From a business

An

Today’s

Welcome to episode 84 of the

Today I’m gonna answer a

Again, iTunes, Stitcher, Sound

So if you listen to it and

Use it in your sales career,

The goal of this and what I

I was fired from a sales job

Now, why is this a big deal?

Fundamentally, no matter what

Now if you’re in something

Instead of having multiple

Other industries, it may be

That usually is not 100% the

The other part is that

Or there’s a committee

That’s when you need to make

They don’t like to hear the truth.

Here’s the problem when it

Those leads are paying for

That’s where if you’re not

Nobody is so good. They can

Nobody can do that 100% of

So when your manager or when

That doesn’t work. That’s not

They don’t want to follow up.

So for this person here

If they don’t get a call, the

Hopefully that helps. The big

Now, they could close next

Hopefully that helps. Again,

Always, remember that

With any job there are great things and

This question is usually asked by people

Of course, everyone is different – so

But there is one thing that most

Hi and welcome to episode 83

So thankful that you are

It is so appreciative, so

It’s something that prospects

I’m going to go into another

Now this is generally what

Now of course everybody is

But I’ll tell you, just

The massive amount of people

You know? And then there’s

That’s a part of being able

But that amount of rejection,

If you get one hit maybe and

How often are you going to do

So you can get on more. But

If you have that, you’re an

You’ve got to close at 50%

That’s hall of fame level

I won’t say it takes a

And that means there’s going

It’s just a game of numbers

I’ll tell you from

You’re not judged on it. It’s

Your whole mental mind set isn’t

Maybe they have been good at

The first thing is with

Is it 20% 30% 40% and set

It’s never going to happen.

A couple of weeks ago, I did

That’s it for this episode.

Always, remember that

In this episode the one question I

To be great at anything takes patience.

Will it take 10,000 hours?

Check out this episode for my take on

Hi and welcome to the sales

This is episode 82 I am

You can find it on the cutter

Let’s jump into today’s

Now there is the fundamentals

Now when it comes to sales, I think if you want to be truly, truly great at sales, it’s still that 10,000 hours and really its 10,000 hours of conversations in selling environments and looking at and focusing.

Also in that 10,000 hours, it’s reading books, listening to audio, listening to podcasts, watching videos, absorbing and doing everything that you can to improve the craft of selling, persuasion, conversations, problem solving, whatever that is that fits your personality.

Now, short of those 10,000

At selling where you’ve

So the key is not just

Maybe they’d been doing some

I don’t think there’s any

If you didn’t do any of that,

So unfortunately, to answer

But I know it’s going to take

Then it’s all about

It’s very important to first

Doesn’t matter how long

You’ve got to know who you

So first is self-awareness.

You’ve got to focus on that

Now, there’s always things to

However, when I listen to

You may be a grant Car done

There are always examples.

Try to find ways to maximize

Read, listened to as much as

That is the best way to be great as a know who you are. Be figuring out the way to maximize those strengths and see constantly get feedback, constantly improve, constantly treat it like a professional treats their job.

Hope that helps. Keep going online, sending me questions. I always love hearing from people. Again, you can go to the cutter consulting group.com website. You can find me on LinkedIn.

Always, remember that

Welcome to another week where I take a

In this episode, I answer the question

No one likes that type of salesperson,

What can you do about it if you are in

Check out this episode.

Hi and welcome to the sales

I appreciate everybody who at

That’s really my mission and

That feels right and that’s

That’s important. So I’m so

I am going to take one

Maybe they’ve gone to a car

So how do you become

If you don’t believe in what

There’s a lot of people who

Whenever there’s a new and

Then that fell apart and then you know, usually the default is either timeshare or car sales and then they leave that and then they go into something regarding credit card debt. Then they leave that, then they go into student loans.

Then they leave that and they keep just chasing this around. And I’m not saying that everyone that goes into those industries are bad, but the ones who usually give the industry the bad name or get everybody in trouble are the ones who are going after it for the money.

So make sure that’s not you.

You’re always going to have

Like I said, tell people how

But if somebody uses whatever

There’s always going to be

Like I keep saying, because

They’ve got to turn off being

All right. I hope that helps.

I want to shift the way that

That doctor is a

I want to do the same thing

You can also go on there and

Always remember that

Fifth and final part of the conversation with Donald.

In Part 5, we talk

• When the manager doesn’t agree with a new

Make sure to subscribe and catch all the episodes this

Donald’s Info:

Website:

https://thecorporatemiddle.com/

Book:

Surrounded ByInsanity:

Bio:

Donald has survived mergers, promotions,

Welcome to another episode of the

This

Hopefully

It

It

Also,

It

But

He’s

I appreciate you hopefully putting these things into practice in your professional life and maybe even your personal life and I’m so glad that you’re here and for now enjoy the final part of my conversation with Donald.

All right, one last thing that I want to go back to talking about sales managers, so what do you think or how have you dealt with in the past for any sales major you’ve dealt with?

Here’s

So

Like

They

So

Take

So

So

So

You

So

You

This

So

People

So

They

You

It’s

Like

There’s

There’s

So

You’re

I

They

People

I

So

You

You’ve

This is Part 4 of Donald and my conversation around

In Part 4, we talk

• No one is great at managing day 1
• Avoiding the Golden Rule type bias
• Perception is (almost) all that matters

Make sure to subscribe and catch all the episodes this

Donald’s Info:

Website:

https://thecorporatemiddle.com/

Book:

Surrounded ByInsanity:

Bio:

Donald has survived mergers, promotions,

Welcome back to the sales

Excited, if you’ve been listening

This is super exciting for me and

If you have a middle management

He is somebody kind of like me

So his goal is to help change the

This is similar to how I view

So really here’s what it comes

You’ve got to be a coach, you’ve

You want to know what their

You can’t pick up their headset

So then the really hard part, it’s

That’s the mastery skill. It’s one

Yeah, absolutely. You’re exactly

You have to learn what it takes

So there is a little bit of this.

I mean, just terrible. And the

So you’re going to make mistakes.

It’s all about them. What’s in it for them? And the challenge is, is that a lot of times they’re unconscious of that and they try to treat everyone the same.

I did a podcast episode a few

But when it comes to individual

That same way, they lose a good

So what’s worse, if you’re the

So that, you know, that’s when you

You’re doing it wrong. Again, this

It’s just fluid state of being

Maybe management isn’t for you or maybe management at that company in that role, in that segment of the organization isn’t for you. There’s some people who just want to do it their way and they have this kind of idea, and I totally support that.

Just figuring out where that works

So if you talk about judging performance, I think everyone wants to think that they’re being judged objectively right in effectively. So your results are actually what drives your promotions and drives your performance culture, right?

That’s we all like to pretend is there’s some quantitative analysis that goes into how people are getting promoted and how they’re getting opportunities. Right?

That’s what everyone wants. That’s what everyone’s funny because I’m picturing what you’re saying in my head, I’m like, okay, I know all the times I promoted people, I’m looking at the data, trying to make a decision.

I’ve got the spreadsheets, I’ve got all the facts and figures, and then it’s about who do I think would be best or who’s the owner actually like better or what’s the feeling about it or who do we think is going to have the better chance of being successful at the little intangibles, right?

The little thing, this is where

It doesn’t matter if you’re

We have biases all over the place

These perceptions is actually what

That’s what it’s all about. That’s

All you can control is how many

So really it comes down to the

So then I’ve got another person

So if you look at how you do the

They had an easy sale. So we’re

So people need to realize that and

That’s not how the world works.

This is Part 3 of Donald and my conversation around

In Part 3, we talk

• Your number one job as a leader
• Being the BEST is hard

Make sure to subscribe and catch all the episodes this

Donald’s Info:

Website:

https://thecorporatemiddle.com/

Book:

Surrounded ByInsanity:

Bio:

Donald has survived mergers, promotions,

Hi and welcome to another episode

If you’re new to the show, you’re

This conversation started on

If you want to check out the show

Listen to Donald and I have fun.

So enjoy this episode part three with Donald, you don’t have to be a manager or a leader to be responsible for that culture within your team organization. You can have influence on it at any level and so make sure that you’re focused on that.

Creating that culture within your team, within your peers that focuses on what they can control and focuses on where they actually can have impact because that’s what’s going to matter.

That’s how you’re going to keep

So on where I’ve wanted to build a

Because especially when you have

Everyone thinks that people are in

But you know, they’re driven in a

You know, nothing that we’re

You know, if you’ve got 19 people

There’s all these intrinsic

So if they’re going to be successful, you’re going to be successful too. And so that’s really your focus as a leader in any capacity. And again, you don’t have to just be a manager to be a leader.

I think a lot of times we look at that just from a title perspective. If a manager director, but I’ve seen so many instances where people within the team, your lowest level is actually the leaders on that team.

They’re actually the ones driving

So you can only do that with

If you do that, you can be successful. I won’t say you can’t be, but you won’t be as successful had you not actually invested the time in getting the best out of each individual person, yeah and what you’ll end up with, because I’ve seen managers, sales managers who are amazing at this, they literally could have 40 people underneath them, Right?

So let’s say they are a branch manager and then they have other managers underneath them, but literally 40 people underneath them.

So they know pretty much

They know all of those personal

So then which people if they did that would literally turn into an HR complaint because they’re, they’re crying underneath their desk as they picked on and everybody’s different, right? Like I don’t enjoy being rest.

I don’t enjoy that. Right. At a

Like if you just ignore them or

So then I have other managers

So that’s always the biggest thing

Why is John not closing any deals

There was one person where every

He almost wanted them to be

So then also on the flip side,

They want to travel, like if you

So you got to figure out why they

I’m not going to do that. I’ve got

You have to understand what’s

If you want to be personally

You have to actually care what’s

You’ve got to understand what’s

This episode continues the conversation that Donald and I

In Part 2, we talk

• Why managers use buzzwords
• Being honest and candid when giving bad news
• Microcultures
• How employees can affect culture

Make sure to subscribe and catch all the episodes this

Donald’s Info:

Website:

https://thecorporatemiddle.com/

Book:

Surrounded ByInsanity:

Bio:

Donald has survived mergers, promotions,

Welcome to the sales experience podcast. My name again is Jason Keter. Very excited you’re here.

This is part two of the conversation that had with Donald meter. If you missed it, check out yesterday’s episode where we started the conversation. I also set the framework that what happened with Donald and I knew this was going to happen in advance.

I literally recorded that intro

Hopefully you enjoy that. This is

I don’t think your job as a

Right? If you walk in and say, boy

Oh my gosh. You know, there’s so

They don’t know what to do. And not only that, they may not even know. I know there’s been situations where I’ve had some policies come down that I personally did not even understand. I didn’t know what they were doing. So how can I walk in and sell a decision that I don’t even know what’s going on? Right?

You can’t and so what happens is

So the right way to do that is, to

So  people do not agree with it. No one ever says

All they know is now they have

We had to let somebody go today

This is the reality, here’s the

This wasn’t fun, nobody likes this

Whenever I’m in a sales situation

But also, you know, my management

Just explain it, talk about it and

That’s why it’s called that. We

Even when I’ve rolled out changes

What I literally know, honestly,

Ownership has said we want to

So I was tasked with bringing

That is irrelevant. It’s a change.

Now there’s certain things you can

There’s certainly things you can

So in your experience, because I

Cause obviously there’s, everyone

You know, one of the things that I

I think there’s so much of

I think everyone has ownership

You are responsible for what’s

If everything around you is crazy, one of the things that you need to do is create an isolation strategy. You have to make sure that your team is locally focused on what they’re supposed to accomplish and not distracted by bureaucracy or policies or things like that. I know there’s been multiple times I’ve had to pull my team together and I don’t like this strategy because you kind of pull them away from the company.

You’re trying to keep them close,

There’s all kinds of rumblings. I

We can’t control any of the

But that’s the biggest thing is

You can have influence on it at

That’s how you’re going to keep

I wanted to have a whole week of episodes about sales

In Part 1, we talk

• When managers must execute on a terrible idea

Make sure to subscribe and catch all the episodes this

Donald’s Info:

Website:

https://thecorporatemiddle.com/

Book:

Surrounded ByInsanity:

Bio:

Donald has survived mergers, promotions,

Welcome to the sales experience

Now normally I have a theme week

I have a special guest with me

Now, unlike other shows that pretend

On the sales experience podcasts.

But what made me reach out to him

Donald, welcome to the sales

Yeah, it’s a surrounded by

Even owners, especially if there’s

I was a middle manager in a large

That’s really what it’s focused on

What do you do when your boss asks

So that’s what I wanted to speak

So for me, obviously I’ve mostly

So there’s some collaboration and

What is your perspective? What do

Doesn’t that feel good? It’s nice

Something you know that no matter

The management and honestly, the

Once a decision has been made,

You can’t change someone’s mind

You may not have been involved in

I’m going to fail. The team is not

Do you think middle management

I think one of the biggest

I mean, it’s a human evolutionary

Our communication is terrible. The

What they care about is how these

So if you change the way you’re

What does this mean for me? And so you have to make sure that you’re framing your communication in those terms. And I’ll tell you that’s the toughest part for any middle manager.

Even executive management is ownership or top down decisions that I’m going to be gracious and say for the sake of the business and for the sake of the company is survival and growth as a whole.

That’s not always how decisions

Everyone’s out of a job. And the

So then for salespeople in

So like you said, everyone only cares about themselves. And I’ve seen a lot of times where there’s been a change or a new rollout or a new policy, something dramatic where you know that it’s just not going to be accepted no matter what.

No matter how good you sell it to salespeople, it’s not going to matter. Yeah. There there’s so much true to that and I think you hit the right thing. I don’t think your job as a manager is to sell it.

I think if you go into a room with

You lost trust, you lost the whole

People really use all those change

The reason they do that is because

“Sell me this pen.”

Despite what hiring managers think, and

I cover why it’s not effective and what

Welcome to the fifth and

So glad that you’re here. So

If you’re a candidate, you’re

You’re making a change,

And so you want to make sure

It’s been in some movies,

So if somebody does that and

On the other end of the

But unless you’re selling

They’ve never really heard

You always want to watch out

What I really want to do is I

I think a better question ago

That’s a much better fit

And then you’ve got the

Do they go into a long pitch

Do you have work clothes? Do

How do you feel as the

If you know that your product

If you know that doesn’t work

That’s relative to what you

I base almost my whole

But outside of that one crazy

I want you to, you know, sell

If you do in person

Plus interviews, it’s already

They’re not listening,

If it’s over the phone, make

If you’re like, yet it sounds

If you know in person it’s

Thank you for listening to

Always, remember that