The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 10 months ago

Cultivating Resilient Mindsets to Help Your Sales Reps Thrive w/ Mark Petruzzi & Paul Melchiorre


In the sales profession, success comes down to passion, grit, and velocity.

Those qualities are there to be discovered, certainly, but more times than not they’re just seeds that need to be watered and tended to.

Organizations can help their sales reps in their personal growth by learning how they operate and helping them sustain healthy mindsets.

I talked with Mark Petruzzi, VP Private Equity from N3, and Paul Melchiorre, Operating Partner at Stripes, about the importance of passion and mindset in selling success, as well as techniques from their new book, “Selling the Cloud.

We also talked about:

  • What inspired them to write a book and what their book is about.
  • How to define and translate passion, grit, and velocity.
  • The key thing young sales reps need to know to set them up for success.
  • How mindset is one of the most critical things for a sales rep to focus on.
  • Why cognitive assessment is critical and which assessment tools are most accurate.

For the entire interview, you can listen to The B2B Revenue Executive Experience.

You're listening to the BDB revenue executiveexperience, a podcast dedicated to helping executives train their sales and marketing teams tooptimize growth. Whether you're looking for techniques and strategies or tools and resources,you've come to the right place. Let's accelerate your growth in three, two, one. Welcome everyone to the BDB revenue executive experience. I'm your host, Chad Sanderson. Today we're talking about the importance of passion, mindset andselling success, how to leverage behavioral and Cognitive Assessment Technologies and the power ofmetrics and technology and sales. To help us, we have with US markfor truzy, VP private equity from n three, and Paul Well Cury,operating partner at stripes, both coauthors of a new book entitled selling the Cloud. That where they shall share practical lessons and key characteristics needed to succeed inthe sales climate of tomorrow, which includes passion, velocity, great empathy,authenticity, creativity, resilience, trust, strategic thinking and technology leverage, andother words I'm sure we could throw in there as well. Paul and Mike, Thank you for taking the time and welcome to the show. Thanks Shadhappy here. So before we jump in, we always like to start with anodd question, kind of something for the audience to get to know youin mark. I'd love to know something you're passionate about that our listeners maybe surprised to learn. All right, well, let's I'm been and yeah, I guess I mean most of the listeners would not know that I puta lot of focus and energy and just kind of giving back and and payingforward, you know, and it's a big part of this book, wasabout paying forward from a specific sales and business focused perspective. I guess mostpeople would be surprised to learn that I love losing. I love them deals. One word. On top of that, I love losing deals fast. Yeah, I've never had anybody telling that before. That's awesome and that's right. One them out early. You want them out early. And what aboutwhat about you, Paul? Well, I'm definitely a sore loser. SoI think mark and I are very different that way. But one thing thatmaybe it's not a surprise, but you know, the giving back pieces isalways been important to me as a young rap I remembered many times, youknow, starting out of my career, I was able to get a lotof guidance from a few really key mentors and, you know, being partof this global mentor network, excuse me, and just the ability to mentor folkstoday, and I do that with a number of young reps that arestarting out and I kind of see that as a way of given back.And the reason, you know that I do it is that I always lookback on my career and said, while, you know, one of the thingsI know if I get an opportunity to do in the future, isto be able to give back and utilize this mentor in capability and the experienceis that, you know, I've been fortunate enough to have over the pastthirty plus years, and if I can help some new reps just starting outin the profession, you know, it really is a very rewarding situation forme. Excellent, excellent. So let's talk about the book for second.What inspired you to team up and write it? So I'm yeah, I'llstart with that one. I'm really it all comes down to Paul's mom.So and and I'll let fall get the detail, but I'll start with howit happened. We were at dinner and we were talking about the you know, the fifty different things that we jump into when we get together, andone of them Paul mentioned and said, you know, my mom wants meto write a book and I said well, Paul, I have about half ofa book written just from the academic work I've done with the Duke FuquaSchool of Business and their corporate education group over the years. And he saidall right, well, let's finish it, and we did. And you know, one of our biggest fans and...

...biggest supporters out there is Paul's mom. She loves the book and we're very happy that she does. The yes, she has no idea what we do, Chad. But in all seriousness,it exactly was that, you know, we had this kind of motivation thatwe had been both kind of separately working on and had notes and youknow, both kind of had a half a book, you know, eitherwritten down or in our head or notebooks for probably a decade and then wejust had this motivation and I said, you know, my mom kee's buggingme. You know, you should write a book, you should write abook, you should write a book. And I tell you, if itwasn't honestly for meet and mark up again and and having that motivation. Iprobably wouldn't have had, you know, the desire to do it by myself, but having a you know, a partner in crime definitely made it alot easier. Well, coods to your mom for inspiring you. That's that'sanother first for me. I've never heard the inspiration being one mom, butthat's great. Right, wherever it comes from, it's it's a beautiful thingto be sharing that again as you sat there giving back that experience in thoseinsights. Always curious to know what kind of what was the most challenging partof writing it? Sounding Mark, you had half of something started, butwhat was the most challenging part when when you look back over the experience andput it all together? Yeah, well, it's some it's hard work, soit's it's certainly just getting the time with with the busy work schedule thatI already had to do. This was it was difficult, but I butI was able to get the support of my organization and then three and andthat now we're owned by accenture because the almost the exact same day as wouldwants to boot the book, accent sure acquired us. So you know,I had the support of them. To just understand I was going to takea little less base salary for a period of time and make sure that Idid have the time for the book. And I'll give you the other sideas well. What was amazing about it was really just working with this groupof Titans, but working with Paul to although, you know, and itwas good days and bad days. Football off true now, but working withthe titans, we pulled this team together from the individuals that we have workedboth closely with throughout our career and they I'd love to take them all andstart a company with them because it would be, you know, it wouldhave a four billion dollar valuation and about a week and a half the bestin the business. They really really enjoyed doing this. So that was thebest part. And and what about for you? Yeah, what about people? Yeah, I think the challenge and, you know, looking at these titans, and a lot of these are friends of ours, you know,getting and pulling and wrestling them together to get their thoughts and and their guidanceand getting them, you know, incorporated into the book. You know,I thought was at sometimes frustrating and that just trying to get these folks calendarsand you know, then approvals and then review and and and these are notvery patient superstars, as she could imagine to work with, and I'm sureout if I've in the same way. So it was just, you know, a lot of power begging to keep their engagement but, you know,at the end to have their insights and to really hear their stories. Andyou know, I know there's twelve chapters and you know it's a fairly smallbook, but I mean if we just took the recordings from these titans,we probably have two or three additional books of just story, some applicable,some definitely you know, I don't know we'd be able to use, butjust has getting the insights from these folks and their experiences we just invaluable andyou know, to be able to put it all into a book and havefolks learn from it. I think that was in mostly the challenging part,but mostly the rewarding part as well. So I think what Paul saying therewe made a movie out of this there...

...would definitely be right. I findwhen you deal with with large, large personalities and people that have made itto that level, titans as you call them, there's no shortage, typicallyof EGO or color. Now you just got to let them roll and yougot it. You just okay. I know I could use some of whatthey're saying. This part right here. Probably not. Probably know we arethinking about a Netflix miniseries, but you know, that definitely would have beena more colorful approach. But I think for this time around we got somegreat insights from these folks and although it was challenging, it definitely wound upbeing well worth it. And so in intro everybody's heard me saying. Anybodywho lists the podcast heard me say three of my favorite words, right passion, Grit and velocity, and I'm curious how each of these trans ends latefor you as you're putting the book together, the ideas that you're putting out therethrough the book. I think when we look at our profession, andwe do consider sales being a profession, you know, it does come downto those components you you talked about, and you know, I look atpassion, is one of the things that you know, maybe you can't teachright, maybe it's born you know, and you maybe it's something that's hereditary. You know. And then you look at Grit and you know, it'sa learned quality, I think. You know, if I look at mybackground, growing up in a city environment and, you know, a kindof a challenging neighborhood, if you didn't have grit, you probably didn't survive, right. And then, you know, the velocity component, I think isa lot underrated. It's something that really does differentiate you as your abilityto move at a pace, leveraging that passion, that grid, all thoseother characteristics into a you know, a forward momentum and forward velocity, becausethis is a tough job, right, as we all know, and youChad, work with sales reps every day. It's just it's not a fun job. Sometimes it's it's not an easy profession, it's not always the mostwell respected job and you got to really have those characteristics and those skills tobring you back every day, you know, to be able to perform at thelevel that you need to perform to be successful. So for me it'sreally, you know, those characteristics and if you've got them in you,that's that's a big bonus and if not, there are things that you can learnand then things you can learn. But this also there has to bethis I think the passion part for me is one of the things that Ialways get irritated when people give sales professionals that look. Right, there's alwaysa look when you tell somebody here in sales and it's and it's at everybodywho's been in sales as seen it. You know what it is and it'sthat. Okay, you just instantly notched down by two steps what you thinkabout me as a dual and the profession I've chosen. But the passion forI mean, I can't speak for myself. For me comes from the ability tohelp people solve problems, and so it's more of that, that's wherethe passion comes from me than the actual sales. I free. If Ican help people solve problems, then we can find a win, win.And you know what, if you're focus on problems, I can't help yourself. Then to your point earlier about getting them out or just qualifying them.Were losing early. Yeah, then, Hey, let's move on to someplace where we can get to a to a win win. And so whatabout free mark? What are those words mean to you? Yeah, well, I'll go a little deeper on the velocity side, because you know,I had a mentor in my career as well, who is an executive,who is a senior executive at Ridian and a DP, and had really,you know, an incredible sales DNA from from those two companies early on,and you know, I was the young sales rep with an MBA that hewould kind of look and say, you know, why do you want todo sales with an MBA? And you know, all of this has forme, Chad, is just come to other in a perfect way, becauseI wanted to take it into very senior...

...roles, which I've been successful I'mdoing, and I wanted to take it into more academic and, you know, more corporate training type of a approach as well, which I've been successfulat as well. And I used to use the word productivity all the timeand at first he would say, you know, he hated that word.I can just I saw it in his face the first time I used it. But it came down, it's for me, exactly that velocity side,but I wanted to take it a step further and that is, you know, velocity that matters. So I always would be focusing with him on,you know, this is what I'm going to do and you're telling me to, you know, make eighty dials in a day and I'm telling you I'mgoing to make forty and I'm going to do these three other things that it'sgoing to come across like a hundred and twenty from a from a productive sinstandpoint. And at first he kind of almost went with it and like Igo do it, good luck, kind of thing, and then it startedworking and then we started using it with the rest of the team and then, you know, he actually built the business that we got acquired by ATPat that point and we took it into that division as well. So Ijust think, you know, we always this book is more about all thetools that will make you more productive and a better seller, because we gotto go on the assumption of with the right mindset, with the right perspectiveon health and focusing on on yourself to make sure you can come in andwork as hard as you need to for the long hours and days that wedo. We can help you a little bit with that, but we canreally help you with the productivity in this book. I love it. Ilove it, and so let me two thousand and twenty presented some amazing challengesfor the entire globe right, and especially the sales individuals. Is a lotof people that we work with have a tendency to do facetoface. They're usedto do and, you know, sit across the table kind of meetings.It's now of a sudden it's all virtual and it's created challenges and so thesewords passion, grid velocity take on and even, I think, even moreimportant, focus as we go in to two thousand and twenty one and who. I don't think anybody's making any predictions anymore. I think we've all gotout on what the predictions would be. But when you think of going intotwo thousand and twenty one and be on and the way that sales continues toevolve, if you were talking to those younger reps that were just coming inabout these concepts, what's the key thing you'd want them to understand to setthem up for success? I'll take a crack at it, mark. Imean, you know, this book was really written before the whole as wementioned, the whole covid thing and and all that. But if you thinkabout a lot of the trends that were happening in our profession pre two thousandand twenty. These were things that were happening. Right. So if youdidn't figure out ways, you know, as a young rap, to comein and figure out ways to develop relationships with buyers, and if the onlyway you were able to do that was the old school way of visiting Facetoface, I mean that that was that was kind of wavering. Pre covid Imean sales reps were not the most invited people into offices, and in twothousand and nineteen either, right, I mean now there's just a great excuseto never invite a sales right and right I mean, and obviously, comingfrom twenty plus years on the buy or side with a Reba, trying toreally view how buyers think. Right, and that was always the way Itried to sell, because we sold to procurement and with different environment. Sofor me it was always trying to understand that buying process, which has beenreally changing, you know, the last ten plush years, not only onthe consumer side, that we all know. So I think the reps that todayand tomorrow, more importantly, have got to figure out how to developrelationships in a new and different way. They've got to figure out ways tounderstand how to solve buyers problems, how to do the research, how todo all that homework in a different way, in a different environment. I thinkit's just all really accelerated with, you know, the events of twothousand and twenty and I think that's also left a lot of I'll call itmaybe more experienced reps behind that were accustomed... a certain way of selling,you know, getting on a plane, buying the state dinners, building therelationships the old fashioned way. And and I see a lot of folks thatare in our generation, Chad, that have, I kind of say,you know, to use a sports analogy, they have lost their fastball and theylost it well before two thousand and twenty and and those folks are goingto really be, you know, left way, way behind in the newworld is selling. And I think the younger folks have an ability to,you know, kind of take some of the techniques that we've talked about overthe last next number of years that are in this book and and really leveragehim in the new way of selling going forward. Well, I think Ithink that's a critical point of thing about especially we talked about the different demographicsthat we've got across the sales profession. Right, and the only thing thatthey all have in common and they all have control over is their mindset,is their ability to are they willing to continually learn, continually evolve and,in some cases, continually stubby toe? Right, because that's why we learnedthe most. And so when when we look at this, right, whenit comes down to mindset, mark, how would you describe that as oneof the most critical things? Were Sport? Make It approachable for those who mayhave heard the word but not really understand what we're talking about. Yeah, well, I'll start with them, some of those same senior sales repsthat Paul was talking about before. One of the thing I did when theearly time of the pandemic was, you know, trying to use it asan opportunity to just reconnect friends and reach out and just make sure everybody wasokay and safe and healthy, and what I found was it was pretty,pretty fascinating. But some of these senior reps, I saw some of themsaying, okay, it's a new world. I'm going to learn how to sellfrom more of an inside sales kind of perspective and I'm going to learnhow to leverage technology to do that and do it more or productively. Andthen I saw and found some friends that were frankly curled up in a ballin their living room and really in and in the worst possible way, notreally knowing what to do. And, for example, and three, youknow, we're an inside sales organization, now virtual sales organization, so waybefore covid and one of the reasons I'm at n three is I was thinkingthe time has changed. It's now to not just about taking these incredible expensiveoutside sales reps and recruiting them from your competition and get them getting them overthat. I've seen not work. Time and time again, someone who wasincredibly successful at work day be recruited over to ultimate software and be and failand just not make it, or vice ver versa. So you know what, what's really grated? It really all comes down to mindset and whether youknow your thing is, is yoga or whether it's your prayers that you door getting on the golf course, it's really about just finding a way toget yourself in the right mindset. You know, for me it's meditation,but it's not like I meditate for four hours a day. I meditate forsix minutes a day and it just helps me kind of for me it's likeI do that for six minutes and I come up with fifteen ideas that Inever would have allowed my mind to bring forward, better write down and Ispend the rest of the day trying to get through those ideas. Nice.I like it. What about for you, Paul? Yeah, I think youknow, the mindset has always been, you know, it's mind over matteror whatever. There's so many sayings about it and I've always kind oflooked at myself and said, look, you can't to get too high onthe highs too low on the lows and you know, especially the ups anddowns of our profession, the one thing that you can make constant is yourmindset and the one thing you can control is your mindset and everything else kindof is a variable that gets thrown at you and for the folks to youknow, have that well rooted, strong...

...personality, whether it's, you know, learning through meditation or just reflection or whatever. You know, you individuallyput you in that frame of mind and I think we did a lot inthe book to bring a lot of different viewpoints into you know, really thedifferent techniques that are out there. I mean there's just loads and loads ofbooks now, you know, on mindset. So we felt it important enough tomake it a chapter in our book and and realizing that if you're goingto be in this profession, which is a that's a tough profession, youhave to have the mindset. It's I mean it's not like going to waror anything like that. I mean we a lot of people, you know, equate selling and all these different team efforts to you know, some typeof military exercise. I've never seen anybody in software die of selling software.So you know, I know there are a lot of similarities and you haveto be in that proper mindset to win and have the winning attitude and salesas a team sport and all those things. But you know, the mindset isimportant and you know, if you go into it as such and yourealize how critical you know it is, because the customers see it right.If they see an unstable, you know person at the other end that's notgoing to solve their problems, are probably not going to buy from you.Yeah, it's about that trust credibility. Rapport if you don't have if youdon't come across the right way people make up these these decisions about you.That risks that and ultimately risks the relationship, whether you're aware of it or not. All right, so when we talk about something mindset, that's somethingthat I think we can help people with and people can continually evolve. Whetheror not they're willing to engage at the cognitive level necessary to optimize their mindsetsa different question. But when you're in an organization and you're looking to hirethese individuals that have these types of characteristics, the passion, the Grit, velocity, all the things that we talked about before, I know your proponentsof leveraging behavioral and Cognitive Assessment Technology. I would love to understand the perspectiveand then we can start with mark. Why is this so critical? AndHappen? What does that look like? Because those are big words for alot of people. Behavioral and Cognitive Assessment Technologies, those are big words fora lot of people. So help let's see if we can humanize that alittle bit for everybody. Yeah, well, not this. So I love thisstuff and I love being I'll use the word again. I I lovethe productivity that comes out of it. So it you know, it's ascomplicated as its sound, it's really easy to administer. And here's what Imean by that. You know, there's great companies out there. I thinkof Hogan, I think of Disk, you know as a thing. Ithink about a company that I do a little work with, think x.They have these incredible tools that give you the feedback and the reports. Really, the first thing that does is you're able to take the your successful repsand put a put a model around that of how they fit within the assessments, and you can take the ones that have struggled or failed and put theminto a model. And if I'm an a hiring perspective, you all knowwhere to go from there. You're going to want to hire the model thatthat looks like they've they're going to succeed and maybe not go as far,but it's not everything. You know they're there are gut decisions that a salesleader like Paul is going to make apart from the assessment, and you knowI'll take Paul's Gout, you know, any day of the week. Butit all factors in. But the power of this then comes. You bringin the hopefully they're a team. But then this is how you work withthem. You know by knowing what makes someone tick, to know when someoneis a high eye dominant or or high I'm sorry, hi, I influenceversus a high dominant. You know, you know how they like to beinteracted with. And I also love to do this with my prospects as well, because there's things you can answertain even...

...without having a full assessment on someone. You know. For example, if you go into a meeting and you'rein a zoom call now rather than in an office, and you see allthese these, you know, pictures of this person right behind them with differentpolitical figures or sports stars and everyone else, you probably know this person's a higheye. The like to bring go out there. If you're if youmet with somebody before and there may be a CFO and within two minutes theyjust really wanted to go in and jump into the details and you know,get this meeting done in fifteen minutes, then you're not dealing with a higheye. And if you come in with that person to try to talk aboutyou know their their background or you went to this school and whatever, you'regoing to lose them right from the beginning. So these assessment tools help you workand work more productively and efficiently within your team and Alsoo I think theycan work a lot, you know, with your outside prospects as well,just thinking in the right type of perspective for interacting with them. I loveit. And Paul, any other perspectives on that? Yeah, I think. Just to add, I mean, you know, we always talk aboutsales being a you know science today and it really it's been that way fora while and I think I know working with mark for years, we've reallybeen big proponents of these tools, any edge that you can get in hiring, because I think you had said before, Chad, it's like a fifty flipa coin. Filling people really in and and the problem today is there'sjust such a supply and demand in balance in sales. There's just so manyopen positions and not a really high quality of, you know folks to fillthose positions. So as a hiring manager trying to build a sales organization today, it's so much more difficult because you probably not even fifty now. It'sprobably less odds than that, because you're just not choosing from a good enoughstable of folks and the folks that are really good aren't going anywhere. Soanywhere you can use these scientific capabilities to help better your odds in picking thesefolks. And you know, obviously once you get a few really good folks, they bring in attract better folks. So it's kind of a catch twentytwo. You start with a few really bad apples, probably never be ableto build a good team. You start with a few really strong folks,they tend to bring and attract, you know, the a's, bring thea's. So you know, I think anything that you can use scientifically today, you know, to help you identify, you know, the next generation ofsuccessful rep be sure to use if yeah, and I think there's alot of them out there. I mean mark mentioned, think exent disc andthere's objective of management group if you're looking for specific sales stuff, and there'sthere's a whole bunch of them. The one I have a tendency to devolt to, like when I'm working with managers to help them understand communication styles, with's before his disk, just because everybody seems to know it or atleast at least be somewhat familiar with but I'm curious, from both of yourperspectives, is there one, and I'm not. I'm not you need toplug anybody from putting on the spot, but I'm just curious. It's ifthere's one that you feel more comfortable with and have found to have a reallygood track record that fits well with kind of your view of how to usethem and they're their their accuracy and chat. I'll you know. I'll start withand it's not a plug. It's actually a company at only even reallyknow, but I'm learning more and more about them, and that's Hogan.So Hogan and and this is where it kind of comes to me and thisis where our relationships and our focused is help us with things we don't eventhink they're helping us with. And, for example, for me, Iwork with a lot of private equity firms and Benure capital firms and with theoperating partners within those companies and I've noticed...

...that, you know, with allthe competition out there with assessments, that Hogan is moving to the top fromthe from the P perspective and, as you can imagine, not operating partnerthat's hiring now for ten, thirty or three hundred portfolio companies all at thesame time, they're really going to put the extra effort. I'm making sureit's the right tool because they're going to have to roll it up roll itout over and over again. So I think, you know, Hogan isone that that I would put out there. You know, I can't give youas much personal experience with it, but I'll tell you they're there.Seems to be a leadership there. The second one I do work more closelywith and that is think x, and they are building that private equity goto market type approach as well. So I think that's another one to putout there. Awesome. Love it. Thank you very much, because,I said, there's so many out there. People are always asking me, youknow, what do you what do you think? What are your guessthinks? I appreciate you letting me go off script and putting on spot.We'll get the invoices later. All right, it's right, all right. Sowhen the listeners walk away from this podcast, aside from obviously inspire themto buy the book, which they all should do, what three things doyou want them to remember the most? And I'll kick it. I'll kickit to Paul First. Yeah, I think you know, obviously we dowant them to buy the book and I think they'll get a lot more outof reading through it and hopefully everyone will have something that they get out ofbut I think, from my perspective, if we go into this next challengingyear here in twenty one, and there's nothing that's going to get easier rightabout our profession, about our world, about everything that's that's really going on. And and if I go back to some of those court tenants of whatmakes, you know, people successful in their job and what we talked alot about the mindset, and I really think that that's, you know,in my opinion, I look at these many different chapters, that's one ofthe things that I look back and, you know, having that that mindsetto be successful in this profession. The second thing is, we didn't talka lot about it, you know, is resilience. And I think ifwe've learned anything this past twelve plus months, but is being resilient. And somefolks just crumble in the face of this adversity and and others just,you know, shine, and I think having that ability to be resilient isreally, you know, so key and so important and what we do.And then, I guess, lastly, just learn every day. Right,if you're doing, what we're doing. Just figure out a way to learnsomething every day. And I I tell you, when I do this mentoringI talked about earlier in the session, chat is I look so forward totalking to some of these young folks, you know, and it's not justto give him back, but I learned something from these folks every day.I mean, you know, it's hard to say I'm trying to teach anold dog new tricks. Being at this for thirty something years, there's notmuch that I don't know. But there's a lot I don't know. AndI think if you go into every day saying, shoot, I didn't knowthat, and I just get so excited to learn more. You know,some of it's just stupid stuff that I probably should have known or maybe forgottwenty years ago, but just learned something every day and if you learn everyday you get better and if you get better than you know your six Sassand everything else follows. So appreciate than Nice. Nice. All right,Mark About for you? Yeah, and I'll I'll jump around a little biton it. The first one I you know, I want to put outthere and pull just kind of echoes in and what he does every day isjust just be authentic. You know, be you and and find your modelin selling from who you are as a person. And you know, Paulhas been as successful as you can be and cloud and SASS and he's stilltalking about his roots in South Philly and I think that's I mean he that'shim and that's what he's always going to... and that is just it justmakes it makes you more productive and makes you feel better every day. Sodon't try to be someone else. Paul touched on this. I think wentdeeply enough and we've discussed it. But you know, the mindset. Justdo whatever it takes to get your mindset the right way. A little bitof that is kind of drawing from Simonson neck and you know, figure outyour why. Why do you do this? You know what, if you dosales for money and that's really what you want to do, go doit. That's your driver. It's not me. It's not why I've doneit, but you know, if that's it, if you do this foryour family, if you do this to be able to like you Chad,to just be able to go out there and solve problems for customers, whichis something I love as well. That's great. Whatever your why is,figure it out. That'll help you get to the right mind and set.The third thing, it's probably the biggest thing I think I can add tothe sales reps out there today, and that is embrace the technology. Whetheryou're twenty two or sixty two selling, you know what the technology is outthere. This stuff is easy for anyone. This is not going on Haskin anybodyto go start writing code, but embrace it because there are some incredibleproducts out there. You know, you look at just what a company likeoutreach I oh has been able to do from a Lee generation pipeline building perspective. You know, go out there, find these these this great tech,go back to your cro and say I need this, I don't care whatit costs, I need it and if you could do that, I'll tieit back one more time. You're going to be more productive, you're goingto have more productivity, and that's what it's all about. I love it. I love it all right. So let's Change Direction here little bit.We ask all of our guests to standard questions at the end of each interviewand I'm going to give you him up between the two of you. Sothis first ones for Paul. And as a successful sales executive in Sass anddoing what you're doing, that makes you a prospect for a lot of people. Means a lot of people want to get in front of you spend timetrying to sell you something. I have no doubt. So I'm always curiousto know when somebody doesn't have a referral, they don't have a reference and theydon't have somebody who you know. You know there's not a network connection. What works best when somebody's trying to capture your attention and earn the rightto time on your calendar. Yeah, you know it's. The thing thatdoesn't work is the generic pitches, and they just get so many of them. It's almost like your your light bulb just turns off and I you know, and so I and I feel bad too, because you always want tobe nice and you know you want to at least you know, maybe eveneducate them, even if you're not interested in buying. That's one of thethings I try to do. But when they're not prepared, I just losepatience and you'd be surprised how much you can find out today about a potentialbuyer the information that's available. I mean we don't have any secrets today,right. I mean if you do your homework, you probably know you youknow my favorite color and everything else. Right. So you know the folkswho take the time and and I just know some folks who were so goodat doing the homework that by the time they got in front of that prospectthe message was so tight that there is just no way the prospect couldn't listenor at least give the rep the opportunity. And that's the way I look atit. If someone has done the homework and there's coming back to mewith something, wow, they really did a lot of homework and it's thismaybe something I actually need, I'm going to be incredibly receptive to that personbecause they've done the homework. Now, obviously, if you have introductions andyou have background and all that, it makes it a little bit easier,but for the pure cold call, ninety nine out a hundred times it's justthis regular pitch that comes it has absolutely nothing to do with what I needor what I'm looking for and you can tell that they really haven't done muchhomework and then immediately turn them off. But I think. You know,I'm very open to someone who's done the...

...homework, who is creative in theirapproach and does something different that gets my attention, even if I'm not interestedin buy, and I'm going to try to buy something because of their approach. Love it all right. So the last question, this one's for you, mark. We call it our acceleration insight and you can tie back hadthink. I know we're going to go with it, but you tie backedanything you said before. But if there was one thing, one thing youcould tell sales professionals that you believe, if they listened to, would helpthem achiever, e. see their targets, what would that one piece of information, that one insight, that one thing they should focus on be?Yeah, so even though we wrote a book that's very qualitative, I wouldhave to still go back to a quantitative item, and that is it's stillnumbers game here with sales and you know the first thing, the easiest thingyou can do to be successful is understand that and be efficient, be productive, and you know your numbers roll will increase. You know this is it'sthere's nothing else. That impact is impacts performance faster or more significantly in thefirst bump. Then the numbers side everything else. To be the best,to be a top performer at a sales organization that you know, that thata guy like Paul runs, you need to really figure out all this otherstuff as well, but to increase your your performance twenty percent, get backto numbers. I love it. I love both of those messages. Beprepared and work the numbers. I have to tell everybody you need to knowyour stats. You need a new stats you need it. It's the onlyway. It's the perfect and that's where the tech comes back in, especiallylike miss now reach. That's where the tech and those those things become socritical for for sales professionals. Gentlemen, I can't thank you enough for beingon the show today. Where do would you like us to send people ifthey'd like to connect with to you talk more about you? The book,obviously, is ever available everywhere. Is there one particular place you get abigger cut if they go to well, Chad, the last thing we wouldwe would ever do to try to make money would be to write a book. Yeah, we were. We know that. We knew that way ata time. So No, don't. Matter of fact, we're at mostof this. This what we're doing around the book is all going to charity. So we don't we're not worried about that. Yeah, you can getit on Amazon, you know, that's the biggest it's starting to get distributedout to Barnes and noble book stores. We've been amazed and how many booksthat we've sold already and it's it's not three times, it's ten or twentytimes more than we ever thought we would a year and forget about two orthree months in. So yeah, but you know, we have a Linkedinpaid selling the cloud. You can get us there. You both have personallinkedin pages. Hey, I'll throw my number out there. Anybody needs help. It's seventy three, two, six, one, six zero, ninet eightyfive and you can text me there. We're here to help and the Paul'spoint before. That's the reason we did this. So we can helpyou in any way. We'll do our best. Yeah, Chad, ifthere's anyone needs to reach out to me, you know I'm over at stripes.So it's Paul its Stripes Tht ioh RCO rather not coom so, Paul, it stripes. That CEO and be more and happy to talk with anyof your listeners. I love it. Again, thanks, gentlemen and mark. You do exactly what I do when I get interviewed on podcast. Iput my number out there because I'm like a lot of people. I'll actuallyanswer my phone. If it's a robot hanging, I'm hand to hell out. Yeah, well, but you know, somebody calls, I'm willing. I'mwilling to have a conversation. How we give them a shot at seehow good they are to cold call, but I got a gentleman, cannotthank you enough for taking a time to be on the show that it's beenan absolute pleasure. Thanks, Chad. Same here. Thank you, Chud. All right, everybody that does of his episode, you know the drillbe to be REV exactcom share with friends, family, Co workers, let yourkids listen to it instead of spend more time on screens. Do hisfavorite Lois Review and itunes and until next...

...time, we have value, somethingassociates which we all nothing but the greatest success. You've been listening to theBB revenue executive experience. To ensure that you never miss an episode, subscribeto the show and Itunes or your favorite podcast player. Thank you so much, for listening until next time,.

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