Ten Greatest Selling Questions

0:04 Thank you for joining us on the Winning and Selling podcast. I'm Bill Hellkamp of Reach Development Systems, and with me is Professor Scott Plum of the Minnesota Sales Institute. And together we have launched Franchise Sales Pro with a commitment to work with franchise tours and franchisees to drive sales and boost revenue. Welcome to Show Number 700 for Bill and Me. It's our Show Number 300 every week. Over the last five years, eight months and 24 days, Bill and I have worked to deliver the latest sales advice, strategy and tactics so that you can win at selling.

0:40 Asking the right questions is a key capability of the sales professional. So let us answer your questions with our questions as Bill and I reveal the 10 greatest selling questions and other incredible information on episode 700 of the Winning and Selling podcast. So before we get into the book and we're doing the book, Great Leaders Make Sure Monday Mornings Don't Suck by Eric Harkins. We've got an announcement to make.

1:13 Hiring a sales rep shouldn't feel like a gamble, but for many sales leaders it does. Too often, underperforming sales people are tolerated simply because the risk of hiring the wrong person feels even worse. So why does the hiring process fail so often? Research consistently points to three primary reasons sales reps don't succeed. Number one, misaligned expectations. Some candidates believe selling should be easy. When prospecting becomes uncomfortable or rejection shows up, they shut down.

1:42 Number two, failure to fill the funnel. Many sales people overestimate their closing percentage, assuming they'll need fewer prospects until the pipeline runs dry. And number three, inconsistent follow-up. When prospects hesitate, some reps give up too soon, leaving revenue on the table that persistence would have secured. Now imagine knowing before you hire whether a candidate truly has the passion, resilience and discipline required to execute the full sales process.

2:11 You can, by using a proven sales assessment that measures the core competencies shown to predict real sales performance, you dramatically reduce hiring risks. The Winning of Selling podcast has partnered with an assessment provider that evaluates the specific traits that separate top performers from the rest. If you want greater confidence in your next sales hire, learn more at mnsales.com slash offers. All right, Scott, thanks for that.

2:43 Yes, great leaders. Make sure Monday mornings don't suck. I'm not sure I like the word suck, but I do like this book. This is a good book. It's funny, Scott. Just this morning, I was scrolling through LinkedIn and somebody had a picture of an announcement at their company. And it showed a picture of a minion, which we all know what a minion is. And it said, the workplace isn't where you talk about family issues. If you catch anybody talking about family issues, report it to management.

3:17 And I thought, Oh my God, these guys are waking up. Sure. Monday morning sucks. Wow. And every day. Everybody, the examples out there are are numerous. If you have not purchased the book, go online, order it now. This is a fun book. It's a good book. If you didn't listen to podcast 699, where we interview the author Eric Harkin, you might want to listen to it now and then come back to this show. But these are going to go together.

3:43 So let's talk about chapters one, two and three of great leaders. We'll just call it great leaders. All right. Chapter one is setting the stage. And of course, that's what we all do right. Whenever we start a book, it's like, what's the problem? Why is this going on? And he says, the main reason that Monday morning suck is poor leadership. Scott, have you ever worked for a poor leader? Well, I could judge them as a poor leader or I could judge them as a great instructor away from me to learn best practices of not to apply.

4:18 And I learned, I did learn a lot from poor leaders, but I really admire and really appreciate my good leaders that I work for. Well, I didn't really work for bad leaders, but I think I've worked for selfish leaders. Now, let me help you with a story. I had to, I was put on a project to clarify the territory rules for our company. And I was working on my own time for this as was the rest of the committee, all the other salespeople, because we were all on full commission.

4:45 So we had a bump, but that was kind of the precursor. We had to eat that up first and then we got commission after that. So we spent weeks on this, we prepared a report for the owner and then we presented it to him and he picked out the things he wanted to do anyway and then kind of rejected anything that he didn't want. And so it was kind of frustrating for us as a committee to spend our time. So I met with it afterwards and I've always been kind of honest with my words and I said, listen, the next time you want to form a committee, tell us what you want us to decide.

5:19 It'll save us a lot of time and we'll pretend like we decided something and you can just get, you know, done what you want to do and we'll pretend that we did something and he wasn't amused. Oh, that's too bad. How did that be? Yeah. Well, again, just a selfishness. Let's pretend that we're doing something constructive. Oh, it was felt like a waste of time. So to me, that was poor leadership, even though he, you know, it wasn't the kind of company where I felt Monday morning sucked all the time.

5:48 But I think, you know, that Monday morning sucking comes from school. Remember after the weekend and school was coming on school is terrible and it gets us all ready for bad jobs. I think that's, I think that's the purpose of school is to get us ready for bad jobs. So here's his end result of chapter one, focus on the high performers and make a culture that they want to be part of. So I like this. Who are the high performers?

6:14 If you're not a high performer, you're a middle performer or you're poor performer. True, true. Yeah. And you can learn from both, but you just have to take it in a certain frame of mind when you're working with people. Well, and what are we going to do? The middle performers, those are the ones we want to help get better along with the high performers. Mm hmm. The poor performers, if it's a character issue, goodbye. Yeah.

6:39 Yeah. They're not, they're not planning on changing. They're just planning on using you till they get it done. So okay, chapter two, good leaders lead. So this is talking about what is the role of a leader? It is not to know how every task of the people on your team, like not to know how to do every task of the people on your team, but to find the best people that carry out those functions. Any thoughts on that? I'm very true.

7:05 I love the acronym. I'm grateful that he shared it on the last episode. And, um, and this was a good chapter. And I can't remember when he mentioned the acronym because we haven't talked about it yet. Okay. The acronym is lead capital L E A D, which stands for leadership expectations and development. And Eric talked a little bit about that on the previous episode. And he expands a little bit more with it within the book.

7:29 Yeah, I think he, you know, one of the things he emphasized is to hire the right people to do the job. And then our job as a leader is to do everything that we can to support them and to make sure Monday morning doesn't suck. So, so I think that's really key is that, and I've always, I felt this for a long time. So again, I always like books that, you know, affirm what I've already thought. But, uh, I think that the, the role of most leaders is to find out what are the barriers that your people are facing and with your authority, try to get those barriers out of the way.

8:03 You know, if I don't have a laptop that works well, and I've asked, you know, IT five times, and they say, that's the best we can do. My job as a leader is to go over their head and get my person a laptop. If I can't get access to a certain piece of software, get them access, don't make them do all these petty, pitiful little things that they don't have the authority to do. And then they sit around frustrated because they can't get their work done.

8:30 Yeah. Yeah. I mean, it's like the upside down pyramid. Who does leaders really report to? And it's the people that are within their team. Right. Right. A one final thought on chapter two, subject matter experts like to be subject matter experts and great leaders like to be leaders promote the right person. And, and here's what I think Scott. The best sales person does not make the best sales manager. What have you seen as kind of the challenge when we try to take that best sales person and make them which is really a subject matter expert.

9:04 And we make them a sales manager. Well, they try to do everything themselves and they don't work through their team and their people. You know, I think about the NFL. I don't know how many times the head coach goes out onto the field and throws a few passes. That just doesn't happen. So you have to see that I have seen a time where a coach kind of stuck his knee into the field and caught the runner along the sidelines and that guy was fired.

9:29 So he kind of got himself involved in the game too much. But, but I think the other thing is sales people like, you know, a championship sales person really likes to do the activities of a championship sales person. And the sales manager activities are very different. They're coaching, they're helping, they're teaching, they're, as we said, getting rid of the problems that that person has. Those aren't the things that a great sales person likes to do.

9:57 And the other challenge is I'm not sure a great sales person always knows how to be a great sales person. They have a lot of natural ability, hard work, tenacity. Those aren't necessarily things you can teach. And they get frustrated when people don't have those share those those values that they have. If it gets as deep as a gift, it's very difficult to describe our gifts and to put them into words. And I think that some sales people have a gift.

10:22 They have a gift of influence and leadership and persuasion. It's tough for them to describe how they do that too. And that leadership, you know, we've talked about sales being a leadership activity, but it's a different kind of leadership, I think, some than we're talking about here. It certainly is focusing on the person now being the customer. But I just don't think that that that great sales person wants to do all the administrative work that a sales manager has to do.

10:50 So all right, chapter three, three lessons I've learned along the way. So these are kind of his big ones. And I apologize for any language. If it bothers you here, bothers me a little bit. But it's true. And Eric said that he tried to one time try to modify this that third statement and it just didn't sound the same. So lesson one, it's okay to have fun at work. And I think that's really crucial. I'm spending 40 hours.

11:16 I'm spending a third of my life at work. And you want me to not have any fun. So he says, OK, you know, I think we got to the ridiculous and some of these companies, you know, I looked at some of these Google workers that put their their day out on YouTube and they got up late. They got to work around nine. They had a huge breakfast, then they started playing ping pong for four hours, then they had a meeting at the rooftop and they never weren't doing anything.

11:45 So it's OK to have fun with your work, with the people at work, as you perform, get things done. Yeah, lesson number two, poor performing employees don't quit voluntarily. This is the one that we keep forgetting.

12:01 But it's very important. You got to get rid of them because they're just happy being poor performers. Well, sometimes you don't get rid of them. And sometimes the third of the people out of the 10 that white work for you, you know, will quit, but they'll never turn in their notice. I mean, they'll never tell you that they've resigned. Well, and when those middle performers see the poor performers get paid the same as them, they're either going to make the decision to become a great performer

12:28 or they're going to fall back to that level and say, why should I work if it's the same amount of pay for not working? Right. Low standards. You subtract the low standards. Yep. Well, what would have you said that the culture is what leaders let them get away with? Yeah, a leadership a culture is defined by what leadership is willing to tolerate. There you go. There you go. We tolerate a lot. So a good question to ask, though, are they performing poorly because you haven't set expectations or train them properly?

13:00 Or is it because they have deep seated character flaws? So some of these poor performance could be, I don't know what I'm supposed to be doing. And I've never really been told. So I think I'm doing OK, but you're not, you know, oh, yeah, I'll get your performance review next month, next month, next month sales managers not doing the ride along. Say they don't they don't know what mistakes that person is making, why they can't close the deals.

13:25 Now I did run into a situation. It was really funny. A mutual friend of ours, Steve Keating. When I was working together, he was managing a person and he found out that every the person wasn't really going on appointments. He was just writing him in his calendar. And Steve started calling some of these guys who supposedly had appointments with

13:45 and they never had heard of him. Wow. So so he was trying to fake his performance. So he knew he was a poor performer. All right. Cause I know a couple of different households, they don't change.

13:58 All right. Well, we've got explicit warning on this episode. Now we go. I don't think I don't think that word is an explicit word, I know. But I think being mean and petty are character flaws.

14:13 And so I don't think that you're going to be able to get rid of those character flaws. No, it's tough to change. I mean, like you said, assholes are assholes. They're just don't change. I had a guy that I was coaching once for a company and they were running three shifts at the AB and C shift And this guy I was talking to him and everybody hated him on his crew And I said what's you know what's going on? I he says listen if people are doing a good job They ought to know it if they're doing a lousy job I'll tell them if I haven't told them they're doing a lousy job, then they're doing a good job I'm not gonna tell them anything not gonna sit them then and

14:50 Support him and pat him on the back all the time and I said well I said you're gonna it's not gonna work well in the long run and he got fired about you know three four months later Hmm, and everybody hated him and nobody wanted to work C shift right so right understandable though. He was a a hole Yeah, all right So that is the first three chapters of great leaders make sure Monday morning doesn't suck next week chapters four five and six Let's take a moment for another announcement Do you have the right people on the bus and in the right seats?

15:27 That's always the first step before investing in training because sometimes it's not about more training It's about finding the right people first If you're looking to build your team for 2026 to bring in folks who can hit your activity goals and drive the results You want it might be time to talk with a recruiter Head over to mnsales.com offers and check the box to connect with a professional recruiter There's no obligation just a conversation And if you'd like us to introduce you to someone who can find the right candidates for your team fill out the short form and we'll be in touch Invest in your people invest in your future visit mnsales.com slash offers today

16:06 All right our topic today is 10 greatest selling questions so Bill and I have both focused on the importance of asking questions and challenging questions during our Prospect and client conversations and we went back through our records and we picked five of the best questions that we've learned from each other So that means that I will reveal five questions I've learned from Bill and discuss those and Bill will share five that he's learned from me and and we'll discuss those so Bill do you want to go first?

16:35 Sure sure that This is one that Scott asked every time we get together with a new client with a client Especially a client that we've met with before what has changed since the last time we met and And sometimes when you hear the same question over and over again You get kind of sick of it and I was getting kind of sick of this question And then we're in a class with clients and Scott was going around the room and saying what did you learn the most from our class today?

17:00 And and the sales leader the sales manager got up and said well It's not from this class today, but every time we've met together with you and Scott He said what has changed since the last time we met and he said and that is a very revealing question an important question So I said to keep my mouth shut about whether I was tired of that question or not and and just let that go and I like that question Now because as I listen to the answers We get good information and almost every time Something has changed a little bit somebody in management has shifted the the focus of the company has moved We had one client the focus of the company moved from

17:39 Gaining market share at any cost to selling profitable sales Well, man, does that make a difference in how we trained if we hadn't known that we would have gone into that situation Teaching the wrong thing, but we were able to adjust our process and change it right on the fly So we could do something better for that client In the two weeks before we had the class So I just think we can learn an awful lot of things from that any other thoughts on that questions is that your question?

18:06 I think it really tells you what the priorities are what the distractions are that your prospect is dealing with and When there's a major shift like like we were told What other questions would we ask to be able to find out that there's a shift in the direction of the sales channel from Quantity to now profitability. I don't know what other question you could ask So this is a very open-ended general question you ask at the beginning and in some meetings bill I mean we've scheduled an hour and they've spent 20 minutes telling us about what's changed as the last time we've met And sometimes it's been almost disastrous changes Well, it's been very helpful for us to build a work with them because we've all been in a situation where we deliver a proposal

18:44 They said okay, you know Let me go back and talk with some other folks and figure out how we incorporate this and all of a sudden we find out They're ticking bomb in another department I've done it before and they haven't paid their taxes in three years and all of a sudden while they got to pay some taxes So guess what gets cut marketing and training and boom all of a sudden jobs and everything else I don't know how else to do that. So yeah, one of the ones that I like that you use is you know Which specific sales behaviors do you want to see demonstrated more consistently?

19:14 And and I love this question because it really gets specific as to what behaviors what action what skills techniques do you want them to learn and apply when this engagement is over with and And one of the reasons I like this question is you and I you're leading PSA right now And I led it back from 2011 to 14 and I had to get speakers and presenters just like you did And and I always wanted to coach the presenter on when you deliver a presentation of this audience They're looking for things that they can do when they leave the room So when you're presenting Present something that they can apply today Just don't tell them a story about how you got to where you are and they learn nothing that they can apply and change the outcomes

19:57 On their sales behaviors. That's what I really love about that question Yeah, I think it really helps them to start to coalesce in the behavior situation because some of it can be you know I got these poor performers and these and and I don't really know and it's it forces them to start to coalesce What do they want to see in specific behaviors? And we know what we're going to be judged on later is Is what changes they make but if we don't know what those changes are and What they're doing poorly now we can't design the training to to to meet those guidelines, so Excellent. All right Here's the second question I like and I really like this question that Scott asks that I learned from him on a scale of one to ten

20:41 How would you rate your current provider? And then it's the follow-up question. So let's say they say I guess I'd give them an eight or a seven That's what we usually hear seven or eight seven or eight, right? And then he'll say why so high? And then it gives them a chance to say all the good things that they want to say about this provider

21:02 which allows him to ask the last question is What it was missing that you didn't give them a ten and that's the selling gap we're looking for but it's a great Series of really three questions on a scale of one to ten How would you rate your current provider when they give you a number you say why so high and Then finally what was missing that you didn't give them a ten and that's our opportunity I think this is a great question Scott because it has a great conversation which that's what we want to do is not get Yes or no answers But what we really do is we it gives us a reason to get rid of the incumbent There's something missing that we can provide for them and the second part of that is if they give a ten

21:48 You can follow up and say suppose you were to lose that provider you wake up in the morning that provider is not around anymore What would you do next? And and now you're positioning yourself to be a backup and Then you can say how about if you share some of the work with us because a lot of the people that pick us first Started we started as a backup to them and they found that we delivered a better service a better product better timing Easier to work with whatever it is and then we start gaining that market share Your your goal is to be able to get in and start working with that client and then eventually push that incumbent out But bringing the consequences of what happens if they lose that vendor that supplier?

22:27 What would they do next now you're bringing a future situation or the present that they have to deal with so Thanks, but we had a client and and he said the problem was when they go in and talk to a Potential prospect

22:40 They're just not getting any traction with Getting back in that second meeting and I think what's happening is they're not finding that selling gap and that question finds that so well So on a scale of one to ten how would you rate your current provider? Why so high and what was missing that you didn't give them a ten? Alright next one for you The second one that I learned from you is what concrete outcome should this program deliver for your business?

23:04 So this is really beginning in the end in mind, you know Covey talking about What are the specific outcomes that they're looking for because we can't just create a Program and hope that we meet their expectations and what they're desired from it We really should begin with when they leave the room Here's what the program is meant to deliver and here's the areas that we're going to be developing for the business and for the sales people Specifically not just generate revenue generate revenue where how from who and To be able to really qualify it a little bit better. That's what I really love about that question Well, and what I like about it too. You remember the old magic wand question

23:43 Wave a magic wand over this problem and well that got so old that that nobody wanted to hear it Right, so this is kind of the magic wand question Redone in a very professional way because magic wand always kind of sounds kind of stupid anyway So so what concrete outcomes is really if you could wave a magic wand? And it provides the same value in that again It starts them to think about where am I going to be afterwards and one of the goals of Selling is to get them envisioning a better outcome Yeah, so true Alright my next one my third one that I got from you is what criteria are you following to make a purchase like this?

24:25 And I think this is great because it starts to get them to think about what are the Signposts what are the markers that I'm going to use to make this is it price is it value is it? How do I it's really how do I buy right? And what are they taking into consideration and here's your opportunity to insert areas that are important that they have not considered

24:51 Based on the value that you've delivered with other clients and other engagements People don't know what they don't know and you can't achieve something if you don't believe it and there's no way that you could ever Achieve it if you can't conceive it. So really what's the formula that you're using and then ask them? How can we compete with this formula and win? They're going to tell you what is most important in the value that you offer based on that follow-up question to and I think to They're going to start to have to think about Who else is involved? You know, that's a great question to who besides you who else is involved

25:30 But but I think this gets to that without asking that question in that way. Yeah, yeah pretty specific my third one that I learned from you is how will success be defined measured and evaluated over time and This is again is very similar areas where sometimes they won't mention things that are valuable with engagement when somebody hires us

25:51 And I think one of the things that we add that people don't really take into consideration is a better attitude increase morale Breaking through some of those conceptual barriers creating more

26:04 Interest and curiosity and those are all things that people will not tell you that they want their people to do differently Some of them will I mean we had Jason Talley on the show and he talked about you know our founder says we want to have You know voracious curiosity and that's not the right word I'm sorry Jason. I didn't remember it accurately But something that just generates curiosity and when you have that curiosity then you have that wonder and then you start looking for answers So that's what I really love about that one. Yeah, I think so too. I again it gets them into the future. Yeah, yeah So number four one that I got from you right winding down the list here

26:41 What expectations do you have of me or us between now and then what expect? So what is it that you want to see us doing which gives us the steps of the process and when we can intervene and how often one of the Common questions we get Scott is well I just don't know how often to follow up and I don't I don't want to make you know be a nag But at the same time I don't want to drop the ball and that's always a worry for salespeople Well, if you ask this question what expectations of do you have of me between now and then you start to learn that and you have a discussion around When should I call you back? How should we follow up?

27:21 What what is going on here? What are we going to do and you need to get into that or you're going to be left hanging? Not knowing whether you're nagging or whether you're supporting and so this question really takes you there What expectations do you have of me between now and then it also gets into? what What do you want me to provide you? So we recommend a follow-up letter of some kind a letter of understanding saying here's what you agreed to do Here's what I agreed to do this gets you part way to some of those answers of what should be in that letter of understanding That says here's where we're going to go step by step through this process

28:00 I first learned this when I was selling real estate and I use it in the context of the time between listing agreement and Closing what do you expect of me between listing your house and sitting at the closing table? because I dealt with a reputation of real estate agents not always delivering on the expectations of their clients and this really told me What they're expecting of me and then I can insert things that they didn't think of that are valuable and And it makes it easier to achieve their expectations. Excellent. I my fourth one also deals with expectations. So what I saw that we have expectations Yeah, I put mine in order according to yours

28:38 So what expectations does the sales team have of leadership to support execution and results and this is out of you know the book with with Eric is you know a CEO's job is to be able to have the direct reports and to make everybody's job easier and when you ask leadership What expectations does a sales team have of you? Now we're creating some accountability and some collaboration and some cooperation on working together with a mutual commitment to a common goal and I think expectations are really so important and that's what the lead formula is you know leaders ship expectations and development What's the story behind this question and where it came from Billy any backstory the challenge that we find and challenge you and I have found

29:24 is that leadership thinks that the the training is the end of it and It's really the follow-up for our specifically that causes us to either fail or not fail So we want to we want the customer to know no matter what you're selling you have a role in this too This is not going to be a successful outcome if you don't do your part How are you going to support the execution of whatever our process is even if I'm coming in to sell you plastics molding?

29:52 What is your company's? Support of this process so this happens well What are you gonna provide us with you can't I can't go into an empty valley and and be shouting help help help and The leadership is saying well, this was your job because you're the consultant or you're the the provider So get them to start thinking about how leadership is going to support what's going on with this new process Great, thanks. All right. My last one is why now what happened last week that caused you to look at options This week and this is a neat question because it causes them to reveal What some of the pain points are what's happening right now?

30:38 We don't get a call we don't even get a response from an email or any outreach unless something's happening That's causing them to look into it even if they're not quite sure and again this goes back to that That issue that a customer brought up saying why it's really tough to follow up I'm not getting any traction when I follow up because they're not asking questions like this What happened last week that caused you to accept my invitation if I'm doing outreach There was a reason you said okay to this appointment What happened and that's that's what I think this will bring out best and They'll keep that a secret unless you ask them I mean and sometimes and and I've I've learned this when I was selling

31:23 Advertising is they had an internal corporate communications challenge within the company that may be getting Outside the company and they wanted to build a public relations story so that if it got outside the company they would get ahead of it But they also wanted to communicate everything to the people that were working in the company like you know putting a billboard up on the highway Where all the employers drive by based on your company?

31:47 But the people driving by are not customers, but it builds morale within the company because your billboard is up on the highway Well, it's interesting that that they do try to hide stuff from us in sales because they think if they reveal it They're revealing something that will cause them to have to buy Right and and they might be true because if I know what your need is I can show you how we can address it best And it's gonna cause you to want to buy because it addresses the need that you were trying to keep secret from us So it doesn't doesn't make a lot of sense, but it's a human emotion and it's it caused a challenge So I think they want to protect us from leveraging something against them, too

32:24 But my number five that I learned from you and and this is one of the I think the best sales practices That any salesperson needs must Adopt and incorporate but you have to believe it to be effective and true and here's the question What is the next best time for us to meet and align the next steps? You do that so consistently bill and even if the time is running late and the client needs to go You always insert that question you take control you maintain control and we're able to maintain that conversation and keep that Prospect engaged, but if you don't have the guts encouraged to ask that question You'll never keep your sales process on track and I really admire you for doing that every single time we talk to somebody

33:11 Well, I wish it were an admirable trait Scott But it's mostly because I only get things done if I have a deadline So this forces me to have a deadline to get that proposal done or get that Whatever that piece of the puzzle that we promised them done if I have a meeting with them even if it's a virtual meeting I'm gonna get that material done So it's a little bit selfish, but it certainly helps both the customer and us to keep this process moving forward So there's the the five questions from each of us 10 questions total Scott Can you make a PDF of this and I'll put it I'll put it together and and I'll have it available for download So if you want to go to the show notes

33:49 I'll have a direct link right to the PDF that you can download print and share One interesting thing I saw in this Scott is and I hadn't noticed this when I first read them All of your questions deal with kind of what's going on and what's going on now? What happened in the past and what's going on now? So they're very current most of my questions focus on the future. What where do you see this going? What do you see happening and it's a great combination of what's happening and what do you need to see happening?

34:17 Because those are the things in sales that we need to pull together We need to find out what the problem is and then how will the solution what will the solution look like? So I think that's one thing you can keep in your in your back pocket when you look at these 10 questions. Yeah, yeah great observation Our golden nugget for today Success usually comes to those who are too busy to be looking for it by Henry David Thoreau Isn't that amazing how sometimes the opportunities just arrive?

34:44 Well, they arrived if you make that list of things to do that day and start getting them done It's amazing how much more you get done. Yeah, opportunities happen because you're working hard, so So go to winning at selling comm this is episode 700 we'll have a download available for you there and all of our 300 episodes are available for downloads if you want to go back and see them there Next week's book club Eric Harkins great leaders make sure Monday morning doesn't suck gotten by this book It's a good book. We're gonna do chapters four five and six Eric said you can read this thing in two hours I believe that yeah our topic is the value of ranking your customers

35:24 Please subscribe share the podcast with your colleagues and on your social media And if you're so inclined give us a five star review. This is episode 700 go out and get better one skill at a time joyful selling