CUTTER CONSULTING GROUP

E138: Call Center Tech with Fred Stacey – Part 1 of 3

January 5, 2024


How is technology, compliance, and the rise of AI shaping the future of sales outreach?


For this guest series I have Fred Stacey from Cloud Call Center Search. In this 3-part mini-series we cover a wide range of call center and outsourcing topics, mostly focused around technology.


In Part 1, Fred and I cover:



  • Outbound campaigns & TCPA compliance
  • What about companies making legitimate calls to people?
  • How not to act on LinkedIn
  • Artificial Intelligence and the call center tech stack


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Connect with Fred on LinkedIn


Fred’s Info:


Fred Stacey is the General Manager and Co-Founder of Cloud Call Center Search which is a division of Outsource Consultants. Fred has been in the contact center industry for over 25 years, starting out manning the phones as an agent before moving to the operations side where he worked to recover failing call centers and start new ones. During that time he worked in leadership roles, involved in technology acquisitions and center build outs while overseeing the ongoing center operations and selecting future leadership.

Prior to joining Corey Kotlarz to start Cloud Call Center Search, Fred held executive level roles in contact center and debt collections software companies. He has managed every aspect of a software company, from running Europe, Middle East and Asia Pacific operations to co-founding startups where he served as COO. Fred specializes in contact center and debt collections software, selection, business operations and strategy.


As General Manager of Cloud Call Center Search he assists companies in identifying the right technologies for their contact center needs, and is constantly evaluating products from artificial intelligence to workforce optimization – and everything in between.

Website: 
https://cloudcallcentersearch.com/

Link
edin: https://www.linkedin.com/in/fredstaceyaincx/

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  • Show Transcript

    Jason: Welcome to the sales experience podcast. On today’s episode I have Fred Stacy, Fred, who I’ve known via LinkedIn for quite some time now. He is general manager, co-founder cloud call center search and he has been in the contact center industry for over 25 years. Starting out like a lot of people did. Kind of like myself, you know, Manning the phones as an agent, moving over to the operations side and then just working his way up and focusing on technology and improving. Fred, welcome to the sales experience podcasts.


    Fred: Thank you. I appreciate you having me.


    Jason: I am really excited because like I said, we have chatted, we’ve talked, we’ve networked, we’ve sent people each other’s way because you know, I’m on the consulting side and a lot of my clients have call centers. They need help. It’s what you do. And so for this second season, super excited that it worked out to have you on here. And so for our conversation, right, like you’re focused on a lot of technology call center implementation, a lot of different things to do. So I wanted to kind of start there obviously in the framework of who knows where this conversation’s going to go, but like if you had to like nail it down to a single piece of technology that could help a contact center, like what you see common among issues, especially if it’s sales related, like what would that be like, what piece of technology would really help?


    Fred: You know that’s the funny thing about what I do. There is never one piece of technology. You know the reality is contact centers are different. The market has changed in the seacast space which is like the omnichannel platforms or the telephony along with the other channels in the outbound world. Sales usually, you know sometimes predictive dialer, sometimes power preview but there’s so many moving parts inside a contact center that no one product is the right fit for everybody. No one product is there is no silver bullet.


    Jason: Is there any common area like or happens a lot where you like most people are failing or they need something somewhere there one.


    Fred: Demons in sales in particular. Let’s talk about that. Cause sales is that the majority of outbound, right? I mean, you know, when we’re talking about a sales contact center, um, you know, a lot of it has, it has a focus on outbound. We’ve all seen the political landscape in the way that they’re, they’re pushing, you know, the TCPA changes and and now stir shaken. That’s probably the biggest gap that I consistently see that technology and consulting practices can help sales organizations solve. 


    Jason: You’re familiar compliance piece, right? 


    Fred: The compliance. Yeah, because I mean first of all, you know anytime you make a phone call from any kind of system, you have to follow the compliance. And basically the majority of the people we’re calling are calling to cell phones. So they fall under the TCPA compliant ruling. Same way with text messaging, you know, that falls under TCPA compliance and also to VoIP based phones.


    Fred: You know, which if you read the law and follow the compliance, it’s interesting. But basically they’re trying to say if you’re calling somebody who could potentially be charged for that call, it’s illegal to do it from an automated system. So, you know, there’s the compliance pieces, but now, which they’re shaking, we’re, we’re seeing the telcos blocking or marking callers as potential spam or not even letting the calls through or devices like Apple released in its latest updates, the little function, this shut off, you know, potential spammers or unknown colors. The problem is most people don’t even know and they haven’t gone through three exercise of understanding where their phone numbers are at in that, in how the telecoms look at them. So there are technology companies and solutions out there that can help, you know, first of all, if your number, you know, gets marked as spam, if you’re out pulsing numbers, you’re toast. You’re, you’ll be lucky to get a half a percent contact rate, which in the sales world, you know, getting people on the phone is hard enough today, let alone actually significantly reducing your, your likelihood to get somebody to pick up the phone. So I’d say out of everything right now that’s going on in our technology space for sales, that’s probably the biggest gap. And the one that’s kind of easy to solve, but people are just unaware.


    Jason: Yeah. And a lot of this is predicated on the kind of robo dialer, scam power stuff being done by let’s say, the bad players in the world who are then triggering these laws to go into effect. And if you happen to be on the good guys side, A. you’re having to deal, like you said, where the Telephany is now blocking things or technology is, you know, even my phone it says spam risk through AT&T it just says, Hey, you know, you may not want to answer this. And especially because all of them are trying to mimic my area code from my phone, which isn’t even where I live anymore. So I know anybody falling from that area code, I don’t know who they are because it’s not where I live. So yeah, for good guy, you’re battling that and then you’re also having to make sure you’re compliant because the last thing you want to do is step in it yourself and then get hit with some trouble.


    Fred: Oh yeah. Well, I mean, TCPA fines are anywhere from 500 to 1500 per occurrence, depending on, you know, whether you purposefully did it knowingly violating TCPA or not, and whether they can prove it, you know, and there are people out there that are legitimate, you know, the, all they do is Sue people on TCPA. That’s their whole purpose. That’s how they make all their money. You know, it’s, it’s kinda crazy. Um,


    Jason: Yeah, TCPA and do not call like both of those, like if something’s on it, I have seen that happen several times where somebody just got a bank full of phones or cell phones and just waiting for someone to accidentally call.


    Fred: Yeah. And you know, I, in all fairness, I started in the industry, you know, in the outbound world and the sales side working on systems that just, you know, called and they would randomly generate phone numbers. There was, nobody was um, you know, opting in to be called the pack then, you know, because there was no regulation. And then I was early in the industry during the first, you know, drop call percentage regulations and all the changes there. And I mean, you know, even to this day, 26 years later, there are still people out there who were swapping their, D.I.D.s every couple of weeks because the telecom companies, you know, recognize and that’s how how it’s done is, is through their aunties. But these individual companies are still trying to do the same stuff, you know, and illegally dialing without the express written consent. And I mean, I don’t blame the regulators.


    Fred: What the problem is though, is this impacts directly the legitimate calls. Um, you know, organizations, healthcare, school systems, you know, that they don’t know about the regulations. They don’t look at this stuff. So they’re not aware that their phone numbers are being out pulse to a number that the telecoms for whatever reason have decided is a potential spam. You know. And at that point, what do you do as an individual? I missed, you know, calls from my man. I mean you can think through your scenarios of, of missing critical phone calls from an outbound perspective. But as a business owner, you know, from sales to, you know, follow up support to appointment scheduling, you know, appointment reminders. I mean this, this has a bigger impact than what people realize and you know, specifically in sales, if you don’t get them to pick up, there’s no chance. So yeah, that’s the one piece. It’s a tough one though because may not, there’s so many different solutions out there for different types of companies, integration points, etc.


    Jason: Yeah. And obviously we’re nerding out on the legal side. We are rich for some of the people listening. If you’re an owner or a manager of a company, you either know this or you just want to put your head back in the sand and hopefully not have to deal with it. Because I’ve seen both types of owners, the ones who are like, I am tired of paying these fees or I want to make sure the contact rate is better or I don’t care and I don’t want to know about it and just keep running with it. And so, you know, obviously there’s those owners, but for the sales people who might be listening to everyone else or you know, the rest of the sales experience podcast type of listeners. You know, the thing to keep in mind too, and this is, this is what I, I try to impress upon people in contact centers in sales is how do you react when somebody calls you, even if it’s not a spam thing, but you don’t know who it is or when anyone calls you.


    Jason: Like how do you react to keep that in mind as you’re making your phone calls and trying to reach out to people. Especially in this, you know, the other, you know, lingo we word is the omnichannel, but it’s like phone calls, emails, messages. Like how can you get ahold of people because of the way that the bad players have done it. You know, there’s now a resistance to just answering your phone at a random call, right? Like, yeah, back in the day when I was a kid, I’m sure you’re the same way. The phone rang. That was exciting. It was somebody you knew it was cool. And then now here we are. Same thing with the door. When somebody used to come to the door, it was exciting. It must be a neighbor or a friend. And then it, you know, people went door knocking and then it’s like, wait, now I don’t want to answer the door. So you’ve got to keep that in mind. If you’re a salesperson is being empathetic to what the other person is thinking and then like, okay, how do I get ahold of them? You know, what makes the most sense? And then how do you obviously leverage technology to make sure that you can do that at scale and you know, and win that,


    Fred: yeah, and I, I think, you know, you continue that thought to today’s modern world and I mean, let’s take LinkedIn, uh, one of my favorite, the way you and I, it’s one of my favorite tools, but throughout the last five years it’s, we’ve all been so inundated by how reach that is poorly done by people spamming. I’ll be the first, any of your listeners, if you send me a connection, I’ll likely accept. But if you send me a follow up request that is basically a sales pitch, three pages long, trying to convince me to buy your product, I’m probably going to block you. Um, you know, it’s, it’s that stuff that, you know, it’s forced us all to change. Right. You know, we’ve, I, I’m on the B2B side, you know, as you know, but for the audience, I, you know, I work in technology, so, you know, it’s high end long sales cycles to get in front of somebody in our industry.


    Fred: Even with my experience, you know, my speaking engagements, all the things I do for content creation, it’s really hard even for me, you know, because of everything that’s happened over the last five years of the spammers and the people abusing it. I used to be get excited when I’d get a new connection request. Right now, I don’t always get to them. You know, it’s changed my behavior even for somebody who’s very active, you know, in, in LinkedIn and, and social media in general. But it’s forced me to change my behaviors. So you’re right. I mean you gotta think about, you know, what’s your audience is experiencing, build a relationship. I mean stop spamming there. He goes, I, I’m off.


    Jason: No, but I completely agree. And obviously business to business, business to consumer, whatever it is. I mean it’s the same kind of focus and same strategies, whether it is, cause it’s still like, you know, a better term for it and I haven’t fully adopted it, but it’s, it’s human to human, right? Like some people say it’s not B to B, it’s not B to C, it’s H to H it’s one human to another. So whether it’s LinkedIn or it’s phone calls, emails, texts, whatever that is. But I’m the same way. I accept almost pretty much every LinkedIn requests. But over the past year specifically, I just see some come over and I go, I know if I accept this, I know what’s going to happen next. I know either they want to sell me leads, which I get a lot of, or they want to help me grow my consulting business on LinkedIn and find me more appointments and contacts. And I know literally they’re just going to go right into that mode. And that’s their goal. Which again, I can appreciate if I have that problem. If I don’t have that problem, I don’t want to engage. But if I do, you know, I want to have a resource. So yeah, that’s the balance.


    Fred: Yeah. And I, you know, I try my best to respond to people. I mean, cause we’re in this business, right? You know, we’ve got sales development reps that, that do outreach and we do it ourselves. And I mean I get it, but do it right. You know, take a little time, read my profile and understand at least where, you know, it looks like we’ve got a connection. Try to build a relationship. I mean let’s state a little bit, you know, try to throw a ring on it. I don’t know, but exactly. I mean nonetheless we go down that tangent.


    Jason: Let’s stick, let’s stick with technology. Cause I think most people could probably empathize with that if they’re anywhere online and you know, they’re going to be hit up on that side too. So one question that I had and one thing you know, I’m not, I know a lot about it, but you’re obviously on the forefront and your, you know, on the emerging side is where do you see tools like AI coming into making impacts? Let’s say let’s, you know, sticking with sales, but with a sales contact center,


    Fred: it’s always interesting. You would be surprised how many people call me up and say, you know, Fred, I need an AI strategy. It’s such a buzz word right now, but everybody’s talking about it. So I mean it’s, it’s valid, right? It is a valid buzzword. It’s not like social media management. Back in the 10 years ago when we first started talking about it, until we realized that, you know, five agents were actually gonna use it. AI has, has a broad, deep and wide application in everything. So let’s talk about sales-based use of AI. So first of all, the voice-based tools out there that are essentially bots for outbound. There are a few tools that in a very simplistic environment actually have some functionality, but very rarely do they leverage AI. So, you know, I recently wrote, I don’t know if you’ve got a chance to read this on AI versus automation. You know, there’s, there’s a lot of this going on in our space right now where people are passing logic based automations as AI. Um, you know, the biggest variable you want to look at and just recognize it’s not that logic based automations don’t have places, right. You know, they do. They’re very, very useful. We’ve been doing if then statements for 20 plus years and with basic AVRs all the way through NLP engines and that’s natural language processing for the audience in case they don’t nerd out on this stuff.


    Jason: That’s it for part one of my conversation with Fred Stacey, if you want to check out all of Fred’s links prior to the end of the three-part series, go to cutterconsultinggroup.com/podcast, find the episode, find the transcripts and all of Fred’s links there. And as always, keep in mind that everything in life is sales and people remember the experience you gave them.


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By Jason Cutter February 19, 2025
What does it take to build the ideal Sales Experience? Why does it even matter? Maybe you think you already have one. You are a professional sales ops leader. You have put everything you can in place to help your salespeople sell more. You have optimized the processes so that your sales team can focus on one thing – selling. But I promise – even if you think all of that is true, it’s not. The Reality: No Perfect Sales Experience Exists I have never seen any company or team with the ‘ideal’ Sales Experience and operation. And to be honest – I have never built one successfully. Why would I admit that? Because the ideal Sales Experience is aspirational and business, teams, processes, and customer needs/desires are constantly changing. So as soon as you put new processes in place, something else needs to change and evolve. The Scalable Sales Success Iceberg In my Scalable Sales Success Iceberg – there are 24 categories that, when built out, create a scalable sales machine – where you can add in an input and get way more output. I would love to see companies have all 24 categories set up and running optimally. But that’s not even possible – because, as I mentioned, things are always changing. Focusing on the Biggest Levers Here is the key – to build the ideal Sales Experience takes focus on the biggest levers. The ones that, when pulled, create the biggest and best results. There are many processes and systems that you can put in place – but those are going to get you a few percentage points of improvement. Instead of putting it all in here, I want to make you a special offer. Email me at jason@sellingeffectiveness.com with your mailing address, and I will mail you the book that I co-wrote with Nick Glimsdahl called Reasons Not To Focus On The Sales Experience. It will be your starter guide, facilitating the creation of your ideal Sales Experience.
By Jason Cutter February 18, 2025
The Numbers Game Mentality is a Losing Strategy Sales is no longer a “numbers game.” You cannot succeed, long term, by focusing on volume of activity. Making a million dials, sending a million emails, knocking on a million doors (the first two are way easier than that last one) is a scorched earth strategy that will sink your business. You can’t out-dial a bad sales process. It will lead to even more bad online reviews. You can’t out-email a terrible sales funnel process that requires people to jump through poorly planned hoops. You can’t out-knock your way past slimy tactics and bad products/services. The Danger of the "Every No Gets Me Closer to a Yes" Mindset The whole “every no gets me one step closer to a yes” mentally is dangerous. That mindset and strategy assumes that it’s a numbers game. That the only thing that matters is finding the right person who will buy from you. Potentially, no matter what you even say – they are just ready to buy. Not only will this destroy any online reputation you have it will also wreak havoc on your team. It is the fastest and best way to burn out your team. It will lead to a revolving door or hiring, training, and quitting as people realize how unfun the game is you have built and how hard it is to be successful. It will also feel like a mismatch – very few people (and hopefully even less over time) are long-term excited about the business model of calling 500 people a day in hopes of making a few sales. If It’s Not a Numbers Game, Then What Is It? It’s quality over quantity. [Now…note – it does take a certain quantity of activity to fill a sales pipeline. So I am not saying that your sales team can just sit and wait for people to fall into their pipeline with money in hand.] It’s about the Sales Experience. It’s about your team ensuring that they are providing the right and best experience for that potential customer – in a way that sets them up to get into the buying mood and mode. All that matters is the Sales Experience. How can you support your team in terms of the quantity of activity to fill a pipeline, and then the quality of interaction that leads to sales? What Does an Ideal Sales Experience Look Like? What does that look like – the ideal Sales Experience? It’s when your team understands that the potential customer they are speaking with only cares about themselves. They don’t care about the salesperson, your company or the product. They are only focused on themselves. It’s when the Discovery/Empathy portion of the conversation is the most important part. Does your team realize that everything after Discovery – when done right – is just a presentation of the solution? It’s the fact that when you combine the parts of the Authentic Persuasion Pathway (Rapport + Empathy + Trust + Hope + Urgency) that the assumptive close is all you need. If your team is having to ask for the sale they are doing sales wrong. And don’t confuse earning the right to close with asking for the sale. The Sales Leader’s Role in Creating a World-Class Sales Experience Your job as a sales leader is to ensure your team understands that the only thing – above all else – is the sales experience they provide to each potential customer. That customer knows that they have the power and the feeling of unlimited choice. Which means they will decide who to give their money to based on the experience they have with buying from a company. How can you shift your team away from the numbers game mentality to actually providing a world class sales experience to each and every person they speak with?
By Jason Cutter February 17, 2025
The Abundance of Options Today we all have lots of options. While writing this I could speak into my phone and order whatever I want. I can get food delivered before I finish writing this article. I could get a TV delivered to my door before I wake up tomorrow. When someone wants to buy something, they are armed with as much information as they want to access. They can research, read reviews, and watch videos about a product or company. The Shift in Power to the Buyer Because of this, the power balance of sales has shifted away from the salesperson and company to the buyer. Knowledge is power – and they now have all the knowledge they want. With knowing that they have ultimate choice of what to buy (internet and globalization has led to the ability to order anything you want from anywhere…so you are no longer limited to the stores you can drive to and what they have on hand), it means that everything is a commodity in their minds. Nothing is unique or special. Everything is interchangeable. Does the Sales Experience Even Matter? So, this means the sales experience doesn’t matter anymore. There is no reason to put effort into the sales process, the conversations with potential customers. No value in spending time trying to ‘help’ people – since they just view products, salespeople, and companies as interchangeable. You are not special, so there is no benefit in caring. They will walk into your store, and they will decide what they want. They fill out your online for, and they decide if they answer when you call and how the call will go. They walk up to your event/booth, and they decide how the interaction will go and if they want to listen to your elevator pitch. They will let you know if they are interested in moving forward. They will let you know how they want to buy. So, like I said above, there is no real value anymore in the sales experience. Or could it actually be valuable? Is it possible that all that matters IS the sales experience? If people feel they have ultimate information and control of the buying process, how do they decide on what to buy and who to buy from? When I search on Amazon for a product type I have never purchased before, how do I pick? When I want to go shopping for garden supplies for the house, how do I pick where to go? When I need to buy a new fridge, who will I hand my money over to? The cheapest place with terrible service? The place with reasonable prices and great service? The Sales Experience Shapes the Decision I choose based on the sales experience that I will receive. With everything else being equal, I (and I believe most people) will select the place to shop at or the products to buy online based on the experience I receive. To me all that matters is the experience. While I am trying to buy something. Once I receive it – ensure it does what I need it to do. With the feeling of unlimited choices, it can actually be harder now to buy something that in the past. People get into analysis paralysis more often. Which means that for consumers to buy something new they need help. They need a professional salesperson. They need a sales experience that matches their expectations. They want a guide who will help them make the right decision for them, with an experience that goes above and beyond what more people receive any more when they walk into a store, call a company’s toll-free number, or visit a website and have to fill out a form. If you want to succeed in sales – the only thing that matters is the sales experience you provide.
By Jason Cutter February 13, 2025
The Balance of Effort in Sales The blogs this week have been about the other person going most of the way. Whether it’s a prospective customer and your salesperson, where the salesperson truly can’t want the deal or make most of it happen for that customer to truly be successful. On the path for that prospect to becoming a customer, they should go at least 51/49. Whether it’s your team and their manager, the manager can’t want the team to succeed more than the team actually wants it for themselves. It’s not scalable for the coach (manager) to run on the field every play to win the game for the salespeople. What about sales ops processes and systems? What about the tools available to the sales team and the ones that are classified as sales enablement? In a reversal of philosophy, I believe the sales ops processes should go 90, the team should only have to go 10. Why Do We Need Salespeople? Let’s start where it matters – what is the point of having salespeople? I know many owners question the need and desire to have salespeople. They are hard to manage, tough to deal with, always want more money (potentially for doing less work and closing less deals), and are very resistant to change. Of course, that is a generalization. Of course, there are salespeople who don’t check those boxes. However, having worked with a lot of teams in a lot of industries, that generalization isn’t completely wrong or unfair. So if there is even a small part of that which is accurate, why would we even mess with the messiness of having salespeople? Of needing to employ and manage humans? The Human Element in Sales We need them. That’s why. Even in 2025, AI and technology has not successfully replicated the requirements of sales – which is about helping a human (prospect/customer) make the right decision and move outside of their comfort zone to buy something new. It still takes your human (salesperson) to persuade that other human. It’s why I say all the time that its not B2B, B2C, Retail, SaaS, etc. – it’s H2H. Sure, people can buy something online or even in a store without speaking to someone. But if it’s a considered purchase where there are options and decisions to be considered – it still takes a human being involved. That means ultimately your human (salesperson) has one job, and one job only – persuade the right prospective humans to buy. Minimizing Distractions for Salespeople Everything outside of that mission, task, focus is a distraction that takes away from their highest and best use. Imagine if we had a surgeon who had to prep the room, prep the patient, schedule the surgery and meetings, and do all the parts of the surgery themselves. Nope – they show up for the surgery and do what they do best. Then they take off their gown, gloves, and walk away to get cleaned up and move on to the next thing. Your goal as a sales ops leader is to support the team with systems and processes that allow them to focus on the one thing you need them for. The human part. It would be amazing if they could show up, talk to people, and make sales happen. Of course, there is more that they (and any professional) need to do before, during, and after the sales conversation. But your goal is to minimize all that. Every hour that your salespeople aren’t selling or doing sales-related activities, they aren’t moving revenue forward. The Ultimate Goal of Sales Ops What processes can you put in place that go 90 percent of the way, where the salesperson can do the last 10 percent? An example would be building an email campaign that runs automatically, and when the right people reply, the salesperson gets involved in getting that person from email to phone call. Another example would be your CRM serving up people for the salesperson to call – leads or anyone in the sales pipeline flow – with all the backstory, research, data, intel needed for them to review it then take action. What can you put into place that takes away as much distraction and effort from your sales team such that they can focus on the one thing you need to focus on – other humans?
By Jason Cutter February 12, 2025
The Danger of Doing Too Much as a Sales Leader Alright – so maybe they don’t need to go 90. In true servant leadership mode, you would go way more than 10% of the way to your team. But you have to be careful, as a sales leader. The inclination might be to do it all for them. To help them close their sales. To make excuses for them to your leadership as to why they aren’t closing more sales. Especially considering the very high likelihood that you are a sales manager because you were a great salesperson in the role that you are now managing. And there is a slight chance that you are a player-coach…so you are leading and selling. This can make it really tough not to want to run out on the field to win the game each time. But that doesn’t scale. That doesn’t lead to increased results. You can only sell so much as one person. Creating a Culture of Ownership So, you need to have people on your team that are coming to you. What does that look like? The pinnacle is a salesperson who doesn’t close a deal, comes to you right away and asks for feedback. They want some critiques as to where they could have done things better, different that would have led to the desired result – a closed sale. That takes a healthy level of ego by a professional who has the ultimate growth mindset. They know there are always ways to improve. They want to improve. And they are willing to risk their ego (and the internal, protective, primal part of our brain that doesn’t want to risk our place in the tribe) by asking for feedback that could be negative. Whenever you can, encourage that type of response. Ensure that the team knows that the team itself, and you as their leader, is a safe space – where the goal is to improve, grow, win and that everything done to support each other is done in that mode. They truly have to feel safe to share their mistakes and to get support in learning how to do more, better. Feedback That Drives Growth Part of this takes team and individual meetings that are actually filled with positive support. That doesn’t mean it’s always positive, motivational fluff. It’s not even about the shallow strategy of the feedback sandwich. Its about being real, honest, and empathetic – meaning “I see you are here, I know you want to be there, I will help you get there – even if its hard and it means saying hard things.” It should never feel mean or abusive or like an attack. But you can give some really direct feedback that will sting that ego I mentioned, but the person will know the intent behind it. The second part is hiring this type of person. Hiring people for the team that wants to win, grow, succeed. And they know that you don’t get better by being coddled, sheltered, or protected. You want people who don’t like the thought of perpetually living safely in their comfort zone. And they are excited about the opportunity to be a part of a team that pushes everyone, empathetically, outside of their comfort zone. Are You Leading or Just Managing? If you find yourself as a leader having to push your team, or going to them most of the time, or most of the way mentally – then they see you as a manager not a leader. They see you as someone who manages them, pushes them, and wants them to do things they don’t want to do. I have written some blogs here that go into what your role should be – as a leader, not a manager. Pulling people along with you, inspiring people, and supporting yourself with a team of people who want to win. Not just those that want to show up, do as little as they can and hopefully go unnoticed (yet – complain about not making enough money and how the comp plan isn’t fair, or the leads are bad, or their schedule means they can’t be successful.) Make sure your team knows that they need to come to you – at least 51/49. They should be asking for help, guidance, training, feedback, and support more than you are having to push it down onto them.
By Jason Cutter February 3, 2025
If you have seen the movie Hitch, then you know the scene. Will Smith’s character (Hitch) is trying to coach Kevin James’ character (Albert) on how to finish out his upcoming first date. He is giving him pointers, one being that if his date fumbles with her keys at the door, it could mean she wants a kiss. So Hitch wants to see if Albert knows what to do – for a good night kiss. Hitch gives him the advice “you go 90 percent, and then wait for her to go 10%” which Albert then asks “wait for how long?” Hitch: “as long as it takes.” Albert leads in, Hitch is holding back to see if Albert will wait, and then Albert goes all the way and gives him a kiss. Hitch gets upset, and says “You go 90, I go 10 – you don’t go the whole 100%.” The Sales Analogy Kissing our prospective customers is not acceptable (just ask HR!). But the concept is the same. You don’t want to ever make 100% of the effort for your prospective customers. You don’t want to be the one who is doing all the work. Fundamentally, it is not good practice to want the deal more than the other person. When you go your 90, you need to wait – as long as it takes – for the prospect to go to their 10. And I would say that you want to go somewhere between 10-49, in reality. How Successful Sales Professionals Balance Effort Successful sales professionals know how far they have to go to meet the prospect where they are, while also knowing how much effort the prospect needs to put in to show they are committed. Where most salespeople get in trouble is they get desperate. They want the sale (kiss) more than the other person and they go the full 100%. Of course, persistence is important. And you won’t get what you don’t ask for (although…if you have followed me for any length of time, you will know I am very against having to ask for the sale). But you also have to ensure that your prospects actually want what you are selling. And they want it for their reasons and their motivations. They are driven to pursue your production option(s). They must go 10, 40, 60% of the way to you. The Pitfall of Chasing Your Prospect Just like courtship and relationships – if you find yourself chasing and one-sided-pursing the other person then it means you want it more than they do. It also means they own you. You are essentially begging them for the relationship – convincing, manipulating, begging, bribing, persuading your way forward. Which means they consciously and/or subconsciously know that they are in control. Because if they say no, you will keep pursuing and offering solutions. In sales – that looks like a salesperson who is calling, emailing, stalking a prospect – making offers, offering discounts and trials, and trying to find any way to make deal work. They are going 90-100% of the way for the prospect, not requiring them to go anywhere towards the agreement. This will end terribly. If they do decide to buy – taking the discount, free trial, taking the sale bait – they will not be happy (since they weren’t bought in for their reasons), they will look for reasons confirming why they didn’t really want to buy anyway, and they will know that they own you. Your company will have to convince them on a regular basis to stay in the relationship. The Right Balance for Customer Ownership You fundamentally need that prospective customer to come to you. Not 100% where you are just an Order Taker. But potentially 51% of the way – so they want it more than you. The more you can get them across that 50/50 threshold, the more they will be a satisfied customer. But remember – at 51/49 – they still need persuading, they still need to understand the value of your product for where they ultimately want to be in their life/business, and they still need your support. They lean in the right amount, you lean in the right amount = sales magic!
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