel like though, I personally, I just don't feel good about doing it. Yeah. Because to me, that's just a money taker, right? Right. That's an order taker, that's a money taker. That's like, hey, I really need to grow my business and like, I think this will work. And then that's like, yeah, give me your money. sell you that. just give you a whole bunch of leads. And months go by and...   Well, how come my business didn't grow? I only closed like four deals. Well, I just don't, I don't think I can really get behind that with integrity. Yeah. Yeah. It's not exciting to me. I know there are companies out there that will, and especially now with AI, like just be super careful with SEO. Be like extra careful at this point with SEO because SEO is literally dying.   Like thing. Yeah, the whole game's changed. With AI. The whole game's changed. More people are using chat GPT than Google. It's been a huge disruptor. It's such a big disruptor that the antitrust lawsuit against Google has dropped.   I mean that's massive. for those that don't know, just sum it up, the antitrust lawsuit. Well, Google was being sued because they had almost no competition. They dominated the search market like nobody could compete. And the closest competitor was like a small fraction. And so the government was going after them with an antitrust lawsuit. And then ChatGPT broke. All these AI tools and platforms came out. And now Google is no longer viewed as   viable you know threat of a monopoly yeah and they may be losing this whole AI race which is super wild right yeah they're fighting they've got their AI tool all over the place Gemini is pretty good it's really good for a lot of things but it's not winning   Yeah, yeah. yeah, with like, chat GPT was something nobody knew that could happen. Like we didn't even realize this was something we all wanted. We all wanted like some almost genius thing that we could talk to all the time to get all sorts of information. Yeah, quickly without having to dig and try and do our own research. So, well. Okay, we'll go one more story and then I've got a closing quote.   So I think we all know at this point the brand 1-800 flowers they're huge now So before they used to be huge because they weren't always Jeff went out to go visit one of their shops And everywhere everywhere in the shop they had posters printed up like slopped on the walls every wall   in every room, in the hallways, in the bathroom, in the garage, in every single room. And it was just printed up on the walls, sell more flowers. Why? Because that is what we're all about. That is the only thing that we care about is selling more flowers. We don't care about anything else.   We are only here to sell more flowers. And every single person in this company exists for one reason and one reason only and that is to sell more flowers. So every single person, every single minute of every single day needs to be thinking, how can I sell more flowers? So it doesn't matter what their role was in the business, they need to be thinking, how can I sell more flowers? So he's walking down the hall and there was an admin.   She did a lot of paperwork, answering the phones, things like that. She's got this huge stack of papers and she's walking down the hall with a stack of papers. And the owner says, hey, whatever her name is, Susan, hey Susan. And he points up to the wall and he goes, what are you doing right now? And she goes.   puts the paperwork down, turns around, walks away. And Jeff said, well, what on was that? And he said, if you're not, we have a rule, if you are not doing something, that can somehow be connected to how does it help us sow more flowers? My rule is you do not do it. Ever. So whatever she was doing, clearly, was not connected to sow more flowers. So therefore, I reminded her, sow more flowers.   And she stopped, promptly, what she was doing and went back to what she should be doing, which is sell more flowers. So they continue on this tour. They get back into the back of the shop, into the garage where they've got their van for deliveries. And they have a mechanic. The mechanic is underneath, one inch away. And he goes, hey. He goes, watch this. He goes, hey, Joe.   He points at the wall. He goes, what are you doing right now? And Joe says, oh, well, I was installing this new filter on all of our vans because this new filter, it saves us X money dollars in gasoline per tank. I think it was $8. So we save with this new filter. We actually save like $8.   per tank of gasoline. So I'm going to install each of the filters on our vans. And then what I'm going to do is I'm going to go inside and tell marketing to print up some coupons for $8 off.   of a bouquet of flowers and we're going to run that as a promo because if we just saved eight dollars that means we have eight dollars extra so we might as run a promo and that'll help us sell more flowers. And he goes, yeah, it's brilliant. Do that. So the mechanic is thinking all day every day how do I sell more flowers? Now would a mechanic generally be thinking about selling flowers? No.   He'd be thinking, how do I wrench on this? How do I fix that? What about the oil change? What about the tires? What about the spark plugs and the brakes? He's not thinking about selling flowers. But it wasn't lost on him because all day, every day, he's staring at a big sign that says, sell more flowers. So it doesn't matter what you are doing. If it's not connected to helping us sell more flowers, what you're doing does not fricking matter. This goes along with a book called The Goal by Elihu Goldratt. And The Goal, spoiler for everybody that wants to read this.   operational book is to make money. And so a lot of times we get caught up in creating systems, inventory, things that actually cause waste or over optimizing each individual department or each individual step, but it actually reduces the overall goal of optimizing for selling more flowers, for example, or making more money. And so sometimes   team members standing around doing nothing is more effective than them building more widgets for the next step because it just creates more waste or more inventory or like constraint. And so that's the idea is the goal is to eliminate all the constraints to create momentum so that you get that that money coming in and everybody should be focused on that goal because it's very easy to get caught up and like he could be super caught up and I'm gonna make the cars run hyper effective and efficiently but   Maybe that just causes more financial spend or maybe that doesn't help them sell more flowers, for example. And so when everybody understands the overall goal and how they fit into that puzzle, then instead of just focusing on, I did my job or I'm doing this, they're focused on, is this helping the goal? And so I love that. I love that idea. And I think that's super important to get everybody on the team to focus on. Cause a lot of times everything's siloed. They focus on their little department.   They focus on their little role and they forget the overall goal of the company is to make money. Right. So even like your property managers, your leasing agents, your operator, like everybody who's on what I would call like back end, they have the same job, which is to get more properties to manage. So even if you're not in sales, it doesn't matter. Salespeople, it's very obvious the connection.   It's like, yeah, so close more contracts and close more deals and then I have more properties, duh. Great, but how does that apply to your leasing agent? How does that apply to your property manager? How does that apply to your receptionist who's answering the phone? How does that apply to your AI tool? So everybody and everything is aligned with the one goal of the business, which is I don't care what we do unless...   we sell more flowers. I don't care what we do. don't care. There is no point in changing the tires if it doesn't help us sell more flowers. Right? So I don't need to hear just for that thing. If we don't sell more flowers, I don't need to change the tires. So they've got to be connected. And that was a great example of how somebody even so far removed from the back end of the business. He's like,   Back end of the back end is the mechanic. And he's still focused on top-lingle. Yeah. Yeah. I mean, if you talk to your team and you ask them, what are you doing? And you had to sign up the set, like, you know, get more property management clients. A lot of you aren't focused on that. A lot of them are like, well, I'm just talking to every tenant all the time. I'm talking to every owner all the time. Is that helping the goal of you getting more clients? No, a lot of things aren't.   Is it helping keep clients? Cool. That is part of getting more clients, is keeping the clients. But yeah, if it's not related to keeping clients or getting more clients, managing more properties, then there's a lot of bloat and a lot of waste in property management companies. We see it all the time. So much. Yeah. And we're really good at helping you see it. So if you want to make more money and you've got a decent number of doors, you've got 200 plus doors, come talk to us.   Our program will be paid for, but probably just the first stuff we help you with in the first month. It's a no-brainer. Okay. Okay, then I'll close it out with this. Okay. He said, as a quote, don't chase money, chase excellence, because excellence follows money. I like it. Yeah, right? It's okay. Because a lot of that's people want. They're like, I just want to make enough money. I want to make more money. It won't matter if you're not excellent at what you do. Yeah.   Yeah, well cool. Well, those of you listening, if you have felt stuck, stagnant, want to take your property management business to the next level, reach out to us at doorgrow.com. Also join our free Facebook community just for property management business owners at doorgrowclub.com. And if you want tips, tricks, ideas to learn about and to learn about our offers in DoorGrow, subscribe to our newsletter by going to doorgrow.com slash subscribe. And if you found this even a little bit helpful,   Don't forget to subscribe and leave us a review on whatever channel you found this on. We'd really appreciate it. And until next time, remember, the slowest path to growth is to do it alone. So let's grow together. Bye everyone.  

Here's a question that'll keep you up at night: How do you take a company from $300K in annual revenue to $1.5 million in 18 months, then scale to $3-5 million within five years? That's the challenge facing Greg Hirschi from Colorado. He's the new executive leader of an 18-year-old company selling ethics assessment services to professional licensing boards. They've expanded from an entrepreneurial model to a small team with one salesperson and one customer service person. The goal is aggressive growth, and Greg needs to know where to focus his limited resources to get the biggest bang for his buck. If you're nodding your head right now because you're in a similar situation, pay attention. Because the mistakes you make at $300K will haunt you at $3 million. The Resource Reality Check Let's be brutally honest about what a $300K revenue company means: You have no money. You have a razor-thin budget. You have one salesperson and one leader trying to do everything. At this stage, you have exactly one priority: REVENUE. You don't have the luxury of fixing operations, perfecting your tech stack, or building elaborate systems. You need to sell. Period. But here's where most small companies screw this up. They think selling means taking anything with a pulse. If it can fog a mirror, they'll do business with it. That's a death spiral disguised as growth. The Operator's Dilemma Greg comes from an operations background. He's analytical, process-driven, and systematic. Those traits are incredible assets for building a business, especially when the goal is to scale fast. But they can also be a liability when managing salespeople. Here's what happens: Operators think in systems and logic. Salespeople think in relationships and emotion. Operators want everything organized and predictable. Salespeople throw deals on the table that are messy and unpredictable. If you're an operator trying to lead sales, you need to understand this fundamental tension. Your salesperson is out there getting hammered with objections every single day, building narratives in their head about why people won't buy. You're thinking, "Just brush it off and do it again. What's wrong with you?" They're thinking, "You have no idea what it's like out here." This is why reading New Sales Simplified by Mike Weinberg is non-negotiable if you're an operator managing sales. You need to learn how salespeople think, how they operate, and how to lead them effectively without losing your mind. Start With Your ICP or Die Trying The single most important thing Greg needs to do right now to scale is get laser-focused on his Ideal Customer Profile. Not kind of focused. Not "we have a general idea." I mean obsessively, precisely, ridiculously dialed in on exactly who they should be selling to. Here's why this matters so much at $300K: Greg's salesperson has a $600K pipeline and will close 50% of it. Sounds great, right? But if half those customers churn because they're the wrong fit, requiring constant re-education and hand-holding, Greg's salesperson will get stuck in account management mode. They'll stop prospecting for new business because they're too busy re-selling existing accounts. That's how you stay stuck at $300K forever. Your ICP drives everything. It determines your messaging, your marketing, your presentation materials, and which stakeholders you need to reach inside target organizations. It helps you build relevant social proof stories. It allows you to coach your salesperson on handling specific objections instead of generic brush-offs. Most importantly, it gives you guardrails. You can ask your salesperson in pipeline reviews: "Tell me the strategic reason why we should chase this account. How does it fit our ICP? Why is this worth our limited resources when our singular goal right now is growth?" When you're running a $300K company with one salesperson and one leader, you cannot afford to chase every deal.

I've been intrigued by all of the LinkedIn posts lately from sales professionals, leaders, and experts proclaimings the phone is back! Even the “phone-is-dead” evangelists seem to have had a change of heart and are encouraging salespeople to “phone a customer.”  My favorite posts are from salespeople who took this advice, called a customer, and were surprised—even stunned—to discover that their customer actually wanted to talk. It's more proof that buyers are starving for real, authentic, human-to-human conversations with their sales reps and account managers.  When Sellers Make Their First Call in Years I saw one post yesterday from an account manager who said that, for the first time in years, he had picked up the phone and called a customer. In his post, he described how rewarding it was to have a real, live conversation—as if this was some new revelation. He said that even though the phone was “old school,” he had given it a try because his customers weren't responding to his emails anymore.  Although I'm super pleased to see that salespeople are rediscovering the power of the humble phone, I was bothered by this particular post because it is an indictment of just how far the sales profession has fallen over the past few years. It also exposes the malpractice of this guy's leadership team. Seriously, how is it possible that his leaders and company allowed him to avoid having actual conversations with his customers for years?  Pick Up the Phone and Talk to Your Customers Account managers who are not talking with their customers, the ones who keep their customers at digital arm's length and send random “just checking in emails,” are swinging the door open and inviting competitors in. When you fail to proactively manage relationships—when you don't talk with your customers—those customers end up talking to your competitors and considering other options. Nearly 70 percent of customers are lost due to neglect. Not prices, not products, not the economy, not aggressive competitors. Neglect! They feel the sting of being taken for granted. If you've ever been taken for granted (and I bet you have), you know that it makes you feel unimportant, small, and resentful, which can lead to the feeling of contempt. Resentment and contempt are the two most powerful negative emotions in the pantheon of human emotions. They are the gangrene of relationships, festering below the surface, slowly rotting away the connections that bind people together until the relationship is destroyed. The good news is the secret to defending accounts is completely in your control. It's simple. Pay attention to your customers. And guess what? A simple, regular  phone call can make all the difference. Just pick up the phone, dial their number, and ask or say: How are you doing? What can I do to help you? I have an idea for you.   Have a great weekend. Thank you for your business. Regular telephone contact ensures that you are top of mind with customers. Hearing your voice lets them know that you care. It doesn't need to be anything particularly special. You don't need to schedule it on their calendar. You don't need a reason to tell your customers that you appreciate them.  Pick up the phone and say “hello” because it doesn't cost a thing to pay attention to your customers. A “How AI Will Replace You” Reality Check But it's not just that account manager and his company. Rather than picking up the phone and talking with people, sales professionals everywhere have replaced this beautiful, synchronous sales communication tool with email. This aversion to talking with people by phone has become so acute that at least half of Sales Gravy's training and consulting engagements have focused on one thing: Teaching and compelling salespeople to pick up the damn phone and just have real-time human conversations.  So, let's start with a reality check: The telephone is not old school.