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Jeb was incredible! Initially I wasn’t sure about the expense justification, but since, I am only disappointed that I did not have my entire organization there to see Jeb.

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Fanatical Frog Eating [Podcast]

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Fanatical Prospecting Book - Jeb Blount

 

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The Only Three Questions that Matter This Year

Here we stand, peering around the corner at the new year ahead. It came fast – as new years always do. Looking back at 2016 we all have some regrets for things that we did and things we left undone; for time that was squandered; for opportunities lost. Likewise we all have accomplishments, positive changes, and progress to be celebrated.

That’s why in the days running up to the new year we reflect and revel in the chance to start anew with a clean slate and new hope. The past washed away and the future unwritten.

It is at this pivot point that you have the opportunity to make key decisions that will shape your new year. Begin with the three questions that matter most:

• What do you want?
• How do you plan to get what you want?
• How bad do you want it?

Frankly, it is about honesty. It is about being true to yourself. Start with defining what you want, building a plan, and writing it down. Set goals. Not empty resolutions. Not fleeting wishes and hopes. Real goals that mean something for your career and life.

Most people won’t and don’t because defining what you want – articulating where you will be at the end of next year – is difficult. It requires you to think. It requires you to take risk. It requires you to be accountable to the only person in your life to whom you are really accountable – YOU.

So start here. Define what you want and write it down. This means gathering up the discipline to stop what you are doing, sit down, and actually think about your future.

Yogi Berra quipped that “If you don’t know where you are going you might end up someplace else.” I love this quote because it so succinctly describes how many people aimlessly walk through life. No plan, no direction, no idea where they are going.

Here is a brutal reality. If you don’t have a plan, you will become a part of someone else’s plan. You can either take control of your life or allow someone else to control you to enhance their life. It’s your choice.

Progress is made in small steps. To reach any big goal requires you to move through a series of small steps. These steps to success must be defined, written down, and measured against deadlines. So define what you want and then develop your plan.

Then write it down. Writing down your goals and plan makes you unstoppable. When you write down your goals, ink on paper, you tap into a powerful motivational force. A written plan forces action. Something inside of you begins to drive you forward constantly pushing you towards your destination. It is there, written in stone, and it cannot be ignored until it has been accomplished.

Desire is the singularity of all achievement. Desire is the only thing that trumps procrastination. It why the most important question in any endeavor is “How bad do you want it?”

Success is paid for in advance with hard work and sacrifice. More often than not, getting what you want is more about what you are willing to give up rather than what you are willing to do.

Success is governed by the Law of Congruence. What you want and what you are willing to do to get what you want must be equal or congruent. Goals and plans don’t matter if you don’t have the desire and unwavering will to achieve them. This is why New Year Resolutions are almost never met. They are wishes born in hope and carried away on the wind as soon as the tiniest hint of adversity is met.

You will face adversity in the New Year. There will be hurdles, roadblocks, and disappointment. There will be temptations that, like sirens, distract you from your goal, causing you to forget your plans and go off course. There will always be something more pleasurable in the short-term than sacrificing for what you really want. There will be a mountain you’ll have to climb and an uphill battle you’ll have to fight. There will always be an excuse for why you can’t do something.

Picture yourself at the end of next year. Where will you be? Will you be happy, content, and satisfied with your accomplishments or be left sitting on a big pile of should-have-dones and regret for the year you wasted?

The good news is your future has not been written. It is completely within your control. Take a moment today to answer these three critical questions and build your plan for the new year.


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Fanatical Prospecting Book - Jeb Blount

My #1 bestseller Fanatical Prospecting continues to break records and is being read by sales teams across the country. Big companies, small companies, and even the National Guard are using the ideas in Fanatical Prospecting to fill pipelines.

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The Fine Art of Losing

“I hate to lose, more than I love to win.” This statement is attributed to a number of top athletes including Larry Bird. It personifies the internal drive of top competitors.

The distain for losing at anything pushes superstars to work harder and stay later, become singularly focused, do whatever it takes to outwit their competitors, and give 100% of themselves, sacrificing all else for the endeavor. In sports, sales, and all areas of life, this drive separates perennial winners from also-rans.

Sometimes though, no matter how much effort you give, no matter how hard you work, no matter how concrete your resolve, you will lose.

In sales losing is a fact of life. Over the span of your career you’ll likely lose more deals than you will win. Competitive people hate to lose. So much so they will do just about anything to make sure they win. But it is how you handle losing that makes you a true champions.

This spring, while watching my son’s baseball team, I had the opportunity to witness defeat in its rawest form. When they were on the field I could hear the Bad News Bears theme song playing in my head.

It was a tough year for our team. They were rebuilding after losing a huge senior class, so there was no depth and no others to turn to when the chips were down.

For the team it was a learning year – an opportunity to develop young players and build for the future. There were bright spots – heroic catches, great hits, and at moments solid pitching. But for the players this was little consolation. It is no fun to get beaten so badly in every game and it wore on them. In defeat they became defeated: Heads down, shoulders slumped, poor attitudes and a sad frowns on their faces.

There is just no way around it. Losing stinks. It hurts and, like a punch to the gut, can knock the wind right out of you. Even more so, when you are losing again and again and hope is fading that you will ever taste victory. After a particularly bad game my son said he was ready to quit.  He was “sick of losing and wished he’d never joined the team.”

My wife turned to him and looked him dead in the eye. “Enough!” she said. “I’m not listening to anymore of this. You are not quitting. You are going to go out there, do your best, and learn how to lose enthusiastically.” It was an important and poignant message that our son needed to hear.

In life, losing is a moment of truth. It is the thin line that separates the great from the mediocre. The great competitors use defeat to learn, adjust, and drive their determination to win. Even in the face of certain defeat, they never give up. They never quit – enthusiastically hustling with all of their might until the very last pitch has been thrown. Winners use losing as fuel to look up, get up, and fight harder.

The mediocre wallow in defeat, quit and, in doing so, go from losing to losers.

Of course, remaining enthusiastic and driven in the face of certain defeat is easier said than done. When you’ve just lost, when you feel your worst – beat down, trampled on, and disgusted – it is hard to find the will to enthusiastically jump up and throw yourself back into the game. It is certainly a lot to ask of a 14 year-old.

As a parent and a spectator it is hard not to be sympathetic. However, life is filled with defeat and adversity. He may not recognize it now, but this losing season was a gift. Learning the art of losing is critical to his development and growth and there is no greater lesson than sticking it out under the toughest of circumstances.

Perhaps, though, there is a lesson in my son’s losing season for all of us. When you are lying on your back defeated (trust me you will be), remind yourself that no matter how bleak things may seem in the moment, if you can look up you can get up.

Bear Bryant once said that “I hate to lose worse than anyone, but if you never lose you won’t know how to act. If you lose with humility, then you can come back.”

The mark of a champion is not how often you win, not how often you stand on the podium, arms raised in victory. The true mark of a champion is how often you pull yourself back up, dust off and enthusiastically run headlong, right back into the game.


Sales EQ: The New Psychology of Selling

Sales EQ Book Cover - by Jeb Blount Sales Specific Emotional IntelligenceLegions of salespeople and their leaders are coming face to face with a cold hard truth: what once gave salespeople a competitive edge—controlling the sales process, command of product knowledge, an arsenal of technology, and a great pitch—are no longer guarantees of success. Yet this is where the vast majority of the roughly $20 billion spent each year on sales training goes.  It’s no wonder many companies are seeing 50 percent or more of their salespeople miss quota.

Yet, in this new paradigm, an elite group of sales professionals are crushing it. In our age of technology where information is ubiquitous and buyer attention spans are fleeting, these superstars have learned how to leverage a new psychology of selling—Sales EQ—to keep prospects engaged, create true competitive differentiation, as well as shape and influence buying decisions. These top earners are acutely aware that the experience of buying from them is far more important than products, prices, features, and solutions.

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To Buy is Human – Approaching Buyers the Way They Buy

People act on emotion and justify with logic. From complex to completely transactional, impulse purchases, emotions drive buying decisions. The examples are legion and science is stacking up one study after another that demonstrate how emotion influences the choices we make.

Daniel Pink says that to sell is human, likewise to buy is human. Though as humans we are certain that we’re making choices based on rational logic, our best interests, or organized facts, science says that we often don’t.

Emotion is why well-educated executives make multi-million dollar decisions with massive implications to their companies because they feel that one sales team cares about them more than another.

At a wine tasting party where researchers placed the price of the wine on the wine bottles, people exclaimed that wine with the higher price tag tasted better, even though every bottle was filled with the same low-cost wine.

In another study, German beer hall music lilted from the liquor store’s speakers on Tuesdays and French music on Wednesdays. Correspondingly German beer sales went up on Tuesdays with French wine sales increasing on Wednesdays.

On the sidewalk outside the store, researchers peered into brown bags and interviewed the patrons to learn why they purchased the beer or wine. Most shoppers gave logical reasons for the purchase: Saw it in a magazine, recommended by a friend, cooking steaks tonight, like the taste premium beer.

As humans, it is important that our self-image correlate with our decisions. So, we fall on logic to justify subconscious, emotional buying behavior – thus avoiding the pain of cognitive dissonance.

Despite all the tools, information, and data at their fingertips in our internet connected world, buyers continue to make irrational decisions. Am I saying that product features, quality, specs, delivery options and speed, service, technology, locations, price, and other tangible attributes of your offering don’t matter? Of course, not. These things absolutely matter – all are tickets to the game.

However, the sales profession inclusive of salespeople, sales trainers, sales leaders, and the marketing teams that support them are and have been, under the collective delusion that buyers make logical decisions that are in their own or their company’s best interest. That they weigh decisions rationally and choose options that make logical sense.

You Don’t Need to Look Far for Proof

Evidence upon evidence and data stacked on data refute this assumption. Frankly, you don’t need to look far for proof. I have no doubt that you’ve been frustrated with a prospect into which you’ve poured heart and soul. You’ve built the case why they should do business with you. You’ve analyzed their current situation and shown them how you can save them money, time, stress, and offer better service.

The case, the proof was irrefutable, and your references impeccable. There is even a compelling trigger event to drive urgency. Yet, instead of signing your agreement, they gave your competitor who’d taken them for granted, provided shoddy service, pissed them off, and overbilled them for the headache, a second chance. I know, I’ve been there and it’s maddening.

If we were to ask your buyer why he chose to remain with a vendor that was not working in his best interest, he would lead off with a number of what he felt like were logical, rational reasons. But refuting and arguing the facts would get you nowhere. The buyer would just dig in, unmovable.

What he would be unable to explain or unwilling to admit is his fear of making a mistake; or that there was just something about you that, at the sub-conscious level, he didn’t trust; or that because he avoids conflict, firing his current vendor would put him in an uncomfortable position. Layers of emotions – conscious and sub-conscious – driving his irrational choice. Yet he explains his decision in completely rational terms.

When All Things are Equal

As a sales professional understanding how emotions dominate and drive buying decisions is critical to supercharging your income and advancing your career.

When all things are equal, and in today’s marketplace there are rarely huge gaps or differences between competitors (at least from the prospect’s viewpoint), your ability to both influence the emotions of your prospects while regulating your own disruptive emotions, as you move deals through the sale pipe, gives you a distinct competitive edge.

Emotions are difficult to wrap our arms around and are sometimes hard to face. It’s so much easier to pitch the features of a widget than turn on empathy and tune into emotions. The brutal, inconvenient truth is you can pitch, challenge, teach, and offer insight to your heart’s content but it will not matter because, People buy for their reasons, not yours.

Approach Buyers the Way They Buy

Sales and buying are woven into the imperfect fabric of human emotions. No matter what you sell, your sales cycle, or the complexity of the sales and buying process, emotions play a crucial role in the outcomes of your sales conversations, interactions, and deals.

Sales EQ - Emotions Drive Buying Decisions

Most salespeople begin the sales process from a position of logic and over the course of the sales process shift towards emotion. On the other hand, buyers tend to begin the buying process at the emotional level and over time shift towards logic.

At the beginning of the sales process the buyer is asking a basic question about the salesperson: Do I like you?

In the same moment, the seller is delivering a pitch on product features they believe will generate interest from the buyer.

Few things make sellers more unlikable than pitching.

At the end of the sales process when the buyer is asking rational questions, putting objections on the table, and negotiating, the seller is reacting emotionally to perceived rejection, desperate not to lose the deal.

And so, it goes throughout the buying journey. At the emotional level, the parties are perpetually out of sync.

Of course, I’m not blind to the oversimplification of this example. Human interaction is complex and quite often non-linear. However, dealing with people in the context of sales conversations doesn’t need to be overly complex or overwhelming.

There are a handful of principles and frameworks that guide most human behavior most of the time. When you learn to master these simple frameworks, you’ll become a master of emotions and thus, influence and persuasion.

I’ve already shared with you one of the most cogent truths in sales. People buy for their reasons, not yours. It follows then that to be effective, you must approach people the way they buy rather than the way you sell.


Sales EQ: The New Psychology of Selling

Sales EQ Book Cover - by Jeb Blount Sales Specific Emotional IntelligenceLegions of salespeople and their leaders are coming face to face with a cold hard truth: what once gave salespeople a competitive edge—controlling the sales process, command of product knowledge, an arsenal of technology, and a great pitch—are no longer guarantees of success. Yet this is where the vast majority of the roughly $20 billion spent each year on sales training goes.  It’s no wonder many companies are seeing 50 percent or more of their salespeople miss quota.

Yet, in this new paradigm, an elite group of sales professionals are crushing it. In our age of technology where information is ubiquitous and buyer attention spans are fleeting, these superstars have learned how to leverage a new psychology of selling—Sales EQ—to keep prospects engaged, create true competitive differentiation, as well as shape and influence buying decisions. These top earners are acutely aware that the experience of buying from them is far more important than products, prices, features, and solutions.

Buy Today: Barnes & Noble or Amazon

The Likable Leader: Gaining Mindshare and Stoking Employee Engagement in a Diverse Workplace

By Jeb Blount, Author of People Follow You

The Gen X leader I was working with was frustrated at his inability to get his team of twenty-something, millennial employees engaged. “I just don’t get these kids!” he’d exclaimed at our first meeting. “We weren’t like this when we were their age. We had more drive. These kids just don’t even seem to care.”

“These kids.”

After a week of watching him interact with his team, I understood why his employees were disengaged. He didn’t like them, and they didn’t like him. They didn’t respect him as a leader and were not responding to his style of communication. He was pushing them away and turning them off, rather than gaining mindshare and stoking engagement.

When I sat down with him to discuss my findings, his response was predictable. “I don’t care if people like me! That’s not what I’m here for.”

I’ve heard leaders utter the same words time and again – words that ignore the foundational keystone of the unwritten leader-follower contract.

Likability is the Gateway to Engagement

People follow leaders that they like, trust, and believe have their best interests at heart. We know this to be true because data stacked upon data tells us that when people leave an organization, they are more often than not leaving a leader they dislike.

Unlikable leaders cost companies billions of dollars in turnover, lost productivity, customer dissatisfaction, legal fees, and monetary settlements. Further, employees who work for leaders they detest are less likely to be engaged or innovate – both imperatives for enterprises that wish to maintain an edge in our hyper-competitive global marketplace.

Effective leadership requires constant, consistent, and ongoing interaction with your people. Likability is critical to how you and your message are received and how your vision is actualized by the people you lead. When people find you likable, emotional walls come down just enough to allow for openness, which is essential for coaching and understanding. Likability is the gateway to emotional connections, relationships, and engagement.

Your People Know When You Don’t Like Them

One of the universal truths of human relationships is that we tend to like people who are like us. We find it easy to connect and develop relationships with certain types of people and personalities—it’s just natural.

The problem leaders face, is with so much diversity in the workplace – including the ever-widening generational gaps faced by my Gen X leader – it is neither advisable or possible to assemble a team of people who are just like you.

Complicating things are the biases that all people bring into relationships. These cultural, racial, gender, religious, socio-economic, generational, and style biases are developed over a lifetime.

With all of these biases in play, as a leader, you will naturally dislike some of the people who are working for you. The problem you face when you allow dislike to show through is your people will notice. When this happens, because people tend to respond in kind, in turn, they will find you unlikable, and your ability to lead is hindered.

First Learn to Like Your People

You must develop the discipline to control and neutralize your biases, perceptions, and behaviors when leading people who are not like you. The key is the discipline to avoid doing what comes naturally—focusing on what is different about the person—and instead sincerely appreciating and liking the unique talents they bring to the workplace.

Unless you have a natural God-given talent for recognizing and appreciating the best in people, you will have to work at, and consciously practice, these behaviors.

  • Remind yourself to notice the positive things about people rather than the negative.
  • Focus on what they do right rather than what they do wrong.
  • Become aware of what you have in common.
  • Be intentional about liking your people.

This shift in focus opens the door to building impactful relationships with a broad range of individuals.

People are more willing to follow you when you interact with them based on who they are—not who you are. The most effective leaders are masters at this. They are keenly self-aware of their behavioral style, values, biases, and beliefs; and, they are confident enough to adjust their style to deal with people who are not like them.

People Respond in Kind

The leader who seeks to like will find that people respond in kind. Therefore, when you intentionally focus on commonality, look for the best in your people, appreciate unique talents, and flex your style to be more like the people who work for you, they will respond in kind.

They will naturally find you more likable and will be more open to connecting, coaching, and giving you their best effort.

In this way, the cultural, ethnic, style, gender, and generational differences, that are often given far more credence than they should, tend to weave themselves into the fabric of highly functional teams making them strong, resilient, engaged, and far more innovative.


People Follow You Leadership Book by Jeb BlountPeople Follow You: The Real Secret to What Matters Most in Leadership

People Follow You delivers a simple and actionable formula for building strong relationships with employees and gaining their buy-in. Ultimately, people follow leaders they like, trust, and believe in, leading to higher productivity and long-term development. By putting your people first, you’ll position yourself and your company for success.

People Follow You offers five easily understood and implemented levers critical to building high-performance teams. When you become a manager people want to follow, you’ll lead your team to greater achievement, build your reputation, and earn the career advancement you deserve.

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We’re Starving For Leaders Who Connect With Us As People

Leadership is personal. To think otherwise is to deny the very fabric of who we are as humans. People bring their own styles, cultures, morals, beliefs, ethics, and norms into the workplace making one-size-fits-all leadership impossible. Your relationships with those you lead and their relationship with you are guided and influenced by these powerful drivers and sometimes illogical emotions.

There are thousands upon thousands of articles, books, seminars, and university-level courses dedicated to teaching the mechanics of managing, coaching, and leading people. Organizations of all kinds regularly send their people to leadership-development training. spending literally billions on training current and future leaders. Yet studies, data, and our research through interviews indicate that the state of leadership in the workplace is atrocious.

Why? Leaders at all levels fail at the interpersonal side of leadership—they forget or ignore the fact that leadership is personal. The primary reason why so many leaders simply fail at leadership is that they are unwilling to accept that leadership is, and always will be, about human relationships. They wrongly believe that just because they have the word manager printed on a business card or their name is some company org chart it is enough.

In business, to be called a leader, all you need is a business card that says you are the supervisor, manager, director, or regional vice president. Being the leader, formally or informally, just means you are in charge. You are the boss—the people who work for you are obligated to do what you say . . . or else! They have to in order to keep their jobs because you have to the power to fire them.

In interview after interview with well-respected leaders, we hear the same mantra. The best leaders are the best relationship builders. These leaders understand that success as a leader is directly and entirely related to the quality of the relationships they build and sustain with the people they lead. All of the lessons taught in the myriad leadership courses and books are hollow unless and until you accept that even though your title, business card, or position on your company’s org chart may declare, “I am the boss of you,” leadership begins when people choose to FOLLOW YOU for their reasons, not yours.


People Follow You Leadership Book by Jeb Blount

People Follow You: The Real Secret to What Matters Most in Leadership

Buy the Book on Amazon Buy the Book on Barnes and Noble

People Follow You delivers a simple and actionable formula for building strong relationships with employees and gaining their buy-in. Ultimately, people follow leaders they like, trust, and believe in, leading to higher productivity and long-term development. By putting your people first, you’ll position yourself and your company for success.

People Follow You offers five easily understood and implemented levers critical to building high-performance teams. When you become a manager people want to follow, you’ll lead your team to greater achievement, build your reputation, and earn the career advancement you deserve.

 

4 Tips for Getting Past Sales Objections [Video]

Every salesperson thinks about objections. What objections they might get. What do do when they get them. What to say. The best way to respond. Salespeople hate objections because objections are speed bumps and sometimes roadblocks on the the way to the next step in the sales process and more importantly closing the sale.

This is why dealing with objections and the feeling of rejection that often accompanies these objections is one of the most difficult aspects of mastering sales.

In this video I discuss the 4 Keys to Getting Past Objections with Nancy Bleeke – Author of Conversations That Sell . Whether you are dealing with a

  • price objection;
  • shopping around objection;
  • need to think about it objection;
  • have to talk to my boss objection;
  • or we like you competitor better objection;

the more prepared and relaxed you are with your response, the more successful you will be in getting past the objection and closing the sale.


People Buy You - Influence and Persuasion by Jeb BlountPut objections behind you!

Learn the Real Secrets to Persuasion & Influence in my #1 Bestseller People Buy You

In People Buy You, you’ll learn how to:

  • Overcome three relationship myths that are holding you back
  • Use five levers that open the door to stronger relationships that quickly increase sales, improve retention, increase profits, and advance your career
  • Make instant emotional connections that eliminate objections and move buyers to reveal their real problems and needs
  • Anchor your business relationships and create loyal customers who will never leave you for a competitor
  • Build your personal brand to improve your professional presence and stand out in the marketplace

Get People Buy You on AMAZON or BARNES & NOBLE

 

The Brutal Truth About Olympic Class Sales Professionals [Podcast]

On Saturday when it was all over and Michael Phelps closed out his storied competitive swimming career with another gold medal – cementing his place on the podium as the greatest Olympian of all time – we stood in our living room and cheered for him – a standing ovation. It was an inspirational performance that left us in tears.

At my house we are into the Olympics. For two weeks my family watches as many events as possible. It is human drama on a grand scale: Victory, defeat, heartache, and inspiration. It’s what we love most about the Olympics along with the many lessons learned from these amazing athletes.

In interview after interview Olympic athletes talk about how all of the hard work has paid off. We nod our heads in agreement and applaud their effort, yet it is impossible to really understand what it is like to train thousands of hours, seven days a week, for a single event or in some cases just one race, one throw, or a single jump.

Talent, Skills, and Desire

Athletes at the Olympic level make it look easy and, because they do, we forget about the hard work that comes before their amazing feats. Of course it wouldn’t be fair to discount their God given talent without which they would never have made it that far. But talent alone is not enough. Talent needs to be molded with training, enhanced with skills, anchored in repetition, and unleashed with desire. It requires a personal commitment to achieve a goal at all costs. For Olympic athletes, success is paid for in advance with grueling training. Thousands upon thousands of lonely hours sweating it out for one moment of glory.

To be successful at anything in life requires a unique combination of talent, skill, and desire. Sadly, many very talented people ignore this fact and try to succeed on talent alone. They win some and lose some but ultimately fail to live up to their potential. Instead, because of ego, entitlement, laziness, or ignorance they live and work in mediocrity. Nowhere is this more prevalent than in sales.

Success is Paid for In Advance

Success in sales leads to a high income, flexible lifestyle, and the attainment of goals that most people only dream of accomplishing. Like Olympic class athletes, top earners make it all look easy. I’ve even overheard average salespeople describe the consistent high performance of top earners as “magical.” They exclaim in awe, “Everything she touches just turns to gold.” Like so many other people, they’re blind to the hard work, discipline, and personal sacrifice it takes to perform at that level.

You see, average performers can’t fathom the effort top performers put into training. They don’t get that success is always paid for in advance with hard work. They want to stand on top of the podium but don’t want to make the climb.

Olympic class sales professionals train constantly. They subscribe to newsletters, read articles, blogs and trade magazines, buy and read books, and listen to audio programs, and consume online courses. They practice their craft, work harder, longer, and make great sacrifices. They do whatever it takes to stay at the top of their game.

Poor performers don’t have time to learn or listen. They think that reading is a waste of time and complain when they are sent to training. Instead of hard work, they seek short-cuts and the easy way out. While top performers train, the mediocre whine from a place of entitlement about not getting their “fair share.” This is why they never live up to their potential, and many struggle to make ends meet.

Average salespeople only train and seek out help when they are in trouble (sort of like waiting until right before the Olympics to start training for an event). Just this week one of my newsletter subscribers wrote to say he wanted to unsubscribe. When I asked him why, he said that he was doing well now and that he didn’t need to be “bothered with reading more sales stuff.” Sadly, his path towards mediocrity is entirely predictable.

Training is a Way of Life

For top athletes and top sales professionals training is a way of life. When the whistle blows or a big opportunity is on the line they are always prepared to win. To be on top of the podium in sales you must invest in yourself – mind, body, and spirit. You must train like an athlete. You must stay on top of your game. You must re-learn and practice the basics again and again. You must work harder than everyone else, add to your knowledge base, hone your skills, and manage your winning attitude daily. You must be systematic and disciplined.

If God gave you the talent to sell, build a business, write, teach, coach, lead, or even swim, live up to your potential by investing in yourself and turning your talent into gold.


Fanatical Prospecting Book - Jeb BlountGet Two Free Chapters of America’s Favorite Sales Book!

My #1 bestseller Fanatical Prospecting continues to break records and is being read by sales teams across the country. Big companies, small companies, and even the National Guard are using the ideas in Fanatical Prospecting to fill pipelines.

For a limited time you can take Fanatical Prospecting for a test drive and decide for yourself if this is the book for you. Download Two Free Chapters Here