In this week’s episode, Doug C. Brown speaks with the CEO of Jet Dental, Jordan Smith. Doug and Jordan discuss how to balance empathy and drive in your journey to success, why entrepreneurs and executives should involve themselves in the sales process, and much more.
Jordan Smith is the co-founder and CEO of Jet Dental. Jordan has spent his career in Sales and Business Development with a demonstrated history in the healthcare industry and growing call centers. Before starting Jet Dental, Jordan led a 400-person sales team with annual sales of $200 million. In his free time, he enjoys golfing, skiing, good food, and spending time with his family.
Visit his website: www.jetdental.com/how-it-works
I have another great show for you and an amazing guest. His name is Mr. Jordan Smith. He owns a company called JetDental.com. They come into organizations, set up, and do in-house for a day or two days dental lab clinic. They’ll take care of all of your people’s challenges with their dental in a couple of days. They bill insurance direct so you don’t come out of pocket for that. It’s a great concept. I’m a big proponent of that. You’ll read this in the show because of things I’ve had with dental issues that have caused a loss of revenue.
We’re not doing the show on that. We’re doing the show on how empathy and drive drive the top 1%. What should you look for in that top 1%? How do you get the balance between that ego strength and that empathy and that drive? We’re also going to talk about why CEOs and entrepreneurs should always be involved in the sales process to some degree, no matter what size the company is and that how marketing and sales are intertwined now and will be forever. Jordan is a smart guy. He has built a lot of large organizations. Jet Dental is doing amazing. Let’s go talk to him.
Jordan, welcome to the show. Thanks for being here.
I’m happy to be here. I’m excited to be with you. Thanks.
I love your company. It’s needed in this world. The company is called Jet Dental. Could you give a foundation of what you folks do? I know what you do, but I love it.
We are the premier pop-up dental clinic for workplaces across the country. We’re a mobile dentist. We bring the dentist to your workplace. We go set up a pop-up clinic in a spare conference room or a training room. It’s free to the business. You can sign up online and we build the dental insurance. We’re in a network with all the major dental insurance carriers.
It’s a great way for employees to get their dental work done right in the convenience of their office as opposed to sitting in traffic and in the lobby listening to overly emotional Michael Bolton music, commencing the dentist, and coming back. It’s not a very convenient experience to see the dentist. We make that easy, and by making it easy, we get the people who need it most in your organization. Some Jet Dental patients haven’t been to the dentist in over two years. By making it convenient, we get these people to go and get the preventive work they need to be done so that they can prevent more costly issues down the road.
I went to the dentist. I have dental insurance and it was $8,000 to fix 3 teeth. I had one cavity. It was two months to get the appointment almost. It was ridiculous. That’s what I love about your company because you come in, it’s all done. I imagine there’s a soundproof room for babies like me who would be screaming, but I love the concept. Kudos to you and your company. I appreciate what you do.
We’re going to talk about a few different things. I love the expertise that you bring here. We’re going to talk about how empathy and drive can drive the entrepreneur, leadership team, or salesperson to the top 1% in their game daily. What would you consider empathy and drive?
When I think about empathy, I think about salespeople or CEOs who are trying to build win-win solutions for their customers. Drive stands for itself for people who are driven to hit their goals and to be great salespeople. All the best salespeople I’ve ever coached or been a part of tend to be at least somewhat coin-driven, goal-driven or have the drive to succeed, whatever that definition means. For some of them, it’s being top of the leaderboard every month. They get a rush of competition. For others, maybe it is specifically financial goals that they have and want to hit. The very best sales reps at least long term, also have strong empathy to make it work for the client.
If you have a rep, a salesperson, or you as the CEO yourself have a strong drive, but you are willing to take shortcuts or you don’t have very much empathy for the client, you’re more worried about winning at all costs or win-lose solutions, it’s not going to last very long. Typically, it’s not sustainable. If you’re a salesperson, you may be at the top of the leaderboard for 1 month or 2, but when those customers come back and start canceling their orders because you bulldoze them, it doesn’t last very long.
The opposite is true if you are overly empathetic where you can’t ever ask for this sale or close. You’re probably a better fit for customer service. Frankly, it’s probably not the best fit for you to be a sales rep. The best salespeople long-term have strong drive, strong empathy, very driven and goal-oriented. They want to succeed. The best sales reps are competitive. I’ve always had a lot of success hiring past athletes because they know how to set goals and they’re very competitive. They want to win, but they also know how to work with customers and try to find the best solution and the best fit for them.
We used to call this the balance between ego strength and empathy. Depending on what we want for that end result, sometimes more empathy’s better, and sometimes more ego strength is better. We used to have a team that took radio calls and inbound calls. They had to pull a credit card out of somebody’s pocket while driving down the highway at 70 miles an hour and get $229 in a short period of conversation.
Those people needed higher egos because when people push back like that, then they have to be able to respectfully, presidentially be able to come back. If too much ego strength and too much drive in that capacity, they’re going to come back in a rude way. I often liken that you haven’t been to a doctor and the doctor has no bed skills as far as empathy goes like, “Mr. Brown, you’re going to die. That’s the simple point.” It’s something like that. It’s like, “What, doc?”
Zero empathy, that type of thing. If the balance of the two is the best, you have way too much of one and way too little of the other, it’s going to be lopsided. If you don’t have both, you’re not going to make it long-term in sales. If you have way more empathy, customer service as you said is probably a better play or a farming-type sales role where that person loves them to death and sells the Labrador retriever. Constantly you are by their side and love them up.
It’s interesting that you brought that up because I haven’t heard this in a long time. For athletes, we used to hire black belts. We figured if they could get to the black belt level, they had the discipline and they are competitive. You’re calm, but you’re highly competitive as well. You have empathy and the competition. Not being braggadocious, but that’s where I am and have been. I would not let anybody beat me on my team. When I worked for corporate, there was no way. I’d stay twice as long and work weekends and Sundays.
I used to think I was arrogant, but I wasn’t arrogant. It goes back to what you said that I’d like to talk about, which is, “What drives someone?” I don’t think leaders in sales identify that enough within their team members and nurture that. What drove me is I had a baby. The pair of us had a baby. That thing kicked me into high gear. I was like, “I got this thing to take care of for the rest of my life. She’s going to live a better life than I did.” Do you agree or disagree that leaders aren’t spending enough time identifying those traits to develop the drive within somebody?
It reminds me of a story. Before co-founding Jet Dental, I was a VP of sales at a large organization. We had about 400 inside sales reps. I managed three directors who each had 10 to 20 managers who each had 10 to 15 sales reps on their team. We would do quarterly surveys to determine the effectiveness of our sales managers, “Why is this sales managers team much better than these other ones?” We developed these little quarterly surveys.
One of the things we found in doing that was that the managers had weekly one-on-ones with every single one of their teams, and that was an expectation, weekly or maybe biweekly if you had more part-time people, but frequent one-on-ones and touch touchpoints with their team members. Those were the managers who far and away beat out all the other teams. It was a factor of 20% better in sales and all the lead and lag measures were better.
It was a call center, so higher percentage of the ready time. They were ready for a call at any given time. They had more meetings, actual sales, and closes. What was interesting to me is that we asked them, “How often are you having a one-on-one? Are you having it weekly, or monthly or never having it? How prepared is your manager? How effective are those one-on-ones?” We found something interesting. That didn’t seem to correlate as much with how prepared they were.
If you had it weekly, that mattered a lot, at least in our little study of 400 reps. It’s a small sample size. I get it. What that told me is that you have to be consistent as a team leader and as a sales leader. There are going to be weeks where maybe you’re not quite as prepared for that one-on-one or that training with that rep, but you got to do it. You got to meet and talk with them. You got to do it every week. There are a lot of studies that have shown this. Marcus Buckingham has done one where they looked at one-on-ones and they found that if you’re doing it once a month, it’s harmful. It’s almost like it’s not enough.
It’s almost like the rep is like, “You’re not here enough to help me. I don’t want to talk to you. You’re just wasting my time.” If you’re talking to them daily and weekly, you can make a lot of progress with these individuals. You’re not going to develop their trust if you’re not talking to them a lot. You develop trust by spending time with people, showing interest in them, or asking, “What drives you? Why do you want to be here?”
One of the things we found effective, for example, in this last position I held at my last company, we were hiring primarily college students for this call center position. It was not a career-type sales position. It was an entry-level. They got paid well for the time they were working, but we were very transparent about that, “What are your goals? Do you want to be a Stanford lawyer or whatever? Here’s what we’re going to do.” I use that example because I had someone go to Stanford Law School after it. I joked with him, “You’re leaving your call center job for Stanford?”
We were very upfront about, “Here’s what learning sales can do for the rest of your career.” We were very transparent about that and help them see how performing well in this job would help them take their next career step. If that was with us internally, getting promoted at our company, awesome. If it was externally, great. We are very transparent about that. Because of that, we had great results as an organization. For sales leaders, you’ve got to be spending time with your people. You’ve got to be checking in with them.
For you, young sales leaders, you’ve got to work your butt off if you want to be seen as credible. At some point in your career or at your organization, if you’ve over been at the top of the leaderboard and then you get promoted, it’s pretty easy to be credible. You can point to your results. If you’re younger or newer in a sales position, you better make sure people at least know you’re working your butt off. They may naturally tend to not think you’re credible because you’re younger, newer or you’re greener, but make sure they know you’re working your tail off and you can certainly develop a lot of credibility by doing that.
The fact is the more you work your tail off that point and the more things and activities you’re bringing, you’ll catch the attention of people like yourself, Jordan, who’s the owner and CEO of the company. You’re going to notice, “Doug is out there doing all of this. Look at his pipeline. Look at that. Look at the deals he’s bringing forth. He hasn’t closed as well, maybe we need to train him on that or whatever, but he’s out there swinging the bat 24 times a day,” versus someone who’s just bringing closing but not hitting quota and putting it forth. We as owners tend to look at those people and go, “What’s wrong with Ed?” versus, “How do I help Ed?”
It’s interesting that you bring this up because I remember I helped the company. Let’s say the job of a sales manager is to grow revenue sales within a team. All of you people out there who are managers, if you’re thinking, “I’m supposed to do this or that,” your number one job, if you work for Jordan, make him smile by showing him all the numbers of growth that are happening within your management. That’s Number 1.
Your Number 2 job is to coach people. I went into a company. There’s an 82% turnover rate of their force annually. I started looking at this and I found that the sales manager was not training them. They asked me to interim take over while we got another VP in the management team. I came in and we’re training four days a week, then we’re having one-on-ones ones. They’re like, “No way.”
Here’s what happened. They ended up keeping me longer than I thought they were going to because they were coming in to get it. When we got the new VP in this company, we changed. We looked at a few metrics and changed this. They grew from $8 million to $110 million in 2 years. It’s directly to what you said. Anybody who doesn’t think this works, hopefully, that case study and what Jordan’s saying are getting you to go, “I think I need to pay attention to this.”
At that last company, we grew it to $200 million in sales. We had a formal training process when you first came on board. As a manager, I tell sales leaders, “If you hired someone who’s not performing well, it’s your fault.” You either made a bad hire or you’re not training and coaching them well enough. We owe it to the people that we hire to give them as much training and as much coaching as possible. If you have salespeople who are working hard and maybe not quite getting there, that’s someone you want to invest in. They’re putting forth the effort. They’re doing what they can and they’re showing that they care and they’re trying hard.
You want to invest in those people and try to give their best shot. It comes at a time when if they’re not performing, it may not be a good fit. l believe in having weekly meetings with your sales team. If you’re a smaller organization, that may be your whole sales team. If you’re divided up into several teams, weekly team meetings. The team leader or the manager is giving coaching and training on things that they are seeing. It’s appropriate to invite the top rep on the team to give examples of ways they’re closing better or whatever the thing you’re noticing is that you need more help with. One-on-ones are a wonderful opportunity for you to provide coaching.
For those of you who work in an inside sales environment where you have recorded calls, take time to prep for that one-on-one. Listen to those calls and give coaching in the meeting. Listen to the call with them and ask them what they could have done to improve. The number 1 goal is to increase sales and number 2 is to coach your people. The reason we coach our people is to increase sales. There’s a wonderful aspect of developing relationships and bonding with your team that also comes from that too. It’s to support increasing sales and driving revenue.
I’ll add a third, accountability. It can’t all be on the manager. What I used to do is a little trick you could use. It works well. Tell your people when they come to their one-on-one, they need to have a half dozen questions, some type of level of questions with theirs because that gets them to get engaged in the process. It’s okay if they only have 3 or 4 questions, but the reality is to get them to have some accountability in the process.
If you’re in an organization and you want your people’s teeth to be healthy, we can make a direct correlation between dental health and productivity because there are plenty of studies out there that show that if your teeth are in good order, your brain’s in good order. He’s laying it all on the line here. I’m going to put you on the spot here, Jordan. I remember you and me talking about this when we first had our first conversation.
Nothing replaces an entrepreneur or new one anyways, or even an entrepreneur-CEO from going out and continuing to sell. They should be selling first. Let’s expand upon that. Why should a CEO or an entrepreneur, “I’m already a success? I’ve got a company. Why should I have to go out and keep pounding the ground or making relationships like that? I’ve got a whole team of 200 people that are doing that stuff.”
I had a conversation with a friend who worked at my organization for a little while and then left. He mentioned, “I feel like at Jet Dental we were better at sales than a lot of the other organizations I’ve worked with, including my new one.” Nothing replaces the leadership team starting with the CEO, getting out there, and selling. If you’re an entrepreneur, the message I have for you is, “Get out there, make some mistakes and fall flat on your face.” It’s the best way to learn how to position your product or your service. Nothing replaces that learning experience of being nervous and sitting in front of a client and having them ask you a question you don’t quite have the answer for.
Nothing prepares you more than that experience, especially if you’re an entrepreneur that started a new company. All entrepreneurs know they are going to have to probably pivot, iterate, and make changes on the flight and getting out there, selling, and being the person selling gives you better feedback than anything.
Unfortunately, in this day and age, selling gets a bad rap. We know the reasons for that, and I won’t get into that. Because of that, a lot of times you see CEOs or entrepreneurs spending a ton of time on marketing. There’s nothing wrong with spending time on marketing, but if you’re not out selling, you don’t know how to market, frankly. You don’t know what questions your consumers are going to have.
Nothing beats getting out there and making 100 million phone calls and emails. You’re going to have to pound the pavement a little bit and learn directly what works and doesn’t work. Sometimes, people skip that learning step and try to go straight to, “We’re going to do this flashy advertising campaign, and I’m going to get all these leads.” They don’t get all these leads and they don’t know why. You haven’t talked to your customer. You don’t know what they like or what part of your product or service they’re interested in.”
As a CEO, you have to be able to keep your finger on the pulse of your sales organization. When I started Jet Dental, I was sales rep number one. I was that way for over one year before I hired my first sales rep. I still continue to spend a lot of time in biz dev and sales. We’ve got a very robust sales team now, and we’re growing very quickly. I’m not typically the one making the sale anymore, but I still spend a lot of time with our VP of Sales, understanding what they’re doing and how the market may be changing to continue to improve that.
I spent too much time talking about that, but I am very passionate about it. You got to get out there and do a lot of dials and cold calls yourself. If you’re a CEO who’s maybe not as sales inclined, that’s got to be one of your first hires. It is someone you trust to run the sales organization. You got to work with that person quickly to iterate your product. Otherwise, it’s going to be very difficult for you to grow.
I would agree with you on almost every point, but that last one. If you’re a CEO and you don’t know how to sell, you better darn well learn because if you’re going to hire somebody to put them into place and you go hands-off with this, it’s like hiring a digital marketing company without knowing anything about digital marketing at times.
By the way, I’m saying this out of experience. When I went into a certain sector, I didn’t understand the sector. I did exactly what you said. I pulled back and didn’t play by the rules that you and I know we should play by. It toasted me for $500,000. I love what you said because if the CEO doesn’t have the answers to the question, why would they expect their salespeople to have the answers to the questions?
One way that you develop that ability to overcome objections and have confidence in the face of challenging questions is when you have full confidence in the product or the service. Ours is a service. As the CEO, you can’t expect your people to have that confidence of you haven’t been through the process and have done it. You do have to get out there and figure that out for yourself before you can expect the people you hire to have that confidence. For salespeople, if you read this, try to find companies you have a lot of confidence in the product or the service.
You’ve got to believe in the service or product that you’re selling. If you don’t, people can tell. They can tell whether you’re genuine or not. You want to be able to believe in that. I’m not a dental professional. I don’t come from dental. I’m not a dentist, but I am very passionate about what we’re doing in dental. I’m very passionate about how we’re helping employees and people around the country to make it easy for them to get great oral health. I love the fun unique way that we’re making it convenient. Dental’s not a sexy industry for most people, but we’re doing something. We have a go-to-market strategy that’s unique and cool. We’ve got great net promoter scores and lots of five stars on Google.
That’s fun for me to see how we’re changing the lives of our consumers. When I get in the room with typically it’s a human resource professional, I have a lot of confidence in selling Jet Dental because I believe in our service and our team. It makes it easy for me to overcome objections and ask for a sale. You got to make sure you believe in your product as a sales salesperson. If you’re the CEO, it starts with you.
I’ll add to that, which is I’ve never seen anybody be in the top 1% who didn’t have ultimate belief in what they were doing because it’s if you don’t have the belief in it, as soon as that objection comes, you go, “I get it,” then they back off.
We’ve all had that experience where the salesperson is like, “I know. I don’t know what to tell you.” You don’t even believe in this like, “I’m not buying this.”
I love what you said about how they need to be out and engaged in this whole process. I have someone coming to the show. He’s a 30-year retired general from the United States Army. He helps companies with change management and leadership. I was grateful because when I read his bio and did some research on him, he was a general that was out in the field. Back in the day, Marilyn Monroe comes up on stage and entertains the troops. There are very few things that will motivate troops more than seeing their leaders in the field with them.
When I was in the military, anytime a general comes through the field, which was rare, we were always motivated with like, “Somebody knows we’re here. They believe in us.” It’s the same thing with the president. If a president of a country or whatever walks through and sees the troops and they know the president’s there in the field, and anything could happen in the minute, they know they’re not alone and there’s a bond that happens there.
I’ve found the same thing with CEOs. Russ Whitney who built a very large training company, $250 million, told me that he used to go down on the floor with the sales team and sit there every day. They trained the people five days a week. They were in the field. He would get there. He didn’t use his name. He used Bobby Jones’ name. He would take all the sales calls like that and compete with the whole sales team through the process, then he went on to build another company.
The two companies together were $1 billion. I’ve seen leaders like yourself who get out there, get it done, and then know how to answer questions and guide people, whether or not your sales team’s blowing kisses of lack of promise or whatever it might be. They can’t smoke screen you because it’s like, “This has happened.” You are like, “Yes, but what about this?” It’s cool.
There’s a whole show on this. It’s called Undercover Boss. Every time I’ve watched that show, the people are breaking down. I don’t know if they pay them extra money to break down and lose it or cry for good rankings, I’m not sure but the reality is like, “Where have I been as a CEO or leader of the company?” What we’re talking about is becoming our own undercover boss on a daily basis and understanding how the companies flow.
I spend a lot of time in conjunction with our VP of sales and I still get on sales calls. Every other month, I’m on a big sales call. I’m invited to join in on a large sales call. I like sales. It’s not hard for me. There are maybe some other CEOs or entrepreneurs who maybe are a little resistant to sales. It’s not their nature. It’s important to get out there. I have a show and I interviewed someone. They mention that they have all of their internal meetings on Monday, and he expects his executive team to spend at least two days a week with customers directly.
The salesperson got to go down and make sales. Marketing is got to be out there like listening and talking to consumers and even operations. He wants them to go and visit their operations in the field and see how things are going. It goes to what we’ve been talking about this whole time nothing beats that direct learning you get from being out there in the field and selling.
It makes your marketing better. The reality is that marketing and sales aren’t separated anymore.
It shouldn’t be anyway. It’s probably not as effective.
I’m a lot older than you are. Years ago, even when you were there, it was still separated in a lot of ways. Salespeople go, “Marketing is not giving us anything.” Those salespeople are lazy. We give them all this stuff. With the convergence of what happened over the last couple of years, things have started converging faster than anybody ever thought about. The congruency from point A to point Z now is far more important for our brands than it ever was in the past. I’m a company and I’m reading this. I’m like, “I never thought about bringing in a dental company.” How do they go about it?
You can go to our website, JetDental.com. It’s a great way to go on there and learn a little bit more about us. We bill your dental insurance. If you offer dental insurance for your employees, it’s free to you and to your employees. We ask for a minimum number of appointments, depending on where you are. We can talk to you about that on the phone.
If you’re interested, there’s an easy little form to fill and you send that out. We’ll be contacting you within twenty minutes of getting that. It’s probably less than that. You’ll get an email back from us. We’ll set up a time with you to chat. You can also book a call directly with us on our website. You can learn more there nationwide or here in the United States. Pretty much wherever you are, we’d be happy to chat with you.
I’m going to give this another plug, a different spin from a consumer’s point of view. People out sick are expensive. We’re losing. What employers don’t realize is that teeth can cause this. When they get diseased bacteria or whatever, that mimics other things that make people feel sick, stomach problems, sinus type issues, headaches, all this stuff. When your people are out, they’re out. That costs you a lot more money. I know this from personal experience because it’s going to sound like I never even take care of my teeth. Now I go to the dentist regularly. I’m water-picking and using Sonicare toothbrushes, but I had a tooth that was infected, but I didn’t know it was infected.
I was getting sick. I couldn’t figure it out. I thought I was having stomach issues. I went to the dentist, and they go, “We got to fix this. We got to do a root canal.” I’m like, “Oh, no.” They did the root canal and the next day I felt like a million dollars. I was taking a couple of hours off here and there during the week to rest. Bring your people there. Get them healthy. They’ll appreciate you far more than they probably already do and you are making the world a little better place by making them smile.
CDC estimates it’s over $380 billion annually that companies lose solely for dental emergencies. It is a big problem and it’s about half the country. Dental insurance doesn’t go annually. Even though they have insurance or you as a company are paying for it, a lot of people don’t go annually. The good news is, if you do go and get checked up, most things can be prevented. Studies show that prevention works in all medicine, but especially in oral health. It costs companies probably more than they know by not having their people be healthy.
Thank you much for being on the show, bringing you’re A-game, and telling the truth. I appreciate how frank you’ve been on here and I know other people do too.
Thanks for having me. It’s fun.
You are welcome.
Managers, your job is to coach people, number 2, but number 1, it is to drive revenue within the people that you manage. In other words, your job is to grow revenue. Coaching people is part of it. When you coach people, you want to keep them involved. Number 3 is accountability. You got to have revenue growth, coaching, and accountability, those three. Don’t be afraid to be with your people more than they want you to be. What do I mean by that? I’ve trained people 5 or 4 days a week. At first, they grumble a little bit, but then they get used to it. Guess what happens? Their skills, accountability, and sales go up. Isn’t that what you want as a manager?
As a CEO or the owner of the company, don’t you want your managers to grow revenue? Don’t you want your people developing your people because then retention is longer? In other words, you won’t have turnover. It won’t cost you 150% of their base salary and a loss per client or 250% on your managers. Statistics show clearly that it’s very expensive to turn your people over.
This is one of the reasons that I’m a big proponent of the Jet Dental program and what Jordan brought forth because you spend a lot of money with people out and you don’t realize that dental disease causes a lot of these problems. Regular checkups and things like that prevent that. Your employers are happier, the brain’s clearer and they sell better. Remember, as a CEO, you should be out there selling to some capacity.
Maybe you’re a very large company, multi hundreds of billions of dollars and you can’t be out there every single day selling, but you still want to have the pulse of what’s going on with your clientele. We do rely upon our people to give us that pulse, but every once in a while, it’s good to get out there and do it yourself because you learn things that are happening with the people on the ground and what’s happening with the clientele. That allows you to adjust to becoming a better leader and marketer and infuse all of this activity into the process.
If you like this episode, do me a favor. Go give it a five-star review. Tell someone else about this. The more people that we tell, the more people get helped because they are sending me information going, “This is great information. I appreciate you putting this forth.” We know we’re helping people because our numbers are growing every single month. Thank you to all of you who are helping us out.
If you love the content of this, and you have other content that you’re like, “I wish we did a subject on this or that,” and you feel you are the expert on that, or you don’t know who the expert is, send the idea to us at YouMatter@CEOSalesStrategies.com. We’ll respond to you one way or another. We’ll let you know, can we do it? Can we not do it? We will not leave you hanging. That’s one thing we don’t do here. If you, yourself, or someone you know want to sell to companies or individuals in a B2B style and get to understand how and what it is to be a top 1% earner, then come my way at Doug@CEOSalesStrategies.com.
We train people to do this and we also help companies if they’re looking for these elite producers because once we train them, they’re already trained to go. Hopefully, that’s settling a problem for you on hiring and training because you know that people know how to sell. As always, please go out and sell something. Sell it for a profit, play, and win. In other words, you win, they win. Make someone else happy by helping them solve a problem or gain an opportunity that they were looking for through your ability to help them sell. You win too because you gain the sale and a client. You might even gain a friend. go out and make someone happy. Make yourself happy. Until next time, to your success.
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