It’s how the top dog spent their 10 minutes at break.
Posted: Mon Jan 27, 2025 5:27 am
Robin’s logic: “Yeah! You did work hard! You’re right. Next time.”
Robin just closed the deal! In honor of one of my favorite movies, Glen Gary, Glen Ross, Robin – go get that cup of coffee! Oh, but the wrong deal!
What exactly happened? Robin justified what she wanted emotionally with a logical explanation. You see, we are all great salespeople.
You have justified thousands of bad decisions with yourself thousands and thousands of times in your lifetime, and you will do it many more times.
But hopefully now, it will be less than it was as you are now aware of what your mind and emotions are looking to do.
Remember, we are always looking to move towards pleasure, and when we identify something we want, our response becomes emotional.
We learn to justify having that pleasure at any cost even if it contradicts what we THINK we want. THAT IS HUGE. So stop, think, and then choose.
It’s the only way to give yourself a chance to make the decision that is best for you.
Undercurrent #3: The Principle of Accumulation
The true story below says it all:
Bill had come in second place in sales revenue for months. The person holding him back from the cherished title was Ron.
Bill finally became so sick and tired of being second that he came up to me frustrated during a break in a sales meeting.
Here’s their dialogue:
Bill: “Mark, what does Ron do that I don’t?” (I was so excited he finally asked!)
Me: “Bill, what do you do when we have a break?”
Bill: “I go chat with Tom or one of the guys for a few minutes.”
Me: “Right. What do you see Ron doing?”
Bill thought for a moment and then answered, “He grabs his stack of prospects and makes calls.”
Me: “That’s exactly right,” I agreed.
I then went on to explain to Bill that if Ron is able to make 5 calls in 10 minutes that isn’t really a big deal in itself.
What IS a big deal is when we calculated what that would mean over an entire year (the numbers will vary by industry):
Three 20 minute breaks during a half-day sales meeting.
10 calls per break = 30 phone calls per meeting.
30 phone calls per meeting x 12 meetings per year = 360 phone calls.
360 phone calls = 60 appointments
60 appointments = 20 new accounts.
So, what is the difference?
Big deal? One time? No.
Cumulatively? BIG TIME.
In this business, 20 accounts per year equals a LARGE amount of money.
The lesson? The sum of all of the small choices you make, isn’t small at all, and selling iceland telegram data strategies alone aren’t enough to guarantee your success.
As I say in all my talks to sales teams about the undercurrents that drive your behavior: BE AWARE or you better BEWARE.5 Tactics to Create Scalable Sales Skills
Ultra-high performers have sales skills that are built to scale. These skillsets are responsible for their adaptability and achievements, even during tough economic times. The following tactics can help you develop scalable sales skills that will make you more versatile and successful no matter the circumstances.
In times of disruption, ultra-high performers seem to accelerate faster. They make more contacts, create more opportunities in the pipeline, close more deals, and make more money.
Robin just closed the deal! In honor of one of my favorite movies, Glen Gary, Glen Ross, Robin – go get that cup of coffee! Oh, but the wrong deal!
What exactly happened? Robin justified what she wanted emotionally with a logical explanation. You see, we are all great salespeople.
You have justified thousands of bad decisions with yourself thousands and thousands of times in your lifetime, and you will do it many more times.
But hopefully now, it will be less than it was as you are now aware of what your mind and emotions are looking to do.
Remember, we are always looking to move towards pleasure, and when we identify something we want, our response becomes emotional.
We learn to justify having that pleasure at any cost even if it contradicts what we THINK we want. THAT IS HUGE. So stop, think, and then choose.
It’s the only way to give yourself a chance to make the decision that is best for you.
Undercurrent #3: The Principle of Accumulation
The true story below says it all:
Bill had come in second place in sales revenue for months. The person holding him back from the cherished title was Ron.
Bill finally became so sick and tired of being second that he came up to me frustrated during a break in a sales meeting.
Here’s their dialogue:
Bill: “Mark, what does Ron do that I don’t?” (I was so excited he finally asked!)
Me: “Bill, what do you do when we have a break?”
Bill: “I go chat with Tom or one of the guys for a few minutes.”
Me: “Right. What do you see Ron doing?”
Bill thought for a moment and then answered, “He grabs his stack of prospects and makes calls.”
Me: “That’s exactly right,” I agreed.
I then went on to explain to Bill that if Ron is able to make 5 calls in 10 minutes that isn’t really a big deal in itself.
What IS a big deal is when we calculated what that would mean over an entire year (the numbers will vary by industry):
Three 20 minute breaks during a half-day sales meeting.
10 calls per break = 30 phone calls per meeting.
30 phone calls per meeting x 12 meetings per year = 360 phone calls.
360 phone calls = 60 appointments
60 appointments = 20 new accounts.
So, what is the difference?
Big deal? One time? No.
Cumulatively? BIG TIME.
In this business, 20 accounts per year equals a LARGE amount of money.
The lesson? The sum of all of the small choices you make, isn’t small at all, and selling iceland telegram data strategies alone aren’t enough to guarantee your success.
As I say in all my talks to sales teams about the undercurrents that drive your behavior: BE AWARE or you better BEWARE.5 Tactics to Create Scalable Sales Skills
Ultra-high performers have sales skills that are built to scale. These skillsets are responsible for their adaptability and achievements, even during tough economic times. The following tactics can help you develop scalable sales skills that will make you more versatile and successful no matter the circumstances.
In times of disruption, ultra-high performers seem to accelerate faster. They make more contacts, create more opportunities in the pipeline, close more deals, and make more money.