CUTTER CONSULTING GROUP

E143: Effective Networking with Adam Connors – Part 2 of 4

January 5, 2024


How do you think adopting Adam's approach to networking, as discussed in this podcast transcript, could positively impact your business relationships?


This is part two of the conversation I had with Adam.

In Part 2, Adam and I talk about:



  • Advice from Brandon Steiner – how much to you should do for other people
  • Finding something you like in the other person as the key to rapport
  • Being fundamentally curious
  • Maximizing your time, relationships, and effectiveness
  • Surround yourself with awesome people


Download The Power of Authentic Persuasion ebook

Enroll in the Authentic Persuasion Online Course

Get help with your sales team

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/

Link
edIn: 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: Welcome to the sales experience podcast. Welcome to another segment of the conversation, Adam Connors. And I had, if you didn’t check it out, make sure to get yesterday’s episode, download that, listen to it, wherever you get your podcast check out part one so you can hear the transition into this part of the conversation. We’re just going to continue to talk about Adam’s feelings about how he is at sales. He thinks he’s horrible at sales. I think he’s actually amazing because he’s not trying to be good at sales and it works out really well. We talk about sales, success, relationships, networking, all kinds of things. And uh, here you go, part 2,enjoy.


    Adam: So think about it. If you had that same conversation with at least one person a 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.


    Jason: Yup. And I think when you’re in sales, a lot of salespeople confuse or get stuck in kind of their sales mode and they forget the relationship side. They forget the conversations. You know, obviously you gotta be purposeful with it because time is money at some point in, especially as sales professionals life, even with networking and all that, some point, you know, you have to make sure that there’s value in it on both sides, but still it’s, you know, it’s about having that and then doing that as much as possible, you know, in the moment.


    Adam: Yeah. So I had a, my show, I don’t know the name of Brandon Steiner and he owned Steiner sports. Uh, I don’t know if you’re a sports fan or not, but it’s a memorabilia company and he’s wildly successful. And he came from nothing. And I mean, this guy, he’s already made his millions, very successful. The time I didn’t have many of the people that I’ve had today, I’m that are on my show and I didn’t really know him. I met him once, but he’s very, you know, he was just very giving in his time, his energy. And everything. And for Adam on my show, I’d asked him about, you know, kind of his perspective on networking or relationships and how does he go about things. And you know, he said something that I’ve quoted many times because I just think he really sums it up and he says, Adam says, you’ve got to do is as much as you can for as many people as you can, as often as you can without expecting anything in return.


    Adam: And I thought that was just so powerful. And if you think about that, and again that gets back to the long game and uh, you know, are a lot of people going to follow through and a lot of people are going to do those things for you and are they going to let you down when you play out these numbers and you do enough of this stuff and you are light, meaning like you don’t have that scarcity, the number do play themselves out in the cream does rise to the top and you win  and that guy’s winning.


    Jason: Yeah. So for salespeople who need to or rely on networking for their business, what is some tips like strategies, tactical stuff that you know, that you know works from all your experience?


    Adam: Uh, go into a conversation or a relationship with the lens of trying to something that you like in that person, if that makes sense. So you know, because a lot of people have it backwards. They try to get people to like them when that’s, then that’s forced when if you go into it, first of all, again that abundance almost or that lens of, let me see, what can I find about Jason that I like because then when I connect them that what I find about you that I liked first and foremost is going to be very obvious that it’s genuine. You’re also going to like the fact that I’m genuinely interested, you know, people find interesting that they are interested in. So if I’m interested in you, there’s going to be a connection. And then once you found that first thing that I’ve, you know, once I found that first thing about you that I liked, I’m going to find another thing.


    Adam: And another thing, another thing, and it’s just going to, and then it’s going to become genuine because it’s just a matter of, again, we all have lots in common. It’s just a matter of, you know, can you identify it? Can you identify it quickly? Do you have that genuine interest? Do you want to make that connection? And then from there you can build a sense of relationship and putting, hopefully, ideally, eventually trust where you can speak candidly, where you don’t necessarily have to be that great salesman, you know, quote unquote, that you can just kind of talk about whatever that product is that your smell or whatever service that you’re offering. And if you have that offering, that’s good, you’ll make the deal. And even if it might not necessarily be as great, they might just because they like you or because they trust you, they know that you’re going to have their best interest and that’s going to be in their best interest to work with someone of your caliber. Again, very likely answer. But I hope that you know, again, as a quick reminder, it’s finding something in the person that you were interested in in that not the other way around can make them like you.


    Jason: Okay. So there’s two main parts that I want to touch on because that’s so important. The first is that, you know, you had mentioned finding something in somebody else that you have in common, which is, you know, obviously a good way to go. What does somebody have in common? What do you like? I also think it’s fascinating that people I respect the most in conversations who I feel also drawn to are the ones who maybe ask me questions or want to know about me for the different things. And then they’re fascinated by the differences. Like for me, I’m fascinated by people’s differences as well as the common stuff. When there’s something in common, it’s great. And then the differences are amazing as well. And I think that there has to be that curiosity. A lot of the guests and people I’ve been talking to even recently, you know, and building up to this point with the podcast is that there’s just the successful people out there like they’re just fundamentally curious.


    Jason: They want to know about other person. You know, from a sales perspective they’re successful because they were curious cause they want to know about their prospects because they just want to know as much as possible. And that’s basically what you’re talking about is like talk to somebody and find out about them. And the second point that I wanna make, which ties in with that is the one thing I see a lot of salespeople do that I don’t like. I, there’s no right or wrong, like if it works for you, it works for you. But I don’t think it’s as effective is the sales model where it’s, okay, so we’re talking at them now, let me in the beginning of the conversation, let me give you a long monologue about me and why I’m so great and why my company is great and why everything is amazing.


    Jason: Why you should buy from me. You know my product or service, whatever it is, and they start out with the me focus about how they’re amazing. Like if you’ve ever been to a trade show or a conference and you walk up to somebody’s booth and literally you just stand there while they’re giving you this long monologue, which you may not even be an inappropriate prospect for them. It might be a terrible fit. They don’t even know that they’re just viewing this thing like a robot. And I think that’s really misguided in a waste of time. And basically what you’re saying is go into networking with instead of it being about me, it’s about you. And I know for myself when I network it’s always money. It was like I don’t care about me. Like I don’t want to talk about, I talk about me all the time. Like no, people ask me questions and I’ll diffuse it. It’s like, okay, well no, let’s talk. I’m curious about you. I know my life. Like I don’t want to talk about my life. I want to talk about your life. And you know, that’s a great reminder.


    Adam: You nailed it. And I agree with everything you said. But just to be very clear too about what I was saying is that you do want to be able to connect with people, but you want to find something that you liking them. So just to make sure that that was clear because cause and then you know, so I might like that you’re very different. So that could be the thing that I like. Yeah. So, and then you can then find the other things that you can connect on. So just wanted to clarify that point, but I do agree with everything you’re saying.


    Jason: Exactly. The key is, you know, find something you like, something fascinating, something to talk about. You know, and obviously, if it’s in a business setting or there’s some kind of ultimate, you know, focus on that, then maybe there’s some business interests or some way that network can do. But you know, giving first and being curious. For sure. So, and then the other part that you mentioned, which also refers back to something you said early on in this conversation when we talked before is how you, you do not think of yourself as a salesperson. You actually think you’re a bad maybe terrible sales person. I can’t remember the exact words for how horrible for how you feel about yourself and sales. And, and it’s funny because, so here’s what I think in my experience is you feel like you’re a horrible salesperson. And my guess is it’s because you don’t do what salespeople do.


    Jason: And there’s kind of a, not a judgment, cause that’s a strong word, but a feeling that because you don’t use the closing lines and the tactics and these scripts and these processes and persuasion slash manipulation, that because you don’t do those things that you’re not a salesperson or you’re a horrible salesperson. What’s funny to me is that I think by not doing those things and not, you know, trying to be a salesperson, that’s what actually makes you, and a lot of other people amazing at sales because now you’re not trying to sell, you’re just trying to have relationships and or solve problems.


    Adam: Well, I mean it’s very kind. I appreciate that. I will, I will listen, I will tell you that, you know, again, you, you compare me to maybe someone else who could be selling some of the same services. They’ll probably have a higher close ratio, if you will, because they’re kind of good at going through the ass where I know that that’s just something that I do not do a good job of. So that’s where some of those things that you talked about could really come in handy and I, and I could definitely benefit from that, but it’s just not something that I’ve been good at. Well,


    Jason: and you know, there’s two different ways. Well that’s great. There’s definitely some good episodes in there, especially in this upcoming, in this season. You know? And I think part of that is that self-awareness, which is awesome and that you know that. And then, you know, there’s two strategies. One is to get better at what you could do to help in that performance and how do you get some of those skills and how do you do that? And or at the same time sticking to what you are really good at and leveraging that strength and going all in, which in you is networking relationships, training other people to network, coaching them. You know, once somebody comes on board, I’m sure you basically own them forever because they trust you and they care about your opinion and you’re going to help them in every way that you can. And so that’s great. You also, it’s important to know where your strengths are and you know, where I guess where your happy places and run with that. Like what you have done,


    Adam: man. I mean listen, that’s it. To me life is, you know, we only have a, we all share the same amount of time. So I don’t care if you’re the president, Oprah, whoever it is, we all share the same 24 hours. So how are you going to maximize that time? And for me, I, you know, I don’t want to talk to anybody that I do not have to talk to you. You know, again, I’m trying not to, my way of maximizing my time is that I, you know, I love that saying, you know, I’ve kissed enough frogs so, and it’s just, it’s gotten me to a point where I’m just surrounding myself with awesome people. So by doing that, that’s been fantastic. Again, getting back to leading a lighter life and you know, being, feeling psychologically safe saying whatever it is that you want to say, cause you can be comfortable about, you know, who you are or whatever it is that you’re delivering and being honest about whatever it is that you might be quote-unquote selling. Again, the comfort and then the success has come with that.


    Jason: I’ve been very fortunate. So let’s talk about networking, right? So for salespeople who need the network or business development or you know, expanding their network in such a way that ultimately it would yield some results in any various way. Right? So not in a specific way, but you just never know where it comes from because you’ve been in this game for so long in person networking, online networking, phone calls, like what is your thought on those different kind of networking vehicles?


    Adam: Sure, great question. Technology is a blessing and a curse. Ultimately a blessing. It’s a tool. So take advantage of this. I mean, you and I, thanks that, you know, we’re on different coasts, we’ve met through other people. All of the correspondence has happened as a result of technology. So technology is our friend. At the same time, you’ll never be able to replace in-person. It’s just, it’s chemically impossible. There’s oxytocin that is released when you sit in, you know, like right now I’m looking at you via the camera. I’ve spared you from having to look at,


    Adam: you know, so the same correspondence. If we were in person, whether we were, we’d be aware of it or not, we’d be releasing that chemical a lot to close it. And that’s just that, you know, even though I do feel good, you feel better. And there’s a lot to be said about shaking somebody’s hand. There’s a lot to be said about patents and we’re on the back. Irreplaceable. That time is just, you just, you can’t substitute so, but with the technology affords you the ability to do this, to be in contact more frequently. You can everything from even sending a text, you know, sometimes we’re all busy doing a lot of things. We are occupied, but technology has afforded us opportunities to let people know that we’re thinking about them. You know, we can connect to other people. So, you know, I’m, I’m a fan, but again, just to keep in mind that it’s a tool.


    Adam: It’s not necessarily a cross. You know, you’re building a house, your relationships are the house. You can’t build it just with a hammer. You know, you need nails, you need screwdrivers, you know you need plywood and stone and electric and all these other things that you need in order to build a really nice house. And the same with some of these relationships. So you need to meet in person, you need to be able to make phone calls. You need to be able to send texts to need to be able to send emails, all those things combined to really build that relationship house.


    Jason: Alright, that’s it for part two of four. Again, if you haven’t, make sure to subscribe and that way you can get alerts, get the episodes every single day they come out. Make sure to subscribe, rate review if possible, and then go to cutterconsultinggroup.com where you can find all of Adam’s information, his links, the transcription from this show, and leave you like I always do. Keep in mind, everything in life has sales, and people will 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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