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HOW TO WIN THE COMPLEX SALE WITH KRIS KRISCO A HANDS ON SELLER
Hey, everybody. Welcome. This episode of the truth about sales and selling podcast today. Get Nep Assode from a listener one of us. Yeah. Chris is a guy who contacted me on linked in. He had read the Mavericks selling method. Listen to the podcast and kind of pulled himself up by the bootstraps works at a startup right now came out of the commercial real estate side. And we're going to talk about his journey. What works for him. He's now a leader in a startup kind of the hardest of hard sells. And he's really building a business. I think you're going to enjoy this because it's a managers view at what really matters too often. I hear from people like you telling me how the managers kind of in the way with all these KPI's the activities instead of the accomplishments focused on just being busy instead of being productive. And I get it. Believe me I had to live through it myself. And also, you know this week I had to sit through two hundred half to chose. Is to sit through two webinars on so-called experts in if it really clearly haven't sold in ten years talking about cold calling and what works, and what doesn't work, and I was just like this is so old. This is what I learned twenty years ago. This is nothing new. That's why I started. The course start the conversation. Get the meeting I had to find something that did work who wants to do that all day all that rejection, the hanging up and no affective nece, no meetings. I it's just a grind. So make sure you check that out at BB revenue dot com at the end of the interview, I will sum up and give you an update on the courses. The prices are going up at the end of January. So make sure you lock in the prices, if you want to continue with the course or get into the course of the success that people are having that is the most rewarding part of it is hearing about people closing deals easier in and enjoying sales again making it fun. Instead of this grind. Also. Sure, you checking co video video Email is the way to go this year. It is a differentiator. It's your way of connecting up with your clients. They've got a chrome plug in right now. So it's super simple. You can use the camera on your laptop or your desktop, computer. And it is so much more engaged in try it out. You'll love it co video dot com. Make sure you check that out also pipe drive. Pipe drive is going into the enterprise space. Make sure you're checking out there YouTube channel, they've got all kinds of new capabilities everything from calendar invites to an Gratien with your Email. It's so sweet I I use it every day loving pipe drive. You get one month free with the brutal truth all one word coupon. Let's get into this interview a summit up at the end. But this is the type of interview I love doing when someone gets it. When someone really understands what works today and sales, and I think you'll really enjoy listening to this. Here we go with. Chris. Hey, Chris, thanks for. Joining us today is a way of getting started. Tell us about yourself. Sure, I am the chief customer officer of a company called build out. We are business to business software provider in Chicago. We service a commercial real estate Inge's industry. Specifically commercial real estate brokerages, and we helped them market their listings, essentially faster than they can without our software. Cool, and how'd you get involved in this? We're going back about five years or so. You know, I grew up in a commercial real estate family came out of college went into the family business. Started a business or two and eventually made my way into brokerage. And at that time, I was working with a company here in Chicago called and terro realty multifamily brokerage boutique, but one of the challenges that we had was creating our materials, and my who are now my partners to software developers in Chicago. Ironically were working on solving this challenge through software. So I met them. This is going back to about the middle of two thousand and thirteen. I saw software that in fifteen minutes did what I had spent, you know, something like nine hours on. A day or two earlier. And I was in awe. And so when we met and sat down you could imagine to software developers, and then me kind of being a sales guy. I saw a cool opportunity to work together. And take the experience that I had in the industry share that and build something really unique for this industry. And and it's been fun. It's been fun to say, the least now commercial commercial real estate is pretty tough, isn't it? It's long sales cycle highly competitive. It is. Yeah. And so the competition, you know, there are a few big sort of firms at the top, you know, when you start thinking about your CBRE's jail als you see their sign everywhere from office buildings to just big plots of land. But the middle market of commercial real estate is where all the transactions take place and these companies really struggle to produce high quality. Materials and represent their brand properly. And that's where we come in to really help that middle market customer. And how was that transition into selling software? Yes. So. Selling real estate as a as a broker? You know, more in common honestly than I would have thought. So you know, I realized very early on. Fortunately, in my career that the money is in the relationships and doing things the right way. And and taking your time and building trust at anybody that you're gonna work with is paramount that was important in commercial real estate, but when we got into this industry, and you're working with these brokers and marketing people in the brokerage, you know, it's really just kind of getting in their understanding how they're producing their materials today. Educating them on what we do. And you know, if we find that we're a fit guiding them through the process of how to buy our software and get set up, and I would imagine selling to solve selling to sales people's kind of hard because they're used to deal with being the on the other end of it. It is. And and it is. And so the problem that we solve in commercial real estate is very practical just to simplify this as much as possible and kind of paint the picture for you. There's really three major components when you're marketing a commercial real estate listing you have to create some kind of marketing package, maybe this is a proposal to help you win a listing. Then when you create this package in the owner says, okay? So my property you would create another piece maybe some kind of flyer or bigger booklet that outlines the specifics of the listing. They would also send some sort of Email. It would put something up on their website, and they would push out to third party listing sites. When we show a software that allows you to just put the information the data for that listing in one place, and then have it, populate everywhere instantly. The smallest brokerages and commercial real estate have no way of doing that. At all. So it's kind of a no brainer for them. And when we get into the middle market, you might have a marketing associate that is working for like fifteen brokers like we had in the office before I came over to build out, and what ends up happening is a queue of essentially, a these design requirements forms and people can wait brokers could be waiting as as long as two weeks to get a piece of material created because there's just a lot of up demand in the office to create this material. But but sales people love doing administrative work. Don't they? So that that's the great thing is is is you know, they are when we get into the the middle market. A lot of times we're actually working in going straight to the marketing department, the marketing department can speak the language they understand the challenge. They're creating things in like, you can think of it as like a PowerPoint or an adobe in design. And so there's a lot of tedious. Process that has to take place in order to create the materials, and we sort of take that away. We work with them on the. The implementation to set up materials the way that they want them to look in. Then we populate all of those materials through a database. I can definitely see the value for that. How would as far as your sales ability? What have you done through your career as far as really becoming enlightened about the complex sale and being able to be more effective at it? Yeah. Really interesting. When I when I was in commercial real estate, you know, I was very into and as I was mentioning earlier this trust based selling I'll call it like my own methodology. This was things like, okay. The goal of this conversation is to have a conversation not going in there thinking too much about what I need to pitch this person. You know, I'm not a believer in a pitch. I don't I don't even believe that people should have them. You should know what your product does and be able to speak English the way that normal person. Does you know, but, but you know, it's interesting because in my first year, and you know, we could look back through the link din. You know messages in the first year that I was at build out. I was actually introduced to your book the maverick method. And in a lotta ways this sort of set me free. You know, I learned in this book that everyone buys for their reasons. Not mine. You know that it's more important to focus on the individual than the company, what drives them, and what outcomes are they looking for for themselves before the company. You know, I was just talking with a this morning about, you know, divide and concur. Let's let's split these people up. Let's talk to them about what's relevant to them. And I actually saw an a of mine when something pretty cool in unique on that front kind of running with that. And, you know, more than anything, you know, the direction momentum in control, you know, you kind of have your I think I always remember run DMC. But still it's like, you know, assuming this is a fit take responsibility for guiding them through the process, they don't know how to buy our software. There's never been software like this in our industry before or maybe any other industry, help them guide them through and teach them how outta by this. I think too many reps if they buy books most of the books probably ninety eight percent of them are about the simple sale, whereas a single sales. Call your pitching handle objections closing and a complex sales. Just the opposite of that. There's multiple calls and each call should have an objective, but the clothes should happen naturally. I like your point about the pitch, you should know what you're selling. And know, what value it brings? But you should get them curious and interested enough to ask exactly. Exactly. So they're going to ask you what they care about. That's right. As opposed to you telling them what to care about. And they become defensive about it. I don't care about that. Yeah. It's like the human brain is is just understanding the way the brain works. And you know, you hear so many people when they're talking about sales people by emotionally people die emotionally. It's like, yes, we get that. But let's go back to the beginning of where the first motion starts first time. You're talking to this person. You start pitching your product. They're now thinking of you as a salesperson forever. You're not looking at this with their best interest in mind. They've attached to that emotion that they felt the first time you called and said by named Chris build out, I got this really cool service. And then they're gone. I mean, then you, you know, they might go through a whole sales process that's three months long, and then they just disappear at the end. And the reason why they disappeared because you didn't Bill. Trust in the first call. And that's think about anytime. Somebody approaches you you're initially defensive why is this person approach to me? They ring the doorbell. They ring your phone this engine, Email, you you're pushing you're not welcoming unless you were expecting someone else. Right. Exactly. Yeah. I mean, it's. It it still surprises me to this day that, you know, people talk about you know, you gotta really have this strong sales pitch because there's never human language in a sales pitch. There's always all these dumb buzzwords like streamline, and synergy, it's all s words for whatever reason. But everybody nobody talks that way. You know, I talked to my team about pretend this is your mom or your brother or your sister. What is billed out do? Right. That's what you should talk to people that they could digest the information instead of taking a marketing pitch, and you know, streamlining everything. Yeah. And then you would know that when you start using acronyms or industries speaker. Product names that they just get dizzy because they have no idea what you're talking about. Exactly. But like how you describe it as I okay, you gotta put this stuff in three different places, and it's all different. And you know, you forgot how to use two of them. Imagine being able to put it into one place. We take care of it from there. Exactly in like, the CRM. Imagine having the value of the CRM without having to put all the data in it. It's like. Yep. I mean, you know, it's interesting that you bring up. The CRM. That's kind of a weird challenge that exists in in our industry here as well. Because nobody shares any data. Yep. A disincentive for it right in. Because it was certainly I remember the early days see around. It was the red flag that you are going to be put on a plan when you manage a stars. Hey, I want you to update the sea around. It's like you never asked for that before what's going on. Right. Like it used to be like linked din. If somebody updated their profile you looking for a job that was the use of it at the time. Exact. Yeah. It's funny. At an how have you been able to help your team go through this process because this is almost a thug on all to the way everybody else views selling. Yeah. I'm with you. And I mean, you even mentioned in the book at some point, you know, you maybe don't wanna wholesales force of Mavericks. I would question that a little bit. You know, I think first and foremost, my my. Primary objective above everything else is all we eat are of the company is to help our people grow. And if I think that, you know, becoming a maverick helps them grow whether that means that I can't retain them because they're worth too much money. That's okay. With me as long as they're growing. And they're getting so good at what they do. And we get to benefit while they're here. That's tremendous. So, you know, one of the one of the crazy things about teaching other people as especially when you get into this maverick stuff, as you know, you mentioned a lot of times when you're a maverick. You can't really name exactly what you did. Or why you did something you just did you realize that every process is a little bit different. And you kind of went with what you were feeling and you made these decisions that led to a good outcome. That's challenging to train people on. What did I do? So what I really try to focus on his recording sort of these processes that went really well and rather than giving people advice or. Saying you have to do this this and this it's more like as long as what you're doing is not manipulative or selfish. This is you do your thing. Get the deal bring it home. And here are some of the experiences that I've had that I can share with you. And you know, fortunately, I've had a lot of success, I still eat enterprise sales for our company, for instance. So, you know, a probably over half even to this day of sales that have happened to build out have gone through me. So you sort of have that I'll just say respect element to where if I'm sharing an experience with a sales rep, it's not that I'm sort of standing on my, you know, my pedestal or my, you know, my white horse saying go that way they know that I'm writing on the front lines with them. And so they they take that stuff. Seriously. If I'm going to share an experience with them. Yeah. I had the same experience when I was early in sales that I tried to model and interview these great reps that had twenty five thirty years experience. And it you get you know, kind of all these off answers like hard work or relationships that don't really mean anything because I was working. I couldn't work any harder. Right. You know, once you do sixteen hours a day is pretty much not another minute left. Right. Right. And I don't have time to build five year relationships. I have you know, a year to make my number. Right. So then you have to kind of like dig in. And I'm like, well, what are they doing differently than me? What are they saying differently? And I had the misguided premise that I could close big million dollar deal in one call that was like my goal for one year. And I very quickly realized that was stupid encounter counterpart. Dr not productive that wasn't a signal of greatness. That was a signal of ignorance, and I go I was a software engineer is like how do you build a software application, you architect, it you break it down into little pieces, and that's kind of where I came up with the map to money. They'll kind of the workflow of a deal, and I love your point about you know, you can play the game any way you want as long as you win. You know, you don't have to hit a home run. You can get hit by the ball and get on. I as right. That's right. And and you know, when I when I think about sort of what are what are these great rep sang, and I could even look on my own team and say, you know, what are the what are the really high performers doing? Of course, they're working hard. You know, it's like we don't we're not tracking or really like holding people to the you know, you make fifty calls today. And that converts to one flip. And one foot converts to ex-, you know, that's not really in our in our methodology. But when you look at the numbers, traditionally speaking, the highest performers also have the highest activity the thing that I think they do better than everyone else is it's less about what they're saying. And more about that. They're actually listening not they're not trying to take every company they talked to and put them through their own process. They're saying what is your process how we what is relevant to you. They'll simplify and cut it down to no more than three important things at this company needs and they'll just guide them through the process in a way that works for them. You know who else needs to be involved in this decision? That's it is it is kind of, you know, part strategy and in the book, I don't focus really on, you know, each individual conversation. It's not scripted. It's not like if they say this to this. Right. It is that's too hard. That's much more intuitive much more specific to the rap in a customer. And you know, part of that is, you know, learning part of it is just osmosis. You know being around it enough to see what works, and what doesn't work. Yeah. I mean, you can't get there's nothing better than kind of getting thrown in thrown into the game and seeing the outcome you it's like you're you're going to fail in life. It's you know, when you kind of keep Brill ising what works, and what doesn't is how you're going to find out. What works best for you. And I think if you provide a script, and it doesn't work whose fault is it mine. Yeah. I don't like to. I really don't like the script. I even sort of, you know, sometimes, you know, one of the one of the challenges is you can have you grow into these bigger offices. And then you get an office of your own and you walk outside. Sometimes when you hear people giving a sales pitch, and I'm like, hey, man. You know, we don't need the pitch, you know, some of the things kind of break down if you're not right next to everybody all the time. But it's, but it's funny. How that stuff works on it? It's exciting for me to see the autonomy that we give our team and how everyone seems to be thriving right now and kinda hitting on all cylinders right now. And how do you coach them and guide them of because I love the idea that you're not micromanaging KPI's something that they're kind of counter productive today. It's kind of like the number one complaint. I hear from reps. Yeah. I mean. Are you familiar with just the whole over arching concept of emotional intelligence? Oh, yeah. So my my partners. And I went through a whole year with a company called him till here in Chicago, really cool. Cool the program totally routed on social and emotional intelligence. And understanding these steps that I need to understand yourself. Then you need to be able to manage yourself. Then you need to be able to understand others before you could manage them. And and you can't move to the next step without the last is really interesting to me because when I think about managing the team. It's like everyone of the wraps are a little bit different. So for example, a couple of my reps are really into. Or at least one sorta get into understanding more about their subconscious mind in meditation and stuff like that different practices that I sort of have in my daily routine. Other other ones don't they couldn't care less about that stuff? Right. And they really wanna come into work from eight to five and just crush, it just work as hard as they can and kind of get through it and developed their own process and make as much money as they can, you know, who am I to fight that I need to understand who they are holdall respond, and then sort of tailor the way that I'll I'll manage them accordingly. That's at least from a one on one perspective when we're talking about the group is a whole we get our eighteen and our START together, you know, and least once a week for each team to teach them something new. So, you know, talk about what processes are working, and what aren't share best practices? But also, you know, here's something cool and new. Do that we weren't either myself or our VP of sales, and and it's gone, really? Well for us. You know, V surprised how many times, you know, all the STAN right next to each other. But if you're not looking for something, you're not necessarily picking up a strategy that there that's working for that that person. That's right next to you. Yeah. I I like that a lot because I've heard that from several great sales leaders that instead of trying to make everybody a soldier, you know, look the same act the same do the same. They accept the difference and encourage it. And understand that everyone's got a different recipe and the omelettes still comes out good. Yeah. And you know, it's I understand that concept. If you're a Salesforce of sorts like at a certain point, I do think that unfortunately, the really really really personal connection sort of has to break down, and it has to become more of a machine. And so it's kind of like here's what we're doing. Here's our quotas and so forth. So that'd be could be more predictable to stockholders whatever that looks like we're not in that position right now. And I see that as as a benefit and something that can really help our team sort of craft their own skills. So that they could take this and go wherever they want with it on top of that. I think you could probably appreciate this. Brian. A commercial real estate is a really small addressable market. There's about one hundred thousand brokers in this industry, we have about over twenty thousand of them on the platform already. So our. Our? Reputation. It's not like if you kind of, you know, drill through somebody and don't build trust that you're gonna that you have infinite accounts to go. After again, the building of a relationship is critical because we're going to continue to build software. We need to be able to reach back out and say, I know you didn't need this at this time. We built some new stuff would you be open to taking a look this time. And that's it because it turns into an ecosystem especially on a small community like that. Because people may go from brokerage to brokerage. They all talk, you know, they'd act like they're both competitors and cooperators at the same time. And I think you're in one of those spaces like a lot of people are that it's time sensitive meaning that when they're ready you got to be there. And they just may not be big enough yet or may not be painful enough yet. But when it is you want to be the person, they call. Yep. Exactly, exactly. I think too many people are trying to find somebody who's right in the mood to buy right now. That is look I think the whole current sales development model is based around that. And you gotta understand that. Nobody's sitting there waiting for your call. If they're interested. They'll go find you. Yes. So and then there's kind of the whole when two people buy in the life cycle of of, you know, any general technology. So, you know, if you're are you familiar with crossing the chasm? Oh, you so, you know, we're we've definitely, you know, in this industry sort of gotten through this early adoption stage. Now, it's kind of getting into this world where everyone wants to know who we work with you. And it's it's a huge benefit to be able to say, you know, there's a really good chance we work with somebody and their market. You know, having one of five brokerages on build out. So. Knowing where you are in. That regard is actually pretty cool to to say okay, now, we're no longer in the company that's looking at this as. Let's just say a competitive advantage. It's starting to look like a need or you know, maybe I should have this in order to make sure I continue to compete. That's that's where we wanna be. Yeah. You kind of moving into what I call the bowling pin strategy. We knock over one pin that then knocks over other pins. By the word or mouth or competitiveness. And I did this in at one company we really at the early stage, and I knocked down the big the kingpin, and all of a sudden all the little pins. I flew them in to come see what the kingpin was doing at the house of an I gifted. My my point of contact their dinner every time he'd give us a tour of the facility and how they were using the product. And it was just I mean talk about the best demo in history right in demo in the product, you demoing the outcome. Yeah. That's phenomenal. That's that's what you want right there. So what do you look for in reps? When you're hiring. Things can't be taught. Honestly, you know, there's there's a book, I'm blanking on his name right now, Danny Meyer, setting the table. You know, it's it's the he owns a Gramercy tavern group, or whatever that is in New York, he talks about, you know, hiring things that can't be taught. So if you're looking at, you know, for example, they don't shake shack. And if you've ever been a shake shack that services tremendous the the thing that day Meyer looks for and that I really took finally to where things like empathy and compassion. If I'm telling people to go in there and have a conversation. The most important thing is to have a conversation and build trust they need to put that before their own selfish. You know, circumstances or needs, right? And then you kind of another thing that I look for other than I think compassion through just you know, some some questions here, and there is. Is sort of an internal versus external locus of control. So. Tell me about a time that you failed and why and I want to know if they start saying I failed because of x y and z person because if they do that they automatically don't work at build up the blaming someone else. Yeah. It's like take responsibility for it. And even if you know, somebody may have been the reason what could you have done better, right? Better judgement skills better sensitivity to the real situation. Yeah. So far too often you meet with people that are kind of working at another company in they're leaving. And you know, why are you? Why them why are you even this company? Oh, you know, these people don't and they rattle off ten reasons. Why this why they can't be successful at this company? Because of you know, these view things I'd rather hear somebody say, I don't have the passion to work at this company. I don't agree with their culture their values their principles, whatever that looks like. Much them too often. You hear oh, it's the market. I still hear people telling me it's the economy go, you realize it's the best head since the one thousand nine hundred ninety right? It's not going to get any better than this. Yeah. They're holding onto a memory. And they've made that thought just something that they're going to attach to and use an excuse forever. Yeah. And if they don't own it, how can it get fixed? I don't know. I mean, that's why I can't I can't find a place for those people here. Right. Yeah. You want to be a leader helping people not a psychiatrist repair person, exactly therapist. This is a job not an intervention. Yeah. It's there's a lot of responsibility already. I can't I can't do that. Hey, Chris was going to great conversation where can people go to learn more about your company and your work? I mean, just build out dot com. B you I'll DO UT dot com. You can learn about what we're what we're doing. How we were key. Can learn about our company, you know, if you want to set up a demo, you could do that right through the the page, and you know, we could have somebody get in touch with you talk about your company, and and if you wanna work here, we're always posting new jobs, and we'd love to hear from anybody. He hope you enjoyed that interview. Chris great guy. And I think there's companies on fire check them out 'specially. If you're in the commercial real estate space also connect up with them, if you just want to get to know him. Hey, a couple of things that make sure you check out the YouTube channel. Brian burns sales podcasts on YouTube. I post all the videos that I put onto Lincoln up there on YouTube. So that if you are not on linked in you get to see them look at them at your own pace. Or I'm trying to do is just give you some observations. Some tips some techniques and less than a minute and a half. I know people's attention span and sales isn't as long as it should be. If you are on linked in and you happen to see it. I sure would appreciate a thumbs up a comment or a share. That's a nice way of paying me back for helping you out it, you guys are my sales people, I'm counting on you. Imagine that also if you're interested in the courses, if you're interested in solving the problem of getting new meetings closing the complex sale crushing your number this year, check it out at B to B revenue dot com. You can schedule. All the time to talk over. The course with me, please make sure you're serious about it. There's two major courses one on getting the meeting and the other on closing those deals that you get started. Now, those are the two major problems that I'm hearing about today getting new meetings is becoming insanely hard. And all I see taught out there is, you know, clever ways of doing the same old thing. This is a whole new approach based off of people the way people think now, I did a lot of work on this because I've been doing it for almost thirty years now and it works on the complex sale side. I show you how to break it down how to manage each individual piece. How to help you become your own silver bullet because guess what wasting your time trying to find the silver bowl? The magic words that are going to close it for you doesn't exist. So let's make this year. Great. The prices are going up at the. The end of January so lock it in now. And if you join either of the courses this month, I will include questions that cell is a five hundred dollar course. It'll be included and I put the coupon code into the office hour. So if you're already in the course, you get it free as well. So just listened to the office hours. I described the coupon code in there and the office hours is the very first chapter in. The course it gives you the time in the location of it. And I record all the office hours and put it into the course or the courses a community. There's one on ones that I record also and put in there, and the idea is to make this your resource to become better over a year because it really does take a while not just a learn at he convince you can listen to the the videos and the content. You can apply it. But then you have to hone it. You have. To make it case by case sensitive. You have to build up your assets and become compounding, Lee better. So let's make this year. Great. Make sure you check it out my partners in the in the show notes. Two major ones for this episode. Our pipe drive pipe drives just crushing it. If you're looking for a personal CRM or one for your company, it is the product checkout. They've got a beautiful mobile app, especially if you travel, and it connects up your calendar, your Email altogether now at supports teams and all the delegation in the control of that. They also got great content so check oh pipe drive dot com. Also, check out co video videos coming up with great videos on their YouTube channel Cova de on YouTube, and let me know what would work for you. What would help you out? The sales questions podcast is on fire. I'm going to six days a week. Visit so many questions, I get it. Get a handle on. If you're looking for leadership issues, check out the B two B revenue leadership podcast as well. And please tell somebody anybody no not just the best sales people. I don't want any mediocre sales. People listening to the podcast, you're banned. Sorry. We'll see you next time at work to get expand in meet new people people that could help him with his business people to help get the word out, and these little efforts these little things tend to mount up, and we tend to only focus on what is going to close right now. And we should but and when we have other time, we should be focused on what can close sooner or later and sales is a priority thing, and it may sound contradictory because I'm always talking about, you know, prioritize in the order of closure, and I agree with that one hundred percent. But then we have the rest of the day and the rest of the day, we tend to just go out and try and find totally cold things. As opposed to things that we had touched three months ago, six months ago because timing and sales is so critical the people who are in market and active. They come to us the people that is real market are people that shouldn't talk to us. But the timing just isn't right. They don't know what we do yet. They're not even curious their level of interest hasn't peaked yet. That's our job. And we can't do it directly. If we do it directly. That's a take. That's not a give what we give we have to become creative at because we're not used to that. So I listened to this episode a couple of times because it really is gold. If you really want to get good at this start the conversation get the meeting is for you. It takes your whole addressable market prioritizes it, and I show you a systematic way of doing this. That isn't time consuming isn't cold calling isn't cold? Emailing. It's organic it's natural. And it really is a process to what Gary is talking about that you takes the thinking out if it because it's a lot of work. If you do it, you know, one off every time, but if you have a systematic way of doing it, it's really powerful if your challenges you're getting in and talking to people, but the deals are stalling. There's no decision it stuck. You're not really sure where it is where it has to go. And you just need help closing the complex sale is for you. And it's just great for anybody who wants to take their game to the next level. And if if you're the be player that thanks. Oh, no, everything I've done everything. It's the market. That's the problem. It's my territory. Well, that's not the course for you. I don't know what I think therapies the course for you. But if you really wanna take your game to the next level, including me, and that's why I came up with the year of excellence what I wanted to do is let me document the very best. I've seen them. Let me do the research. Curated condense it into something that reps can take and not have to read four books on this five books on that the problem with that is. Yeah, you get a lot of knowledge, but you don't take any action. And you forget it and you move forward, and you get stuck in the rut, how do you come up with a systematic way within a year? Year. Whether you start in January you start in November doesn't matter you just get into it and get momentum and get what I call compound selling. See my frustration as a sales rep was I didn't see enough compounding. And I always was obsessed with compound interest ever since I was a kid. And if you want to learn about at checkout, Warren Buffett's documentary on HBO, it is pure gold because he was obsessed with it. And the idea is that you don't start like groundhog day every day you build off of every day, you build off of your skills, you become better you get compound interest in overtime, you get the hockey stick. Now, if you don't do this tend to just level off and actually sync because you get burnt out. And I've seen too many of my friends later in their career. They get burnt out and all that skill kind of goes away because their attitude in their motivation is. Isn't there? They didn't calm pound. So that's kind of the theme of the year of excellent. It's going to be included. If you sign up for closing, the complex sale in January, you can buy it all at once or there's a payment plan. It's not a subscription. It's not a membership. It's a year long access to all the content from day one. So you'll get all the office hours that I did in twenty eight teams with twenty five hours of that. And you can get one on one. So you get a sales coach that's here for you. And if there's something that would make the course enticing for you, let me know you can schedule a call with me at B, two B revenue dot com and make sure you're checking out Cova DO, they have done some incredible work and this year, if you're not using video Email, it is a big mistake. You've gotta find a way of connecting with your audience being organic and natural and authentic. And that's. The way to do it. It's different. It's it's not really new. But it's new to you is going to be neutrally audio customers and is going to be the way to really engage with your marketplace. And just gonna miss out if you're not doing it. So check that out a co video dot com. Appreciate everybody listening. We'll see you next time.
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