Why Enter it into the CRM?

0:04 Thank you for joining us on the Winning It Selling Podcast. I'm Bill Helke, of Reach Development Systems, and with me is Professor Scott Plum of the Minnesota Sales Institute. How many conversations can you keep track of in your head? How about in the files on your desk? What about your notebook or journal? Maybe three? That's too low. You're not alone. I struggle with this too. How do we determine what is most important to date?

0:27 What do we want to be known for by our customers, clients, and colleagues? How can we reduce stress, maximize our efforts, and generate more income? Have you ever heard before? If it's not in a CRM, it never happened? Let's talk about what others don't dare to bring up, making it a mandate that all activities be entered. If you're ready for a tough conversation, join Bill and me as we scrutinize why you enter it into the CRM and other meaningful morsels on Episode 660 of the Winning It Selling Podcast.

0:57 The one thing I know is that salespeople especially love to enter things into the CRM. They don't. I can pay to enter into the CRM. Well, actually you should. We'll talk about that later. That's right. Before we do that, the one thing by Gary Keller, we're into Part 3, Intro and Chapter 13. The intro in this is called Extraordinary Results, Unlocking the Possibilities Within You. Now we're starting to get into the chapter, Scott, where he talks about how do we accomplish the one thing?

1:36 We've chosen the one thing, and we've narrowed it down. Of course, we've got now one thing in 17 different areas with the Wheel of Life thing we talked about last week. What's your big thing? He talks about productivity, priority, and purpose. Those are kind of backwards, because what he's going to really end up talking about is what's your purpose, then that guides your priorities, and then that assigns your productivity.

2:05 We need to take the big one thing. That's your purpose. Then the small one thing is your priority. Then what you take action on, that will create extraordinary results. He spends a lot of time in this chapter on the Tale of Ebenezer Scrooge, not Scrooge McDuck. Don't get that confused. I'll use cartoon Walt Disney fans. The Tale of Scrooge. And his poorly chosen purpose, which was to love money and use people. That drove him in a bad direction, because his purpose was poorly chosen.

2:41 Then he changes his purpose, which changes his life. He chooses to use money and love people. Now, I was a little concerned with this chapter, because I've read Start with Why, because I'm in cynic. I think one of the problems we have in our society right now is too many businesses think they're starting with why when they decide to do all kinds of crazy things. I do not buy because you're green. I buy because you have a good product and maybe the fact that you're green influences.

3:18 I do not buy your product because you give to certain charities. I buy your product because it's a good product and oh, you might influence me by the charities you use. But everything we seem to do now, these businesses have to announce if they're on the right or on the left, if they're pro this or anti that. And they think by doing that, they're dealing with the why of their business. The why of your business focuses on your stupid business.

3:48 Right. Are you good at what you do? Do you provide a good product? I remember that start with why he uses Apple. They had this big why. Well, they're why was to create this great product, not to be socially aware in some way. So don't confuse your social awareness, which then divides you 50 50 on our country. Let me ask you to clarify something. The difference between the values that a company has and the why that a company has.

4:21 Is it possible that they overlap or they're different? Sometimes they're what you mean by that. People buy from a company because of the values that the company has, the values of what they support on a philanthropy effort or what not. No, they don't. They support. Some people do. I think some people do, but then they'll buy crap because you give to the right charity. Well, I don't know that sometimes there's overlapping values between the companies that you are and the customers that you have and the customers want to support the values.

4:52 If, you know, if they want to, if I think that's the problem we're getting into a society. Now you're separating your company and saying, I only want 50% of the population to even think about me because I'm going to be overriding this value statement. Instead of the value of my product, it's going to be the value of who I support. Well, fine. If that's what you want to do. I don't tell people what my values are. Well, yeah.

5:18 At least not who I support or who I vote for or what charities I support might be. I might talk about my charities. That's not what I lead with. Right. I lead with providing good service and doing a good job. So anyway, you know, we buy from people that support organizations that we're a member of. So we know them. We trust them. We want to support them. And they're contributing to an organization that we're a member of or we participate in.

5:48 And that's some of the values that they have. We know where them. We trust them and we trust their product to be good. Right. And then we have people that are members of the organizations we believe in that we don't trust. Well, yeah, a minimum. We wouldn't do business with. Right. They're fine people, but they're not putting out a product that we trust. It's the product first. And then all the other who HAW that you want to get anyway.

6:12 So, so to me, that priority, right, that purpose needs to be focused on the product that you're delivering. Right. And you can add all the other stuff on. Yeah. Your big Y needs to be, I'm going to change the world by providing this great product or service. And that's your why. I'm going to change the world by supporting this particular political party or this particular point of view and oh, by the way, we have a product.

6:45 You might want to buy it. Right. Right. So, all right. So he talks about discover your big Y. So what is it? Why are you in business? I think I've used this story before. I was, I was working for a book company. We put out these ads pages and pages of books with prices. I picked up a friend of mine. He said, tell me what you do. I told him what to do. He says, what good is that? And, and he was right. It was really, it was to me, there wasn't anything satisfying.

7:12 I wasn't making any difference in the world. And after that, I went and started doing training and things that were more. So, so what good is that is a good question about what you're doing? Does it really satisfy your heart that you're doing something to, to better the world? That's to be the purpose. That's your purpose, right? That's your big Y. Yeah. Yeah. And I, as I was reading this chapter, I was thinking about Dr. Terry Wu during COVID, he came out and, and, and said, you know, there's three things that are going to cause stressors in your life.

7:43 One is a lack of control. Another one is a lack of predictability. You don't know if that restaurant's going to be open or not. And the lack of productivity. So people just weren't getting stuff done. And all of those things contributed to the stressors of life. And what was really important, I think, in understanding that, and it was reinforcing this chapter is what are your priorities in life? And I think your priorities are going to change based on how you trade your time within a day.

8:09 Well, and that's the second piece. Priorities come after purpose. Right. Let's move on to chapter 13, which is Live With Purpose. Yeah. This is all about figuring out what your big someday goal is, and then driving it down to that small daily goal, which is kind of a different direction than you talked about last episode, where he was starting with that, that quadrant four. So it's kind of different. Anyway, I think you start with your big goal.

8:37 What is it that I want to achieve? Then I have to break that down into smaller goals that say, here's how I'm going to achieve that. And that's what he's going to talk about your priorities in the next chapter. Because the chapter 14 is priorities, and then chapter 15 is productivity. So these big three pieces are going to be taken out. So chapter 13 is purpose. Yeah. And then he says there can only be one purpose. Oh my.

9:02 But then he's got your balanced life wheel of seven different things. So I keep running into this challenge of the one thing or the seven things. Right. But what is your purpose? I mean, for me, the reason I got into training is I wanted people to understand that they could get better at whatever, whether it's leadership, public speaking, sales, they could change. And I hated the term, you can't teach an old dog, new tricks.

9:34 And I always told people you're not a dog. Right. You're a living thinking being. And if you aren't learning new things, what's your purpose? Right. Right. I mean, if you just said, and I've run into people, I read so many books in college or high school, I decided never to read again. Oh, good. Good for you. Good for you. There's living with purpose. I'm just going to. My purpose is to get done with the day and a job I hate so I can go to the bar or watch TV or play softball.

10:09 That doesn't seem bad. Or go to another extreme. Go to the gym every single day. I mean, we met those people that just constantly at the gym constantly focusing on that. There's nothing wrong with that either. If that's where you get enjoyment, you end up relieving your stress and that balances your life. That's fine too. I love the, I love the young kids. Well, not only young kids, but you're invariably your change. Invariably, you're changing at the club and somebody is posing in the front of the mirror.

10:33 Yeah. Checking out. Checking it out. Checking out themselves. And I think, well, you really like you. Yeah. I really like you. Oh, you're hoping buddy. Yeah. That's right. What's your purpose? What? And I think that's a good question. Are you doing something that you feel is contributing to the world? And if your purpose is to be in one of these groups, I mean, I've been a chairman of the board of a nonprofit and the people in that nonprofit were committed to what they wanted to do.

11:06 And they were, they were on the front lines of trying to help people that were in those situations and I applaud them for that. Mm-hmm. I think about my purpose is very similar to my goal as a presenter and that's to inspire growth and change in your presence and have it continue and last in my absence. I want to create that inspired friction while we're together where you think about something differently. And if you think about something differently, you may act differently after we share some time together.

11:33 And I hopefully give the confidence and the content to be able to get a better result. So if they try something new, they're assured to get a different result. If they try something better, they're going to get a better result. And that's what your purpose is totally tied into what your business is. Exactly. It's not, oh, and by the way, I support this cause and even though I don't care how my training goes, you should support me because I'm in this group.

12:04 And that's where I tend to think this purpose needs to be focused on doing something great with what your company, your job. If you work for lever brothers, you better believe that your product is the best product they're putting out there. If you don't believe your product's the best product, get the hell out of there and find another company. Yeah. If you don't buy what you sell all the time, well, you know, it's not that good.

12:29 Well, go work for the competition. You got to buy what you sell. First, I mean, you just have to be able to do that. My goal and I think sometimes the purpose is related to the role that you play. We look at the life wheel. There's different roles that you play within that. I think we all have different roles within our life and every role we have has a different purpose. My purpose as a salesperson is it's five points.

12:54 It's to find a prospect that's willing to pay me for a product or service I can provide and deliver at a profit. So I have to have all five of those in order to be successful as a salesperson. And I learned that from Alan Klattmeyer, who was one of the founders of Cirrus Aircraft. I heard him speak one time and it was find a prospect that's willing to pay me for a product or service we can provide and deliver at a profit.

13:17 If we don't meet all five of those, we're not going to be in business tomorrow. And that's the role of a salesperson is that's my purpose as a salesperson, different than a presenter or a trainer. And that's because the role is different. So what is our role? What is the purpose within our role? I think we're going to be able to find out, you know, what our priorities are when we really contemplate that. All right. Well, that's what we have for the one thing, chapter 13.

13:42 Next week, we are not going to have the book. We're going to put it on hold because we're going to have a guest, very special guest and our fifth anniversary show. So we'll talk about that at the end of the show here about who our guest is. But I am very excited about that. Yeah. Yeah. It'll be a great conversation. Mike, great to have him back with who? With Mike Weinberg. Oh, now you gave it away. I told him we went to the end of the show.

14:04 Oh, sorry. He doesn't listen to me. He doesn't listen to me. He never listens to me at all. I purposely didn't say that it was going to be Mike Weinberg. He thought you were not talking about the show. Because then they would listen to the end of the show, but now they're going to turn it off because they're not. Our topic today is why you entered into the CRM. Let's begin with a simple basic premise. People buy based on the best value and not the cheapest price.

14:29 So we have to be able to believe that as a foundation. My question to sales reps is how do you offer and deliver the best value and who defines value and I'll say the prospects define value? Any disagreement in that premise bill? Because we're going to be building everything on this. No, I believe that the prospects define value. I don't believe that it's not the cheapest price always. Sometimes the value of a person is the cheapest price.

14:59 And when it is, run away. Yes. It's not your type of customer if you're trying to sell them on value. So that value could be cheapest price. But for most people, it's a combination of things. It is. And the cheapest price can cost you a lot of money. And that's why we run away from them. People figure it out. People figure it out. What industry or sector is simply the best in the words of Tina Turner at entering all activities and appointments?

15:26 What industry or sector do you think is the best? I don't know. I would go with the medical industry and doctors. Okay. That's because they're the most heavily sued. Oh, God. They keep track of everything, everything that you ever said to them. They've kept track of your blood pressure, your weight, your cholesterol, everything. And they keep a very accurate CRM. And what industry do you think is the worst? Don't answer that.

15:53 We'll talk about changing that. I am. As a salesperson. I got it. I really asked and I brought this up in the opening. What do you want to be known for? What is your reputation? Do you offer value in every conversation? And you really think about what they should know, what they need to know and what they want to know. And here's the question that really is going to base everything on the rest of the episode is what do we need to know and remember?

16:24 And what the CRM is going to do, whatever CRM you're going to use, keeping track of conversations and activities, appointments, emails, documents that you shared, files that you received, etc., is so important. But let's start with a little context and the goal of how do we offer the best value by using a CRM. So let's just add some context. I want to go through a sales process. One is a little bit more of a philosophical approach to a sales process.

16:52 And then I want to get more into a typical sales process. So here's a philosophical approach to a salesperson. Some people like to be a little bit more carefree. They don't want to follow a structure. But this is still a system and a process. So the first step is to create interest. So somebody goes first. Let's say you go into a retail store or you visit a website or you listen to a podcast, you're following up on some interest.

17:14 Somebody has created an interest. You want to spend time doing that. Maybe they've created some wonder and you want to learn about that. It's like that person that stopped reading has no interest of learning anything that's in a book. There's just nothing there. So you're not going to change them because there's no interest at all. So the first step is we could have their interest in something else. Right? Well, yeah, there's something else.

17:34 It's a priority. They want to be entertained. I do not follow sports. I mean, I just I'm not a big sports fan. So if somebody starts talking to me about the NFL or the basketball, I mean, I follow baseball a little bit, but I'm just not a big sports fan. So there's no interest there. So the next step in this philosophical approach is to understand expectations. So what is the problem it solves? And what is the goal that you want to accomplish?

17:57 So what is the expectation that the prospect has in the salesperson have in having a conversation? Then you exchange information like timing or a budget or the people or the process that you go through when you're exchanging information. The fourth step is you outline priorities. So what's most important today? Why are we pursuing this now? Why did we why did we why we only wait or or why did we wait? Maybe something else was more of a important a month ago.

18:26 The fifth is that we determine options. We present options. Most importantly, we we let them feel like they're still in control or perceive that they're still in control. Prospects love to maintain control. And then the last is that we confirm the commitment, you know, this for that and most importantly, confirm commitment. And I'm really falling in love with this word lately, Bill, as I think about it. When when when are you going to achieve the goal?

18:54 When are you going to do the activities? When are you going to perform what you need to do in order to get the results that you want? Maybe the one thing is influencing you there. It could be. What's that? What's that priority? What are you going to do? Well, it seems to be the thing that we leave out the most is by when or when are we going to do it? I think I told the story about the people I was working with and I really liked them.

19:17 They kept aiming, aiming, aiming, aiming, working on their, their, you know, their website and working on their brochures and work. And I was like, go have an appointment. Find out what the customer wants. Let's get something done. And I finally had to leave the group because they had no when it was always preparing. Exactly. You got to you know, people don't like this metaphor, but you got to pull the trigger. Exactly.

19:42 And just keep aiming. Some people may be comfortable with a little bit more of a typical sales process. So we start with building and bonding rapport. So here's the question. How do we remember everything that the prospect likes? I mentioned earlier, I'm not a big sports fan. If you start talking to me about the Minnesota Vikings or the Green Bay Packers or any other sports team, I'm disconnected. I'm like, okay, I can't wait for this to be over.

20:02 So we can talk about somebody that's more important because this is not important to me. So how do you remember everything that the prospect likes? Well, that would be in the CRM because you're entering it into their record when you have a conversation with them. The next step is discovery. What is the current situation or the long term needs of the prospect? What does the prospect want or need to achieve and when? How do you talk about that?

20:28 Where is that kept track? Well, that would be in the CRM. So we're entering what the current situation is, what the long term goals are so that everything that we present in the solution sticks to a goal that the prospect has, either now with the current situation or with their long term needs are that they have. You know what's really interesting about this? Yeah. A good sales process would include a letter to the customer or an email to the customer after the appointment that says, here's what we talked about, here's what we agreed on, here's what I'm going to do, here's what you said you would do, and here's what our next meeting is, and here's what I'll deliver at that next meeting.

21:07 Email or letter can go right into the CRM and serve two purposes. It can be the letter to the customer that confirms everything and it can be your notes. If you're not doing that, you're not capturing the things that you need to capture and you're guessing at that next appointment that you got. And then you'll, oh, I forgot to give you the names of the, oh yeah, of course, I never reminded you. Right. Yeah. Well, think about a sales manager, the interview is five salespeople within one day.

21:36 How do you keep them all separate? Mm hmm. You know, this is the same thing that a sales person has to do when they have five prospects in one day. How do you keep them separate? The only way you keep them separate is by what you enter into the CRM. That's how you're able to keep things separate. But it's a record keeping system. So the next is step three of the traditional typical sales processes, the buying process.

21:58 How is the decision being made? Who else is involved? How do you keep track of that? You ask the question, now, where do you keep track of it? So that you look at the follow-up steps and you go, okay, now we need to involve this person or we need to go through this process or this needs to be decided before we continue. Again, another good document. One of the questions that I ask is do you have an org chart? Right. Yeah.

22:22 When I'm in a big company, I want to see their org chart and usually I'll get their org chart, a couple of people above that person I'm talking to and then the staff that falls in below. And man, do I use that document and can be attached to the CRM? Right. Make a picture of it and add it, whatever you want to do. But get that in there. So now you're starting, as you say, part of the buying process, how's the decision being made?

22:45 Who else is involved? That's all starting to outline itself and you can even circle those people on that document, that org chart. Here's the people going to be involved in that decision. You're supposed to be learning about this company, not just accidentally making a sale. Well, asking questions and then keep track of the answers. There you go. And where are you going to keep track of the answers? Well, there's only one spot and that's in the CRM.

23:10 Is there a budget? Yes or no? How sensitive is the budget? What number is it? I don't want to talk about money, Scott. My first appointment. Let's just do a quote and then we'll deal with the price objection later. Yeah. Well, there's my first appointment. I'm kind of hesitant to ask him about budget. Well, the question. Yeah, you got to ask. You got to bring it up. See what happens. Maybe they'll tell you. I'm not going to tell you.

23:34 You got that a week ago. We had one. We don't really. I don't think they knew what their budget was. Well, they hadn't thought about it deep enough or maybe they are and they just don't want to reveal it. And that, why is that? Well, there's not enough trust and rapport established yet. If they're not telling us information, we don't have trust and rapport. I just want to reinforce what's the most important step in the sales process.

23:53 I will say building trust and rapport. The first step, how do you keep track of what they like most in the CRM? If you don't keep track of what they like most and they don't feel comfortable talking with you or they don't feel like the prospect is important or the sales person is not treating the prospect like they're important, they're probably not going to share information with you. And that's very damaging if you want to try to sell something with them.

24:16 So the presentation, what did we share? What did we not share? Sometimes we can get so concentrated on a solution that we want to share everything, our solution, everything that we offer and all of a sudden, what do you say Bill, the confused prospect is won't buy or what's the saying I can't remember. A confused prospect is going to wait. Yeah. They're a non buyer because they're confused. And we give them too much information.

24:40 We give them too much information and we try to solve the problem, that's the other problem. We try to solve their problem in the first appointment, which then cheapens our solution that makes them feel stupid. Or we share stuff with them, it's irrelevant. And they're like, why are they trying to hustle me? Why are they trying to sell stuff to me that I don't think I need to report me? Pushing it on me. They're a pushy sales person.

25:00 Yeah. And the sixth step is follow up. Follow up on what? There's nothing in this CRM. What is it? Well, I'm just here to touch base. You know, I just want to check in with you. What was the next step of the last conversation that we had that they were going to contemplate before we moved forward? What was the thing that you as a sales person were going to provide them that they needed to be able to move forward? Well, I got to answer every question right there and then.

25:25 Hey, save your answers. So you have something to call them about a week later. Right. And you say, hey, look at you. Ask me about this. I didn't couldn't answer it at the time. I got an answer for you about how that machine works or how that product works or the integration of those two products. I got that information and now I can send that to you. So we always want to do everything in that first appointment to prove how smart we are.

25:48 Right. Right. And that can be a very difficult habit to change. And I struggle with that a little bit because I do truly want to help everybody that I talk to. We don't help. I never heard that. I've said that before. And then the last step, the seventh step of the traditional sales process is the close. What did we agree to? Remember what we agreed to. It's not a CRM. And this is where prospects can become very good at negotiating with salespeople by introducing stuff that was not part of the conversation that allegedly we agreed to because we didn't keep accurate information.

26:26 And we didn't send them a letter saying here's what we agreed to. Yeah. And it's like, wait a minute. I don't think we included that. Now there's misunderstandings and missed expectations and then this is how we disappoint somebody. So I'd like to just go through some typical ad ages, some saying, some mantras that I've used and I've brought up before and I share when we have conversations with our prospects and clients is that what gets measured gets managed.

26:54 So how can you shorten your sales cycle and increase your closing ratio and how can you increase your proposal revenue? So you're constantly creating proposals with more value and more revenue attached to it. So what gets measured gets managed. How do you keep track of that? That's in the CRM. How do you shorten sales cycle? Well you look at the first conversation that you had, the inquiry or the appointment or the exchange of email or the Zoom meeting to the commitment that they made when they signed on the dotted line.

27:24 How many days or months go by on that? What do we want to do? We want to try to compress that and reduce that so that we can do more at one time because we just have a limited amount of time. Well the best way to do that is to ask good questions. So you have good information. The best proposals I put together are the ones where I go through the situation and they go, yes, you got it exactly right. You understand what we're going through and now I trust you more to help me do that.

27:52 A quote won't do that for you. Only a proposal that discusses the situation and then how our product will solve that situation. And that'll shorten your sales cycle. Be right. Let's agree. It's a comprehensive solution based on the value that the prospect has defined. That's a proposal and within it it has a current situation and the solution and the projected outcome or the desired outcome that the prospect wants. The next thing I've used before, people buy for their reasons is not yours.

28:23 What's most valuable to them? You got to keep track of that and see how I do not be a sump to stop being a sump to think that people buy for the same reason across the board. Now there are some overlapping values. There are some overlapping reasons. You might find that here are the top three reasons why people buy from us and it could be just one reason and it could be compliance. It could be a law that's being implemented and enforced.

28:48 So now that's the main motivation to buy. Well there's still other criteria under that and there's other competitors that offer the same value. You aren't the only one selling that value. Right. So what's going to separate you when somebody has to buy something that they need, not necessarily something that they want but they have to have it due to compliance issues. So people are going to buy for their reasons and not yours.

29:08 How do you separate yourself? What other options are they considering when it comes to a decision like this? So you want to be able to keep track of that and you want to be able to remind them of what's most valuable to them so that they know what they're buying from you and what they're giving up if they don't. And this is a subject Scott that we're dealing with with a lot of our clients and that is all of your fact based questions only get you so far.

29:33 You've got to ask motivational questions that give you the reasons for buying not just the what I want to buy. Right. And so you need to drive into motivational questions and those are the ones that people forget that's why we prepare. Yeah. Exactly. I mean those are good informational questions. They can get you some facts to use later and kind of determine. Well and then you got it you know what size can the machine fit in.

29:57 How many employees do you have here? Yeah. All important. Yeah. It's all that's relevant good information to have but in order for them to make a change we need to understand their motivation. The third one is lead to the solution not with it. So stop leading with price. I think sales people turn their product into a commodity so often because they lead with price. And when they lead with price they misdiagnose the problems.

30:23 They misdiagnose the price that it's going to be to fix the problem and they misdiagnose the priorities that the prospect has. So lead to the solution not with it. Acquire more information. Remember our goal as a salesperson is to constantly be qualifying our prospect that we're talking to because we're investing time, money and attention into them making a commitment to buy from us sooner than later. And if they're not qualified at the time we need to be able to figure out how to reprioritize our time to make our goals and our projections and to be able to still deliver the value that they want in the future based on when it's a priority for them.

31:04 And we know and that ends here. And the way we increase the value is by increasing the quality of the solution. So we have better questions. Yes. But then we also have to hold on to that solution. Again, if I drop it in the for oh yeah we've heard this before here's how we solve it. I got what a $5,000 solution. But if I take it back and I meet with my partners and we craft a proposal that looks really good it could be a $15,000 or $20,000 solution.

31:35 What I'm saying is if you drop it off Adam you reduce the value because it was too easy to solve and you make it feel stupid. Yeah, yeah, exactly. Number four on my list is collaboration over competition. And this is a mindset that salespeople have to have. I did some work for a company and the salespeople were competing with each other. And in some cases they would enter information into a CRM inaccurately so only they could find their records.

32:05 So they would misspell the company name and they would know exactly how they misspelled it so they could be the only ones that could get to it and to be able to manage that particular lead. There's turnover. People leave companies and in some cases some of our listeners and salespeople were hired in territories where they took over a territory from somebody else. You remember the camping days where you'd spend a week at a campground and what was something that you did before you left the campground.

32:35 And this is something that I learned and did it every time that I went camping when I was a child. I left the fires out and you restocked the wood. I left a courtesy pile of wood for the next person that wanted to dock or wanted to get a fire going and they wanted to get some food going because they're hungry. Here's your courtesy pile right here. You got some kindling, you got some logs. Leave a courtesy pile for the person that's going to be taking over your territory.

33:02 And also keep in mind that in some cases we're involving other people in conversations with our customers and prospects and clients and there's information that's being entered into the CRM that's relevant to that other person that we're delegating stuff to. So other people are involved. Let's make sure they have the accurate information. Saving time for everybody delivering the value to the prospect client or customer and making them feel like they're important.

33:26 And when they feel like they're important they're going to be loyal to us. And you know what? If they're not going to put as much concentration on price because they enjoy the experience of working with us. And the last one that I really want to stress is your behavior will determine your results. Are you making good time trades? How do you determine a good time trade? I think you're prioritizing your time based on your CRM.

33:49 What are the activities that I need to do today that are most important? What are my A activities, B activities and C activities? This came back all the way to the Franklin Planner. When I got my Franklin Planner on October 6, 1997, my first one changed my life. And I started prioritizing my activities. And I started making good time trades. So we have to ask ourselves what's most important right now and concentrate on that.

34:14 And you and I do that, Bill, when we are looking at a deadline or we're looking at an appointment, we have to prioritize our time and we need to make good time trades to meet the deadlines and expectations of our clients and prospects. So I really want to close with one statement and that is that there's only one place for all this information is kept and that's in your CRM. And last week we talked about negotiations.

34:38 And we talked about this during the last episode. It was a great episode, Bill. I really enjoyed it. One of the longest episodes that we've done is a great conversation. The foundation of sales and negotiation is information. My question to salespeople is where is it kept? If you want to sell more, you want to negotiate better, you have to have a central resource where all the information is kept based on the conversations and activities that you have with the prospect, either proactive or reactive.

35:08 Because if you're not keeping track of it as a prospect, you're not going to get them as a customer or client. But where is the information kept for all of that? And it's in the CRM. All right. So let's go into our golden nugget. And this is from Tony Tsai. I don't know if I'm pronouncing that right, but he was an entrepreneur. He says, chase division, not the money. The money will end up following you. So kind of falling back to that priority that setting your purpose.

35:39 Right. Right. Right. Interesting topic today. The book on priorities and the CRM on priorities. I love it. I never do the priorities again in a couple of weeks. I'm sure we will. And the chapter 14. What we're talking about will be at winning at selling.com for all the information and show notes. Next week, no book club because we have Mike Weinberg, as you know already. I heard about that earlier. Yeah. He's going to talk about the frustration of sales managers.

36:06 We really like Mike. He really ties into the philosophy we have of sales. And so we love talking to him as a great conversation. We actually already recorded it. And it was just a great conversation. You'll love it. Please subscribe to share the podcast with your colleagues and on your social media. This is episode 660. Go out and get better. One skill at a time. Joyful selling.