The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 3 years ago

Brian Burns on 5 Things That Separate A Players From B Players

ABOUT THIS EPISODE

With the onslaught of artificial intelligence and new technologies impacting the sales profession, the question is often asked: “Will people still be relevant?” It’s generally agreed that yes, salespeople will still be needed – at least those that are the A players.

Brian Burns, host of The Brutal Truth About Sales & Selling, sat down with Chad Sanderson, Managing Partner, Value Prime Solutions to discuss five things that make ultra high performers, or A players, so effective.

Yo're, listening to the BTB revenueexecutive experience, a podcast dedicated ELP, a executives train theirsales and marketing teams to optimize growth, whether you're looking fortechniques and strategies wore tools and resources, you've come to the rightplace. Let's accelerate your growth in three to one: welcome everyone to the Bto be revenue: Executive Experience on your host Chad Sanderson today we'reback with Brian Burns and we're going to be talking about what are thedifferences between a players and B players in sales. It's extremelyrelevant topic today, especially with the onslaught of artificialintelligence. Ind, the evolving technology landscape that we're allfacing. There's a lot of discussion out there about how these new technologieswill impact the sales profession. Will it make you ow sales p, the salesprofession less important? Will it make people irrelevant? There's a quote fromJeb Blount. That says you know in the future there will be sales reps thatare told what to do by robots and those that tell robots what to do so,understanding what it is that makes sales professionals what makes thoseultra high performers so effective. What really goes into their day todaywhat goes into their perspective and their approach to the professions,particularly relevant topping and when we hope that you will enjoy as BrianBurns, and I dive into it. Hey Chad, let's talk about you know what reallyyou see as far as differentiators, between B players and a players. It's ait's a great question. When we get asked a lot right is theur secret tobeing better at what I do yeah it's. It's number one called prospecting soand it's funny because you know especially now, as we've got all ofthese different roles, you've got SDRs or atrs or they've got all these namesfor these guys that are supposed to do all the prospecting and set themeetings. But what happens is accountin exact, O theguys that have the big account? They have a tendency to get lazy as a resultof that think go. Somebody else is Dong.

My prospecting for me fact o the matteris prospecting is just it should be part of the DNA of the job if you're insales. In my opinion- and so many people are kind of scared to do it, itseems like yeah, I think today, people are looking at it like an assembly line,as opposed to kind of a partnership at development, and you know I think itall goes back to that separation between hunter and farmer, and it'slike well, it's a little bit of both. Isn't it I mean, if you think, of thebiggest deals you've ever gotten. It wasn't like. Oh, you called them thefirst day of the quarter and you closed them. On the last day of the quarter,it was you know that they were probably existing customers that you kind of duginto found new uses for your product, expand it within there and then youknow, put together some kind of enterprise deal yeah well and that'sjust it. I think a lot of people think of prospecting is nothing more than netnew logos. Well, I mean the fact f. The matter is, if you're working, you know,if you're an account rap as your teachin account rep key account reb,whatever you want to call it, and you have three accounts. Let's say: You'vegot G, Toyota and Ford and that's all you've got. Then you still need to beprospecting inside of those organizations. It needs to be somethingthat they're focused on and it has to be a consistent application of yourskill set to try and continually pprovide value and find problems thatyou can solve a lot of people just get. You know happy with Hey. I close themultimillion dollar deal and that's great for maybe this quarter and nextquarter, but what's your pipe lan look like after that yeah and I think a lotof people going to feal that in January, that's kind of the wakeup call that weall get that first week when we look at our pipeline and go up, that's allsmoke. Well, I put that in there thinking itwas real and it's not. I haven't, talked to them in threemonths. Anit's like. I wonder why people don'tlook at that as prospect and they look at it as farming, or I mean today theycalld that customer success and it's like well that I'm used to be calledsupport, but now he being proactive, it's customer success, but you know Ialways looked at it as like unless...

...those people really happy, becausethose are your references, you know those are the people that are going totalk to your new prospects, because you know they don't care. What e sales repsays they care about what your customers are saying. Oh without I Aand it's funny to me with all of the I think I was it was gay Blarson I wastalking to about this. We've got all of this stratification of sales right. Wewent from back in the day when you know, probably you and I started wel. We hadto do it all the way to prospect we had to close. We had to expand, you had todo all of it and, as we've seen, technology creepin and we've seen thisstratification of roles where everything's getting into these littlesideloas, and I think it creates a situation where sales reps. I don'twant to say that I don't want to make an age just comment again. I have atendency to do that, but I I think they have a tendency to thinkoh well. This is my little Nich that I can be a successful salesperson. Thethe best ones that I've ever worked with the a players understand that itis a command of a multitude of skills, combined in a consistent way that keepstour pipeline full keeps them exceeding quota, keeps them engaged in providingvalue to to the customers. I think we have a tendency to overanalyze things.I think we've gone a little too far and how we break things down and I thinkthe best people, the best sales R op today are going to remember that youknow all of this is one discipline and it requires you know command of a greatnumber of skills in order to pull it off, and I think the a players look atprospecting differently where the B players you know that they want to dothe hardest thing. Instead of the smartest thing, it was the heart. Well,the hardest thing is okay. I want to get into, let's say a fortune, tencompany, but you have no business being there right, you, maybe you know thecompany's, not big enough as I' mature enough. You know those big companiesare laggards, they're, not early adopters, I, and, and- and you place acall into the CEO- you know- which gets to some admen- that's three levelsbelow the Adaman for the CEO and the like, and everyone all themanagers love that they love the go...

...getterness about it and yeah t that'sgood, it's good effort and stuff, but it's just not smart. It's like, Ialways say, prospect from the inside out, not from the outside g. You knowyou o look at the people you who aleresold to who did they know who'sadjacent to them who's. You know who's the next person that would be mostlikely be interested and that's kind of smart prospecting well and once you'rein account. We all know it takes. You know X, an x amount of effort to getinto an account more than it does to reap the benefits of one you're alreadyin, but it doesn't mean it's just going to show up right. So if you're in orjust apply your same prospecting principles inside of that existingaccount leveraging those references that give you the credibility, but inorder to do it- and I guess his probably goes to my second point- isthat focus? Is that focused in hat that understanding of you constantly have tobe looking for new opportunities? That's the nature of sales. Unlesssomething's changed and nobody told me Hey, I mean that point about focus whe.When I talk to, you know grade sales leaders, that's kind of like number twothat they're looking for in new candadates is people who are laserfocused, and I got to say that was probably one of my. You know keylessons that I learned, and maybe I went too far. You know pecause,especially like the holiday season. I look back when I was a rap. I was likethe holiday season went by January came and it was like. Oh, I should havevisited my family when was crit o when was Christmas, what wasn't that when noone would answer the phone that was that Christmas Day right? You know you get go a little too far,but you can tell the people who aren't focused where you know tthey're lookingthrough the crm trying to figure out what to do. They look at everything asbeing equal. You know, if you ask them, what are your top three deals they gohold on. Let me bring them up, they kdow't that they should be like youcould wake somebody up a to in the morning and they would know yeah it'sthis this and this you know and in they would have a plan. They' have you knowa strategy to close them and they be obsessed about closing them. No on thatfocus is something you know. I see. A...

...lot of reps spend a lot of time withthe glorious amounts of distractions that we have. Oh well, I'm I'm onlinked in or Oh, I just saw this aringle or this guy just posted this.Maybe I it's like no come on guys focus. Think about what you're doing put aplan together. Don't just react right, be proactive. That requires a level ofstrategic thinking that I just I'm not seeing in as many sales reps today, asas I think, sales managers and selles exact want to see yeah, because I meanI'm sure you probably get it trying to get guests with Ha podcast that tha,you know, CEOS are actually a lot easier to get than VPZA. Sa Nbpie ofsales are like what what does this have to do with quotu leave me alone right,you know N, unless they're a listener, or they know you you've already have tobuild a relationship with them. First before you aw. What's in it for me, andit's like okay, let me tell you youll reach your audience and o okay. Theydon't get it they think of. It is a marketing thing and marketing peopleare like. Oh you going to charge me. I know that they're, like you, know, they're paranoid, because that theythink everything's a trick because they spend their whole day. Tricking people knowht that's kind of their role. It'slike how do we get people? Bdoes heve mean their email for my e book right,its like okay, but you know t that focus you know is really critical andyou can tell the difference because I get I'm sure you get a lot of emailsfrom like you know the first year second year sales people at the firsttime, you know they're overwhelmed, that's the number one thing they tellme and it's like well worry about the number. One thing then worry aboutnumber two right: Don't worry about number ten yeah! We do this. We do thisexercise in class witin our prospective class, where it's like. Okay, I wantyou to list out everything you do in a day like everything that you do, thatyou believe is part of your work day listed out. Okay, now go back throughthat list and tell me what percentage of time you spend on that now gothrough and rank those what generates the most revenue? And it's this to me.It seems kind of like a obrainer, but it's an eyeopening experience because alot of them go man. I'm spending a lot...

...of time to shit. That does not matterit's not going to affect my number. It's not going to affect my quota. It'snot going to get me further into accounts and that awareness right thatawareness is critical if you're going to apply that in any type of focusedrepeatable manner. Well, that's it! You know. I always had this saying busybusy busy you know is like activity does not equal accomplishmentand a lot of roles, all a lot of people, all they care about is being busy andand as a manager that they assume that that business equals accomplishment andsales. It doesn't. You know- and I see a lot of like you- know, CEOS or R rethe sales person and they go I'm busy busy busy and there's a lot of thoseinternet stars where they like theya videos about how busy they are nd. Theygo into a conference to speak for free and THEU're spending a day for it. Igoll cancel there's twenty percent of your weekright there right. You know it's like if you're getting paid that. Okay, thatis, that your business is a core. Is it really going to help you? You know, Idon't want to see you at four in the morning. It's like n. You see thesepeople age in front of you telling you how busy and how much the hustle andgrind it's like. You know. I think sales is a work,smart business. I thats argument you here all the time. I think the onlytime th the real hustile and grind works is when it's like doorto door,orselling cars and te BDC space. Where you know the payoff is much higher, butin a B to b space, it's much more about work and smart. Without a doubt I meanyou only have so many. You know they call hem the golden hours right. Youonly have so many hours in day where you can actually get in touch with thepeople you need to get in touch with in order to fill your pipeline move anopportunity forward, expand in account whatever it may be, and if you're notleveraging that time as effectively as possible, then you're going to see itand your boss is going to see it and their boss is going to see it. So it'snot a matter of is the beauty of sales right, it's not about just looking likeI'm busy, you have to produce results and measurement of results in sales israther simple to take all the ai out of...

...it. Take all of the complexrm crap outof it. At the end of the day, results were simple: Did you close the dealsand fulfil whatever the quota was that was set out for you like it's Arbyouther? Did it or you didn't, and if you didn't maybe get another quarter toyou know kind of you know backfill, maybe try it again.Maybe it's you know: performance improvement, Plann or whatever it is,but it's not like any other profession. This is aorbut, you either did it oryou didn't right, yeah, because no one's going to believe or buy. Oh, youtook me out of the you know the field for a week for this or that Ome meetingsome announcements Ome, you know enablement no on no one's going to careat the end of the quarter like shut up. Why didn't you do this? You know andthen that's why we always lose our vacation time that you know funnysortion. Remember those! I remember one of thelast jobs I had. I was the only outside guy and and t e. The VP says: Okay, letlet's go oun a road trip together and we went from you know. I was in DC atthe time through Charlotte to Little Rock, had a meeting an little rock andthen had to get a connection through Houston made it into Minnesota. Thatnight, at like two PM and withthen the next morning we had a drive, you knowtwo and a half hours and I gowhat's going on here. Oh It's a maintenancerenewal and I was like shaking my head. I go. I Cot we're spending a day and ahalf for a maintenance foranewal I was just like di mean he loved to be busy.You know and I'm like how much is a mate, and I mean here's less than TNK Igo, doesn't even pay for the travel is like I mean it was just insaneliterally. You know you get to the hotel at oand thirty, and you got to beup at six. Your like Oh. I mean that that right there right soin conjunction with the I'm busy busy busy. I think one of the other thingsI've seen really good sales reps do is time management right. We yeah timeblocking Er time management and it is...

...that analysis of okay. Is this hourgoing to gener or this day of travel going to generate more revenue thanother things I could be doing and that I guess it goes back to that criticalthinking. It just isn't something that seems to be ingrained or maybe you'llsee a rep. do it for a week or two and then they'll get some activity andthey'll forget that their consistency is what's going to produce the results,not chasing the latest sparkley object or activity yeah. I mean I don't knowabout you, but I had consistent regiment every week whereI'd be one week in the office next week on the road, and it would be. You know,I believe you know first thing in the morning the very first flight, becauseI knew the plane would be there. You know unless you're flying out ofRockchester New York yeah, but I mean, if you look statisticallythe first flight in the morning is the most likely to be on time because theplane they get you know eight hours to get the plane there yeah. Unfortunately, it's like at sixthirty am Wich Ji. You gotto get up at fourthirty, you know get throughsecurity and everything and you eat breakfast there, but you can make a youknow a TNAM meeting and I always had my meetings at ten am and two PM and I'dbe with managers Agaus. No, no, let's fill up the whole day and it's like I MGoant, to fill it up with two great meetings and if you want, we can takesomebody out to dinner ut. But you know oh no! No! No! We can probably get sixmeetings in here and I go go okay, so you get in the car with him he'scalling people and they don't have time to meet with you. You know were gettinglost all this crap and I'm like the wonderor. This guy can't make hisnumber an theny versus quality debate rightand the next wer for it you're going to get more results and the next week he'dbe sick, because you know he ran himself. You Know How many times it you go to akickoff meeting and, like thirty percent of the one person shows up witha cold the next two weeks. Thirty percent of the people now have a cold,the productivity on that as a killer.

Oh yeah, the probably it just goes. Itjust runs through the sales foruse and slows everybody down right yeah. Whatare they doing all night they're drinking high five and N we're greatwe're going to kill it this year, yeah Fui mean if people were more effectiveat managing their time and focus on you know insuring that they show up readyto provide value ready to engage in a meaningful way than two two qualitymeanings is going to blow the doors off of trying to chase six crappy meetingsand it just yeah. It's that I feel like you know so many people like, Oh, I gotto be busy. My calendars got to be insane. Look just like you. I Have I've.Fifty percent of my week is time blocked out and it's unless there's youknow something. Emergency comes up. It's pretty immutable like this is youknow I may move them around a little bit, but I've got half of every day isblocked to do things that are going to generate revenue and the other half erset up to do things like you know the podcast or get podcast casts or answerquestions or things like that. But if I ever stop, you know if I go a week and like let'ssaid, didn't, duddidnt follow my time black, then the week after that I startto itge. I sarted I'm like okay, I'm not! This is an under control. Mypipelineis, not good. I missed a week of you, know, prospecting or followingup on emails or whatever it is so the ones the reps that I see be themost successful o the ones that are really judicious about their time andlook at it strategically. What's going to generate the most revenue what'sgoing to allow me to be the best prepared for the meetings that I dohave that's it and if you take, you know half a day to go to a boneheadmeeting, that's either unqualified O and I'm sure you know, because I'vebeen ta jobs where they had the inside rap set up the meetings kind of likewhat strs do today and I'd always ask a lot of questions about certain raps,because you know I go, you know. Where is it? Why are we meeting their hopebecause they would take the muting an that's? Not a good reason, you know I'mflying you right, so I'm up at four...

...thirty anm it going to be in a goodmood. If I you know, and one time it was actually at someone's housesomeone's actual residencs on the life Ol Lord and that's usually a pretty goodgiveaway that they're docgor right in a Sev they're, not qua right they're notgoing to give you a million dollars right and a two hundred k house an so you get furious and it's like ifyou're not rigit with it. If you don't really think through it and you justassume and OP. As that happens so many times you just assume they're qualified,you assume they're interested. You assume. The timing is right and andpeople like okay having meetings on Friday. Well guess what nobody reallywants to meet you on Friday, they're closing down for the week they'rethinking about the weekend and come Monday they're not going to rememberyou yeah! I, at the end of the day, Sales Reps have a tendency to thinkthat plan, pure activity alone will generate results, and I would arguethat it is the quality of that activity and the quality of the focus and thetime that people are putting in to make sure that it is going to generate theright results, not just churn a bunch of bubbles in the bathtub and call it ahot tub. You know what I mean. It's just doesn't work that way. It justdoesn't work that way, and we see a lot of it. I mean I think I probably comesfrom as I think about it. Some of the sales exactciteand o like well well, myguys went on twenty four meetings this week or they made a hundred and fiftycalls awesome great. What were the results? No well next week, they'regoing to make two hundred calls and go on thirty meeting, and that's like no,it's not just about that. Let's sit out and think about this, and I'm not ahundred percent sure that sales exacts have the time to do that, depending onthe side of the sales force, but the a players. I know the ultraha performers,they start their weeks, usually Sunday nights, not that I'm telling anybodyout there to go against HR policy and work outside of normal business, Ou Godforbidis my disclaimer, however, the best ones that I've ever worked withSunday night right, there's been in two...

...hours Prepeng for their week or it'sSaturday morning before the kids get up and they're doing a little bit ofresearch, an their Plann ing their week or whatever it is so that when they hitthe ground, they know what they need to do. They're prepared to do it. They'refocused on that. Don't let anything else get in the way and theyconsistently execute week after week, yeah. That's it I'm doing a lot of workwith Chris Orlob Bover at Gong, about those quality sales conversations andthey're trying to change the game by let's get away from the metrix ofnumber of calls called time, and let's focus on like listen to talk time. Youknow peppering of questions, quality of questions did they close for the nextmeeting, a D and if I think, if managers looked at even reps, looked atthat I could you know how good was that call as opposed to did I make that callright. You know, and and if, if you did like a post Mordem, which I always lovedoing when I was on the road, that's the only way you get better, because Ithink of how much effort it takes to get that person either. You know on aWebbax in person or on a you know, a substantial call right. You know, it'sprobably you know hat ten fifteen hours, oh at least, and I mean I think thatRolls Really Nice in like that. Fourth Point head, which is the selfawarenessright, so you talk about quality and gongs phenomenal tool. I mentioned itall the time to clients like if you guys want to really understand why whatmakes up you, how your sales reps are performing on the phone need a toollike that right, but it's that selfawareness and taking the time to dothe post, mortams and being in a mindset that allows you to actuallyhear the feedback right because a lot of reps, you know Fragille Egos, notthat stum saying every sales person has it just. Ninety nine percent havefratially ghost right and, and- and it's just part of the game like, but inorder to really be effective, to truly be self aware of what you're doing, howeffective it's being, how you can improve and being in that right type ofmindset to also accept accountability...

...for the Times that you did well and theTimes that you screwed up and be in a place where you can growand continually evolve. It's not easy to do, especially the pace we movethese days. It's not easy. You know to be MI. Guess Vulnerable is probably theright word, but but being able to be in a space whereyou can take that post mortam feedback, where you can look at tools that talkto you about the quality of your execution and really internalize thatand make changes in your behaviors. That's a that's a rare skill set as thedays go by at my opinion. Yeah I mean I was lucky enough early in my careerthat the CEO of the company would come on calls with me Ecaus. I love going oncalls and he was the exact opposite of me. I was like the young engineer, turnsales guy. He was like the Stanford Grad AIRFAC Air Force Academy. You knowyou know bootstrapped guy, just you know lock down, I mean He. You couldput him in front of a crowd and they would be mesmerized where I would belike sweating and a little ball of goof yeah. So I'd work up to get that meeting and Isay: Hey my CEOS in town he'd really like to meet you and learn about whereyou're going Oh yeah, bring them by you know and all I'd have to do is sayhere's Paul and he would just grab the meeting for an hour and they would justlike boom boom boom and we'd get a deal you know, but every after call he'd askme in the car he goes. How do I do he asked me? You know I went to nightschool. This guy got an NBA from Stanford Right, no he's running thecompany, I'm the lowest on the totem pole and he's asking me how he did wellmean that's IA leadership approach, though right I mean you need all thefeedback that you can get, especially. I think I think we pay. You Know UltraHa performers, not necessarily for their abilities to do you know coldcalling or to do this or do do that, but I honestly think we're paying thesedays, especially for those that can that can critically assess multipleinputs, whether that be feedback,...

...market trends, whatever that may be andcome up with something that is going to be better than any of those individualcomponents alone and that ability to critically assess and to thinkspacially to bring it all together. I think that's it's more important inleadership today, and especially in complex sales, yeah yeah, because youknow how there's a huge time gap between the time we're doing this Bcauswe're not doing you know those type of meetings every day all day, and youknow we spend so much time to get them that we're kind of out of practice,especially when you do big deals. You know you forget about what it's likethe very first call, because you haven't done one in two or three months.You know, so you got to kind of like really take a step back and like okay.Here is like an hour where you know it's I'm trying, and I don't know whatI'm going to face. I don't know right. I don't know what questions I don'tknow what concerns. I don't know if they're angry happy growing shrinkingif they're looking for another job and it's like you've got to kind of bethere. You know maneuvering this in the direction that you want. You don't knowhow much they know about you, your company, the problem. If they knowanything right, you know and too many of us go in there. Assuming that thethey know you know they spent two hours studying our product in theyre. Fiftyseven percent through the bind Sycich. You don't know that Y N Right. Let me let me share someinsights wh, the hell are you, you know it's, and I think we have to understandthat without a doubt I mean without a doubt. It's just. I think it's we havea tendency to want to make sales more complex than it actually is. I mean yeah, there's a whole bunch oftrends and a whole bunch of things that you can read out there, but if youreally look at what makes the most successful sales professionalssuccessful, like the four things that we've talked about so far, none of that's new none of that'srocket science right. It is staying focused on the things that we know,work that allow people to be credible,...

...connect with other individuals and makethem most of the time they invest it. Just it seems pretty simple to me, butthen I don't know, I guess there's just so many things out there today todistract people that they think that there's some silver bullet or somebetter way to do it. I just I haven't seen it yet. I mean to me: It's youknow it's these four things and for me I think the fifth would be like makingsure that that reps are taking time for self improvement and en maybe that'sworking out. Maybe that's you know, studying up on the industry that you'refocused on understanding new trends. You know continually feeding your headtype of stuff. It doesn't have to be a lot. You know, but thirty forty minutesa week makes a world of difference and I don't see a lot of people doing thateither today, yeah and if they do it, they don't apply it or they kind of say.Oh that's a refresher, and it's like Oh yeah. I NTO do that. Okay, yeah, areyou aplying it right? That's the you know. Yes, youknow, but it's like a magic trick. I try and explain to people it's likeokay. You know I have the rabbit up my sleeve, but let me see you pull it out,so it doesn't look right and they go oh yeah now you gout Ta plpractice that trick a hundred times. So it looks original. It's like comedyright. There's a lot of there's like a thousand grade, comedy writers forevery one, great comedian, right right, because it's that one great comedianwho has the timing, a o to really deliver the joke, but the thousandpeople could write the same joke wha and I think that's a lot like sales itis and and that practice that it's amazing to me. How many peoplethink- and I probably I've probably been guilty of this too yea at times Ithink, okay, I know how to do this. I've done this a hundred times, and sowhen I find that I screw up deals or I have screwed up dials in the past, it'sbecause I assumed I knew what the Hell I was doing and didn't go back throughmy checklist or go back through my you know all right did I did I do it likethis. Did I do it? You know I didn't go back through my own best practices. Igot what's the word unconsciously...

...competent or I guess it'sunconsciouslyincompetent at that point, but it's like I start. You know I've done itclose multi million dollars, as I know what it takes. I know the micromomentsand the microcommitments all of that stuff, but when I have a tendency to gooff the rails- and I see other reps go off the rails, it's when they get toocomfortable with their own knowledge, rather than the application of the bestpractice, as it was taught to them right. They H, they think they're goingto turn it in their own. It's like you, can't take Shakespeare Change, a fewsentences and all of a sudden have more Shakespeare. That's not the way itworks. It Shakespeare is very structured type of thing. So, if you'regoing to engage in that type of profession like sales, especiallycomplex Beto, B sales, you have to be as diligent as you would studying.Something of you know. That's already been proven and put out there a lot ofguys just want. Do it fast and quick back to that more activity, moreactivity, more activity right and they think, because they've been doing itfor x number of years that they should. It should best be natural, but it's notthat's that complicated. It's why you know chefs still have their recipes upthere, because they're going to miss a step, it's just natural! It's whysurgeons have checklists, why architects have checkliss? You know,okay, this is the hundred building I built but hey. If I do it wrong badthings happen. Yeah. It only takes one misstep to scrow up a deal, kill apatient collapseof building right. Th, the people hat that are the best attheir disciplines are the ones that are that stay focused on those bestpractices and apply what they have learned and even as they learn newthings, they'll apply them in kind of. I don't want to say a lab environment,but if I'm going to try something new, I'm not going to try it on a tenmillion dollar deal. I might try it on like a little five thousand dollar dealthat I don't care if I screw up, because I want to see how it plays inreality right and some people like. Oh, I got this. I learned this new thing.They run out and Trye it on a CEO for this big seven EIG figure deal thatthey're working and it backfires right. I saw this a lot with when challenger Saile just came out.Only certain people can challenge...

...executives of very large organizationsin a way that doesn't come across as being rude right and it's like. Ifthey're not interested in it turns into a debate, it doesn't turn or anargument instead of an insight, and it's like, if you really think you knowsomeone else's business better than them, you better know it rightthat, because if you don't you're, probablygoing to step in a trap, that's going to be real hard to get out of all right,everybody that doesn't far this episode of the B Tob Revenue Executiveexperience o again, thank you to Brian Burns for taking time to do thiscollaboration really enjoying the conversations we're. Having hope theseinsights into what makes a players and B players different was helpful andinsightful for you guys. If you like what you're hearing please registerview on Itunes, we really do look at those to see what kind of a guest weshould bring on what kind of topics we should cover. It's been a greatopportunity to cover this topic with you guys today and again we value primesolutions with you all nothing, but the greatest success you've been listening to the btobrevenue executive experience to ensure that you never miss an episodesubscribe to the show in Itunes for your favorite podcast player. Thank youso much for listening until next time.

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