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    Business

    Sales Gravy: Jeb Blount

    From the author of Fanatical Prospecting and the company that rewrote the rules of modern selling, the Sales Gravy Podcast helps you sell more, win more, and earn more.

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    Copyright: © 2024 Jeb Blount, All Rights Reserved

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    Latest Episodes:
    How to Balance Prospecting Activity with Account Management Mar 28, 2021
    Show notes
    On this episode of the Sales Gravy podcast, Jeb Blount (Fanatical Prospecting) answers a listener’s question about how to effectively balance prospecting for new logos with serving and managing existing accounts.


    Maggie is a member of my insider group, and she asked me a pretty important question about how to balance prospecting and account management.

    “I’m a top salesperson, and I want to stay on top. But one of the things about my job is that I have to manage and service my existing accounts, and I have to go out and look for new logos and new opportunities. And the more business that I sell, the harder it is for me to prospect to go find new opportunities so that I can sell more.”

    If in your sales job, you have to go hunt new accounts and you have to manage the accounts that you go out and close, then Maggie’s question makes a lot of sense. It’s hard to be a hunter and a zookeeper at the same time.

    Going out, prospecting, facing rejection, knocking on doors, picking up the phone, and calling people is completely different than servicing your accounts, upselling, cross-selling, and retaining the business that you have.

    This is one of the key reasons why people struggle to balance prospecting with account management.

    P.S. You can access Sales Gravy University Here


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    Coronavirus Talk #10: On Future-Proofing Your Sales Career Mar 22, 2021
    Show notes

    On my final Coronavirus talk, I discuss what happens post-pandemic, the power of blending, and what you need to do right now to now to future-proof your sales career.

    The Pipe Is Life

    A year ago, I made the first coronavirus talk about outbound prospecting. No matter when, where, or how as a salesperson, your number one job is to go out and fill up the pipeline. A lot of people were asking questions at the outset of the coronavirus about whether or not they should prospect at all.

    And if we take a look at the last year, the salespeople who kept the pipeline full, crushed it, and salespeople across all industries had the year of their life because they kept prospecting. Salespeople who were prospecting by foot and in-person moved to the telephone. People that were using the telephone found that because they were working at home and not driving as much, they could double up on their prospecting compared to the year before.

    A year ago, prospecting consistently was the most important thing that you could do. And today, it is still the most important thing that you can do because the pipe is life. The number one reason why people fail in sales is that they fail to prospect. It’s just that simple.

    We’ve been through a lot this year. But as we start looking to the future, as salespeople we’ve got to think, “How do we future-proof ourselves?”

    There’s A Whole New Playing Field In Sales

    The one thing that is absolutely true about the last year is that we compressed about 10 years’ worth of innovation into a period of about 12 months. Salespeople everywhere woke up to a new playing field.

    This playing field was being driven primarily by buyers because buyers had changed. The new playing field was, “I’m not going in person, I’m going to be on a video. I’ve got to learn how to leverage an omnichannel approach for connecting with my customers and moving deals through my pipeline.”

    What top sales professionals discovered over the last year is something called blending.

    How To Win With Blending

    Blending is choosing the communication channel at any given point in the sales process that gives you the highest probability of achieving your sales outcome at the lowest cost of time, energy, and money. This is the formula for the future: choosing the communication channel that gives you the highest probability of getting the outcome that you desire, at any given place in the sales process, with any given customer, at the lowest cost of time, energy, and money.

    Essentially, it’s efficiency + effectiveness = productivity. It’s that simple. So as you start thinking about future-proofing yourself, the number one thing you have to do is start mastering every single communication channel, whether it’s direct messaging, the phone, video, email, snail mail, you name it.

    It’s the ability to use every possible way to connect with someone. Even with social media or smoke signals if you have to. Mastering all of those channels so that you gain a competitive edge. You can meet your buyers where they are and blend these different communication channels so that you can have more conversations with people.

    We Can Talk To More People In Less Time

    If you just go back to what I said earlier, a year ago, I talked about prospecting because one of the truths about sales is that the more people you talk with, the more you’re going to sell. But because we have all these different channels to use, now it makes sense that we can talk to more people in less time, which puts more in the pipeline. That means that we’re going to sell a lot more in the long run.

    This is future-proofing. Sadly, over the last year, I’ve noticed that there are two basic types of salespeople. There are wishbones and there are rainmakers. The wishbones are the folks that were hoping and wishing that things would go back to the way they were. There are people right now looking at the end of the pandemic, which is in front of us and it’s going to end very soon, who are saying, “I can just go back to the way I was before.”

    But let me give you a couple of stats.

    Why We Will Never Go Back To “Normal” in Sales

    McKinsey did a study of B2B sales and they found that 77% of customers prefer virtual when they’re dealing with an existing vendor. 71% of buyers say that they prefer a virtual interaction at the top of the sales funnel when they’re evaluating a new vendor. 76% of buyers said that if they have a choice between a telephone call and a video call, they want a video call.

    What buyers are telling us is that they like virtual because it’s fast, it’s easy, and it’s frictionless. And the salespeople who are adopting this new technology, they’re the ones that are owning the future.

    The wishbones who wish things didn’t have to change, the wishbones who think maybe things will go back to the way they were are deluding themselves.

    And in sales, you cannot be delusional and successful at the same time. To the wishbones who are hoping and wishing that they can go back to their comfort zones: it’s never going to go back, ever. We have changed forever. So in order to future-proof yourself, what you have to begin to do is invest and start learning.

    Sales Is About Probabilities

    I use a simple formula called Adopt, Adapt, Adept. Adopt means that I’m constantly looking for new technology, new ways to communicate, new ways to interact with my customers, new ways to sell, new ways to make myself better at the craft of selling.

    And then I adapt those new ways to my way of going to market, to my customer base, to my industry. And so I don’t just take everything and say, “Well, there’s one black and white way of doing things.” Because there’s not, right? Sales is about probabilities.

    I want to choose things and use things that give me the highest probability in any given situation. So I adapt it to my particular way of doing things. And then I practice and practice and practice until I become adept at it.

    The Difference Between Rainmakers and Wishbones

    That’s what rainmakers do. Rainmakers practice. They put it into practice and you know, they’re going to fail. That’s okay. You’re going to make a mistake here and there. That’s okay. They keep trying.

    Wishbones? They try it once and it doesn’t work, then they just go back to the way things were before. The word of the day is future-proofing. Future-proof, yourself. This is what I believe. There has never been a better time ever in the history of the sales profession to be in the sales profession.

    We have so many things in front of us and so many innovations that are coming our way. We have so many ways to connect with buyers. Salespeople who step into this future, step into this innovation, they’re going to own the world. They’re going to be the ones that are helping buyers and cashing huge commission checks.

    They’re going to be the ones on the top of the ranking report at their company and their sales organization. Future-proofing is the word of the day.

    Ride the Wave to Future Success

    So as a sales professional, right now, as we start looking toward the end of the pandemic, instead of looking backward, and thinking, “Maybe things will go back to the way they were,” I want you to think about moving forward.

    And I want you to think about the explosion of innovation that is going to be coming your way, the digital transformation that is going to be rolling over. It’s like a tsunami. And I want you to get on your surfboard and I want you to ride that wave because you, the sales professionals, the rainmakers that adopt these new techniques, you’re the ones that will own the future.

    And you are the ones that will take sales to a completely new level.

    More Coronavirus Talk Episodes:

    • Prospecting Coronavirus Talk #1
    • Excuses Coronavirus Talk #2
    • The Gift of Time Coronavirus Talk #3
    • Confusion Coronavirus Talk #4
    • Fear and Worry Coronavirus Talk #5
    • On Mourning Coronavirus Talk #6
    • Gratitude Coronavirus Talk #7
    • On New Possibilities #8
    • On Mental and Physical Resilience #9

    Our Sponsors:
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    * Check out TruDiagnostic and use my code SALESGRAVY for 20% off your entire order: https://www.trudiagnostic.com
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    How Jeb Blount Jr Learned to Love Sales Mar 19, 2021
    Show notes

    On this fun Sales Gravy Podcast episode, Sales Gravy Master Trainer Gina Trimarco and Account Executive Jeb Blount Jr discuss how they learned to love selling. From cold calling, to losing deals, and all of the challenges in between, you’ll love the story of how a young college grad finds his way in the sale profession.

    We want to hear from you. Let us know what you think about this episode – we love your comments and questions. Just send Jeb a text message at 1-706-397-4599 or CLICK HERE TO TEXT.

    Ps. You can access Sales Gravy University Here


    Our Sponsors:
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    * Check out TruDiagnostic and use my code SALESGRAVY for 20% off your entire order: https://www.trudiagnostic.com
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    When You Are Coachable People Will Invest in You Feb 21, 2021
    Show notes

    On this episode of the Sales Gravy podcast, Jeb Blount is joined by the Women Your Mother Warned You About – Gina Trimarco & Rachel Pitts.

    We get behind the scenes with the WYMWYA podcast, learn how Gina and Rachel almost broke up, the value of getting a coach, and why when you are coachable, other people will invest in helping you reach your goals.

    We want to hear from you. Let us know what you think about this episode – we love your comments and questions. Just send Jeb a text message at 1-706-397-4599 or just CLICK HERE TO TEXT.

    Sales teams that read together, succeed together. Download our FREE Virtual Selling Book Club Guide for a complete kit for starting and running a book club for your sales team.


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    3 Sales Messaging Tactics for Closing Bigger Deals Feb 05, 2021
    Show notes

    On this episode of the Sales Gravy podcast Jeb Blount and Keith Lubner explore sales messaging tactics for closing bigger deals. From stories to images to stepping into your buyer’s shoes, these tried and true techniques will help you both grab and hold your buyer’s attention and rise above your competition.

    There is no doubt that developing powerful sales messaging is one of the most challenging skill sets for modern sales professionals. Jeb and Keith break the process of down in a way that makes it easy to begin crafting sales messages that resonate.

    We want to hear from you. Let us know what you think about this episode – we love your comments and questions. Just send Jeb a text message at 1-706-397-4599 or just CLICK HERE TO TEXT.

    Ps. You can access Sales Gravy University Here


    Our Sponsors:
    * Check out Plaud AI and use my code JEB for a great deal: https://www.plaud.ai/jeb
    * Check out TruDiagnostic and use my code SALESGRAVY for 20% off your entire order: https://www.trudiagnostic.com
    * Go to https://OmahaSteaks.com and use promo code BEEF at checkout for $35 off. Minimum purchase may apply.
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    Privacy & Opt-Out: https://redcircle.com/privacy

    How to Celebrate Success During the Pandemic and Beyond Jan 30, 2021
    Show notes

    How to celebrate success during the pandemic? Salespeople and their leaders are asking this question.

    This season, the pandemic has canceled President’s Club and moved Sales Kickoffs from physical meetings to virtual. Its left many sales professionals feeling that the work they did to reach the top is anti-climatic and empty.

    In this Sales Gravy Podcast episode, Jeb Blount and Victor Antonio discuss the keys to celebrating success and staying motivated this year and beyond.

    We want to hear from you. What are you doing this year to celebrate success, reward yourself, and stay motivated? Send Jeb a text message at 1-706-397-4599 or just CLICK HERE TO TEXT.

    Jeb: Celebrating Victories, Big and Small

    We are here in studio blue with the great Victor Antonio, who I believe is one of the greatest orators of our generation. His presence on stage excites me. It’s incredible, it’s engaging, and his stories are real. The path that Victor took to get to where he is today is inspiring. You came up from poverty and you’ve built an empire since then.

    I want to talk about some of the issues that people are dealing with today in that context. We’re in the third wave of the pandemic right now, and I’m hearing stories of salespeople who just feel down. One of the people in my insider group sent me a text message and it broke my heart.

    She’s like, “I worked all year long. I put everything into getting to President’s Club, and then we had our virtual sales kick-off. I saw my name on a bullet point on a slide and it was just completely anti-climatic. How do I celebrate this? How do I tell my family and friends that I had this victory in my life?” It hurt me because I know how that feels.

    I loved to walk on stage and get a trophy, I lived for that as a salesperson. In fact, I told my sales manager, “I don’t care about the money. I want to win. I want the trophy.” So in this world, I thought there was no better person than you to have a conversation with. What can salespeople do to celebrate their victories, both big and small?

    Victor: Don’t Let Others Determine Your Value

    It’s interesting to me that people want that external validation. A trophy is an inanimate object, you know what I mean? The real victory comes from looking at everything you’ve done. Take a moment to reflect and say, “Look at what I did!” and walk on your own mental stage. We all want recognition.

    We all want our successes to be meaningful. But if I just nailed that year, my biggest trophy was always the check. That was my trophy. For people who need that external validation, why do you need it? Why depend on somebody else’s appreciation of you to determine your value? Appreciate it. Live in that space, man.

    Jeb: Trophies Are The Past, Live in The Present

    One of the things that I’ve always lived by is that when you’re in second place, your job is to take first place. When you’re in first place, you’re competing with yourself.

    The problem with getting good is that you get in first place, you win the trophy, and you forget who you’re competing with. You forget that your job is to put the accelerator on instead of getting complacent. Looking at your trophies is living in the past. There are basically three places that you can live at any given time. You can live in the past. You can live in the present. You can live in the future.

    The only place that’s real is the present right now, the future hasn’t been written, and the past doesn’t exist anymore. It’s just something that happened. One of the problems that we face when we’re struggling to motivate ourselves or feel that recognition is that we’re living in the wrong place. We need to spend more time in the present than these other places.

    Victor: The Thrill of the Journey

    I want to challenge your perception of your success a little. I think your joy really comes in the process of getting to the next level. It has nothing to do with actually reaching the next level. Everything’s a game of inches, and you’re a guy who lives like that. “How do I make it a little better?” “How do I fix that?” That in itself is your thrill. You’re always thinking, “What else can we do?” And there’s a joy in that.

    For us, the fun part of the journey is to see if I can take it to the next level. Some people see that as effort or work or almost fatiguing. The person who was disappointed in just having their name in a bullet point on a presentation is one of those people. What they’re not looking at are all the things they probably did that year to adjust, to make it happen. Even if they hit the same number in a pandemic year, I think that’s a win. Now, if you killed it, congratulations! Really celebrate. High five yourself!

    Jeb: Celebrate The Little Wins Along The Way

    If you are building anything, whether it’s a sales pipeline, a sales year, or a business, it’s long stretches of grind and suck interrupted by a few brief moments of elation. So when you get the elation, you have to be able to celebrate it. You can’t celebrate too long, but I do think it’s part of the journey. In many cases, people don’t take the time to celebrate the little wins.

    You have to be in the moment, enjoy the journey and the small victories along the way. Long stretches of pain, long stretches of grind, and a few brief moments of elation. That’s the formula. It’s not a lot of elation and a little bit of grind. It doesn’t work that way. You’ve got to pay for success in advance with some pain.

    Victor: Little Celebrations Every Day

    I want to go back to the person with their name on a bullet point. They think, “I did all of this work. I expected something at the end and for somebody to give it to me.” And what you’re saying is, why don’t you just give it to yourself every day on a daily basis after you do something cool?

    I’d rather have a lot of small little celebrations over 365 days than wait for one big one at the end. A big one’s always going to disappoint me, but man, if I can celebrate 365 wins, I’m good.

    Jeb: Changing Your Self-Talk

    An optimist says, “Hey, let me move to the next thing, move to the next thing, move to the next thing.” And I think that optimism also allows you to change your self-talk. And one of the things that I read recently is that the way that we talk to ourselves is much faster than the way that we speak normally.

    We’re speaking up to 4,000 words per minute to ourselves in our head because we compress the way that we talk to ourselves in our brains. Let’s say that you went to your sales kickoff and your name got up there, and then you felt like it was anti-climatic. If you’re telling yourself that over and over and over again, when you leave, you’re like, “Oh God, I didn’t get what I needed.”

    And you become the victim, instead of saying, “My name was on the bullet point. I mean, there were a thousand other salespeople out there. None of the other people got recognized.” It’s all in the way you look at it and how you talk to yourself.

    Jeb: Learn How To Fail Fast

    In this environment, you have to learn how to fail fast. When you’re in a situation and you are trying new things, you have to always be iterating. I’ve probably got a hundred thousand dollars of studio equipment in a closet someplace because we tried them and they didn’t work. So we said, “Let’s do it again.” We didn’t say we’re never going to buy anything again.

    We said, “We still know what we want to accomplish. What we’re looking for, this just isn’t going to get us there. Let’s do something else.” So we get better and better and better. I think this is also part of optimism. It’s looking around and every time you see something, explore it. You have to be present and say, “Look, this didn’t work.” And instead of beating yourself up for it, say, “I learned that it didn’t work. Let’s try something else. Let’s do something else.”

    You have to keep trying. Do it again, do it again, do it again. Iterate, iterate, iterate. And I think that is a big part of me being in the present. I love iteration. I love doing something and finding out, “Okay. I can make it a little bit better. Let’s do it again. I can make it a little bit better. I can get a little bit better at this.” Over time, that creates small victories.

    Victor: Just Be Better Than You Were Yesterday

    I think it’s all momentum, isn’t it? Just be better than who you were yesterday. That’s all it is, right? That’s your motivation to be better— who you were yesterday. That’s the true competition because if you start looking at what other people are doing, you lose focus on what you should be doing and what is meaningful to you.

    When you look at what other people have, you start saying, “Why don’t I have that? I should have that.” It really takes the focus off of what you really want. Your journey is your journey alone. It sounds so cliche, but the toughest road to success is the road back to you. It isn’t until you figure out who you want to be, how you want to roll, that you’re going to be happy. There is no external validation that can beat that.

    I don’t know about you, but I have my own happy dance. I do a 30-second happy dance. And I do it at my desk. Nobody else sees it. Nobody else will ever see it. But it’s my dance. I love that because it’s my personal celebration moment. That’s what matters.


    Our Sponsors:
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    Coronavirus Talk #9: On Mental and Physical Resilience Jan 19, 2021
    Show notes

    Coronavirus is Testing Mental Resilience

    The Coronavirus third wave is putting a strain on the mental resilience of sales professionals and impacting performance.

    From New Possibilities to Managing Mental Resilience

    The last time I came to you with the coronavirus talk was back in July. Back then we were talking about new possibilities— about how going through a crucible of adversity helps you lift the chains of limitations off of yourself so that you can see that anything is possible if you make the choice to persevere.

    I come to you now in January, during the third wave of the coronavirus, because I’m noticing a big problem. Salespeople are beginning to wear out. In some cases, it’s depression and loneliness. In other cases, it’s waiting and hoping for this to all be over and constantly having your hopes dashed.

    All of this stress and anxiety combine to put you in a situation where you just don’t feel very good about life. In sales, if you don’t feel good about life, it’s going to be really, really hard to feel good about selling.

    Mental and Physical Drain

    The net result is that many people just feel mentally and physically drained. In sales, you need a great deal of mental resilience because you often face so much rejection. The job is hard. And now, you have to work twice as hard to accomplish your sales goals.

    In this environment, you need a great deal of intellectual acuity in order to outwit your competitors. Mental acuity requires a great deal of physical stamina. Likewise, mental resilience is directly impacted by physical resilience.

    If you’re allowing those days when you just feel depressed to take you down with them, then it’s going to be a lot harder to to to gain the physical stamina that you need.

    A Challenge to Focus on You

    So my challenge to you on this Coronavirus Talk is to go look in the mirror:

    • Are you taking care of yourself?
    • Drinking too much?
    • Eating too much or the wrong things?
    • Getting enough exercise?
    • Are you doing things to your body that make it harder for you to recover mentally?

    If the answer is yes, resolve to make changes. Reach deep down inside of yourself and find the discipline.

    Before I made these changes, I didn’t feel good, didn’t really look good, and I wasn’t performing at my very best. Flip forward a couple of months, with a real focus and discipline on taking care of my physical health, and I’m in a much better place.

    I’ve got so much more energy and feel much more equipped to handle the disappointments, stress, and anxiety that come along with this horrible pandemic.

    Take Action

    So take action now. Start eating right, getting enough sleep, and exercising. Do this and I promise you that you will not only get through this, but you’ll also put yourself in a position to win on the other side.

    I want to hear from you. What are you doing to keep yourself mentally and physically fit during this pandemic? Send me a text message at 1-706-397-4599 or just CLICK HERE TO TEXT.

    More Coronavirus Talk Episodes:

    • Prospecting Coronavirus Talk #1
    • Excuses Coronavirus Talk #2
    • The Gift of Time Coronavirus Talk #3
    • Confusion Coronavirus Talk #4
    • Fear and Worry Coronavirus Talk #5
    • On Mourning Coronavirus Talk #6
    • Gratitude Coronavirus Talk #7
    • On New Possibilities #8

    Our Sponsors:
    * Check out Plaud AI and use my code JEB for a great deal: https://www.plaud.ai/jeb
    * Check out TruDiagnostic and use my code SALESGRAVY for 20% off your entire order: https://www.trudiagnostic.com
    * Go to https://OmahaSteaks.com and use promo code BEEF at checkout for $35 off. Minimum purchase may apply.
    Advertising Inquiries: https://redcircle.com/brands
    Privacy & Opt-Out: https://redcircle.com/privacy

    Networking Tips and Tactics for Introverts Jan 08, 2021
    Show notes

    On this episode of the Sales Gravy Podcast, Jeb Blount (Virtual Selling) and Matthew Pollard (The Introverts Edge to Networking) take on networking for introverts.

    One of the biggest myths about networking is that to be an effective networker you need to have the “gift-of-gab” and be an outgoing self-promoter. The truth is, it’s just the opposite. In fact, introverts often make the best networkers. You just need a plan, system, and authenticity.

    On this paradigm-shifting podcast episode, you learn tips and tactics for leveraging your innate introvert superpowers to target prospects and influencers, engage in networking conversations, and turn networking into a repeatable system that helps you build your business and pipeline.



    Our Sponsors:
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    How to Create a Sales Accountability Culture Dec 29, 2020
    Show notes

    On this episode of the Sales Gravy Podcast Jeb Blount (People Follow You) and Kristie Jones discuss the trials and tribulations of building and sustaining a sales accountability culture. You’ll learn that without accountability your sales team will generate inconsistent results and devolve into the wild, wild west.

    Kristie: How I Developed My Passion for Creating a Sales Accountability Culture

    I actually started in SaaS sales leadership back in 2000. As I progressed through my career, I started to work for some VC-backed companies, and I got that VC-backed startup bug. Accountability is so critical when you’re dealing with people who have given you money and expect a return on the investment. Early-stage startups and fast-growing startups are all about urgency and results. I was working as a VP of Sales and it was clear that those environments needed to have a sales accountability culture. We needed to create and maintain one.

    In about 2016, I left the W2 world and started my own sales consultancy. I’m passionate about helping early-stage tech startups build their sales teams and formalize their process. I spend a ton of time doing executive coaching on accountability culture. I’m still walking into companies and talking to them about accountability culture after really not seeing it. That includes everything from not having firm quotas, to not dealing with “accountability dodgers”.

    Jeb: Too Much Money, Not Enough Leadership

    In some cases, there’s zero leadership, too much money, and people run wild. In other cases, you’ve just got a founder who is trying to put everything together. There’s an inflection point where if you don’t create some accountability, it’s a disaster. What advice do you have for a business, no matter where they fit on that spectrum, for sales leaders or executives, to shift into an accountability culture?

    Kristie: Expectations Are The Foundation Of A Sales Accountability Culture

    It starts with setting expectations and putting those in writing. In the middle of this pandemic, it’s more important than ever. There’s more uncertainty than ever before, which also means that sales reps need accountability more than ever before. They need to understand: “What will cause me to lose my job?” Everybody’s worried about that. They need to understand the circumstances around that. A sales accountability culture starts during the interview process. During the interview process, I’m already starting to set expectations just by the behavioral-based interview questions that I’m asking to ensure that people will walk their talk and that people will fall on the sword when they need to.

    During the start of COVID-19, I went back to all of my clients and former clients and wrote a little how-to menu and said, “You have to create accountability around the work schedule because the work schedule is not eight-to-five anymore. You have to understand what you can expect from them, even from a work schedule standpoint.” Also, expectations are a two-way street. As a leader, I can’t just sit down with you and say, “Here are my expectations, let’s negotiate them and put them in writing.” I also need to say, “Here’s what you can expect from me.” And then, at the end of our expectations meeting, I ask, “What do you want me to do if you don’t hold up your end of the bargain?” I let them set their own consequences.

    Why would I wait until it’s gone south on me, just to go back to fix it in a way that may not work for the rep? I hear everything from, “I need a gentle reminder,” to, “I need you to take me out to lunch, clearly something’s going on and I need some one-on-one attention.” I hear a lot of different answers to that question, but I write those down on the document, too. And so it’s so much easier for me to go to a rep who’s not walking their talk and say, “We had this conversation and this is what we discussed. This is what you told me to do if you weren’t holding yourself accountable. I think we’re at that place, so now we can have that conversation.”

    Kristie: Don’t Wait For A Crisis To Have Clear Communication

    I let the conversation happen a couple of different ways. So I want that first conversation to happen in the first one or two weeks of onboarding. I spend a lot of time helping my founders onboard new reps, and I build that in. I create an hour-by-hour, day-by-day, formal onboarding plan for the first two weeks for my founders, including a two-hour expectations conversation. If I worked with the founder before, they can run through that themselves. I want them to understand not only expectations but also communication.

    For example, how does the employee want to be communicated with? We’re dealing with a lot of Gen Y and Gen Z, right? So they like having conversations over Slack. And I always say to people, when my door is open, you’re welcome to come in. But I run a very tight schedule. I say to them, if it’s a 911, you better text me. If you need an answer in 24 hours, email me. Those are expectation conversations, too, that people just don’t think about. Business is shifting so quickly that you really need quarterly expectations conversations.

    You can’t just set expectations in week two and expect them to not change by month nine. So we need to sit down quarterly as a team. What are the expectations of the team, as well as individual expectations? We’re going to have these conversations upfront so we don’t have to have a very awkward conversation in the middle of a crisis.

    Jeb: Why Expectations Matter

    That expectation meeting matters, because when I look back on the early stages of our company, our biggest mistake was not having those conversations. So when there was a crisis, it was pretty easy for the employee to look at me and say, “You didn’t tell me what to do.” And there is a truth in the fact that if people think they’re doing the right thing, it didn’t even occur to them to do anything else.

    Kristie: A Rep’s Failure Is Also The Leader’s Failure

    You’ve got to go in with that attitude. I assume everyone is doing the best they can. Sometimes the best they can do is subpar, but only because I failed them as the leader. When executive coaching, I’m teaching them how to do this because my clients can not afford to make hiring mistakes. They can’t afford to let people go because they didn’t know they should have had these conversations. And now things are so left of center that there’s no coming back to the center.

    I think one of the harder things for people who are the hiring manager, whether that be the founder, whether that be HR, whether it be the VP of sales, is that you might’ve mis-hired. That’s accountability for yourself. That’s saying, “I made a bad hire. I’ve got to fix my own problem.” And again, it’s not the employee’s fault. I always take full responsibility for bad hires because I should know better.

    We had a mis-hire that happened, and I consulted with the founder and said, “This person is not qualified for this job. You’re going to set them up to fail, and it’s never going to be their fault.” And now seven months later, after two of the four sales reps quit, now we’ve got ourselves a problem. Now we have to make the decision we should’ve made if we were disciplined during the hiring process. But the other thing that people don’t realize is the morale problem that it causes. When I terminate a rep for accountability issues or non-performance and another rep walks in my office and closes the door and says, “We weren’t sure how long it was going to take you,” it’s embarrassing.

    The managers always are the last to know, right? We’re not living amongst the gossip and we’re not going out for a beer afterward with the employees, but I’ve had that happen to me two or three times over 20 years. And it is embarrassing and humiliating that your team was waiting patiently for you to get rid of the bad apple so we could change the culture on the sales floor.

    Jeb: Leaders Must Be Accountable To Themselves

    That is one of the keys to creating a sales accountability culture. You’ve got to recognize that people who aren’t accountable pull down and hold back the very best of the best salespeople. They are lifted up when they’re surrounded by people who are accountable to the mission, accountable to the numbers, and accountable to integrity. I think sales is a competitive environment where everybody is working to get to the top of the leaderboard. There can’t be backbiting and people doing side deals behind your back. And I’ve had that happen in my own business and people didn’t tell me, so I found out later on.

    It pulls the entire organization down. Even if they are your top salesperson, it pulls everybody down around them. That’s just a key part of building that accountability. One of my early leaders and mentors, Mary Gardner, who in my early twenties taught me how to be a sales leader, said to me: If you have to fire somebody, the first thing you do is go into the restroom, look in the mirror, look yourself in the eye, and you say, “This is my fault. It is my fault that I have to fire this person. I own this, I’m accountable for this.”

    Then you go fire them. It sounds weird on the outside, but it was a really important lesson. I’ll have leaders even say to me, “Well, I didn’t hire that person.” But they don’t get a free pass on that, either. You’re firing this person and it’s your fault because you couldn’t coach them. It’s your fault because you couldn’t make them better, and it’s usually your fault because you hired them in the first place. You did it too quickly and you didn’t ask the right questions. I think that as leaders, if we’re accountable to ourselves, then it’s easier for us to lead from a place where we’re saying that this is a place where we’re all going to be accountable for the things we’ve promised the organization.

    Kristie: How To Begin Creating A Sales Accountability Culture

    Don’t forget that it’s a two-way street. I can’t set expectations for my sales reps, but not be willing to be held accountable myself. Tell them: “Here’s what you can expect from me now. What else do you need that I didn’t mention? What else are you expecting from me?” These sound like complicated conversations, but with a couple of these under your belt, they’re not. I promise that it will make your life as a sales leader so much easier. It will add a level of respect to your organization and the team. Not every department has an accountability culture, either. I tell sales leaders that we’ll lead the way for the company and set the example.

    Everybody’s looking to us anyway, so we’ll create an accountability culture. Set those expectations, and then set consequences. You and I talked a lot about termination today, but it doesn’t have to get to that point. There have to be milestone consequences along the way. How are we going to handle that? Ask the employee, what do you want me to do? Let them set their own consequences. You have to negotiate that and agree to that.

    As a new leader who comes into an existing team, you have to sit back within the first two weeks and have those expectation conversations. You have to start all over again, no matter whether the last leader did it or not. This is now your team. It needs to be run by you and they need to understand what they can expect from you.

    Get Kristie’s free resources here: https://salesaccelerationgroup.com/salesgravy


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    How One Entrepreneur Leveraged Fanatical Prospecting to Build His Business Dec 18, 2020
    Show notes

    On this inspiring episode of the Sales Gravy podcast, Jeb Blount (Virtual Selling) talks to Brian Knox, owner and founder of B Knox Photography. This young entrepreneur leveraged Fanatical Prospecting to quickly ramp up his successful and fast-growing photography business that he started this year. This conversation about sales and entrepreneurship is both educational and inspirational. Sales and the things that we do in sales matter, wherever we are in life. And we can all chase and achieve our dreams if we just make the decision to take action. Listen all Sales Gravy Podcast episodes here. Brian: Why I Started My Business I was in corporate life from the time I graduated college in 2000, all the way up until 2020, and the last four jobs that I had in the corporate world were inside sales and customer service. Then between 2013 and 2015, I moved into more of a pure sales role where I was cold calling. Our training was basically watching a guy do it for two days. Then they hand you a computer and a phone and you’re kind of on your own. There wasn’t a lot of sales training. That was when I first found your material, because I was honestly trying to ease the pain of, “How do I sit here for eight hours a day and drum up business?” I was averse to it. Then, I moved into a sales coaching role with a local plumbing, air, and electric company where I was teaching their technicians some of the basics of sales psychology, and going out in the field, and helping them with their sales process. After that, I was in development at Habitat for Humanity of Greenville, which was essentially a sales role. That’s where I put into practice what I had learned in those first few years, and what I was teaching the guys on the field, in order to bring in donations for Habitat for Humanity. I finally left that job to start the photography business full-time in February of this year. Brian: What Photography Means to Me I got my first digital camera in 2004 or 2005. My dad was into photography. He didn’t train me, but I was at least exposed to him having a camera. When I got my own digital camera, that kind of launched it for me. It was very simple to make art by just going out and clicking a shutter. I did it as a hobby and on the side. I started picking up initial gigs, which were typically family. I chugged along making a little money for about ten years. But then I began to apply sales techniques to what was my side hustle, at that point. I started to get traction with that and then I went through six months of wrestling with the question, “Do I quit and go full time with this, or do I just kind of keep it as a side thing?” I felt that it was more of a contribution to society and to the world to take my skill and talent and give that in the form of photography, as opposed to being in the sales trenches. Jeb: On Entrepreneurial Journeys I remember when I first started Sales Gravy 13 years ago, we were in the middle of the Great Recession and I had to make a pivot in my career. I decided that at that point in my life, I was either going to be an entrepreneur, or not. I always wanted to run my own business. Because I was good at selling and great in the corporate world, there wasn’t a lot of incentive until I found myself on the street trying to figure out what I was going to do. But for about three years, I was constantly terrified that I was going to fail. I would wake up in the middle of the night in a cold sweat. Like, am I going to make it, am I going to have to crawl back and beg for a job? What was it like when you first started? And are you still in that place of, “Do I let go of what I’m used to”? Brian: If You Try, You Can’t Fail It’s gone really well this year, but I definitely have those same concerns. I also remember waking up in the middle of the night and wrestling with things like, “Well, what if it rains that whole next day? Then I can’t do the outdoor construction shoot, so I don’t make any money.” Your brain just goes to all of these irrational places about why you’re going to fail. Someone told me to remember that it’s reversible. If at some point it’s not going well, you can turn around and go back and get a day job or a W2 job. You also hear people say to burn the boats and don’t give yourself an opportunity to go back, then you’ll drive yourself to success. I was in that first group that was like, I’m going to go try this. I’ll regret it if I don’t. And if all else fails, then I can go back and get a regular job. The stakes were higher because I had the Habitat job, which was the best job that I ever had. Those are the best people. It was the best mission. It was my favorite job. I felt like if I failed, I’d have to go back to something that just wasn’t as great. But if you go out and try, I don’t see it as a failure. If you don’t have great success, and you do have to turn around, I think the credit still goes to the person in the arena, the person who goes out and tries their hand at their dream. Jeb: Attracting Customers in A Competitive Industry I think there’s a lot to be said about how your belief system and your attitude attract people and opportunities into your life. I believe that about prospecting as well. I think the salespeople who are prospecting get lucky. It’s not always a direct, “I talked to this person, therefore I get”, but more like, “I talked to this person, they told somebody that links with somebody else, my phone rings.”And sometimes we don’t put all those dots together, but I do believe that’s true. Photography is one of those professions where people have that dream and then they get into it and they don’t realize how insanely competitive it is. Everybody wants to be a photographer. Many people get into photography and very quickly exit because they find it hard to make a living. I think this is important for salespeople as well. They’re out there thinking, “Man, my competitors, they got lower prices, they got this, they’re beating me up, blah, blah, blah.” You jumped into one of the most competitive industries in the world and tried to make a living in it. Talk to me about that. Brian: People Buy You I think people buy you. I really believe that. The marketplace is super crowded. There are a hundred other photographers that can come and take your real estate listing photos, your headshot photos, your company’s website photos, and do it well. You really end up, especially as an entrepreneur, selling yourself, your vision, your passion, your process, how you go through homework before the shoot, your personality, and how you respond to texts and emails. Jumping into a crowded marketplace is daunting, but in another way, it really lets you express yourself fully and be who you are. By being a little different, by being unique in some way, you can separate yourself from the competition. I just started to sell myself. I shared my life and my photos on social media, and that started to attract what I’ve been able to build into a pipeline. Jeb: Real World Applications — Clients in Real Estate The more people you talk with, the more pictures you take, the more clients you have, the more opportunities that come in. Let’s break down the real estate example. If you’re working with a couple of brokers and they’re listing houses, what they really want is they want to trust that you’re going to pick up the phone when they call. You’re going to go get the job done. You’re going to go get the photos that they want because you’ve taken time to understand them. And then you’re going to get it up and running for them fast on Zillow so that they don’t have to think about it, so they can go focus on real estate. They could probably go take the pictures themselves, right? But they want to go knock on another door and get another listing. Brian: Time is Money Exactly. I’m not selling just a well-exposed bedroom photograph, I’m selling that real estate agent their time back. I was able to understand the value of sales. I started to see it in my own journey, my own life. The realtors are selling their butts off every day. They can have another meeting, another coffee, get another contract. That’s what’s paying their bills. Shooting photos is a very low-value activity for them. That’s what I would put right in the copy I would send to real estate agents. I’m not saying my photos are tremendously better than anyone else’s, but you can trust me and rely on me to operate efficiently so that you can move on to a higher leverage activity, like getting the next lead into your pipeline. Jeb: Problem Solvers Are The Champions of The World Problem solvers are the champions of the world. Photographers, they’re pitching pictures, but you’re pitching what your pictures solve. It’s the service. It’s peace of mind. For example, if you’re taking pictures of a wedding or of someone’s family pictures, there’s a lot of emotion involved. What I’ve found with those types of relationships is that it’s the photographer that sits down and creates the entire experience. It’s not just that they’re snapping photos, but they’re sitting down and talking with us and asking us, what do you want? And what’s important to you? What do you want to capture? What are you looking for? What are your family values? And by listening to us and making us feel like we’re part of the process. Then there’s the artwork on the back end to make them look the way that you want them to look. But it’s still the same thing. It’s not about the picture, it’s about the emotion that we feel while we’re working with that individual person. And it’s that emotion that causes us to tell other people. Your buyer’s emotional experience while they’re working with you is a more consistent predictor of outcome than any other variable. You said this, people buy you, right? But you have to talk to people. As an entrepreneur, you have to be fanatical about prospecting. You have to be a nut job about building your business. Many entrepreneurs forget about the selling side as they’re building this ideal vision of what their business is going to be. And in the meantime, they don’t make any money while they’re building their blog and putting together their business cards. How do you remain consistent in your business development practices while you’re running the rest of your business? Brian: Always Show Your Work I think a great tactical shortcut right here is to show your work. That’s how I started this job. I would go shoot. The photos I would shoot, I would edit them. I’d post them to Facebook. Shoot, edit, post to Facebook. Then I started to get traction: “Hey, can you come out and shoot the swim meet?” “Hey, can you come out and shoot me with my dog?” “Hey, our company needs new website photos.” So it started to build a little bit organically. When I was showing my work, I wasn’t waiting to be discovered. It’s one of those big soapbox topics that’ll get me cranked up like an old van. You’re not going to get discovered. No one’s going to discover you. You have to show your work. I think people will be better served by consistently putting their stuff out there instead of sitting back and thinking, “I’m excellent. I’m a killer photographer. Why aren’t companies finding me?” They’re not going to find you. Sometimes you have to pursue, and you should pursue the ones that you want to work with because they will say yes, eventually. Brian: Finding Balance As An Entrepreneur It’s easy to start to reach overwhelm when you’re the sole proprietor and you’re doing the billing, marketing, shooting, and everything else. I’ve stayed pretty close to burnout much of this year, I can say. But I’m also very excited by the possibility of selling, and I very much believe in it. I wrestle with the fact that I have a lot of business and this is great, but at the same time, I want to be selling more. I’ve just kind of wondered, how do I throttle between driving or pursuing the business that I want, but also delivering on the day-to-day? I think part of the answer lies in curating the type of business that you’ve taken. I said yes to every job when I first started, and it’s just not the best technique. I realized that every yes that I’m telling a company is also saying no to another opportunity. Jeb: Say Yes To The Right People When I started Sales Gravy, I took anything because I had to build. Some of those yeses came back to haunt me because they were taking me away from other things. Some of them turned out to be the greatest yeses I ever said yes to, because they changed the organization. I don’t think, as an entrepreneur, you have much of a choice. It’s really nice to idealistically say that all customers aren’t good customers, but when you’re trying to pay the light bill, any customer is a good customer. I think what happens over time is that there’s a curve. As you grow and get more mature, you can be pickier with what you want. It’s no different for a salesperson. If you’ve got a full pipeline, you can be really picky about the deals that you’re going to work on so that you spend your time on the most lucrative deals with the highest probability of closing. If you’ve got an empty pipeline, you’re going to take anybody that calls or says yes. You’re going to show up. You’re going to drive across town for eight hours, in order to go see a company for 20 minutes that may or may not do business with you, ever. But when you’re full, you don’t have to. This is part of being an entrepreneur. I don’t think there’s anything wrong with saying yes when you get started. You just start teaching yourself what not to do through the mistakes that you make. Jeb: The 30-Day Rule We talk about the 30-day rule in Fanatical Prospecting. The prospecting you do in any given 30-day period has a tendency to pay off over the next 90 days. In other words, the work that you’re doing now to connect with people will start to pay off in the next 90 days. Well, you take a week, two weeks, three weeks, or four weeks off, then suddenly you’re on the desperation rollercoaster. Too many entrepreneurs live in the feast or famine amusement park. It’s up and down, up and down, up and down. Salespeople do the same thing. It’s an awful way to live because there’s so much anxiety, stress, and pressure. Then what do you do? You make really bad decisions. You start saying yes to everything again, and you don’t want to do that. It is key for entrepreneurs to schedule time every single day for business development. Clearly, there’s going to be some days where you can’t always do that. My advice is to never let a day go by that you don’t do something, even if it’s just five minutes. You said something earlier about passion, and I love the way you explained it. The way I look at passion is that it’s awesome to be able to follow your passion. But it is way better to bring your passion with you wherever you go and with whatever you’re doing. You need that passion to help you do the hard things. Working on a project, serving your client, taking care of them — that’s the fun stuff. Calling a stranger, cold calling, reaching out, going to networking events, following up on things — that’s the hard stuff. As an entrepreneur, if you’re not willing to do the hard work, what you have is a hobby, rather than a business that you can grow. Jeb: How to Scale Up The Right Way My advice is that you’re going to reach some level of success where you have to start making some decisions about what type of business you’re going to be. Are you going to continue to be a sole proprietor business where you’re doing all the work, or are you going to scale? If you do scale, you have to bring on other photographers, because you’re a good salesperson. You can cover sales for a while, but you can’t cover the work. So you have to go out and bring more business in and bring another photographer in. The more photographers you bring in, the more you can scale up. They don’t have to go prospect, because there’s a lot of people out there whose ideal is…

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