The Loser's Limp

0:03 Thank you for joining us on the Winning It Selling Podcast. I'm Professor Scott Plum of the Minnesota Sales Institute, and with me is Bill of Health Camp of Reach Development Systems. We've all seen it. Perhaps it's the baseball pitcher who gives up five runs in the second inning, and all of the sudden his arm is too sore to continue. Or maybe it's the marathon runner who sees that she is too far behind to win, and suddenly comes up lame.

0:27 These are examples of the Losers Limp, the athletes who exaggerate an injury when they're facing defeat. Giving into the Losers Limp can destroy your ambition, and so it must be confronted and overcome. Don't skulk away with a phantom hearing problem, but stay tuned as Scott and I dig into the Losers Limp and other fascinating facts on Episode 635 of the Winning It Selling Podcast. It's an interesting position on dealing with adversities and struggles, and I'm looking forward to getting into that topic.

1:09 I know we've got some great examples of the Losers Limp. Yeah, well, we've seen it. Yeah, yeah, we have. But before we do that, we're continuing the book, New Sales Simplified by Mike Weinberg, we're on Chapter 3. This is the chapter the sales people love, because it blames everything on management. Well, it's a two-way street. That's right. That's right. It happens in a vacuum. Accountability increases morale. I really believe that.

1:34 And when everybody's working together, morale increases. That's the long way of looking at it, but I think it's very, very true. So this chapter breaks down into six parts, and I'm going to go through each one of them and give some examples, Bill. And I really want to talk about the second one the most during the show. But the first one is, why sales coaching develops into consulting? And the line that I took out of this chapter is the primary objective of my initial engagement with the company.

2:05 So Mike is speaking, is to almost always coach a sales team, or at least certain members of the team, including the leaders and managers, which is different than consulting. Coaching is an ongoing activity for all sales leaders, just like recruiting is. We always, always, always have to be recruiting. We are always looking for great, great talent. But why do you suppose coaching is so important, Bill, when it comes to being a sales leader, sales manager within a sales group?

2:32 Well, I think any coaching, the issue is we can't see the mistakes we're making. We can't visualize and you and I have both run into the situation where we come in to work with an organization and the problems are glaring to us. And there are things that the organization just says, oh, that's just the way we do things here. Right. And I think these next five things that he talks about, I think what he's talking about in this section of the chapter is really why he as a consultant or as a coach, it always becomes more.

3:05 There's always consulting to do because there's mistakes that are happening in an organization that have to be fixed in order for the coaching to work. Mm-hmm. Right. Right. There needs to be a foundation and a system to build on and a behavior to identify and reinforce and correct through coaching. I'm always impressed that the greatest players in any sports team, they didn't start with a coach. They didn't start with a coach that ended up becoming a great player.

3:35 It may be a coach that was a good player and then later became a coach and they became a great coach, but they were a good player. Yeah, I very seldom see the really great players becoming coaches because they don't understand why. I've used this example before. Kirby Puckett once said, they asked him, how can you hit the ball so well? He says, it's just that big, man. It's just that big. He's just as big as a beach ball.

3:57 He just hit it. Yeah. And not everybody sees the ball in the same way. So maybe he had some special ocular vision that slowed things down for him so he could hit the ball. Most of us can't even see a 90 mile an hour fastball. It goes by so fast. So true. So I think people like Ron Gardner higher were better coaches because it took them everything they could learn to make it to the big leagues for a couple of years. And they were able to hang on for a few years, but that was because they learned tricks and tips that they could then teach.

4:33 But somebody who just thinks the ball is that big, that's their only advice they can get. Just hit it, man. Yeah. Too often we hear about companies taking their top sales rep and promoting them as sales manager. Huge mistake. You lose the revenue. You end up frustrating the sales team and you frustrate the sales manager that was a great sales rep because they don't know how to teach people how to sell. They know how to do it.

4:55 They just don't know how to teach it. Yeah, it's usually the mid-level salesperson who had to work really hard. Mm-hmm. Look at the activities that they're doing to see if you want to make them a sales manager, right? Not at the final results. Don't look at the lagging indicators, look at the leading indicators. What is this person doing? You know, sometimes somebody does have a really good territory. Mm-hmm. And it just happens for them.

5:19 That doesn't mean they're going to be a great leader. Yeah. And sometimes they've been there the longest, which is why they have the best territory. All right, the second part is sales follow strategy. Mr. CEO, Mr. CEO, please do your job so I can do mine. I love this part of the book. This is the second one that he mentions in chapter three. It's the CEO's job to determine and articulate the company's strategy. It's essential to be able to inform the sales team about these six things.

5:49 I'm going to go through them and then we can talk about them individually. Our reason for existence. Number two, the direction the company has headed and why it's the correct course. Number three, what we sell and why we sell it. Number four, which markets to pursue and where we are positioned in those markets? Number five, the competitive landscape and how we stack against competitive offerings and why we are better and different.

6:19 And the last one, number six, why are pricing models appropriate for the value we create in the markets we're pursuing and against the competition we're facing? Man, isn't that just creating a clear future, a clear strategy for the CEO for all the sales people to follow? The CEO and the sales channel leaders need to be able to train against those six areas. Of those six areas, Bill, what do you think is the biggest challenge or what do you think is the most important?

6:49 Two through six. I think as we've run into companies, first of all, they don't know number three, what we sell and why we sell it. They know what we sell, but they don't know why we sell it. And then all the differentiation about the marketplace and competitive offering, they don't even know exactly how their pricing model stacks up against the competitive pricing model. And no one is teaching this stuff. No one's talking about it in an organization.

7:21 We go into organizations and we ask questions around these type of things just to find out their value pillars. Right. We are the best. That's a value pillar. We've been in this business the longest. They see that as a value pillar. We're really good. That's a value pillar. But it's all BS because sometimes the companies in their cost cutting measures have destroyed the competitive advantages that they have as a way to save money.

7:50 I think it all adds up to creating a very competitive value proposition. And that's what needs to be communicated with the sales team is why are we selling what we're selling and how we're selling it, including the competitive landscape and the pricing model, I think are two very important areas to communicate. So that's what I really love about that second point is that those six items and it's worth buying the book or transcribing them however you want to do.

8:20 Does marketing know these things aren't? Isn't that what they're doing? I'm hoping they're working together. Yeah, they're working together. The CEO isn't, again, if the CEO isn't identifying these and marketing isn't marketing to these, we're all out there doing our own thing, man. Right. Number three, a low view of sales, dumping garbage on the sales manager's desk. As soon as I read that, I'm like, oh, man, I can totally relate to this.

8:47 I consulted with a company one time that wanted the salespeople to drive the forklift in the warehouse. We'll teach you how to drive the forklift. So you're not certified, you're not approved, your insurance rate's going to go through the roof. I had one that wanted them driving trucks for a full week. Yeah. For a full week. We can deliver these. Well, I think this is going to, yeah, this is amazing. The companies that think sales aren't doing anything and their position really, if they do that is sales will happen anyway.

9:18 Right. Great. You're just there to kind of catch the ball. Yeah. I worked for one company that had the salespeople managing the inventory. Oh, good. That makes no sense. You know, let's have somebody else manage the inventory, but the sales management, middle managers think the salespeople don't do anything. And sometimes the CEOs are saying, well, the salespeople don't have any appointments today. So I'm just going to put them to work in the warehouse.

9:39 How much rhythm can you get if every day you're being asked to do something else? Just think about yourselves when you're trying to do a project and the phone rings. Oh, yeah. How that, how that distracts you and keeps you. And I'll take yourself and say, okay, I'm going to go drive the forklift today. And I'll try and pick up the pieces tomorrow. Halfway through tomorrow, we're still trying to pick up the pieces. Well, we're always telling salespeople to be more proactive and not reactive.

10:07 And then you take them out of the field of being proactive, you put them in the warehouse. Now they're not being proactive. Now they're being reactive and now you're rewarding it. And this, there's an overlap here with the fourth one, which is heavy service burden and a hybrid hunter farmer sales role. And this, the hybrid hunter farmer role is the model that dominates small and medium sized companies. And it's a single issue that's hurting new business development more than any other issue in today's market with companies is the, they go out to hunter, they go out, they get the business, they manage the business, they stop getting business.

10:46 And those prospecting skills really, really start to dull. And I really, I've been a, I've been, I've been a proponent for years of having an inside salesperson that is assigned to maybe a couple of outside salespeople to do the hunt, the farming for them to take away 90% of the little nagging things when the customer calls in. Whereas my piece of this, when the customer calls and says, you know, how do we, how do we get this piece or this new project done that inside salesperson can be there all the time.

11:22 And they're supporting the outside sales person is handing them information to put into the CRM. Right. All these things that slow down a hunter should be given to somebody else. Right. Right. And you know, as leadership, you have to encourage the hunter to be the hunter. Don't say, well, you're not a very good hunter. So I'm going to make you a farmer. Well, who's going to go out and do the hunting then? You have to replace the hunter before we end up knocking them down and being the account manager or farmer.

11:49 I think the example he uses if you can find one in 10 people that's a good hunter. You've done well. Yeah. When you find a hunter, give them all the support to go out and hunt like crazy. Maybe half of your people are really farmers that you try to put the hunter role half the time. But when you find a hunter, quit screwing them up by trying to make them a farmer. Right. Right. All right. Number five, illogical and unhelpful compensation plans.

12:18 And the author might has two major pet peeves with the sales commission. He says, I believe that a too large of a portion of the sales compensation is fixed, which means their base salary. And the second peeve has to do more with driving new business acquisitions. And the disagreement that he has is the fact that the sales are all treated equal when they're not treated equal. We need to have objectives. So we need to have prioritizations as to which sales we want and how we're going to be able to leverage some of the smaller sales to create bigger sales and have that magic is in the mix of the small and the medium sized acquisitions.

12:56 People do what you pay them for. And there's nobody better at figuring out the sales compensation plan than the sales people themselves. And if you make a compensation plan that makes them work on things that aren't really valuable to the organization, they're going to do it. They're also going to do the easiest things that make them the most money. So if I'm going to get paid a lot for just working with my current accounts and not paid anymore for doing all the hard work it takes to create a new account, I'll work with my current account.

13:25 Yeah. And I'll take the leads that come in and maybe that'll be new business. Yeah, it's safe. And I'll fight for everything that comes in too, even though I didn't create it. Well, that's another issue. That's another show. The last one is mistrust, micromanagement and treating the sales team like children. You know, I've saw a CFO one time that did clawbacks on commissions and wanted sales people to go out and collect on unpaid invoices.

13:53 And it's like, no, that's not the role. That's not that it's not micromanaging. It's proactive managing too. And that's another buzzword that people don't like you as, oh, you're micromanaging me. No, I'm proactively managing you. I love the line out of this section by Alan Weiss. It says, if I cannot improve the client's condition, then you should stop taking the client's money. And I think that's that's a message to you and me.

14:17 Yeah, right. Oh, yeah. That's a message to you and me. If we go into an organization and they do these things and they won't change them, if they don't trust their salespeople, they don't believe sales is worthwhile. They don't believe that salespeople are mature and can handle things. Sometimes you have to let them know what they're doing and if they won't change, you got to walk away. Exactly. And I think that, you know, we had a we had a business that let us go.

14:44 But really, we should let them go. And because they were making half of these mistakes, they thought a sales person had to be in the organization for six months and learn everything about them before they could make an outgoing phone call. Right. Right. So, you know, we're six hours, six hours from now. Okay. And once you get your computer, let's go do some things. Get access to the CRM. We're making some calls. Yeah, that's right.

15:09 Oh, well, so that's a great chapter. I look forward to do chapter four next week. Let's get another perspective on selling by listening to the sales tip from Anthony. And joy and learn from the sales tip from Anthony by Anthony Enrino, a highly respected international speaker, best-selling author, entrepreneur and sales leader. Hey, it's Anthony Enrino and I want to talk to you about the work that sales people don't do.

15:38 So you might be working at home most of the time and maybe you come into the office. And if you take a look around, you're going to find that people are sitting in front of their laptop, but they're not doing any cold outreach. They're not doing any follow-ups. They're not doing the research to get ready for a meeting. And if you want to be an exceptionally good salesperson, what you have to do is you have to do the work that other people avoid.

16:05 If they avoid doing cold outreach, then you should do more cold outreach. If they don't follow up, you should double the time that you do following up. If they're not doing the research, they're not preparing for meetings, all of those things. If you see them doing that, what you need to do is do exactly the opposite. If you want to be successful, do the work that other people refuse to do. See me at thesalesblog.com or come out and say hello at LinkedIn.

16:35 See you soon. All right. That's always a great sales tip from Anthony and we're looking forward to some new ones coming up here in the near future. All right. Now let's get into our main topic for today, although we're about halfway through the day already. And that is the Losers' Lymph. So I got a definition from the free dictionary. So I know it's worth everything I paid for it. And that is first of all, in sports, an affected limp in one's gate that is done to disguise the reason why one has failed or made an error.

17:10 I think it's also you look at your equipment, right? You see the baseball player who drops the ball and looks at his glove. Yeah. The netting broke away. That's right. Well, that has happened, but it wouldn't take care of your glove either. All right. So it's an excuse or source of blame that one provides either to oneself or to others in order to justify one's inability to achieve something or perform to the highest possible standards.

17:36 Justifying one's inability is saying it sounds like blaming to me. We'll get it right. So in our opening, we talked about some examples of the Losers' Lymph from sports. Here's some others that might hit closer to home for you salespeople out there. If you would let me give a bigger discount, I could sell more. Hell, if you let me give it away free, I'd sell a lot more. So let's say I'm taking that to logical conclusion.

18:01 My territory doesn't have enough good prospects. That's why my sales are down. Oh, okay. Have you ever heard these Scott? I have. I have. I got a couple that I've heard too. If we advertise more, I could sell more. Okay. And is it possible for someone to buy from you without seeing an ad? Is my response like, yeah, yeah, they can do that. And I would say, if you can take a call, you can make a call. And then another one that I've heard a lot is I leave messages and no one ever calls me back.

18:31 And I ask them, would you call you back? I mean, those messages are pretty lame. I don't think I'm talking about that. Scott, I was just touching base to see if it looked over the proposal that I emailed to you. Wow. And so let's try and do everything over the phone. And email, I don't want to actually meet with you. Right. Yeah. We talked about that. Okay. So what is what is the loser's limp look and sound like, right?

18:56 We gave a couple of examples. I like David Schwartz's book, The Magic of Thinking Big. He talks about Excusitis. So we find excuses. The the free dictionary calls it justification. We'll call it excuses to hide behind when we fail. So he uses four major types, bad health. Well, if I were feeling better, I got sick and I so I'm too weak to do XYZ. Not intelligent. Oh, I knew somebody I never went to college. I know it's not my strength.

19:30 Yeah. So therefore I can't I can't do anything. It's like quit making that one. I'm too old or too young or too in between. I'm not the perfect to the minute age. I missed my minute. And now now it's gone. Right. Or the fourth one is I just have bad luck. God's against me. The forces of the world are aligned against me. I'm I got the cloud hanging over my head and I just have bad luck. Right. So those are some some of the kind of the general excuses.

20:04 And then the other one I thought of was blaming. I mean, he's a blamer. Right. That's when they look at their ball glove and they missed the ball. They're looking at their golf club when they shank the shot. And of course, manufacturers are always building a better thing so you can blame your equipment. So I saw a golf club now that that won't that won't shank it or slice it the way I do. I don't believe it. I can still slice that baby.

20:29 I bet. So you blame other people. You blame the equipment as you did. You blame company policy on advertising. Right. And it is you're blaming whatever the situation. The limper is just avoiding the painful reality of looking at themselves as a cause of failure. Your thoughts on that? I totally agree. And sometimes people can get into a slump and sometimes they need a me day. I'm one of them. However, we can only just kind of sit and talk for so long before we have to kind of pull up our bootstraps and kind of get on the horse again.

21:05 The me day can't turn into a me week and a me month. Yeah. Oh, definitely. Yeah. Yeah. That's so easy to do. But the activity and the rewarding of accomplishments within the activity, I think, really turns people around. Yeah. We're going to talk about, you know, how you get out of that, how you avoid becoming the loser and losers limp. But let's talk about how it hurts the person who's doing it, right? The limper. I think when we see ourselves as a victim, it's somebody else's fault.

21:37 The coach didn't like me. Whatever that is, it damages your mental vision of yourself. And then it makes it harder to see yourself as a victor in the future. Every time you start to blame others, you damage your own conviction that you can overcome. Mm hmm. So true. The second thing it does, it damages your relationships if you're blaming others, right? I was, I was playing pickleball the other day with a guy. I liked the guy, but he's kind of a net hog.

22:09 He gets into the middle because he plays with his wife a lot. So he's always trying to, and it's like, I'd like to hit a ball once in a while here. So I just mentioned that he kind of takes over the middle of the net and he got mad about it. I should have just kept my mouth shut and played the best around it because people won't recognize those things. So be careful, even when you tangentially make a comment that's negative, it hurts that relationship.

22:35 And, and you're not so smart yourself anyway. So we all make, I mean, I've probably made much, many more mistakes than he did that game. All right. I think it makes us look stupid when others see us blaming others and we know we're at fault. Right. So we, we say, well, the coach is only, well, you never practice. Right. You've, you haven't gotten better all year. Why should the coach put you in more often when you haven't done anything to get better?

23:05 I, I miss that sale. I know because you don't do the steps of the selling process. So I watch you complain about missed sales, but I know what your sales process is. And it's awful. You get a call from a lead and you send them tons of brochures and then hope you'll make the sale off a brochure. That's not selling. So other people see that and, and they realize who's at fault. I know a young man that's going to college and he, and he wants to be on the baseball team, but the coach is just not, you know, invited him to have a conversation.

23:40 And the reason is because this player had a, had a bad, um, software year on another, another team at another college and the, the parent was talking to the young man and saying, you know, how were you going to explain last year to the new coach? And they're like, well, you know, my old coach didn't put me in and no, no, no, no. You don't start blaming the old coach. You start explaining some of the things that you've learned, the lessons that you're going to apply and what you're going to do different in your third year of college.

24:09 And when you guys taking responsibility for your actions and outcomes and you start becoming accountable to it, you have lessons learned, you start applying those lessons, guess what? Success is around the corner, but you have to take ownership of it and you can't project failure on other people. Well, and you're talking to your new coach about how bad your old coach was. Right. And not a good move. Not, not, it's not, it's not, it's not building trust.

24:30 It's like sales managers. It's like moving companies. If you talk bad about your previous sales manager and you're interviewing with the new sales manager, how that's going to go over, not very good. It takes ownership to your results. Well, and that goes to number four. You lose trust from others who have to pick up that responsibility, whether it's your coach or your sales manager, somebody in your family. When you drop the ball or you don't do things right, somebody else has to do it.

24:55 I know my wife works in an organization that needs everybody there in order to have things work well. And when one person leaves because they're kind of faking sick or they don't want to come in that day, everybody else has to work harder. The orders don't go down. Just the number of people to fill those orders goes down. Now everybody has to pick up the slack. And she's had to tell that to young people who didn't even understand how they were hurting the people they worked with.

25:22 They thought they were just getting their own day off. Right. Right. Wow. All right. Number five, it can cause us to quit before we really put in the necessary effort. I think that's the most damaging thing that we can do. And that is when we say it's the gods are aligned against me or they didn't do enough to make me successful, that instead of picking up that phone one more time, we do two phone calls instead of 20.

25:50 Right. We send them, we send the information instead of going out on the appointment. And we start to cause our own failure because we're not putting in the right effort or doing the right things to achieve success. And this I think is a real strong sense of being defeated intellectually and emotionally being defeated, feeling defeated. And there are some great salespeople that are in the wrong role with the wrong company selling the wrong products.

26:17 You know, when you say make two phone calls, one of them should be a recruiter after the other one is to update your resume and just find a different opportunity where you can be more successful doing something else. But you have to be able to give it the old college try before you feel defeated and throw in the towel because that doesn't make it any better when you are trying to prove that you can overcome adversity in the future when you really want the job that you want.

26:42 This is where I screwed up and earlier in my career, I had short-timer syndrome where I'd spend a year at a company and move on because I just couldn't take the adversity. Oh, wrong. Needed to stick with it. Well, I'm looking for that perfect company, right? And I don't know if there's any company that's perfect. But I do want to make sure that they're aligned with me. I think it's very uncomfortable to work in a situation where you have misalignment.

27:05 So if I'm a let's say, well, you know, you and I are both Christians and we believe strongly in that. And if I work in a company that I feel is evil or cheating the customer or, you know, saying that's good enough, we'll just send that out even though we know it's not working or it's broken. I can't sell that for very long. Right. I can't look somebody in the eye and say, yeah, we have the best product if I don't believe we do.

27:32 So, so look at the alignment between yourself and the company. And if that alignment's poor, then that's when I think you should call the recruiter. If it's just that you're lazy, you're going to be lazy everywhere. You're going to blame other people everywhere you go. It really doesn't matter the company you work at because the problem goes with you every time you move. Right. Yeah, that's true. One thing in common, you.

28:01 That's right. That's right. The common denominator here. All right. Well, let's go on to a few reasons. And hopefully you've got a couple too for combating the urge to resort to the limp. I think in order to think like a victor, you have to talk like one.

28:16 So the first thing you need to learn to do is control your tongue. Don't let excuses or blame come out. Don't say those things that flash through your mind. Learn to control your tongue. There's been many books that the tongue of creative force hung by the tongue. Chapters and other books about how important it is not to speak defeat, but to speak victory and convince yourself. I think Schwartz, David Schwartz and the magic of thinking big calls at hypnotizing yourself.

28:49 Because he had a background in hypnotism hypnotizing yourself to succeed. So speak more positively. Number two, I need. I think you need to think in advance about how you will act if things go poorly. I'm not a bad sport, but I get mad when I'm not playing well at whatever, whether it's tennis or pick a ball or baseball or whatever I'm playing. If I get behind, I tend to get a little defeatist. I get mad. I need to before I start the match, Scott.

29:18 I need to say, I will stay calm and not get upset. I will focus on each point that I'm playing and play that point as well as I can. And if I miss it, I'll go on to the next one. If we lose, we lose loss to somebody who was better that day. So so I have to do that before I start because once I get into a foul temper, it just snowballs and gets worse and I can't get myself out of it.

29:46 So if you're at work, if you're in selling, think in advance. What's going to happen if if I don't get many people that took answer the phone today? Hey, I'm going to do my 20.

29:58 I'm going to try my 20 contacts and I'll try them again tomorrow. I'll try them earlier in the day. I'll try them later in the day. It's not the phone that's the problem. Maybe it's the time I'm calling. So think about how you're going to do something different. Stay calm. Don't get mad. Don't get defeatist and you'll be in control. And then the third one I have is ask for help from someone who really cares about you, allow them to understand your vulnerability.

30:23 Maybe I am a blamer. Maybe I do make excuses. If you work with somebody who cares about you, let them know this is something I'm working on. This is something I'm trying to get better at and have them quietly coach you when this happens. You and I have now worked together for four years. We've worked together hard for about a year and we're finding out what our weaknesses are. Right.

30:47 And instead of letting those weaknesses bother us, we might coach each other on it. Hey, Scott, when you said this in a, in that meeting, that kind of took away the energy I was putting over here. Did you notice that? You know, I didn't notice that. OK, well, we're coaching each other for excellence. You and I both work by ourselves so long that we just, you know, we plot along doing everything our own way, right? But when you're working in a team, you have to understand each other.

31:13 So as we understand each other's vulnerabilities, we pick up the slack for each other because we're both, you know, I'm over 60 klotskots over 50 chances are we're not going to change drastically those things we don't like to do. So we'll pick up each other's slack. Maybe I'm better at point A and Scott's better at point B. I know he's better at a lot of things. So get that other person who really care. And it's not always your sales manager.

31:40 Right. They might not really care about you find somebody who really cares that you can be honest with. That's what coaching can really do your thoughts on the new ways to Yeah, I am. I think about a formula. I think it's not of the book crucial conversations and it's three questions. What do I want? What do I want for the other person and what do I want for the relationship with the other person? And for me, that's really kept me on track when I want to work on clarifying collaboration or expectations.

32:08 Um, and that's what's, you know, really enjoyable about working with you, Bill, is that we do collaborate. We debrief sales calls and when you're playing pick a ball with that guy, that's a net hogger. If, you know, that person had any self awareness, they might turn around and say, you know, how am I doing? You can say, you know, you're really crowding the net. You're not letting anything pass here. Okay. Well, thanks for bringing that to my attention.

32:27 And now they adjust their, their behavior accordingly. Um, I like to do that in a presentation, about five minutes into the presentation. I say, how am I doing? And I get a chance for the crowd to really reflect back to me if I'm on track or not. And self awareness is just so important when it comes to really improving. Yeah, I think so too. I think, you know, feeling like you and I are in a meeting and I should be able to kind of feel when I've screwed up.

32:53 I should be able to feel when, when I've interrupted you or something. So, so do be self aware. And I think that's one of the things that both of us do very well and and be open to the, to the change suggestion. It's not criticism of you as a person. You have to be open to somebody being saying, Hey, Bill, maybe you need to stop doing this early in the appointment. Oh, okay. I didn't even realize I was doing that. No, here's why it's hurting.

33:19 I think it's hurting the appointment and we have a discussion about that. So think about how you can improve, be open to those improvements and they can change slowly over time as you learn. So my answer to how to cure the loser's limp is just one sentence is really commit to the activity. Um, the activity and the behavior, the results were follow. It's like, what comes first? A happy attitude or productive behavior. And some people say, if I just walk around with a happy attitude all the time, I don't get anything done.

33:49 I'm not going to get the results. If I commit to the behavior, the behavior is going to control my attitude. My attitude is going to give me the results because of my behavior. Yeah, I had a friend say, don't be a good attitude bum. Yeah. And I was knowing everything that you should do to be positive, but not doing anything. Mm hmm. So if I can start with a good attitude, but that good attitude should lead to activities that then reinforce that good attitude.

34:11 All right. Great topic, Bill. We've got some resources. Again, Anthony and Reno is the sales blog.com. So check that out. Our golden nugget of the day. You know, there was one that I was thinking of and then I wanted to search and find another one and I've got two of them. And I think that, you know, I don't know if that's fair to have two of them. I know I never do two of them myself. I want people to pick the one that they want to apply.

34:31 OK, you're going to use the pick one. All right. So the most difficult thing is the decision to act. The rest is merely tenacity by Amelia Earhart. I thought that, I mean, just decide to start. Just decide to start tomorrow. Salespeople tomorrow decide to start. Do something different. Robert Schulich said, beginning as half done. And exactly, exactly. And my other quote, and this is the one that I thought of because I remember it out of reading the book, The Greatest Salesman in the World, failure will never overtake me if my determination to succeed is strong enough by Aug Mandino.

35:08 And I really love that quote. That's my why if my self determination is strong enough, I will overcome every adversity that I encounter. Yeah. And Aug Mandino at one point was ready to kill himself. He was such a failure and became one of the greatest success authors we've ever had. So you can turn it around. Yeah, exactly. Turn around if you want to. All right. Let's as we wrap up today, all the information we talked about is going to be in the show notes.

35:35 Look for it there. This is episode six, 35. So next week we have a guest Lee Sauls will be with us. Lee is the sales contrarian. So we're going to be talking about commonly accepted sales concepts that are just wrong. So no book club two weeks will be doing chapter four of new sales simplified by Mike Weinberg. Please subscribe and share this podcast with your colleagues and on social media. Go out and get better one skill at a time.

36:02 Joyful selling.