Get ready to learn how call centers can grow your business’s revenue. In this episode of CEO Sales Strategies, Doug C. Brown dives deep into team building, building trust, call centers, and win-win selling over the phone with Jason Cutter from Cutter Consulting Group.
Jason Cutter, the CEO of Cutter Consulting Group, is an author, podcaster and sees himself as a sales success architect for companies and individuals. Even though he didn’t have a sales upbringing or background (his bachelor’s degree is in Marine Biology), he knows what it takes to be successful in sales. He is the author of Selling With Authentic Persuasion: Transform from Order Taker to Quota Breaker, and host of the Authentic Persuasion Show, the Scalable Call Center Sales podcast, and Call Center Confidence with Cutter & Catt.
Visit his website: www.cutterconsultinggroup.com
Jason is offering free copies of his books, “A Sales Consultant’s Guide to: Overcoming Objections (Yours and Theirs)” and “Motivating Your Sales Team (So you both can win)”. Email firstname.lastname@example.org and mention “CEO Sales Strategies Podcast” to get the PDF versions of both.
We’ve got another great guest. His name is Jason Cutter from Cutter Consulting Group. The reason I brought him on was because he has a vast amount of experience in call centers. A lot of times, people misconstrue what a call center is. Anytime you have an inbound effort coming on, you can consider that as a call center. A lot of people think of call centers like, “I’ve got to hire all these teams or I do an outsource type role.”
We talk about call centers on this and how you can grow your revenue using call centers. We quickly deviated into a subject that is near and dear to my heart and I find with Jason as well to his, which is how do you build a sales team the right way? What do you got to do when you have problems in your company? Instead of putting a solution in to solve that problem, how about stepping back and let’s figure out and assessing what’s going on for us? Figure before we prescribe something we diagnose. We go in deep into this subject matter throughout that, and then we come back to call centers because that was the focus originally of this particular show. He’s a super-smart guy. I think you’ll like him. Let’s bring him on in.
Jason, welcome to the show.
Thanks for having me, Doug.
You and I moved to Florida and we both moved right in the middle of the summer heat of 2021 from where we were, but you are down in Southwest Florida. For those of you who are wondering where I am, I’m up in the Orlando area and when you move here in the summertime, let me tell you, it’s hot and if you’re not used to it like I wasn’t, you wonder why you moved here. Now being late November of 2021, it’s very nice.
We didn’t come here to talk about that. We came here to talk about call centers and how people can use them and why they should and should not use them as a revenue growth strategy in their business. You have a lot of experience in doing this. I think I had asked the first question, like, why should somebody consider using a call center versus building a sales team or something of that nature? What’s the advantage of using a call center?
If we’re talking about using an outsourced or a third-party call center, there are lots of reasons to do it and not to do it. When a lot of people hear the word call center, they think big 100 to 1,000 seats and giant buildings, mostly customer service support. When you hear call center, you have this vision of what a call center is or you think of a boiler room, where it’s a bunch of people in there trying to sell. It has these different connotations. We’re talking about any organized inside telesales environments that are being run like that. It’s inside versus outside sales.
I think that’s helpful because a lot of times in B2B, they think about, “Why don’t we use call centers on B2B?” It’s like, “That could be very valuable. Especially depending on what you’re looking for help with or what would help your business most, especially for revenue, which is it appointment setting? Is it lead generation? Is it closing sales? There are so many ways to do it.” I said, “There are also reasons not to do it.” I’ll leave it up to you, Doug, where we want to go first with that?
If you have somebody answering the phone like a front desk person, you have a call center. You just don’t realize it.
You would never call it that. That’s why I usually say the word call center and I preface it with inside telephone or anything related.
If we can take those inbound calls coming in and turn them into prospects or potential buyers because we’re training the people the right way on how to do so, then you have a call center. It comes down to it. As you said, Jason, most people wouldn’t say, “I got a call center. I’ve got this person and three people at the front desk. I’ve got two administrative assistants.” That’s their job. I believe if we do this right and I’ve proved this out with even small entities like dental practices. The way that a person answers and handles that call significantly affects the revenue of the company. People don’t think about it, but the way they answer the call could either be let’s move to the next step or goodbye.
As you said, you can either outsource this process or you can have it in-house. That’s what I’ve experienced. The same thing when I talk to people about call centers, like, “What are you crazy at?” A lot of times, you can use call centers to outsource as call overflow because a missed call is a lost sale in most cases. Let’s say somebody goes, “I never even thought about it this way, but I couldn’t turn my people on the inbound play into using some authentic persuasion or something to get something to a call.” What would be something you would say, “These are the basic rules of doing this?”
I think there’s some strategy involved first, which is understanding your goal and where you want to move people to if it’s potential customers. What do that sales process and sales cycle look like? Unfortunately, a lot of companies jump in midstream without so much of the strategy, which is we need sales and clients, we need to enroll. A lot of times, where that comes from is the founder or the initial team, somebody in there is the salesperson, hopefully. They’ve gotten to a point where it’s like, “That person can sell. Now they want to have a team.”
What happens is they’re hiring people, teaching what they know, hoping they know how to sell, and they’re doing it over the phone or they’re setting appointments. What happens is there’s a tipping point where you want to start scaling, getting bigger, and potentially having multiple parts in your sales process. You have that appointment setter, outbound, an SDR or a telemarketer, and then you have the actual salesperson, the person that’s moving someone forward and getting them to agree to become a client.
What you have to do is strategize and understand, “Where do we want to go? What does that whole process look like?” If it’s a current team you have in place, “Who do I have and what are their skills?” As Jim Collins says, “In good to great.” It’s the first step to make sure that you get everyone on the bus that you want, the other people off the bus, get them in the right seats, build that process and understand, “These people are good at this.” Hire for the rest of it. Fundamentally, none of that will matter unless you have some framework of systems, processes, as well as the metrics and the way to hold people accountable.
Let’s talk a little bit about the systems and processes because I’m constantly preaching on this show’s systems process people. The reality is I know exactly what you’re talking about because if you don’t have that, you can have the best efforts going but pulling the spark wire off a vehicle. If the electrical system is not running well, it’s going to a spotter or maybe even conk out. It’s the same thing with the sales process. I’m listening to this. I’m saying, “Jason, you’re a smart guy. You got my attention. What should I think about around process and systems that I should have before I pull the trigger on doing something like this?”
The first step, and it’s going to take a little bit of a step back, is understanding. Your show is for CEOs. The CEO who is reading this is understanding what CEO and/or founder you are and where you fit in. I’ve been a longtime subscriber to Michael Gerber’s E-Myth type of model. There are three types. There’s the visionary, the technician, and the manager. In my opinion, what there is, is there’s visionary, a salesperson and a technician. If someone starts a company, is it because they’re good at making websites? They thought, “I’m going to run a business making websites.” Have other people doing that. Are they visionary person who comes up with great ideas and try to get people to do all the parts for them or a salesperson?
What I see is a lot of organizations, especially those that struggle with the sales systems, a sales-focused founder or CEO starts them that they themselves can sell. I won’t debate it on this show, but I can debate it if anyone wants. They are a natural-born salesperson, which I don’t think exists, but they’ve been doing it for so long. It’s natural, plus they’re passionate about it and they don’t understand why everyone doesn’t love their baby like they do?
They think their baby is the best. That’s why they started their company and no one else can sell it like them. That type of person isn’t thinking about scripts, systems, processes, CRMs. They’re thinking, “Anybody I talked to wants this. You should be able to talk to people and they should want this to fill in the blank service or product,” and that’s where the rub happens.
In general, sales-related sales focus people don’t like systems, processes, scripts, CRMs, or accountability. They want to do what they do best, close deals, make some money and move on. It’s about putting those things in place and here is the ultimate goal. This is what I work with a lot of companies on building. At first, it’s a little shocking and they get a little triggered by it, but then it settles in and makes sense. What you want to do is you want to McDonald’s dies, your sales operation, specifically sales. What do I mean by that? If you look at McDonald’s, they don’t produce a high-quality product. Let’s put that out there. I’m not advocating for how great McDonald’s is as a product.
What they do is they use entry-level, minimum wage, returning workers. When I was a kid, that’s all it seemed to be. It was teenagers working at McDonald’s and they reproduced the same hamburger and products day in, day out, all over the world, billions of times a day with that level of staff. We’ve all been there. We all know what that’s like and they do it. It’s because there’s a system. You put this with the fries and you do this. There is a process. The key is, with a sales operation, what systems can you put in place? Make it so that your people focus on one thing, which is the potential customers.
I’m going to go right back to what you said because I can hear CEOs right now screaming like, “You’re comparing my business to McDonald’s. They run it with teenagers. They are hormone-filled people and they’re not always focused, but my sales staff is that supposed to be.” I had this battle and I’m calling it a battle because as a person who’s run companies, myself, I’ve been in the CEO’s seat. I understand what it’s like to be there and what it’s like to be the guy running the sales side. It’s like, this company could double in size, but they don’t want to step back and assess the process of what’s going on first. They want to add more sales seats.
I’m trying to explain to them, “You’re going to grow, but are you losing money in the process?” If we step back, assess, fix the issues, and remove the cause of the problem, which is a problem right now for them, we won’t be amplifying the problem. I agree 100% with you. I’ve done this myself. It is possible to make sales almost a cookie-cutter process and the reality is it doesn’t have to be personality dependent. Many people are hiring people because they’re likable in sales versus can they create and sell through a systematic process and be a high top performer? That’s what I’m hearing loud and clear that you’re saying it. It is possible. I agree with you as possible and I also agree there is no natural-born salesperson. They are made.
To clarify, I’m not saying that people should run their sales teams like a McDonald’s. I know you’re not saying that, but that’s the part that triggers people. What I am saying is, what lessons can you take on a franchise model system? If you want Starbucks, you can choose Starbucks instead. I’ve been to McDonald’s and Starbucks in many different parts of the world. It’s always the same. That’s why people like it because I know when I’m in some other country and if I want a common experience like one that I know, go to a Starbucks, McDonald’s, or KFC.
The key is you cannot scale. I will say this. You cannot scale a sales operation based on natural-born sales superstars, which is what a lot of organizations try to do. It’s like, how do I find people who know what to do? I don’t have to manage, lead, hold them accountable, bribe them more than what’s in their comp plan and they just show up and work. I can go off and do other things. That’s what CEOs struggle with is like they should be managing and flying at 30,000 feet and running the organization.
They could keep getting pulled in by sales and all the drama. They’re like, “Get good people in there, so we don’t have to talk to them. Abdicate to good salespeople.” You can’t scale that and fill a room with 10, 50, or 100. Whatever it is that you want to get to, you can’t. Your example where it’s like, “You can grow, but it’s going to be expensive.” It’s like, there’s a hole in the bucket. You can pour more water and faster than it’s coming out. You might fill the bucket up more, but you’re still losing water out of the bottom. It’s those systems and putting things in place.
The ultimate goal of the systems and processes is not to take away the human element. It’s not to make them scripted robots. Everything else that they should be doing is being done in some systematic way or is accountable so that they can focus on what you need them for, which is to be humans talking to other scared, confused humans about making a decision.
I’m going to keep going down this path. I know we started with call centers, but this is something that we both know that people in business struggle with all the time. I love when I evaluate a company because I go there and they got three superstars. They got twenty people who are normal and they’ve got ten people that are like, “Which we should we keep? Should we not keep them? These three superstars are carrying the team.” For lack of better words, the company and the CEO are pandering to these 3 superstars and 2 out of the 3 are complete jerks. They’re disruptive to the team. They’re aggravating, rude, all of this stuff. I go and I say, “We got to move these two people.” They go, “My company will fall.”
Why? You’re not taking an ordinary sales skillset and sticking it through a very high defined process that gives them and yields the company a higher close rate and profitability, but they’re relying on these superstars, which are causing the rest of the team. It never ceases to amaze me, Jason, when we move them down the trough a little bit or move them off on an island. The other team members automatically things start progressing and rising up.
Relying on a few key people in the company to be salespeople is okay as long as you have a working system behind it and that’s the extra gravy. I want to bring that up because we haven’t talked about this, but I think you and I would be on the same page on this one. I know so many sales-centric CEOs are not because they were salespeople themselves. They think like a salesperson. As you’re saying, they’re not thinking like an ops person that’s creating the system to expand that system. Do you agree or disagree with me?
I 100% agree, especially there are a couple of things. If it’s a sales-focused founder or CEO, they think that people should be able to sell like them. They have an appreciation for those top sellers, even if they’re toxic and terrible, because they see that as the money. They’ve always celebrated that person in organizations they’ve been at and that’s acceptable to them. Winners win, other people don’t and they’re okay with that, even if it costs them. They’re emotionally attached to their revenue and their business. They need it and it’s this unhealthy relationship.
What’s interesting is if you look at the tech-focused CEO founders who are ones who they’re into the product. They’re web designer who wants to make a web designing company on their own and they have to hire salespeople, they don’t like the salespeople and then they don’t understand them. There’s a rub there.
This is the analogy I use all the time. We look at sports, for example. I’m a big basketball fan. There are twelve players on an NBA team. If they have one superstar, they usually don’t win too much. Not championships because you can’t do it on the back of one superstar. It takes a whole team. Sometimes there are trying to get 2 or 3 in there, but it usually implodes after a little bit of time because you can’t manage it. There’s not enough. It doesn’t work.
Teams that have risen and done well are maybe one superstar and then a whole bunch of supporting people that are also doing well. In a sales environment, how do you do that? 1 or 2 superstars, as long as they’re a good cultural fit and they’re not toxic, how do you move the B players into B-plus or the Cs and the Bs? If you can do that, it’s not about turning all your C players into rock stars, but if you can get your C players to produce B results consistently, not this week is good, next week is bad, but consistently, it’s a game-changer for most organization.
If you think about it in terms of numbers for the methodical people out there, would you rather have three superstars that are 50% over quota or would you rather have 30 B players who are 10% over quota? The answer should be I want both, but the reality is that if you lose a superstar, you have that one team member that you’re talking about on the basketball team like Michael Jordan or whoever it might be.
What if they get injured? They are outset. Now what?
You’re back to a team that is not producing the way it’s supposed to. All of a sudden, they go from first place this year to seventh place next year, that type of thing. This subject matter is so important for our readers because many people here when they write in or talk to me, “How do you deal with a sales team? I’m that technician. I started the business. I’m that web person. They’re driving me nuts.” Let me fill you in, folks. Salespeople are going to drive you crazy anyway. It’s the nature of who they are. Unless you do exactly what Jason has been saying at the beginning here, you put it into a duplicatable, replicatable, and accountable system. You can bring average salespeople into the system, train them up to make them better than average.
As long as you’re making your numbers, you’re better off that way because then if you lose one person, you fall by 2% versus you lose a superstar. You’re banking on those superstars as you said, “If they get hurt, they get sick, or whatever it might be.” All of a sudden, you’ve got a 25% drop in revenue going on in the company. I’m going to try to tie in call centers a little bit on this one, but this is a subject that I’m super passionate about and I can tell you are too. If we go back to call centers, what are some of the, like, “You shouldn’t build a call center of any capacity?” Is there a reason why you shouldn’t build a capacity or any call center?
I’m going to take this into two parts. One is this building an internal call center. The second one would be using an external third-party outsourced call center. The first one is the reason not to do it is you don’t know what you’re doing. I liken it to playing sales versus seeing a sales professional or running a professional organization. It’s like what you said earlier with that example of the company that wanted to double in size.
A lot of organizations go, “I’ve got these reps. If I can hire more, that’ll fix it. If I hire new reps, maybe they’ll be good. I can get rid of the old ones and raise the bar.” If that’s the case and you cannot produce consistent results, then building, increasing, and creating this call center where you have the openers, the SDRs, the telemarketers, the closers, separating that out and having that, it’s not going to work. I promise that that is going to fail and you don’t want to do that.
People don’t like systems. They don’t like processes. They don’t like scripts. They don’t like CRMs. They don’t like accountability. They just want to do what they do best close deals, make some money and then move on.CLICK TO TWEET
You need to make sure the team of your current size can produce consistent, expected results. Now, that’s not sexy. People want amazing results, superstar deals, tons of revenue, be the next unicorn and I’m speaking to all these CEOs, especially B2B and SaaS. They all want to be the next rock stars out there. You can’t improve or duplicate that until you can produce consistent expected results. If your team has 2, 5 or 10, it doesn’t matter. If they close well this month or this quarter, and then next month or next quarter, it’s in the toilet or inconsistent and it’s not what you predicted, do not expand. You’re expanding more unpredictable garbage, I promise.
The key is, can you produce it? Do you know why you’re closing deals and why you’re not closing deals more than personalities on the sales team? That’s the biggest thing. Some people want to expand because they think that’s going to solve it, it’s not right. In any other realm, if you’re not doing well at something like doing more of that something that you’re not doing well, it is not going to make it better. If you’re not very good at working out, like working out twice a day instead of once a day, and you don’t know what you’re doing, it is not going to get you better results. That’s one big part of the interim.
The external, where I see a lot of companies set themselves up to fail is they internally do not know how to close deals consistently and as expected, which is what I was talking about. What they do is they turn to or they get lured in by the appeal of an outsourced call center that says, “We can close deals for you. We can set appointments for you. We can do these things and produce you five appointments a day. We could close you ten deals a month.” Whatever that looks like.
They make these promises and talk about all these things. The company says, “Let me delegate it to them and abdicate it to them.” They know what they’re doing and they’re better at this. I can keep playing my game of whatever I do. The challenge is it is not that the company can’t sell for you, but if you don’t know how to sell your stuff, it’s going to take them a while to learn how to sell your stuff. Most companies don’t have the budget and the stomach for how long that’s going to take and hemorrhaging along the way. This could cost you $7,000, $10,000, $15,000, or $20,000 a month and it might take six months for them to produce some results because they’re trying to figure out what you haven’t figured out. If you haven’t figured it out, it’s going to be painful and expensive. You have to have a pain tolerance for that, which some companies do and most companies don’t.
I agree with you because what a lot of people don’t understand is in using an outbound and outsource call center or building an agency, which is I do a lot of help with companies there and I build an external sales team. The same thing you said, “It requires budget, stomach, and focus.” We have to manage an external sales team as much as we would manage an internal sales team. Going back to our previous conversation, if we can’t scale our internal sales team because we don’t have systems, processes and things that are better well-defined, then when we pass that off.
As you said, there are going to be inconsistencies and sometimes even worse. They’re successful as the external, but they’re not selling it the way it’s supposed to. Now when the company gets the client to onboard them onto their products or services, they’re like, “We sell fencing. They sold fencing. They sold sword lessons, but we sell picket fences.” We’ve got a problem because the client is like, “I bought fencing.” It’s like, “Wrong fencing.” They’re going to have more issues. I see what’s going on.
I want to ask you this question because it’s not to say that we shouldn’t move along expeditiously or with the intent of moving fast. I think companies move like when they’re hiring top producers or trying to hire top producers. They make decisions too quickly and they’re not patient enough. They hire somebody, then three months later, they dump out. They hire another one, then three months later, they dump out.
Now a year later, they find that right person, but they burned all that nine months’ worth of revenue going on. If they’ve had just waited five months to find the right person, they would have the right person for that additional seven months going forward. I think when it comes to building processes, putting systems, and things like that, people are not willing to step back for a short period of time. That’s what I see. Do you see that as well?
There’s so much in that. I see that too, where people jump in. They think that if I find this thing, it’s going to be the solution for my issue, my challenge, or what I need right now. You see that with hiring. I see that with technology. I see a company that interacts with a B2B salesperson and gets them all excited about how this new CRM is going to be, what’s going to fix their problem, why they’re not consistent in closing deals and the new CRM isn’t the problem. If your last CRM didn’t do well and the team didn’t care about it, I promise they won’t care about the next one either. They’ll probably be mad that you switched and then next time you try to switch, there’ll be a mutiny or revolt because they remember the last time you did this to them. It makes it worse. It’s like this death spiral.
Companies do that where they’re looking and hoping that the next one is the one. It’s almost like the gambler’s dilemma, which is the next hand will be the one that wins like, “The next rep that I hire, that will be the one. If I can hire them, they seem good. They were slick in the interview. They talked a good game. They seem to sell me well.” Here’s what’s interesting and I won’t go into deep psychology stuff, but a lot of professional salespeople are good at getting people to move forward at the moment in the sale, but they don’t care about the long term. They care about closing the deal and getting what they want at the moment. That’s what happens when you hire this person who talked a good game in the interview. You put them on the floor or into action and they’re not that good because they’re good at closing, not account management, not long term, not follow through.
I agree with you. I think it’s about stepping back. It’s like I’ll make an analogy on a life and relationship side where you see somebody who keeps dating the same person and keep making mistakes because they keep picking the same person. It seems that should work or they’re attracted to it. Instead of taking a step back and going, “What’s not working. What do I want? What will I tolerate and not tolerate?” Looking for that person instead of hoping that it will eventually work out.
I call that the Dave Syndrome because of one of my buddies, Dave. He kept coming to me. He was doing exactly that. He was dating and it wasn’t working out. One day, I’m sitting with him. We had a beverage and he goes to me, “There are no good women out there at all.” I said, “Dave, there are no good women at all?” He goes, “Not at all. I can’t find any good woman out there whatsoever.” Dave is a sweet guy. He’s a nice guy. I asked him, I said, “Dave, did you ever think that you might be looking in the wrong places for good women?” He said, “What do you mean?” I said, “Dave, you go out to these skanky bars and you’re asking out people who are going to these things, you connect with them, you go out on dates, and it doesn’t work out.”
I said, “What kind of woman do you want?” He goes, “I want one that has principles and values.” I said, “Do you want one that goes out to bars?” And there is nothing wrong with going to bars. He goes, “No, I prefer somebody a who is little bit more of a homebody.” I’m like, “Dave, do you want her to use foul language?” He goes, “No, I don’t because my parents are very religious and that type of thing.” I said, “Dave, do you want her to have a decent job?” “Yes.” “How do you know the women in the bars have decent jobs? Do you ask them?” “No, not really.” We go through this whole list and it turns out, I said, “Dave, I have a thought here. Why don’t you go to church and see if there are some girls there that you might like? Go to a church in a demographic that has a very high-income level and see if that works out.”
A month later, he found his soulmate. He has been with her ever since. He did what you said, Jason. He stepped back and assessed what the issue was. With companies, a lot of times they think, “My sales team needs sales training. That’s going to solve the problem.” I can see you smiling, grinning because you know where I’m going with this. My first question to them is, are they even trainable? What are we trying to solve with the training?
It goes back to what you said earlier. They’re not using CRM. It may not be what they want to do or in the capacity. Let’s figure out what the problem is or talk to another person? Half of their team are not following up. They’re producing leads over $2 million a year and leads that are never being followed up. They said, “I’m going to fire my sales team.” I go, “That’s not your problem.”
Firstly, the part of the problem is you’re producing too many leads for your sales team, so they’re cherry-picking them. What if we cut the leads back? Now you have $2 million more profitable at this moment. We get that problem solved and move it forward. What do you think? I think there is so much wisdom in what you have been saying on this call. To anybody who is reading, I’m going to say something. Please listen to Jason because what he’s saying is the absolute right way of doing this, not just doing it. Jason, if somebody wants to get ahold of you or learn more about you, where should they go?
If they want to contact me, the best way is Jason@CutterConsultingGroup.com. It’s super easy. Reach out to me there. If you want to find out more about my book, which I’m super excited about, it came out in 2020. You referenced it earlier, which is Selling with Authentic Persuasion. I have some podcasts. I have a bunch of content and some programs for reps and leaders. JasonCutter.com is a central hub for everything to keep it simple with all the different ways that I help individuals and companies.
I want to thank you for being here. I always try to ask this question at the end. Sometimes it’s a good thing and sometimes it’s not. If you could be any superhero present or past and redo it yourself, make yourself into a superhero, who would that be and what would you do to better the world?
I would say Superman for many reasons, which is the ability to fly, bulletproof, and all of these things but to be able to use those different aspects to help people, make things better, the fighting crime side in a universal way. I think that’s big. I can’t think of any other superheroes right now. That would be more on the hope side that would help individuals with that. That’s what’s needed right now, is people realizing what they can do and what would help them feel fulfilled. That’s the best thing I can think of on the fly.
I find that a great answer because it’s the salesperson that most people are looking for. They’re able to fly and produce. They are able to bulletproof rejection, objections, and whatever. They’re there to help people, which is a win-win. That’s the ideal sales profile for anybody. You embody what you teach people to do. Thank you for answering that question. Jason Cutter of Cutter Consulting Group, thank you for being on the show. Until next time everybody, go out there, sell something and sell it in a win-win fashion were you all.
Was that a great episode or what? If you think about it, his Superman answer was perfect. You’ve got to get somebody to be able to fly, be bulletproof and get them so that they want to help other people and do the right thing. That’s called win-win selling. You’ve got to want to fly. You’ve got that person who wants to go out, blaze the trail and win. You want to have somebody bulletproof because they’re going to experience rejection throughout the process.
They’re going to get objections, rejected, doors slammed in their face if they’re still door knocking, which people still do nowadays or social media, whatever it might be. You’ve got to get somebody who understands how to help people because that is the bridge that crosses all bridges, if you will. What I mean by that is, if you’re trying to truly help someone, people can genuinely sense that and it will bring a sense of trust. Trust sells more than any other skillset out there.
Trust is a skillset. Building it is if you know how to do it. Building rapport, creating trust, respect and getting that likeability going will go a long way in sales. In fact, I will tell you that if you could do that in a masterful way, the sales are almost closed. All you have to do is understand what they want, fulfill that with what you do, and move forward in most cases.
The last part about making people’s lives better constantly is playing win-win. You do the right thing by somebody. You walk away if it’s not right. You help them if you can. Jason had a lot of great stuff to say about what you should do in a call center or what you shouldn’t do. Part of that is creating that process and fixing problems before you go outside or even an internal call center process. If you have challenges within the current sales team, creating more activity is going to mutually magnify the challenges.
If you have a future request for a future episode, subject matter, please send me an email at Doug@BusinessSuccessFactors.com or get me on LinkedIn, @DougBrown123. If you have any need, you want to build an outside sales agency or what I would call an agency external, which could mean you want people to sell for you on full commission, you have any sales challenges, or you have questions, get ahold of me and we’ll see what we can do for you. Go out, sell something, but do it in a win-win fashion and make it a great day. One more thing, folks, if you like this show, please do me a favor. Go up and give it a five-star review. I would really appreciate it.