ARE YOU DOING WHAT THE BEST PEOPLE IN B2B SALES ARE DOING?

Here's one of the skills that really separates the great reps from the okay reps. And a lot of people misinterpret this as just pure raw intelligence or a sixth sense in sales. And I want you to kind of think of it as a skill that you can develop. It's, it's not hard, but it does take concentrated effort, does require thinking. So there's an intellectual element to it, but it can quickly separate the best from the rest. What am I talking about? Judgment. Now, we use judgment all day long, whether we accept it or not. We might be hijacking someone else's judgment. We might be just doing what we're told. We might be doing what's easy, or we might be doing what's first on our to-do, to-do list and working our way down. Well, what we spend our time on pretty much determines how well we do in sales. If we're spending time on a deal that's not really likely to close and not spending on a deal that could pretty easily close, that's bad judgment. And a lot of us kind of relinquish this to other people. Well, we'll tell my manager that. Or I wish my company gave me that freedom. Well, maybe you wanna own that. This is something that helped me in my career greatly. I hated wasting time, and I saw a lot of people wasting enormous amounts of time on deals that had no business In the pipeline. Yeah, they were willing to talk to the rep, but I could tell in the QBR they're never going to buy. It's just not a match, or the person's in the wrong place, or it's the wrong type of company, or it's years too early for them. And I really tried to be hyper-focused on what was closable in the order that it's closable. Now, a lot of people say, well, I'll develop this judgment over time. Okay, good.

But that's the slowest way to develop it.

Why not develop it now? Why not look at your calendar and say, am I investing? And I like to use that word as opposed to spending. Investing my time in the things that are most likely to close. Let's get into this discussion today. I've got Dustin back on the show. Uh, he's been through both the courses and was really a prize pupil, meaning that he did the work. Yes, the knowledge and applying the knowledge and working on these skills is an everyday, all-day type thing. This is a performance profession. The better you perform, the more money you make. And performing with the right people in the right order in the right way It's kind of judgment. It's not just being smart. It's really kind of applying that, comparing things, prioritizing things, and that requires judgment.

Here we go. Hey, Dustin, let's talk about judgment. Do you think it plays a role in sales?

Hey, good morning, Brian. Yeah, it definitely does. I mean, I can remember the times where I'm kind of running my— running around with my head cut off and not prioritizing stuff the right way, and it can really just be a big drag and you end up working way more hours. So I mean, I think judgment prioritizing is a really big part of being successful in sales.

I think it's one of the most overlooked characteristics of sales. I think a lot of people just go by intuition. gut feel, habit, management KPIs instead of really thinking through what's most important and what is more important than other stuff.

Yeah, sometimes you can get so caught up in the KPIs from your manager, from the company that you lose sight of like kind of what is really happening. So It's kind of like the 80/20 rule, right? Like doing, doing something like that. I mean, I realized that majority of my business was coming from a few accounts, although I was treating other places as equal as those. So it's like, you know, you have to kind of dive deeper. You have to kind of look at your history, kind of see what were the trends when you were winning stuff versus losing stuff. And I think that helps. But yeah, I think people just get so bogged down in the numbers. And whatever their company's telling them to do, that they just lose sight of a lot of that stuff and they end up working more in depth on stuff that doesn't even make any sense to work on.

Yeah. And I think people don't do it because it requires that prefrontal cortex energy thinking. And people feel like, oh well, if the harder I work, the more I make. And there's some truth to that, but When you think about, let's say you have time to do 50 units of work a day, you gotta believe that not all 50 are equal. And in sales, there's probably 2 of them will generate revenue eventually, and the other 48, eh, maybe someday. So you could spend, you know, a few minutes triaging that, put 'em in your order. of importance, most likely to generate revenue, best use of your time. Or you could just go A to Z. And I think most managers today are kind of focusing on the A to Z.

Yeah, I would agree for sure. I was just thinking of a discovery call. I get hit up sometimes and I do these discovery meetings and it's like they're just going through the motions, just like, you know, it's the next one on the list. They're just like, boom, do it like 12 times a day. They have no idea. They do no prep on the person they're talking to. They're just like a machine. Going through that, and that's kind of part of it too. You know, it's just this whole idea of just calling 50 people or going through the discovery calls, acting like a a robot versus actually just thinking to your point. I mean, if you literally just took an hour or two on Monday and Friday to wrap up the week and start the week, it could probably help you prioritize your time a lot better. But it's like people are so busy, quote unquote, whether that's being effective. is probably not being effective, but people are so busy they don't have time to actually think, especially salespeople.

Yeah.

And people feel like if they're busy, they're effective, but they're not necessarily highly correlated in sales. And if you look at how many deals do you need to do to make your number, your goal, and think about who's most likely to buy from you, I think too many people, they start off the beginning of the year and they just run as fast as they can. And guess what happens? We're not machines. We get sick, we get distracted, we get all these things get in our way. And then we tell our boss or our partner or spouse or ourselves, I work so hard. But this is one of the jobs where you get paid on effectiveness, not on labor. Trying.

Yeah, I've never met a top rep from what I can recall. They all worked hard, don't get me wrong, but they were never the person that was like working 90 hours a week, right? They hit 2 or 3 massive deals with these large customers and they kept going deeper with those customers and it was like a ripple effect, right? So they were being effective and efficient probably. So I think that's a big thing. It's, you know, it's not How many deals do you close necessarily? It's more like how likely are they going to succeed and like how big can they get? So do you spend more time strategically with less accounts because you know that that number can go bigger, but you have to like plan that out, right? And I have a, I have just like a basic top 10 list of each month. I have a top 10 list of like key customers and those, that, that ranking might change. So like somebody could be up in the top 5 and then something happens. I'm like, ah, they're probably not going to do anything for a few months. So I'll just put them to number 8 or number 9 and like kind of let it naturally progress or something. But you have to like be thinking about stuff like that. Otherwise you'll keep wasting time on stuff that's not gonna happen probably.

And, and I think judgment fits into everything in sales. When you're talking with a client, you have to judge the likelihood of them buying. Is it real interest? Is it curiosity? Are they just being polite? Are they bored? And just want to talk to somebody. There's all these things that you have to read, you're responsible for, and you can't blame them. They tricked me. That's not a— that's not as good as a PO.

Yeah, that's a great point. You have to judge your champion too. Like, is it a strong champion that really has that clout internally, or are they just kind of saying that to you and you're believing them, but they really don't have that political capital, or do you need multiple people on your side? Is it an existing customer? You know, there's all those things like that where you have to really think about, and that could help your case in that deal. But a lot of times I think you just get the happy ears and you hear what you want to hear and you think like, oh, I had a great meeting, but they won't set up another meeting with me. But then you still think that it's going to be good to go. So it's like, yeah, there's all kinds of things like that which are pretty interesting to look at. The judgment definitely happens When you're in front of the customer as well.

Yeah. And I think if you don't do it, you're the one that's paying for it because let's say to crush your number, you do 10 deals a quarter regardless of size, whatever. You gotta figure out which ones are they. You, instead of, I got this great pipeline, I got 10x my quota in pipeline. Okay. How many of those are going to close? Why are they going to close? When are they going to close? In what order are they going to close? So you can allocate your time to them instead of— a lot of people just keep putting stuff in the pipeline hoping that something will fall out, kind of the marketing model of sales. And that works for marketing, but it doesn't work in sales because most of the stuff that we're selling requires an enormous amount of effort. An enormous amount of thinking and strategizing and planning and creativity. And you can't do that with everything in your pipeline. You can only do it for so many.

Yeah, I agree 100%. I mean, you have to know the dates that you think they're going to close and then based off the dates, plan accordingly. Right. So if you have a couple of things that are supposed to close in February and March, that should be where you're maybe spending most of your time to make sure everything goes smooth. And then if you have other things that are coming in Q2, Q3, you're kind of doing those initial trials or proof of concepts, whatever it is to kind of get that. And you need to know on average how long it takes for that deal to close from start to finish roughly. So that way, you know, like, okay, I'm just now having this conversation. It's probably going to take 8 months to close it based off my previous history. And you have to like kind of map it out like that. And that Was not something I was doing early in my career, but it definitely helped later in my career. And at least so you're not running around with your head cut off. Because I mean, it can be, especially if you have a big territory, like multiple states, like hundreds or thousands of accounts. I mean, that's where you can really get stuck in there where you're just like getting nowhere and then you're burnt out too. So it's like a lose-lose situation. You're getting nowhere and you're doing the same amount of effort for everybody. And it's just not sustainable, like you said earlier.

And when I hear other people talking about sales, what it turns into is just this infinite number of micro skills, time management, prospecting. You know, everything turns into a micro skill. And that's okay. That's a legitimate approach. But they all have judgment as part of them. And if you don't judge them, prioritize them, evaluate them, compare them, You go crazy. You have to learn 50 micro skills where judgment can kind of help you with those micro skills. Time management. We all get up, we all have the same 24 hours in a day. How we use that time is up to us. We can outsource it to our manager, but our, you know what our manager's going to do is say, you know, make 500 calls. Fill up your pipeline, double down on the CRM and make sure you attend the enablement meeting 3 times a day. And yeah, and all of a sudden you don't sell anything and what do reps do? Blame the manager. Does that solve anything though?

Definitely doesn't. Definitely doesn't.

Yeah.

Yeah.

Getting up and saying what's most important today?

Yeah, I mean, it really starts at the most basic thing, like, hey, what, what are you gonna get done that day? And judging your, your day. So if you start from that small step, it, it can kind of have that ripple effect. And if you have a big meeting coming up the next day, like, okay, hey, maybe I don't want to go to dinner with friends the night before and stay out late. You know, it's like you have to judge your, your day and then put, put stuff in the order that you want to get it done too. So I mean, I guess it really does start. From very small things. And yeah, all those micro habits you were talking about, I mean, that can just be overwhelming with like all these different things you have to do. But if you just judge your day, your week, your pipeline, take time to think, I mean, that can make a big difference and it's much easier to look at it from that standpoint than to have like 25 micro habits to be a good salesperson.

Yeah, because without it, you're gonna do what's easiest, what's most enjoyable. Replying to emails, getting on social, updating this, playing with that. And all of a sudden it's 1 in the afternoon and the day slips by and you say, well, I did get a lot accomplished, but was it moving you to where you want to be? Or was it just activity for activity's sake? And I think a lot of people get stuck like, how do I become good at this? And too many people say, well, it takes experience. Well, you don't want to wait 5 years to get good at it. That's a long slog. So it is.

It is.

How do you become good at judgment?

Yeah, I mean, I kind of just did a dissection sort of like a full year and like how many deals I worked on and kind of looked at that year versus The current year I was in, this was several years ago. So like, how many deals was I working on? What was the average deal size? How long did it take to close? And what I realized, there was a lot of takeaways from that, but what I realized was I was working on too many deals. I still had a pretty high close rate, but it was like roughly, I think, 30 deals that year. And it was medical device at the time, so it was fairly decent size. Well, I mean, to do that much and with hospitals, it's like super technical. Like you have to do a million meetings. Like it's a long, brutal process. So like to work on that many deals was like tough. And then I realized if I would just kind of dive deeper with less accounts. So I had a couple of like larger hospital systems that I knew if I could go deeper with them, it was a risk, a calculated risk. But if I could go deeper with them, you know, get one deal that could turn into another deal because we have multiple products. So the following year, basically after I kind of did this exercise, I basically worked on about half the amount of deals that I did the year before, and I closed more business, and I had a higher close rate than the year before. So I still worked probably about the same. I worked a little bit less, I would say. I was just more effective because I worked on less deals and they became bigger because I was more strategic with it. And I've been strategic for a while, so I look long-term. I try to think high level, where I need to be. I used to deal with Home Depot. early in my career. So I think that helped me because everything was planned out far out. But yeah, that was a big change and that was kind of eye-opening. It's not how many deals you work on, it's more like what are the factors of if they're going to close? What is the dollar amount? Can you go deeper with an existing account and get another deal on top of that, which is going to be easier because you already did the work for the first deal? So all kinds of things like that that really kind of were a game changer for me.

That required a lot of thought and your manager didn't really mandate it. That probably wanted you to do just the opposite.

Yeah. Everybody thought I was crazy. Like I showed it to some people and they were like, I mean, they thought it was great, but like no one, I knew it. I don't mind sharing it with people because I know no one's gonna follow up and do it. I'll, I'm more than happy to help them if they want help, but like nobody actually follows up and wants to do that exercise. So I don't, it's like giving away your free advice because I know no one's actually gonna do it anyway. But yeah, it's funny like that. I did try to show it to people. I was like, man, this helped me a lot year over year. And I think they just get so caught up in the stuff you're talking about meetings, you know, meetings are brutal meeting about a meeting to get ready for another meeting. Now, if they're with the customers, there's a little bit, that's a little bit better. But if it's internal meetings as a salesperson, I mean, most of those are just a complete waste of time. And like those managers, they get sucked into all the meetings. Reps can get sucked into it if you're kind of like a go-getter and you wanna like be active and feel you're accomplishing stuff. So yeah, I think people just get sucked up in all that and they just didn't listen to it as much, but it, it helped me for sure. That's, that's for sure.

And that's it. And that's kind of my pet peeve on LinkedIn. And when people comment on my videos, tell my sales manager that. And it's like your sales manager wants you to sell as much as possible. They have an opinion, they have their judgment, but at the end of the day, it's up to you. And, you know, I remember when my company got bought by IBM, so it went from, you know, 10% BS to 80% BS. So I, I literally just You know, people thought I was difficult, but I was difficult in their world. But I had a huge base, but I wasn't there for the base. I was there for the upside. I wasn't going to sit in a bunch of meetings, have my team go to a meeting enablement on something they don't sell and go into trade shows that aren't relevant to us just to put a body in a booth. I can't tell you how much trouble I got in on that one. People calling my boss, my boss yelling at me, and I go, you want them in the meeting or in the booth? We're closing this deal. You can't have both. And he goes, have them show up and then say you have to go to the bathroom and leave. And I'm like, I'll tell them they were there. Right? It was all this game playing and business playing instead of doing business. And you can be the good little Boy Scout, but guess who gets laid off? It's the people who aren't selling. And unfortunately, and that's not always the case, but it's at the end of the day, you're there to make money. If you don't want to make— move into marketing, move into customer success, go work for the Peace Corps. You'll be much happier. But if you're in sales, You're there to make money. You're judged on it. That's the whole system. And yes, they're distracting you, but it's your job to be focused.

Yeah, there's a lot of politics, right? I've worked for big companies, not quite as big as IBM, but Stryker, Milwaukee Tool, big multibillion companies. And you get sucked into playing, playing business like you were saying, like going to meetings, going to trade shows, all that type of stuff. But at the end of the day, if you're not hitting your numbers, nobody cares. And I think part of the reason no one would listen to what I was saying is because it wasn't like the official sales training, you know, especially with like Stryker. I mean, it's a great company. I like Stryker a lot, but like they have their, their process, their sales training. I mean, a massive amount of training, by the way, like a lot of technical stuff, a lot of sales stuff. So like if I come in there showing this other thing, it's like probably doesn't go over as well. But at the end of the day, I was hitting my numbers, doing good, like well over quota. So like, my boss loved me and would like team me up all the time. So it didn't, it didn't really matter. But it's, it's funny about that whole playing politics and especially in those big companies, you, you kind of have to do that to get around. But once you kind of know the game, you can kind of push back a little bit like you were saying.

Yeah. I remember my manager forced me to go to a trade show, had nothing, wasn't even in my territory, zero revenue. So I fly down there, I basically walk to the booth, Said hi to everybody and then walked out of the booth, went up to my room and worked in my room the rest of the day. And he goes, they didn't see much of you. And I go, I met this client, we were talking about this deal. And I was like, I'm not playing. You didn't hire me. My base isn't big enough for me to do that. Sorry, I have to use my time to sell the most I can. Now let's get back to how do you develop your judgment. I think you have to do it every day, looking at your prospect list. Do triage. If you're going to spend 5 hours prospecting, spend 15 minutes prioritizing. If I could only make 5 calls today, which 5 would I make? Which ones and why are they most likely to buy? I mean, today you can find out who fits best in your ideal customer profile. You know, are they brand new there? Do they— are they hiring? Are they firing? Do they have products like us? You can find all that stuff out today. You don't have to do a discovery call to figure it out. And most of the prospecting emails I get They didn't even look at my LinkedIn profile. They're trying to sell me software development services. I don't develop software. You know, it's like selling me construction services. I don't build buildings. And then they, I am in their cadence. So it's like 5 times they're calling me, I'm blocking their number and they're wasting their time, but they're busy. They're hitting their KPIs.

Made those 100 calls. Yeah, that's for sure. Yeah, it's a good point. I mean, so like what I'm doing now, I try to, I start off, I'm doing consulting, I guess. So like basically I start off with people I know, people I used to work with, people already like me, because I know that's gonna be 10 times easier than a cold LinkedIn process, which I'm still doing that too because I want to get those going for the future. But like I start off with the people I know, the people I've worked with in the past, people that trust me that What I'm doing now is relevant to healthcare and these other industries I worked at. So a lot of my opportunities have came from just my network and what I've built up before this role. So that's somewhere to start, but I'm also still doing that cold prospecting as well, but strategically, like via LinkedIn and other things, not just aimlessly calling 40 people a day because I know that's going to get me absolutely nowhere. And now I don't have to report to anyone, so I can, I can definitely do whatever I want, which is nice.

And that's it.

And at the end of every day, if you ask yourself the question, how well did I use my time? What was the best use of my time today? What turned out to be a waste that I could have used those 2 hours and gone for a walk and got more done?

Do you do a grade your day thing, right? Where you grade your day?

I grade my day. And I do a verbal journal into Otter to save time. So I just hit the button, I start talking, and I have like standard questions that I ask myself. What, you know, what was the best use of my time during the day? What things are in my way? What things either upset me, distracted me, or turned out to be false positives? Because we're emotional creatures and people think that our feelings are thoughts. Our feelings are just survival triggers that the phone rings, might be a client, might be a cold call from somebody else. It's an unknown number. You don't know. Do you pick up? It's a judgment call. Maybe if you're expecting an order, You pick up. But if you're busy and focused, you got voicemail, right? You know?

Yep.

You can listen to it. And if you pick up and it's somebody trying to sell you a warranty for a car you don't have, and you gotta spend 5 minutes getting them off the phone or hanging up and then feeling bad about it, Not a good use of time.

I like that. I like, I, I've been trying to do the grade your day thing. I'm not quite up to your level, but I like also saying some stuff out loud so you can kind of remember it and kind of see the trends that you have going on with your days, because I'm sure it's the same things that keep upsetting you or causing distraction, whatever it may be. So that's, that's a great idea to do that and kind of, again, it goes back to like cracking this stuff and actually thinking about it. If you're not putting some effort, then you're never going to improve your judgment, most likely.

And what really helped me early in my career is I would prioritize my deals for that quarter and then prioritize my prospects. I put it into a spreadsheet and I would save every copy as opposed to overwriting it. So at the end of the month, I could look at the— what did it look like on the first day of the month, and what did it look like at the last day of the month?

I like that. I have that spreadsheet, but I don't save it like that. It's just the same document, so I can't go back and see what it was a month ago.

Yeah, because we think we're going to remember. You're not going to remember. You're not going to remember. And what you find out is, am I Too optimistic or am I too pessimistic? So what you want is that needle, that judgment, to get as close to reality as possible. Because if you're too optimistic, you're wasting your time on things that don't close. If you're too pessimistic, you're missing opportunities.

Gotta get somewhere in the middle. Yeah, no, I I used to do a lot of forecasting when I was dealing with Home Depot and it was like massive numbers. So literally if I was off, it'd be like a million dollars or something. And it was a big deal, right? Because that's like, you know, a big swing one way or the other. So that got me in this like just routine of like having to be dialed into the numbers and the forecasting and being realistic. Because there was times where I was too optimistic, like setting the bar way too high and then I would kind of sandbag it. So you have to like somehow find a happy medium, easier said than done. But if you're not doing the stuff we're talking about, it's almost impossible to kind of see. your trends. So I use a similar type of spreadsheet that you're talking about for like my top 10, and I do update it. I just need to, I guess, keep the old copy so I can see how good my judgment was at the beginning of the month versus the end. And then I have a forecast for the year actually by month revenue and pipeline. So it'll be interesting to see what that looks like at the end of the year and if I hit that or if I, you know, go under or over and that type of thing.

And then look at it from the perspective of what you're responsible for, what you have control over. You don't have much control over your client. You can guide them, put incentives in, collaborate with them, but if they're the wrong client, they might be a great person that's not at a company that's ready for your product. Right. A real great champion, but they're at a 4-person company. They can't ever buy what you're selling, but they say they can, they want to, they'll find a way. And you spend a ton of time with them. You kind of know it's not going to close, but they're collaborating with— they're nice to talk to. Compare that to somebody who might be even-keeled at a perfect fit company where you just need to be creative. Instead of just hounding them. That's where that creativity and the time, and that's why they hire salespeople. And too many people are acting like robots today.

Oh yeah, definitely the robot thing. And even the deals that you lose or they don't work out, to your point, you need to keep track of why that happened.

Why?

So was it, yeah, was it that champion wasn't strong enough? They We're at a company that's just never gonna do anything new because they take forever to do new technology. You didn't have enough people on your side, whatever it is, you have to keep track of that. And then otherwise you're just gonna keep making the same mistakes over and over again. So I like that a lot. And that can be tough too, because if it's like someone that you like, that you're friends with, you want to talk to, that you've done business with before, you still feel like you're getting something accomplished. And maybe you are long term if they switch somewhere else. Potentially, but you have to kind of keep that, that short-term, that year in your perspective and, and you can still catch up with those people. But if it's not urgent, just push it out to, you know, 3 or 4 weeks from now when you, when you have a little bit more time to talk to 'em.

Yeah.

And stay away from the rationalization. I think too many people, when it doesn't work out, instead of being brutally honest and saying, okay, Can they afford it? You can find out before you even have the first call. Do they need it? You can find that out pretty simple. Where is it on their priority list? Does the person that you're talking to have the juice and the awareness of how to get it done? Not that they say they do, but they've shown you that they do. Are they— do they act, sound, and behave like the other people who have been able to get something done? Because, and I think another thing, if you can talk it through with another rep, your manager's got their own agenda. So hopefully the manager's doing this, but, and I always used to with my reps, it's like, put the deals in the priority list and then explain to me why they're in that order. I cared more about that when they thought about the date.

Yeah, it's so simple, but it's effective. And yeah, once you get that, you get it prioritized, then it's just more about, you know, actually moving forward and making it happen. I mean, you have to be decisive too. So like, if you do all this, you just gotta, you gotta move and not get distracted. So, um, I like, I like that, just getting an accountability partner, probably another sales rep or a good friend that's in sales and have them just kind of beat it up for you a little bit and ask those questions. It's a It's a great idea versus like your traditional pipeline review, which who knows what that involves, which is probably a clown show, I would imagine.

Yeah, because the pipeline review is about how to get it done, which is a part of it. But the other part of it, is it even possible and how likely is it? Or are you just trying— are you just throwing stuff against the wall hoping something will work?

That's usually what it is, most likely.

Yeah. And, and you know those deals that I used to say, well, are we going to put a birthday candle on that deal? It was on the forecast so long. You know, once it's been on the forecast for a year, we got to have a birthday celebration for it because it's usually a placeholder where it has all the ingredients except for an order.

Yeah, you just don't want to tell yourself the bad news, or you don't want to tell the company the bad news, and you put it in there, and then you get kind of stuck in that trap, and then you're just not being real with yourself. So I think if you just do these simple things, it would create a lot less pain for you and your manager and the company because you'd be more realistic. And you can still sandbag a little bit, but like, yeah, it's crazy.

So when you think of what's the opposite of good judgment, It's that busy, busy person, the person who tamps down the judgment feeling and does anything to stay busy because that distracts them, keeps them from thinking, because thinking is work. And thinking is not the same as intelligence. Intelligence is kind of knowing and being able to think and solve a problem Abstract stuff. I'm not really sure what it is, and it doesn't really matter. What matters is that you're putting your energy, your time, your focus on the things that are most likely to get you what you want. So what are the shortcuts to having great judgment? Model people who have good judgment. Break the deal down into tiny little pieces. Compare deals. Observe other people. Do the opposite of what people with bad judgment do. All of these are ways of doing it but require effort. And I think too many people get comfortable just being busy. That being busy— and in sales, it's so easy to be busy. That's why it's such a trap. And guess what? Your manager loves you to be busy. But they assume that you're busy on the best stuff. They assume you have good judgment, or they assume you have perfect judgment, because when you spend time on things that don't close, you're going to get hurt. They're going to hit you, you know, not physically but economically. And how do you get better at it? This is something that I really focus a lot on in the courses. Because every action is a judgment call. How you do it is a judgment call. Is it intelligence? You can make that argument. Is it skill? You can make that argument too. But all that matters is how well you did it. And we're not the judge of it. The client is. So, not easy. I get it. I get it. I do. And this is something that I struggled with every day in sales. But when you get good at it, all of a sudden you're really investing your time in the things that are going to get you what you want. And that's what it's all about. So if you want to get great at sales, not just good, but great, go to b2brevenue.com and I teach you Exactly how to do that. I'm not going to waste your time. There's plenty of content because the best way to get great at sales is to cut through the crap, learn the things that you need to learn, apply it to real deals, not academic deals, not hypothetical deals, real deals, and hear how other people are doing it. Other people identical to you. Does it matter that they're selling the exact same product in the exact same territory to the exact same rascals? It doesn't. What matters is that we're all ambitious. We want to do it. We want to figure it out. And together we will. Or you can sit around and go tip to trick and take the aspirin of sales instead of the vitamins. And guess what? Next year you're still going to need more aspirin. But will you need more vitamins? You might be in great shape. You might be crushing it. It's up to you. It's your income. b2brevenue.com. That's where I keep it. Here's how the courses work. You get— you purchase per year, either in 12 monthly payments, but it's not a membership, meaning that you pay for 12 months in 12 payments. Or all up front at once. Up to you. I make this available for people who want to be budget conscious, not people who want to drop in for a certain time period. The time period's 1 year. You don't like it, I get it.

Move on.

Go do something else with somebody else. In the course, you get 3 major things. The content, which you can consume at your pace and your time. It's all online, video-based. You can listen to it and consume it as much as you want within that year. The live sessions are 2 parts. One is office hours, which is an hour meetup group setting. All are on Zoom at 2:00 PM Eastern time, where it's question-based, case study-based, and I prepare a lesson That I was thinking about in the 2 weeks in between the office hours. Also, you get unlimited one-on-ones. Now, these are 30-minute Zoom calls with me on a first-come, first-served basis. They are all recorded, but I don't need to know your name, what you sell, who you sell it to, who you work for. And I know everyone's so sensitive about their identity. Your name will never be disclosed unless you make it disclosed. I put those back in the course because that's how other people learn. You get a case study. It's insanely powerful. You get to hear other people's case studies. And that's how we practice in sales. That's how we prepare in sales. As opposed to let's wait until we're in the train wreck to figure out how to stop the train. Let's not do that. That's not a good idea.

So, check out those courses.

Also, check out the videos on YouTube. Just search Brian Burns Sales on YouTube. And I got a couple other podcasts: Sales Questions, Brutally Honest Answers, The Best of the Brutal Truth, The Sales Leadership Show.

They're all great. Check them out. We'll see you next time.