CUTTER CONSULTING GROUP

E142: Effective Networking with Adam Connors – Part 1 of 4

January 5, 2024


How has your approach to networking and relationship building influenced your success in sales?


My guest for this week is Adam Connors from NetWorkWise. He and I have a great conversation centered around relationship building and networking with the ultimate goal of giving to others first (not trying to get something right away).

Enjoy part 1 of the 4-part mini-series.



In Part 1, Adam and I talk about:


  • Creating impact by noticing the little things
  • Being bad in sales, but great at building relationships
  • What networking really means
  • Abundance mindset is the key to networking success


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Connect with Jason on LinkedIn

Connect with Adam on LinkedIn


Adam’s Info:
Adam Connors is the Founder & CEO of NetWorkWise, a company that expedites outcomes for individuals and organizations by providing education in the science and art of networking. He’s a sought-after speaker who empowers people through online training and in-person workshops with the expertise to cultivate world-class relationships. He is the podcast host of Conversations with Connors and creator of the esteemed NetWorkWise Certification, a credential that validates the accomplishment of being a leader in fostering connectivity.

An entrepreneur at heart, for more than 20 years Adam has been influential in developing companies across various industries, including three executive search firms in multiple verticals and a boutique career consulting business. He has inspired countless management consultants, technology startup executives, and Fortune 500 leaders to unlock higher performance and build successful careers.


Adam’s Links:

Website:
 https://www.networkwise.com/

Linked
In: https://www.linkedin.com/in/greatpeopleknowgreatpeople/

Facebook: 
https://www.facebook.com/TheNetWorkWise/

Twitter: 
https://twitter.com/thenetworkwise

Instagram: 
https://www.instagram.com/networkwise/

Youtube: 
https://www.youtube.com/channel/UC_GuuTjdzX92sVsQaN4iNWAPodcast: https://www.networkwise.com/podcast/

Learn more about AdamShow less

  • Show Transcript

    Jason: Alright. Welcome to the sales experience podcast. My name is Jason Cutter. On today’s episode I have Adam Connors. His LinkedIn profile literally says it all. It’s so funny when I see it kind of in the, in the URL of his LinkedIn, which is great people know great people. His company is network wise and it’s literally a reflection of his outlook on the world that everything is based on relationships. Adam, welcome to the sales experience podcast.


    Adam: Wow. You know, I gotta tell you, well first and foremost, thank you. Thank you for having me. And Jason, do you know that you are only the second person that is noticed that there, let me maybe there at least in the that they’ve shared that with me. So kudos to you and I’m impressed cause I’ve had that since I think 2006 and here we are closing in on 2020 and you know, only two people. And I’ve got, I think I have, I don’t know, 10,000 connections and however many and you know, contacted. So wow. So the devil’s in the details, my friend. Yeah,


    Jason: I think, you know, I think we all do. This is like in a different light. I know for myself because I’ve done a lot of different businesses and careers in my mind, I also know that in a different life on a different path, I probably would have been a very good detective. I think it’s what makes me really good at sales and leadership. But I would have been a very good detective because I literally, you know, sometimes really see those details. But kudos to you for having that and having that URL. I want to say that I’m jealous, but I think it’s awesome.


    Adam: Thanks. It’s really interesting. I’m, I’m impressed because most sales people, quote-unquote sales people are not really in the details like this. So do you think that’s something that’s separated you and becoming the good salesperson, the great salesperson that you are? Or do you just think that just happens to be just kind of part of your DNA?


    Jason: I think it’s part of my DNA and being able to observe and see things and then process it and or retain it. And then in light of sales and relationships and all of that is being able to then use that information or understand somebody enough and then figure out like, you know, relationship wise, how can I provide value, what are they about? And then, you know, in a pure sales role, like how can I help them both the details that I see and I hear and you know, I think that’s, you know, it’s one of those things that I think make great people, great salespeople, really great at it, is picking up on all the little things said and unsaid. I completely agree with you and I love how we’re just totally starting off the podcast with you asking me questions like, we didn’t even set that up in advance. This is so fun. You know, anyone who knows me knows that I literally, you know, this is the best outcome we could have where, you know, you’re drilling me questions, I’m asking you questions.


    Adam: Well, I just want to learn, you know, I really, I thoroughly, you know, it’s selfish on my end. I really, I enjoy your podcast. I think you bring in just so many more falls. Um, are these just nuggets of wisdom that are absolutely great that you know, obviously relate to sales but they show up in so many other areas of life too. So, uh, you know, so I’m sorry for dominating the beginning of this.


    Jason: I appreciate it. Definitely do not apologize for flattering me and saying that about me. I appreciate it for sure. So now you’re a master networker, like your business network wise, you even have the ability, which I hadn’t ever heard about until we started talking and connected and of course networks. Somebody networked us together and said that, you know, we would have fun talking but you actually help people or allow people to be certified in networking and relationship building and that which is obviously your strength. This being a sales podcast where I kind of wanted to start the conversation is around whatever ways are things that you think that you see either what makes people successful or where they struggle with, you know, sales and networking, which obviously can translate into sales and their confidence in general with that. You know, what do you see that, especially salespeople who are trying to leverage networking? Let’s talk about that.


    Adam: Yeah, actually I will. Yeah, we just opened up Pandora’s box here. Let me step back a minute. And you know, it was from a traditional sales perspective, I’m not a good salesman. I’m really, I’m just not, I’m bad with lines. I’m bad with even just the product, whatever it is that I might be selling. I mean, I’m just not good. I’m not that articulate. But I’ve been very fortunate to be very successful in building companies, hiring teams, and I guess ultimately selling the services or whatever products that has, I’ve been behind and evaluating the success. It all really came down and boiled down to one thing. And that was the relationship that I had. And you know, a lot of people would say, Oh, you’ve just got this break network, this network. And uh, and that’s real. I mean, so, so at the end of the day, that was that, that is in or was or whatever you want to call that. That has really been the cornerstone of everything that I’ve done. So I don’t know if that really answered your question or if you want me to kind of build from there.


    Jason: No. And that let’s build from there and then I’ll try to remember to come back to something you said, but build from there. And specifically, you know how again, sales people, the confidence to network, you know, what they’re missing or where you know, they struggle at what you’ve seen works.


    Adam: So here, to answer your question really at the end of the day, the biggest, it’s a misconception I should say or people who really just have such a false sense of what networking truly is. And you know, networking, a lot of times people either just associate it with getting a job or making the sale or getting in. That’s the problem. You know, networking in its purest form is about giving. It’s about adding value, it’s about helping, it’s about connecting with people. So that was one of the reasons why I titled it my firm network wise. And you know, how we define networking. It’s taking a proactive approach to relationship development with the ultimate goal, you know, of connecting and benefiting the other person. And that’s what, that’s what we defined. So kind of when you can go to our website, the first thing that’s going to show up, it’s just going to say don’t just network, network wise.


    Jason: So when it comes back to the sales, it’s, that’s, you know, we look at the, you know, we like to see the trees, you know, dirt, you know that saying the see the forest through the trees plays a long game. You know, it’s not just about executing right away and what you can get, you know, try to establish a relationship with somebody to see if whatever it is that maybe you’re selling is right for them. And it might not necessarily be, you know, use some of the things that you even talked about. Again, the importance of the details and listening, you know, listening is huge and I know you’re a big listener. Just from even more before we hit record, you’ve kind of touched on some things we talked about that showed me that you listened to our previous conversation and those are the things that really make somebody good at building relationships and those are the things that are going to really lead to, you know, the sales or the close. So I hope I answered that question and didn’t go off on too much of a tangent.


    Adam: Nope, just the right amount of tangent. And I think when I hear you talk about it and I think of my experience in networking, in sales and business relationships, I think one of the key things that I see who are people who are really successful like our network and you know, you get in connected with me is when you’re coming from or someone comes from a place of abundance, which is, I’m not worried, like you said, it’s not networking to get, it’s networking to give. So how can I give you and give enough stuff and not give to get right. Not even like, I’m going to give it to you so that you then give me something back. It’s more of I’m going to give you, and if I just give to enough other people, then it will work out and my network will expand. Or my base and these conversations of relationships, which, you know, it’s the quote that I love the most is that you give enough, you know, help enough other people get what they want and you’ll get what you want. Which, you know, that’s how I view networking. And it sounds like that’s what you’re talking about, right?


    Adam: Yeah. I mean, I completely agree. And you know, again, there’s, you know, the, the scarcity versus abundance mindset shows up again in so many other facets of life too. I feel bad for the people that come from a place of scarcity. That’s a lot. It’s a lot to carry. You know, I, maybe I’m just too lazy to have to carry all that worry. I got enough stuff to, enough stuff to think about. You know, there’s enough pie out there for everybody to eat, you know, and I want to see other people succeed. You know, I want to see you do well. I hope this podcast crushes it. You know, I, and then if you’re fortunate enough to do well, you remember the other people in life. I love that Jack Lemmon, Hollywood quote that uh, you know if you’re fortunate enough to make it to the penthouse, don’t forget to send the elevator back down.


    Adam: Love that. Who you help each other out. Just think about the conversation that you and I, when we originally, you know, two people that came into a conversation with, you know, both of our intent, it was immediate to me from the second we connected that we were both looking to help each other as much as we humanly possible. Whether it was sharing certain techniques, sharing the resources with, you know, our respective podcasting. If there are doors that we can open to help each other, you know, that’s, you know, like you said, we feel that could have been our podcast. You know, we sat and we ended up speaking for barley is supposed to be 10 minutes and we spoke for almost an hour. Just trying to benefit the other person. You know, that was a great kid. You know, that was my call of the week. You know, I do a reflective journal every and that was your hour phone call was my favorite.


    Jason: That’s awesome. Yeah. And it’s conversations like that where sometimes I just wish I had recorded or we’d set up that way because of all the, you know, just the conversations in all of our life and the value you bring in. I, and I appreciate that, you know, that feedback and then also your perspective on it where it is about, you know, bringing other people along and playing the long game. I think that’s really important. And you know, obviously, there’s various types of people listening to my podcast, you know, it’s focused on salespeople, sales leaders, coaches, managers, business owners who are dealing with a sales team or working with their sales team. And so it’s, you know, a lot of different people within the org chart or within life in general. And you know, it’s still important to play that long game. If you’re a sales professional, you’ve got to play that long game and not worry about forcing everything or needing results from everything. Now you’ve got to work hard, but you know, you’ve got to look at it long term relationships with all of your, you know, prospects even


    Adam: just think about. So let’s just again, to dial back to our original conversation, just think about have you had that same type of conversation that you know, that openness of radical candor and the positive intent that I would say defined our conversation. So think about it. If you had that same conversation with at least one person in day minimum, but really think about it, if it was two, three, four, five people a day, how much exponentially more business would you do? How much happier would you feel? How much more of the needle would you be able to move if that was the conversation? And there’s no reason for it not to be none.


    Jason: All right. That’s it for part one of this four part conversation that Adam and I have. And as you can probably tell already that we are having a fun time, especially when we recorded this, talking about sales, talking about networking relationships and all kinds of random topics. So make sure to come back tomorrow and the next couple of days to catch out the followup parts of our conversation. Make sure you subscribe. If you haven’t already, can find on iTunes, Stitcher, SoundCloud, Spotify, Google Play. Also go to cutterconsultinggroup.com where you can find the podcast, the transcript of this conversation, all of Adam’s links so that you can find him, his website, his business. Also his podcast called conversations with Connors, which is great. So make sure to check out all of that. 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
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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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