CUTTER CONSULTING GROUP

E59: Q&A Week: How to do you keep from going stir-crazy?

December 29, 2023



How do you keep from going stir-crazy when working in a call center?

Whether I have been asked this, or just seen it play out hundreds of times over the years, I thought it was time to answer the question of “How do you keep from going stir-crazy when working in a call center?”

  • Show Transcript

    Hello and welcome to episode 59 of the sales experience podcast. My name is Jason Cutter.


    So glad that you’re here whenever you’re listening to this. It’s today is 4th of July and hopefully have big fun plans, for lighting, fireworks, watching, fireworks, barbecue friends, family, whatever today might look like for you.


    You know, it’s funny, when I think about 4th of July, my memories as a kid growing up in California in the drought era that was happening at that time, there was no real fireworks. Maybe some ground flowers, those little snakes you light on fire in the little black like turd comes out and kind of curls around.


    That was the most exciting fireworks we had as a kid. That was all that they would allow. Anything else might cause a fire or fly on a roof and you know, there’s people doing illegal fireworks, but it wasn’t a big deal.


    Sometimes we’d go to another town and do some fireworks, but still nothing very exciting. Then I remember as an adult moving to the Seattle area and living up there, obviously no drought and a plethora of Indian reservations all around the Seattle area where you could buy pretty much anything and everything you wanted.


    So, it was funny because with my inner child that wanted to blow some stuff up that didn’t have that as, as my own childhood, plus the budget of being an adult, just remember going nuts with family and friends, buying tons of fireworks and literally lighting them off for hours such that after three or four hours of lighting fireworks, you have the mortars that explode in the air, like the professional ones to stuff on the ground.


    So, just remember getting actually tired of lighting stuff on fire and blowing up fireworks and doing that.


    But just so fun and it’s just interesting how, you know, did that later on in life and appreciate it. But whatever your plans are today, hopefully you have a good time. Whenever you listen to this. I appreciate you doing it. And focusing on the sales stuff.


    Maybe you have the rest of the week off. Maybe you’re going to catch up on this end of the time. But for today I want to answer a question that I see a lot, and again, this is a question where I’ve been asked this.


    It’s also observations, things that I’ve seen. And the question is, is how do you keep from going stir crazy when working in a call centre like in a cubicle at a desk? And this is one of the biggest challenges, right? Sometimes people are good at sitting and just being in the office environment, in a desk environment, in a cube, others just can’t handle it.


    I mean, I think one of the first things, and I learned this a long, long time ago, is this ultimately like a lot of these answers go back to self-awareness. You’ve got to really understand yourself well. I’ve seen a lot of people who don’t have the personality for sitting in an office, sitting at a desk, being kind of in one location.


    They end up in an office job and it’s literally like terrible for them. It’s literally, I wouldn’t say a personal hell, but sometimes I’ve seen some people where it’s on that extreme where it is a personal health for them. They dread going into the office. Once they’re there, they can’t sit in one place. They like to walk around. They constantly want to be talking to other people.


    They’re constantly taking breaks, you know, they’re never at their desk and so you want to take an assessment and really understand if an office job, a desk job, a cube job is really the thing for you.


    Maybe you need to be out and about. There’s some people who realize this and they like sales, so they get into let’s say car sales or they work in a furniture store or something where walking around being active, interacting with people is more in line with what they want.


    I’ve also seen people who, they go into those things like they think, okay, I’m going to go sell cars, and it turns out they really rather be at a desk. They’d really like, they like interacting with people, but they don’t want to be walking around. They don’t like that pressure.


    They don’t like that face to face. And so really the first step for this is understanding who you are, what you like, what you don’t like, where you’re comfortable. Some people, again, you get in the zone, you could sit at a desk looking at some computer monitors sitting in a cube for hours and hours and hours and you’re totally okay with it.


    I see some people they get on the phone and they’re totally fine just being on calls for hours, whatever that might be. Like what fits your personality. Some people need a view, like they have to look outside and then that kind of satisfies them. Other people, like they don’t care about the view, that’s not why they’re there.


    So you really want to understand who you are, what you like and what you don’t like. If you find it a constant struggle to be in one place or to focus on your phone calls and not be talking to everyone around you, or having to take constant breaks or wandering up and down the, you know, the cubicle rows, then you know, make sure you’re in the right place where you should be. Now, with that being said, now you want it to be fun. You want to have a good time.


    So sometimes you know, you’re working on calls or in between calls. You’re chatting with your neighbours and their desks. You know, when it comes to this, depending on what you’re selling and what that sales cycle, the timeline of the phone calls, the break schedule, just do your best to take a break. You know, when it’s time to take a break, get up, leave the area, go outside, and go on a walk if possible.


    You know, just separate yourself from the environment you’re in and take a physical and mental break from it that will help reset. Make sure you eat something, go sit somewhere else, focus on something else completely different. And then get back to it when you’re in it. So, when you take a lunch, like a lot of people eat lunch at their desk, which if that works for you, that’s fine.


    But otherwise just go and totally separate, recharge and then come back. The other thing is for going stir crazy and, and just being constantly distracted goes back to what I call a talked about a couple episodes. Go and I’ve mentioned many times in this show is having a reason why you’re there. What I’ve noticed is that people who are stir crazy, who are constantly talking to other co-workers, constantly distracted.


    They’re not tuned into why they’re there. They’re not there for a specific reason or their why isn’t big enough. Their goal isn’t big enough or they’re not winning in that goal. When people are winning, when people are tied into a goal and that’s what’s driving them to make more phone calls, take more phone calls, close more deals, do more demos, you know, whatever that might be, then they’re more focused. Yes, there’s side talk.


    You want to talk with your friends, but you’re there to be there. You’re there to work. You know why you want to be there and why it’s important for you to be successful. So if you’re also going stir crazy, keep in mind that might be an indication that you don’t have a big enough goal. You don’t have a bigger, big enough reason for why you’re there and what’s driving you. And so you just want to do that.


    Not saying it’s wrong, not saying, oh well you’re a bad person. You need to quit because you’re, you know you’re distracted because you don’t have a goal. No. The thing is to step back, see what your goals are. Why are you there? Set a big goal. Have something that drives you, something that pushes you through. Like I said the other day is you know, being focused, being positive and why you’re there.


    That will lead itself to you being happy and content in the seats, in your desk, doing what you do best because then you’re there for a bigger reason than just to have a job. If you have a job and you’re just watching the clock and you’re just punching the clock in order to make that base pay and you’re in a sales environment, then you’re going to go nuts.


    You’re going to constantly be looking for other distractions and things to do. And so if that’s you on the outside, it looks like you’re just kind of distracted on the inside. It’s an indication of something else. So hopefully that helps. Want to do a nice short episode, 4th of July.


    If you’re listening to it today, go enjoy the fireworks. If you listened to it afterwards, hopefully everyone, and, made it through. Okay. Had Fun, no serious injuries, anything like that. It was all safe and sane, as I say, in the California with the fireworks. And, hopefully you have a good day, good rest of the week, whatever you’re doing for sales.


    Always remember that everything in life is sales and people remember the experience you gave them.


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By Jason Cutter February 17, 2025
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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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