Some leaders inherit success. Others have to reinvent it. Today's guest has done both. As CEO of City Home, formerly City Furniture, Andrew Koenig is leading one of the biggest transformations in the company's history while also leading business executives across Florida in the fight against cancer.

Today we're talking about what it really takes to lead people through change.

But why change the name of a company approaching $1 billion in annual revenue? What does it take to bring employees, customers, and partners along when the business is already thriving? And how do you know when it's time to redefine not only your brand, but your vision for the future? We discuss the strategy behind the transformation from City Furniture to City Home, reflecting the company's evolution from a furniture retailer to a complete home destination. And, As Chairman of the Florida Chapter of CEOs Against Cancer, Andrew also shares why the fight against cancer has become one of his greatest leadership priorities.

Key takeaway: How do you inspire people to embrace change—not because they have to, but because they believe in where you're going?

Chapter 1: Introducing the Success Triangle

00:00:02 – 00:00:40 Dave Mattson introduces the How to Succeed podcast, which explores how accomplished individuals reach and maintain peak performance. The discussion centers on the success triangle of attitudes, behaviors, and techniques.

Chapter 2: City Furniture's Transformation into City Home

00:00:40 – 00:02:02 Jim Marshall introduces Andrew Koenig, CEO of City Home, and frames the episode around brand reinvention, leadership, and community impact. City Furniture's decision to become City Home represents a broader effort to transform the customer experience and expand beyond traditional furniture retail.

Chapter 3: Why the Company Changed Its Name

00:02:02 – 00:04:01 Koenig explains that the rebrand reflects a long-term vision of becoming a comprehensive provider for customers furnishing and improving their homes. City Home aims to offer more categories, services, speed, affordability, and convenience while addressing the frustrations of coordinating multiple home-related vendors.

Chapter 4: The Company's History and Earlier Reinvention

00:04:01 – 00:06:56 Koenig recounts how his father and uncle started with waterbed shops in 1971 before transitioning to City Furniture in the early 1990s as the waterbed market declined. He joined the business in 2005 and describes how the company's current leadership team, systems, and operational discipline made the latest transformation more manageable than the first.

Chapter 5: What the City Home Brand Represents

00:06:56 – 00:10:16 City Home's positioning is summarized by its tagline, "your first stop for all things home." The company is expanding into categories such as appliances, home entertainment, security, flooring, kitchens, closets, and other home solutions, with a curated selection and a single point of contact designed to simplify the customer journey.

Chapter 6: Leading a Customer-Centered Rebrand

00:10:16 – 00:13:36 Koenig says the main challenge was not internal fear, but the time required for customers to recognize and understand the new brand. The company is emphasizing trust, word-of-mouth referrals, customer satisfaction, and a commitment to correcting mistakes as it works toward becoming the "Chick-fil-A of home furnishings."

Chapter 7: Building Alignment Among Employees and Vendors

00:13:36 – 00:15:23 City Home helped employees understand the new strategy by exposing them to competitors and broader home-industry categories. Although some furniture vendors initially had concerns about losing showroom space, confidence in the leadership team and the expanded stores helped build support for the transformation.

Chapter 8: From Business Leadership to Cancer Advocacy

00:15:23 – 00:20:03 Koenig discusses his role as chairman of Florida's CEOs Against Cancer chapter and the personal loss of his mother to cancer. Her legacy inspired City Home's Pink Pumpkins campaign, while the CEO network has expanded its reach, fundraising capacity, and influence in supporting the American Cancer Society.

Chapter 9: The Responsibility to Give Back

00:20:03 – 00:22:09 Koenig describes giving back as a core City Home value and argues that successful business leaders should contribute time and energy to causes that matter to them. He believes philanthropy strengthens communities, expands professional networks, improves employee engagement, and creates a deeper sense of personal fulfillment.

Chapter 10: How Advocacy Has Shaped Koenig's Leadership

00:22:09 – 00:24:37 Serving with CEOs Against Cancer has increased Koenig's credibility with employees and helped attract and motivate talented people. His priorities have shifted slightly, with more time devoted to cancer advocacy and community service while maintaining clear business goals and performance metrics.

Chapter 11: Continuous Improvement as a Leadership Principle

00:24:37 – 00:27:13 Koenig recommends that business leaders study Toyota's production system and apply its continuous-improvement philosophy to their organizations. He credits this approach with helping City Home build strong operations and execute its rebrand effectively, emphasizing that sustainable success depends on collective discipline rather than one individual.

Chapter 12: Connecting Better Homes with Healthier Lives

00:27:13 – 00:29:32 Koenig reflects on the connection between City Home's mission to improve living spaces and the American Cancer Society's mission to help families spend more healthy time together. He closes by inviting listeners to support cancer advocacy through cancer.org and to explore City Home's services across its Florida showrooms and delivery network.

In this episode, Mike Crandall sits down with Ryan Jacob, President of GRA Services, about succeeding on the road to senior leadership using Sandler's Success Triangle: Attitude, Behavior, and Technique. Ryan describes developing optimism, curiosity, and emotional discipline; practicing consistent follow-through and data-driven processes; and applying Sandler's techniques like Up-Front Contracts and Reversing—first as a sales student and contributor, then as a Leader.

As President, Ryan reframes these tools internally to sell change, align expectations, reduce defensiveness, and build trust, emphasizing that teams feel leadership's emotions and follow consistent actions. He highlights GRA Services' rapid growth supporting utility infrastructure with a pole-setting foam product, and credits the Sandler communities' shared language for accelerating execution and decision-making.

Core takeaways from this episode: Maintain an "Abundance Mindset" with emotional discipline. Model consistent behaviors to shape culture. And use clear Up-Front Contracts to eliminate confusion and resentment.

Chapter 1: Opening and Podcast Framework

00:00:02 – 00:00:39 Dave Matson introduces the "How to Succeed" podcast and its focus on the Success Triangle: attitudes, behaviors, and techniques. He sets the expectation to explore how top performers think and act to reach and maintain success.

Chapter 2: Meet the Host and Guest; Topic Setup

00:00:39 – 00:02:06 Host Mike Crandall introduces himself and his guest, Ryan Jacob, president of Gray Services. The episode's theme is succeeding on the road to senior leadership through BAT (Behavior, Attitude, Technique), framed by Ryan's long journey from sales student to company president.

Chapter 3: Ryan's Early Sales Roots and Mentorship

00:02:06 – 00:02:59 Ryan shares his background in professional selling and his connection with Mike through UCO's collegiate sales program. He explains how early mentorship and applying learned concepts at work led to tangible results and an enduring professional relationship.

Chapter 4: Attitude Foundations as a Sales Student

00:02:59 – 00:05:27 Ryan emphasizes embracing struggle, maintaining optimism, and staying calm and curious. He highlights asking strong questions, using disqualification when appropriate, and building momentum through repeated effort as core attitude differentiators.

Chapter 5: Behaviors that Create Opportunity

00:05:27 – 00:07:05 Consistency and follow-through become Ryan's standout behaviors, often winning opportunities others missed. He recounts showing up, honoring commitments, and leveraging initiative to access professional circles despite student constraints.

Chapter 6: Techniques that Accelerate Early Success

00:07:05 – 00:09:19 Key techniques include strong upfront contracts, reversing and negative reversing to deepen discovery, and sorting versus selling. Ryan stresses asking hard questions calmly and iterating relentlessly to internalize and scale effective methods.

Chapter 7: Attitude as a Top Individual Contributor

00:09:19 – 00:11:28 Curiosity lowers defensiveness and fosters honest conversations, contrasted with pushy selling stereotypes. He underscores the importance of "not needing the sale" to avoid "commission breath," particularly when pipeline is thin.

Chapter 8: High-Value Behaviors in Sales Execution

00:11:28 – 00:13:21 Ryan details embracing discomfort, intelligent prospecting, and a repeatable system mindset. He uses data-driven reflection to refine processes, evaluate outcomes, and adapt continuously to improve win rates.

Chapter 9: Techniques for Complex, Long Cycles

00:13:21 – 00:14:51 Professional sorting becomes critical in long enterprise cycles, building relationships far ahead of renewal or change windows. Strategic timing and positioning are essential to influence multi-year opportunities.

Chapter 10: Transition to Senior Leadership and Gray Services Overview

00:14:51 – 00:17:18 Ryan describes Gray Services' two-part foam solution for faster utility pole setting, enabling grid expansion amid rising electricity demand. He outlines the company's 1994 origins, rapid scaling, automation plans, and facility expansion.

Chapter 11: Leadership Attitude Under Pressure

00:17:18 – 00:18:59 Leadership amplifies BAT principles: actions over words, leading by example, and using action to drive emotion. Responsibility for livelihoods raises the stakes for mindset discipline and consistency.

Chapter 12: Selling Change Internally

00:18:59 – 00:21:12 Ryan discusses projecting steady, positive energy as teams feel leadership's emotions. He uses upfront contracts and curiosity to lower defensiveness, invite collaboration, and co-create change with long-tenured staff wary of disruption.

Chapter 13: Behavior Consistency Builds Trust

00:21:12 – 00:23:16 Doing what you say you'll do establishes credibility across the organization. Ryan highlights modeling small actions, like picking up trash, to signal standards and align culture amid rapid transformation.

Chapter 14: Leadership Techniques for Clarity and Accountability

00:23:16 – 00:25:58 Upfront contracts shift from sales to internal alignment, clarifying goals, timelines, and expectations to reduce confusion and resentment. Structure makes hard conversations fairer and more consistent, while reversing elicits candid input from those closest to the work.

Chapter 15: Community, Faith, and the Power of a Shared Language

00:25:58 – 00:31:08 Ryan shares how faith, patience, and unforeseen succession accelerated his leadership path. He leveraged the Sandler community for trusted expertise, enabling faster decisions and execution by "cutting through the fluff" with a common framework.

Chapter 16: Final Insights on BAT for Senior Leadership

00:31:08 – 00:37:08 Ryan's closing guidance: cultivate emotional discipline and an abundance mindset (attitude), recognize that culture mirrors leadership habits and consistency (behavior), and use clear upfront contracts to set expectations and reduce confusion (technique). He credits Sandler's systems, community, and common language for sustained growth.

Chapter 17: Close and Credits

00:37:08 – end Mike thanks Ryan and wraps the episode, reinforcing the theme of succeeding on the road to senior leadership. The podcast credits acknowledge Sandler Systems, LLC and direct listeners to local trainers or the website for more information.

Gregory Offner is an award-winning keynote speaker and author who focuses on helping organizations improve performance by redesigning the experience of work. Greg was a keynote speaker at the 2026 Sandler Summit, and he introduced the concept of the Encore Experience—a powerful shift in how we think about engagement, culture, and sustainable high performance.

In this conversation, we break down:

• The real driver of most employee performance problems —even when numbers look strong
• How true ownership (versus compliance) impacts long-term performance.
• Why incentives and pressure stop working over time
• Who your internal, and external, audience is; and why it matters.
• When disengagement starts, and the two questions that can stop it in its tracks.
• What leaders can do, right now, to create an "Encore Experience" for their audience.

If you're a business owner, entrepreneur, or sales leader looking to build a high-performing team that's energized, engaged, and sustainable, this episode will give you a new framework to lead by.

To learn more about Greg's work, or to inquire about bringing him in to speak at one of your events:

Website: https://www.gregoryoffner.com

Instagram: https://instagram.com/gregoryoffnerjr

LinkedIn: https://www.linkedin.com/in/gregoryoffnerjr

Chapter 1: Opening and Theme: The "Encore Experience"

00:00:02 – 00:02:22 Dave Matson frames the podcast's focus on the Success Triangle—attitude, behavior, and technique—then Jim Marshall introduces guest Greg Offner and the premise: performance problems are often experience problems. Greg is positioned as a keynote expert on engagement, ownership, and results, and Jim asks him to define the "encore experience."

Chapter 2: Defining the Encore Experience

00:02:22 – 00:03:42 Greg explains an encore experience as any interaction that leaves people eager to repeat it, like shouting "one more song" at a concert. He argues workplaces should intentionally create encore experiences daily for customers, colleagues, communities, and oneself.

Chapter 3: Engagement Crisis and Opportunity

00:03:42 – 00:05:12 Greg cites long-standing data showing roughly 70% of workers are disengaged, with a subset actively disengaged. He positions encore experiences as both a remedy for struggling cultures and a multiplier for organizations already doing well.

Chapter 4: Creation, Agency, and Meaning at Work

00:05:12 – 00:07:41 Using a story about his daughter and sidewalk chalk, Greg illustrates the innate human joy of being the cause. He argues work should be reframed from obligation to opportunity—especially in sales, where relationships and experiences can be intentionally designed for "encore" reactions.

Chapter 5: Turning Events into Culture

00:07:41 – 00:10:56 Greg outlines a simple, repeatable playbook: meet the audience where they are, add something uniquely yours (or invite their unique contribution), then reflect and refine. He emphasizes consistent application over one-off events and highlights post-call reviews as a natural reflection mechanism.

Chapter 6: Performance Is Interaction: Audience, Not Monologue

00:10:56 – 00:13:58 Greg reframes daily work as performance and every counterpart as an audience member, noting sales should be a dialogue. He introduces the three audience archetypes—keepers, leapers, and sleepers—explaining their motivations in both business and his dueling piano bar experience.

Chapter 7: Sleepers as Trapped Value

00:13:58 – 00:15:14 Sleepers arrived with expectations but disengaged when they felt the experience wouldn't deliver. Greg argues they represent the greatest hidden opportunity and that organizations should provoke strong opinions—positive or negative—rather than indifference.

Chapter 8: High Performers, Voice, and Retention Risk

00:15:14 – 00:19:31 Greg cautions that voicing improvement ideas is a sign of engagement, not insubordination. Ignoring such input drives talent away. He distinguishes leapers and keepers as likely high performers and warns that overreliance on money fails to address root motivations.

Chapter 9: Rock Stars vs. Rock Solids

00:19:31 – 00:21:18 Within keepers, Greg differentiates recognition-seeking rock stars from steady, lifestyle-focused rock solids. Pushing rock solids into rock star trajectories can trigger disengagement; leaders must align motivators to individual preferences.

Chapter 10: Recognition That's Relevant and Unique

00:21:18 – 00:26:58 Greg stresses making recognition meaningful and individualized rather than generic swag. He shares examples: lunches with the boss feeling special to staff, and a server's unique tactic to transform a family meal—illustrating how small, personal touches create loyalty.

Chapter 11: Where Encore Breaks Down in Sales

00:26:58 – 00:29:18 Under pressure, teams default to transactions over experiences. Greg argues that the path to the second sale begins at the first signature, and short-term quota focus erodes value. Designing the sales journey as an enjoyable experience sustains renewals and referrals.

Chapter 12: Small Acts, Big Impact

00:29:18 – 00:36:13 Greg urges leaders to spotlight everyday actions that become meaningful moments, sharing stories of a CEO personally covering an employee's life-saving prescription and a pet food company sending flowers and refunds when a customer's pet dies. Simple, empathetic policies create encore loyalty.

Chapter 13: A Simple Framework to Start Tomorrow

00:36:13 – 00:43:38 Greg advises cataloging everyday interactions and prioritizing low-lift, high-ROI moments internally and externally. He introduces the "request slip" concept from piano bars—ideas need skin in the game—and describes an internal "Shark Tank" process that turns suggestions into actionable requests with executive sponsorship.

Chapter 14: Stop Using Title as Trophy; Start Removing Obstacles

00:43:38 – 00:46:41 Leaders should stop treating titles as rewards and start using them to clear roadblocks. Greg shares his early missteps as a sales manager and emphasizes enabling employees, welcoming ideas from newcomers, and converting suggestions into co-owned requests.

Chapter 15: Results Through Experience, Not Just Accountability

00:46:41 – 00:50:34 Jim summarizes the challenge to traditional performance thinking. Greg clarifies he values results but insists sustainable success depends on how and why results are achieved—shifting from transactions to transformational experiences that drive long-term loyalty.

Chapter 16: Calibrating Ownership to Archetypes

00:50:34 – 00:51:54 Greg cautions against forcing ownership on rock solids who don't want it and reframes sleepers as undecided keepers or leapers. Leaders should help sleepers decide—either by enabling a leap or creating conditions to thrive in place.

Chapter 17: Resources and Close

00:51:54 – end Greg offers an archetype "playlist" resource summarizing keepers, leapers, and sleepers with practical do's and don'ts, and invites contact via his website and social media. The episode closes with acknowledgments and copyright information.

This episode of the How to Succeed Podcast features long-time Sandler Trainer, Sean Coyle interviewing retired U.S. Air Force Lt. Col. Joseph "Doc" Morgan about aligning Sandler's attitudes, behaviors, and techniques with the military's ends, ways, and means. Morgan emphasizes prioritizing will over skill, arguing that attitude and disciplined behaviors enable techniques to be learned through deliberate practice, "reps and sets", and realistic simulations. Joe shares a recruiting command case where a clear, emotionally resonant mission and targeted "bird-dog" prospecting transformed his Air Force Recruiting Squadron from near-bottom to top-ranked nationally.

The discussion stresses planning, readiness, and having resources prepped ("go bag" mindset), plus the importance of emotional commitment to goals, accountability partners, and consistent execution. Morgan closes with the "challenge coin" and a "wolf-pack" ethos to illustrate trust, shared standards, and long-term professional bonds that drive performance.

Chapter 1: Framing Success: Sandler's Triangle and Military Parallels

00:00:02 – 00:04:20 Sandler's Executive Chairman, David Mattson sets the stage with Sandler's success triangle—attitudes, behaviors, and techniques—before host Sean introduces Lt. Col. (Ret.) Joseph "Doc" Morgan. They tee up a discussion connecting Sandler's framework with the military's ends, ways, and means, hinting at friendly debate and practical crossover.

Chapter 2: Will vs. Skill: Hiring, Leading, and Learning

00:04:20 – 00:07:43 Joe equates attitudes/behaviors to will and techniques to skill, emphasizing that will is far harder to teach than skill. He shares leadership lessons from deployments and the private sector: consistent reps, realistic practice, and feedback-driven improvement are the true foundations of adaptability.

Chapter 3: Ends, Ways, Means: A Strategic Lens

00:07:43 – 00:11:34 They map Sandler to strategy: ends as objectives, ways as methods, and means as resources—including people. Joe stresses feasibility and alignment, mentoring others to balance ambition with effort, and spotting risk when high goals aren't matched by planned behaviors and resources.

Chapter 4: Mission Clarity Drives Performance

00:11:34 – 00:16:57 Joe recounts transforming a low-ranked Air Force recruiting squadron by setting a compelling end state: "be bird dogs," not farmers, and source the talent the nation needed. With a clear, higher-purpose mission and tailored incentives, the squadron rose to top rankings nationally.

Chapter 5: Ideal Profiles and Emotional Buy-In

00:16:57 – 00:20:29 Sean links mission clarity to sales by defining ideal client profiles and focusing effort where success likelihood is higher. Joe explains adapting targets by territory demographics, aligning incentives, and reinforcing that emotional connection to purpose sustains consistent, high-value prospecting.

Chapter 6: Reps and Sets: Practice Like It's Real

00:20:29 – 00:23:59 Drawing on weapons school and special operations, Joe explains that realism and repetition build reflexes and excellence. The same principle applies to sales and life: role-plays, simulations, and deliberate practice—done often and with rigor—raise performance under pressure.

Chapter 7: Preparedness: Plan, Stage Resources, Execute

00:23:59 – 00:28:27 They distill readiness into practical habits: plan tomorrow today, stage a "go bag," and know top targets and call objectives. Joe reinforces that plans are thinking tools to prepare for deviations; commitment matters because meaningful objectives require sacrifice and risk.

Chapter 8: Commitment, Accountability, and Consistency

00:28:27 – 00:30:33 The conversation turns to conviction versus aspiration, noting how quickly resolutions fail without behavior change. Joe recommends accountability partners or "wingmen" to bolster consistency, while reminding that the deepest commitment must ultimately be to oneself.

Chapter 9: The Wolf Pack: Tradition, Trust, and Team

00:30:33 – 00:33:19 Sean triggers a challenge coin moment, and Joe explains the tradition as a symbol of mutual commitment and readiness. The squadron motto—strength of the pack and the wolf—underscores lasting professional bonds, instant trust, and collective performance.

Chapter 10: Close and Credits

00:33:19 – end Sean thanks Joe and the audience, noting how the coin forged new connections. The episode closes with credits and a pointer to Sandler services and resources.

Unlock the secrets of AI and redefine your business strategy with insights from Seth Marrs, Sandler's Chief Strategy Officer. We promise you'll gain a clear understanding of how to wield AI's transformative power effectively without succumbing to the hype. Together, we'll navigate the tumultuous terrain of AI adoption, cutting through vendor-driven noise to focus on enhancing business efficiency. Learn how precision-targeted AI processes and smart technology investments can elevate your sales strategies while safeguarding data accuracy.

Step into the future of sales training as technology and data investment revolutionize traditional methods. We explore how companies that embrace advanced data structures and generative AI are setting a new standard in sales enablement and leadership. From boosting conversation intelligence to redefining KPIs, discover how these advancements allow sales leaders to coach with precision and free teams from the shackles of outdated forecasting. This episode promises a remarkable journey into the next era of sales excellence, where strategic foresight and data-driven decision-making take center stage.

Chapter 1: Introduction and Guest Setup

00:00:02 – 00:01:16 Dave Mattson introduces the How to Succeed podcast and frames the focus on attitudes, behaviors, and techniques. He welcomes guest Seth Marrs, Sandler's Chief Strategy Officer, and teases a discussion on where "the puck is going" in tech and AI for sales and leadership.

Chapter 2: The Innovative Revenue Leader Podcast Overview

00:01:16 – 00:02:11 Seth explains his podcast format: deep-dives on a single topic across multiple episodes, featuring varied expert perspectives and a research-driven synthesis. The goal is to provide practical tools and insights leaders can apply to grow revenue.

Chapter 3: Actionable Depth vs. High-Level Concepts

00:02:11 – 00:02:59 Dave highlights the gap between conceptual podcasts and actionable takeaways. Seth confirms they publish companion reports, citing one on five AI-driven capacity levers to ensure listeners leave with concrete steps.

Chapter 4: The AI Hype Cycle and Vendor-Driven Chaos

00:02:59 – 00:04:56 They discuss the rapid acceleration of technology and AI since 2020 and a vendor-fueled market pushing "AI" everywhere. Executive pressure to "do AI" leads to misaligned investments, often neglecting foundational needs like data hygiene.

Chapter 5: Why AI Initiatives Fail and What Works

00:04:56 – 00:06:08 Referencing studies with high AI failure rates, Seth argues success comes from mapping and improving specific processes with AI, not buying tools to fix problems. Proven change still follows process-first, tool-second discipline.

Chapter 6: Pressure, Waste, and Upcoming Market Correction

00:06:08 – 00:08:41 Dave notes external pressure to adopt AI creates fear of being left behind. Both anticipate a near-term shift toward smarter, ROI-focused adoption, driven by CFO scrutiny and repeatable success stories clarifying where AI truly adds value.

Chapter 7: Overlapping Tools and the "Can It Do It vs. Is It Good?" Test

00:08:41 – 00:10:24 They unpack redundancy in tech stacks (e.g., multiple tools that "write emails"). The real question is output quality and contextual relevance, echoing prior dynamics like using LinkedIn for accuracy and ZoomInfo for phone numbers.

Chapter 8: Education Gap and Overpromising Vendors

00:10:24 – 00:11:18 Most practitioners don't understand nuanced tool differences, exacerbated by vendors claiming universal AI capability. This fuels confusion and misaligned purchasing.

Chapter 9: Where the Puck Is Going: Data, Infrastructure, and Enablement

00:11:18 – 00:12:49 AI performance will only improve; organizations investing in data and infrastructure will compound gains. Seth predicts a transformation in enablement and training through conversation intelligence and role-play powered by GenAI.

Chapter 10: From Training Events to Continuous, Visible Reinforcement

00:12:49 – 00:14:24 Enablement evolves from one-off training to ongoing assessment across calls and emails, with clear visibility into who applies the methodology and the outcomes. Leaders gain unprecedented insight to reinforce and optimize.

Chapter 11: Science Over Art in Sales Performance

00:14:24 – 00:16:28 Dave likens the shift to medicine and pro sports: from art to data-driven science with MRIs and video review. Sales can now diagnose reality over self-reported optimism, though increased transparency may feel threatening to some.

Chapter 12: Tools Elevate but Don't Replace Excellence

00:16:28 – 00:19:30 Seth asserts technology equips practitioners but doesn't eliminate the performance spectrum. Blindly following AI produces average results; top performers synthesize AI with judgment, adapting to context shifts like those during COVID.

Chapter 13: Empowering High Performers and Institutionalizing Wins

00:19:30 – 00:21:28 AI can surface winning patterns from "rogue" top sellers and scale them across teams. Digital playbooks can capture best moments across individuals, but most organizations still fail to build and maintain them.

Chapter 14: Culture, Curiosity, and Leveling the Field

00:21:28 – 00:22:55 Resistance stems from human nature and legacy structures that reward tenure over curiosity. The new environment favors sellers committed to craft, learning, and experimentation, expanding their opportunities.

Chapter 15: Manager Adoption and the Coaching Opportunity

00:22:55 – 00:24:36 Historically, reps learned from call libraries more than managers used them. Pressure is mounting on managers to leverage these tools, shifting from generic call quotas to event-driven, targeted coaching triggers.

Chapter 16: Span of Control and Precision Coaching

00:24:36 – 00:25:59 AI-driven diagnostics will increase managers' span of control by automating detection of coachable moments. Time shifts from ride-alongs and full-call reviews to focused intervention on specific gaps tied to deal impact.

Chapter 17: Practical Playbook for Sales Leaders

00:25:59 – 00:27:39 Leaders should adopt tech for pinpoint coaching, grounded in recorded calls and captured emails. This enables loss mitigation via timely intervention, delivering more performance with less wasted managerial time.

Chapter 18: Rethinking CRO Metrics and Forecasting

00:27:39 – 00:29:47 For CROs and owners, the mandate is a new set of leading indicators sourced from conversation and engagement data. Forecasts should become byproducts of actual selling activity rather than self-reported, error-prone rollups.

Chapter 19: From Guesswork to Evidence-Based Operations

00:29:47 – 00:32:20 Leaders gain the ability to make forward-looking decisions from real interactions, not hedged numbers. Reclaiming time spent on forecasting and discovering bespoke conversational indicators creates durable competitive advantages.

Chapter 20: Closing Guidance: Start Small, Solve One Problem

00:32:20 – end Seth advises choosing a single, well-defined problem, mapping it to a solvable action with a tool, and executing. Mastery and confidence build through iterative wins, avoiding the trap of broad, unfocused AI implementations. Dave closes by recapping takeaways and promoting Seth's podcast.

This episode of the How To Succeed Podcast features watch entrepreneur Alan Tsao of the Tsao Baltimore Watch Company, tracing his journey from childhood fascination to launching a successful watch brand. After an initial manufacturing failure and losing early partners, Alan persisted, refined designs, leveraged mentorship, and achieved a breakout 2017 Kickstarter that far surpassed its goal via low-cost, gamified marketing.

Tsao built trust with global manufacturers through in-person visits, grew through proactive behaviors and strategic partnerships (National Bohemian, McCormick Old Bay Seasoning, the Baltimore Ravens, the Baltimore Orioles, and the University of Maryland Athletic Dept.), and is developing notable projects like a Francis Scott Key Memorial Bridge watch - using actual bridge steel - with profits donated to victims' families after the fatal bridge disaster in March, 2024.

Join us, as Alan emphasizes attitude, learning from failure, community-building, and advises aspiring entrepreneurs to take action and, "Just Do It".

Chapter 1: Introduction to the How to Succeed Podcast

00:00:02 – 00:00:40 Dave Mattson frames the show's focus on the "success triangle" of attitudes, behaviors, and techniques. He sets expectations for peeling back how top performers think and act.

Chapter 2: Meet the Guest and Topic

00:00:40 – 00:01:15 Host Chris McDonell welcomes guest Alan Tsao of Tsao Baltimore Watch Company and outlines the plan to explore Alan's entrepreneurial journey. Alan acknowledges the journey's challenges and rewards.

Chapter 3: From Childhood Fascination to Passion Project

00:01:15 – 00:03:35 Alan traces his love of watches to a gift at age ten and explains his obsession with mechanical movements. As his career advanced, he built a 35–40 watch collection before deciding, with a nudge from his wife, to start designing his own watches.

Chapter 4: Early Missteps and Losing Initial Partners

00:03:35 – 00:07:03 While working in property management, Alan looped in executives as early partners and sourced a manufacturer via a quick Google search. The first prototypes were low quality, scaring off his partners; he refunded them and bootstrapped forward, seeking advice from other microbrands to refine designs and supply chain.

Chapter 5: Attitude—Learning From Failure and Pushing Forward

00:07:03 – 00:11:23 Prompted by Sandler's "attitude" lens, Alan reframes failure as learning rather than stopping. He emphasizes determination, confidence, and never giving up, aligning with the concept of "failing forward" to refine processes.

Chapter 6: Breakthrough Kickstarter and Lean Marketing

00:11:23 – 00:14:58 After vastly improved prototypes, Alan launched a 2017 Kickstarter with a $45,000 goal, surpassing it in three hours and finishing at ~$115,000. He attributes traction to a $500–$800 gamified referral campaign that generated ~2,000 emails and ~25% conversion.

Chapter 7: Global Sourcing and Trust-Building

00:15:13 – 00:17:57 Between 2017 and 2022, Alan traveled to Hong Kong and Switzerland to meet manufacturers. In-person relationships built trust, improved terms, and elevated product quality, strengthening credibility and operational know-how.

Chapter 8: Going Full-Time, Investor Catalyst, and Hypergrowth

00:18:38 – 00:23:03 Weighing life choices post-Covid, Alan met an investor through a retail event who first commissioned 250 custom watches, then offered capital. After due diligence and valuation work, Alan accepted the deal, resigned, and the company grew 150–200% the following year.

Chapter 9: Behavior—Showing Up Leads to Opportunity

00:23:03 – 00:23:53 Chris highlights the behavioral discipline of attending events and hustling while employed. Proactive behaviors, not chance, drove encounter-based breakthroughs and subsequent growth.

Chapter 10: Strategic Partnerships—Natty Boh, Old Bay, Orioles, Ravens

00:23:53 – 00:27:47 Alan details collaborations beginning with National Bohemian via Instagram outreach and a fortuitous family contact leading to McCormick/Old Bay. Successive momentum earned projects with the Ravens and an official licensing partnership with the Orioles to cement local brand identity.

Chapter 11: The Key Bridge Watch—Local Manufacturing and Giving Back

00:27:47 – 00:30:33 Tsao Baltimore is producing a watch using actual steel from the collapsed Francis Scott Key Bridge, with 85% of components made in Maryland. All profits support victims' families, while the project advances local manufacturing R&D.

Chapter 12: Expanding into Education and Sports Memorabilia

00:30:21 – 00:34:27 As official timepiece of University of Maryland Athletics, Alan plans "class watch" programs for schools as an alternative to rings. He previews an Orioles initiative using player-worn jerseys as mystery watch dials with signed player cards, enabling community trading events.

Chapter 13: Proudest Moments—First Sale and Family Validation

00:34:27 – 00:36:48 Alan recalls the emotional impact of the first full-price online sale. A second defining moment came when his young son said, "I'm proud of you, daddy," affirming the deeper family purpose behind the business.

Chapter 14: Capabilities and Services at the New Workshop

00:36:48 – 00:37:24 The new facility houses certified watchmakers capable of servicing luxury brands, acting as a U.S. repair hub for jewelers and independent watch companies.

Chapter 15: Advice to Aspiring Entrepreneurs

00:37:24 – end Drawing on his teaching at the University of Baltimore, Alan urges aspiring founders to start, learn by doing, and iterate through trial and error. He stresses overcoming comfort zones, accepting risk, and avoiding regret by taking the first step.

This episode of the How to Succeed Podcast features NFL Hall of Famer Rondé Barber discussing how preparation, consistency, adaptability, and humble leadership fueled his 16-year career, 215 consecutive starts, and post-football success in broadcasting and business.

Rondé emphasizes daily incremental improvement, rigorous study translating to business "film prep," evolving the nickel corner role through responsibility and versatility, and the impact of mentors and coaches like Tony Dungy on building calm, steady, plan-driven teams.

Join us as we learn key takeaways for sales and business leaders including, preparing deeply to create confidence, maintaining disciplined routines for consistency, and adapting to change to reinvent roles and achieve lasting results.

Chapter 1: Opening and Guest Introduction

00:00:02 – 00:01:59 Dave Mattson, Executive Chairman of Sandler introduces the How to Succeed podcast's success triangle—Attitude, Behavior, and Technique—and frames the episode's theme: translating elite athletic performance to business. Jim Marshall presents guest Rondé Barber, highlighting his NFL legacy, leadership roles, and focus on preparation, consistency, adaptability, and professionalism.

Chapter 2: Early Struggles and the Mindset Shift

00:01:59 – 00:05:41 Barber recounts a rocky NFL start, playing only one game his rookie season, and the doubt that fueled his drive. He connects lessons from redshirting in college and overcoming setbacks to a career-long mentality of outworking everyone and relentlessly improving.

Chapter 3: Availability, Durability, and Discipline

00:05:41 – 00:08:38 Discussing his 215 consecutive starts, Barber cites "availability" as a critical ability, playing through pain, smart recovery modalities, and some luck in avoiding major injuries. He underscores the discipline to maintain routines and the motivation to never let someone else take his job.

Chapter 4: Building Performance Routines and Incremental Gains

00:08:38 – 00:11:00 Barber outlines a philosophy that you are either getting better or worse each day. He describes daily incremental improvement—refining techniques, studying opponents, and analyzing himself—as a transferable approach for business professionals and even his daughters' pursuits.

Chapter 5: Preparation = Opportunity

00:11:00 – 00:13:49 Barber explains how preparation creates the appearance of effortlessness, framing success as preparation married to opportunity. He applies this to broadcasting and event leadership: anticipate scenarios, study past outcomes, plan for contingencies, and be ready to execute.

Chapter 6: Learning Broadcasting Through Reps and Mentorship

00:13:49 – 00:16:08 Transitioning to TV felt like being thrown into the deep end. Barber credits mentors like Dick Stockton, Chris Myers, and Kenny Albert for refining cadence and content. He emphasizes "time on task"—repetition, feedback, and reviewing successes and failures.

Chapter 7: Opponent-Specific Prep and Strategic Familiarity

00:16:08 – 00:18:21 Using the Eagles as a case study, Barber shows how repeated matchups build a "dossier" for faster, deeper preparation. He leveraged familiarity to stay a step ahead, turning knowledge of how opponents targeted him into an advantage and producing standout performances.

Chapter 8: Redefining the Nickel and Evolving the Tampa 2 Defense

00:18:21 – 00:22:19 Barber details how his agility and short-area quickness enabled expanding the nickel role from coverage to blitzing and run support, paralleling a linebacker at times. Collaborating with coaches, he helped evolve the Tampa 2 Defense into a widely emulated standard.

Chapter 9: Culture of Earned Leadership

00:22:19 – 00:25:03 Reflecting on a roster of leaders, Barber highlights Hardy Nickerson's example and the team ethos: lead by example first, then grow vocally with experience. Leadership is earned through time, consistency, and relentless attention to detail.

Chapter 10: Tony Dungy's Influence and Consistent Leadership

00:25:03 – 00:27:11 Barber praises Dungy's calm, consistent, and humane leadership, noting life lessons beyond football. Dungy's emphasis on community, family, and philanthropy shaped players' post-career success and instilled humble confidence.

Chapter 11: The Role of Coaching and Unified Execution

00:27:11 – 00:28:48 Coaches provide the plan and alignment. Barber stresses the importance of everyone executing the same call—even if imperfect—because unity drives results. Coaching is the vessel that moves teams collectively toward goals.

Chapter 12: Transitioning After Football

00:28:48 – 00:31:16 Barber credits his twin brother and peers like John Lynch for guiding his post-career path into broadcasting and business. He cautions that NFL careers are short, advocates planning for what's next, and notes his "Plan A or bust" focus until retirement opened new doors.

Chapter 13: Values: Humility, Resilience, and No Excuses

00:31:16 – 00:33:52 Personal values—authenticity, humility, and resilience—anchor Barber's approach. He honors his mother's example in overcoming adversity and reiterates a locker-room mantra: no excuses, no explanations, maintaining competence through challenges.

Chapter 14: Mentoring for Greatness

00:33:52 – 00:36:37 Barber illustrates the difference between good and great with a story about mentoring Aqib Talib. By pulling Talib into extra study and routines, he models the "extra mile" required for elite performance, just as veterans once did for him.

Chapter 15: Valspar Championship and Community Impact

00:36:37 – 00:39:29 Barber promotes the Valspar Championship's community footprint, volunteer network, and charitable giving surpassing $53 million over 50 years. He highlights strong sponsorship, player affinity for the venue, and the sales efforts of "Copperheads" that power the event.

Chapter 16: Key Takeaways and Closing

00:39:29 – 00:40:11 The episode closes with three actionable themes for business: preparation builds confidence, consistency separates performers, and adaptability enables reinvention. Barber adds that being uncommon—pursuing unique, sometimes unconventional paths—drives best-in-class results.

Join us for an insightful exploration of the art of influencing people internally within organizations. In this episode, we are thrilled to welcome Sabine Gedeon, an esteemed executive advisor and speaker, as we dissect the concept of relational authority and its crucial role in building internal influence. Sabine emphasizes that mindset is 80% of success and highlights the significance of understanding your audience by stepping into their shoes. We uncover the challenges faced in internal negotiations, particularly in sales and HR, and the importance of aligning internal support to meet client needs. Discover how behaviors, attitudes, and techniques, encapsulated in the acronym BAT, are essential to enhancing influence and achieving success within an organization.

Listen in as we emphasize the importance of preparation and strategic relationship-building to effectively influence stakeholders. By identifying key individuals who may challenge or support a proposed change, you can tailor your approach to align with their priorities. We discuss the use of tools like DISC to understand team members' perspectives and the impact of consistent behavior in building credibility and trust over time. Learn how nurturing internal networks and maintaining a reputation for thoroughness can significantly enhance your ability to gain support for initiatives. This episode provides actionable insights for overcoming resistance and achieving success by mastering the art of internal influence.

(00:02) Influencing People Internally (10:22) Preparing to Influence Internally

(00:02) Influencing People Internally

This chapter explores the essential components of relational authority and the power to influence people internally within organizations. Joined by Sabine Gedeon, an executive advisor and speaker, we examine the critical role of mindset in successful influence. We discuss how understanding your audience and preparing for conversations by stepping into their shoes is vital for building influence. Sabine emphasizes that mindset constitutes 80% of success, and having the right attitude is crucial before any strategic execution. The conversation highlights the challenges people face in internal negotiations, especially in sales and HR, and the importance of aligning internal support to meet client needs. The focus is on behaviors, attitudes, and techniques, as embodied in the acronym BAT, and how these elements contribute to improving one's influence and success within an organization.

(10:22) Preparing to Influence Internally

This chapter explores the importance of preparation and strategic relationship-building in influencing stakeholders within an organization. I discuss the necessity of identifying key individuals who might challenge or support a proposed change, and how to align them with your goals. By understanding the perspectives of different team members, especially through tools like DISC, you can tailor your approach to address their priorities effectively. I also emphasize the significance of consistent behavior in building credibility and trust over time. By nurturing internal networks and maintaining a reputation for thoroughness, you can significantly enhance your ability to gain support for initiatives, making it clear that preparation is key to overcoming resistance and achieving success.

Anthony Vincent Bova, the brilliant mind behind the Edgework Method, joins us to unearth the true meaning of authenticity in sales. With his vast experience as a communications coach, Anthony shares his insights on how being genuinely present with customers can transform skeptical buyers into trusting clients. Throughout our conversation, we emphasize how authenticity isn't just a buzzword but a fundamental shift in how salespeople can build enduring relationships with their clients by being comfortable in their own skin.

The episode also addresses the delicate balance between maintaining authenticity and meeting sales targets. Drawing intriguing parallels between acting and sales, we discuss how the pressure to perform often detracts from authentic client interactions. Anthony and I explore how self-imposed pressures and company expectations can lead to inauthentic behaviors, akin to an actor losing their emotional truth. The episode challenges salespeople to differentiate between "acting natural" and "being natural," proposing a focus on genuine relationship-building over performance metrics.

Managers and leaders play a pivotal role in nurturing authenticity within sales teams, and this episode highlights the importance of creating safe, supportive environments. By encouraging conversations about emotions and focusing on understanding client needs, leaders can guide their teams toward more genuine connections with clients. In a heartfelt discussion between Anthony and his friend, Jim, we reflect on the power of gratitude and learning as twin pillars of personal and professional growth. This episode captures the spirit of collaboration and continuous improvement, inviting listeners to further explore authenticity in sales on the Sandler How to Succeed podcast.

(00:02) Authenticity in Sales (13:35) Balancing Authenticity in Sales (25:41) Cultivating Authenticity in Sales Culture (39:43) Gratitude and Learning in Sales

(00:02) Authenticity in Sales

This chapter focuses on the concept of authenticity in sales, especially in a marketplace where buyers are increasingly skeptical. We explore how being genuine can foster trust and connect with customers on a human level while still achieving sales targets. I talk with Anthony Vincent Bova, founder of the Edgework Method, who shares insights from his experience as a communications coach. We discuss what it truly means to be authentic in sales beyond the buzzwords, emphasizing the importance of being present and connecting with customers. Anthony explains that authenticity is about being comfortable in one's own presence and that salespeople often struggle with it because they doubt that being themselves is enough. We also address how redirectional behaviors can mask insecurities, and we provide practical steps to maintain integrity in customer interactions.

(13:35) Balancing Authenticity in Sales

This chapter explores the challenge of maintaining authenticity in sales while under pressure to meet targets. By drawing a parallel between acting and sales, we highlight how the pressure to perform can shift focus away from genuine interactions with clients to simply meeting quotas. The discussion examines how self-imposed pressures and company expectations can lead to inauthentic behavior, similar to an actor losing their emotional truth under the demands of a film set. We also differentiate between "acting natural" and "being natural," illustrating how this distinction applies to both actors and salespeople. The conversation emphasizes the importance of focusing on authentic relationship-building rather than solely on performance metrics, using insights from acting to offer a fresh perspective on the sales process.

(25:41) Cultivating Authenticity in Sales Culture

This chapter focuses on the importance of authenticity in sales and the distinction between being self-conscious and selfless. We explore how selflessness—centered on understanding and addressing the client's needs—creates a genuine connection, allowing clients to feel heard. Authenticity, while potentially inherent, can also be cultivated through upbringing and intentional coaching. Managers and leaders play a crucial role in fostering authenticity by creating safe environments where team members can express themselves freely without fear of judgment. We emphasize the significance of emotional intelligence and the role of feelings in sales, encouraging managers to engage their teams in conversations about their emotions. By shifting focus from performance metrics to feelings, managers can help their teams grow into more authentic and effective salespeople.

(39:43) Gratitude and Learning in Sales

This chapter highlights a meaningful exchange between friends, Anthony and Jim, where gratitude and appreciation are at the forefront. We explore the importance of learning and personal growth through conversations, as Anthony expresses how each interaction with Jim offers new insights. We extend our heartfelt thanks to our listeners for their attention and participation, emphasizing the value of community and shared learning. This episode captures the spirit of collaboration and continuous improvement, and we look forward to future discussions that inspire and educate. Join us again for more insights on the Sandler How to Succeed podcast.

Join us for an insightful conversation with Daniel Rosen from Renovo Financial as we explore the concept of the success triangle—attitudes, behaviors, and techniques—in scaling businesses. Daniel shares his remarkable journey, highlighting Renovo's impressive 10x expansion of its sales team and 40x business growth over the past six years. Discover the pivotal role of mindset and the "adult-adult" approach in building enduring relationships within the commoditized lending industry. Daniel emphasizes the significance of "slowing down to speed up," a principle that has shaped Renovo's success in cultivating genuine business partnerships and mutual growth.

We also discuss the importance of building long-term client relationships by prioritizing a local, client-centric approach in the real estate lending business. Learn how understanding clients' business journeys and challenges leads to stronger partnerships and a referral-based business model. Additionally, we explore effective hiring and onboarding strategies that have distinguished Renovo, especially during the challenges of COVID-19. By setting clear expectations and rigorous training, Renovo has cultivated a team of top producers who thrive in a supportive environment. Daniel's experiences and insights provide a comprehensive look at fostering genuine connections and a structured approach to success.

(00:02) Success Triangle (10:32) Building Long-Term Client Relationships (18:18) Effective Hiring and Onboarding Processes

(00:02) Success Triangle

This chapter features a conversation with Daniel Rosen from Renovo Financial, highlighting his journey and the impressive growth of his company. We explore the significance of the success triangle—attitudes, behaviors, and techniques—in scaling businesses, as evidenced by Renovo's remarkable 10x sales team expansion and 40x business growth over six years. Daniel emphasizes the importance of mindset, particularly the "adult-adult" approach in building lasting relationships in a commoditized lending industry. We reflect on a pivotal moment when Daniel first reached out for sales training, underscoring the value of slowing down to speed up, and how this principle has shaped Renovo's relationship-driven success. Through this lens, Daniel's insights reveal how fostering genuine business partnerships contributes to mutual growth and success.

(10:32) Building Long-Term Client Relationships

This chapter focuses on the importance of building genuine relationships in the real estate lending business by prioritizing a local, client-centric approach. We explore how understanding a client's overall business journey and challenges leads to stronger, long-term partnerships rather than just focusing on individual deals. Emphasizing the mantra "slow down to speed up," we highlight the benefits of investing time to understand clients' needs and making informed decisions on fit and alignment. By prioritizing relationship-building, we aim to transform sales strategies into a referral-based business model that drives sustained growth. Through personal experiences and insights, we underscore how this approach has led to significant increases in loan processing volumes, illustrating the power of a well-cultivated, client-focused sales process.

(18:18) Effective Hiring and Onboarding Processes

This chapter explores the innovative hiring and onboarding strategies that have set a company apart, particularly during the challenges of COVID-19 when operations expanded nationwide. By emphasizing the importance of having a clear process and identifying the right candidate profile, I highlight how this approach mirrors effective prospecting techniques. The conversation underscores the necessity of transparency in setting expectations, where the upfront communication of challenges and rigorous training requirements becomes crucial. This method not only avoids overselling the job but also prepares candidates for the demanding nature of the role. We also discuss the implementation of techniques like upfront contracts and role-playing, alongside regular accountability meetings, which ensure new hires are equipped and ready to succeed. The outcome of this meticulous process is a team of top producers who thrive under the company's supportive and structured environment.