HOW THIS REP MAKES PRESIDENTS CLUB EVERY YEAR

Imagine having to sell medical equipment in New York City with no inbound. You're all out there on your own, knocking on doors, trying to get in. It's up to you. You got to figure it out. That's what we're going to talk about today. Not all of us have inbound.

Do you?

Are you getting inbound? That's what I hear mostly is people aren't getting any. Or what they do get is not really worth anything. That's why I started Start the Conversation, Get the Meeting. This course gives you a way of developing that know, like, and trust relationship without talking about your product, without talking about you or your company, and engaging with your market, your network. And today's guest kind of figured this out on their own. It took a while, but she's using social, using her network to build up her business. Let's get into the interview and I'll sum it up at the end.

Hey, April, thanks for joining us today. As a way of getting started, give us a background on yourself.

Yeah, thanks for having me. You know, I'm the Territory Executive Manager out here in the Northeast and New York. Been with the company almost a decade now. Just got back from the national sales meeting. Very excited news. You know, never gets old. I love, I love doing this. I do aesthetic medical device sales.

And how'd you get interested in sales?

Well, I don't know if I was actually interested in sales. It kind of came to me. I was interested in what I thought I wanted to, like every other pre-med student, be a doctor, I think. But when it got closer and closer, my My ideas just kind of changed. And I remember I got a phone call from a recruiter. I was in New York and he said, can you make it to this interview tomorrow? And I was about to leave for France. I said, sure, why not? Sit down at the interview and they start talking about what it is. And it was aesthetic medical lasers. I said, oh, this is interesting, because when I was looking for medical school, I said I wanted to be opening a med spa. So this made perfect sense for me to attend. And I just remember sitting at the the interview, and I was sitting across from 2 people, and they said to me, well, why do you think you deserve this? And I'm thinking to myself, I'm like, did you not read my resume? Like, you should have known this before I came here. And that was what sparked me to really get intrigued. And so then I, I got hired, and that's been my company ever since.

Yeah. And what you like about it?

I love that I really picked the right company that led with science. and trust and results, where most of the other companies, they try to, you know, bring you in and it's tailoring it towards revenue and how much money you're going to make. And I think that this company manufactures their own technologies. They really have spent the money to invest in divisions that most companies don't. So, I don't have customers calling me every day miserable, which I love.

Good. And the medical school thing, was that Something you'd always dreamed of? Was it family-focused?

No, I think that I, you know, it's weird because if you ask anybody, like my family would be like, no, she was supposed to be like a corporate lawyer. Like she's just got some type of personality about her. And that's what I did. I mean, I started in pre-law and I, I mean, I went through the police academy when I was 17 years old. It wasn't until I was applying for school that I switched and went pre-med. I wanted something that challenged me. And when I got into pre-med, I started to just you know, see things that I were like, ah, this is kind of boring. I'm not really interested in all the science perspective. And I kept like writing business plans in school. And that's what led me to believe like this isn't something I should be doing. And when I started to, you know, see the different opportunities within my degree path, I found this and I saw the medical spa, I saw the aesthetics. And I'm just glad that, you know, I didn't take those interviews with those, you know, hospitals and stuff because it's just not— it's completely different ballgame. So I'm happy.

And tell, tell us about your sale. Is it to hospitals? Is it to private practices? Is it to med spas? Everybody?

Everything. Yeah. So when I interview, they're like, well, you know, they're trying to gauge like, how fruitful is this? Where are my prospects? And I'm like, everybody. I will be sitting at dinner, someone will sit next to me, and I'll be talking about lasers. And of course, their wife or them or their friend or their mom Somebody has done a treatment. I mean, my 72-year-old mom in Houston calls me to tell me that she's sitting in an office with a doctor and letting them know that they don't have Candida. And I'm like, oh, great. Cold calling for me. Wrong territory.

Well, let's talk about the territory because you got a tough territory, I would think. New York.

Yeah. I always tell people I'm wearing many hats. Got to pretend to speak many languages. I mean, we're all sign language out here. You know, I'm talking to multiple people with different cultural backgrounds, and I've learned to appreciate it. I mean, I was just sitting at the sales meeting and everyone's like, how do you do it? You know? And the clinical director, she's like, April, she's like, I was out training a customer of yours, and I was shocked that 2 houses down, little buildings, your other customer was there. And then the next block was like another customer of yours. She's like, where are you finding these people? I'm like, I go street by street. Anybody's a prospect. Anybody, their wife, they can do it. The laws are very lenient in New York. So technically, as long as you have the money, you could, you know, pay to play.

And let's talk about that, because I got to imagine getting somebody interested, it's one thing, but getting them to make the purchase— because I have no idea what it costs, but I'm sure it's not cheap, Right.

The average sales price would be anywhere from like $85,000 to like $120,000.

So it's huge for private practice.

It's big, right? And it's not something that most people— it's not new, right? So we're not reinventing the wheel. This has been— our company has been around for 50 years. So we were the first to launch this and evolved into aesthetics, which was taking doctors into a more cash-based revenue stream where they didn't have to do medical codes and they didn't have to wait on insurances. So now this is very exciting. waiting for them. So we really work hand in hand with the injectable companies because they're all coming in for Botox. I mean, during COVID I was scared to death for my job. I said, well, how am I going to stay relevant here? And I was like thinking, I'm like, all right, let me get some marketing ideas. You know, what can we do? Memberships. And my customers were logging into Zoom saying, April, if I could just lift up my gate and let them underneath, they'll all come. I'm not losing business. People want this.

And Yeah.

So I did better during COVID than even during regular time. People were transitioning. You had nurses in the hospital that wanted to leave. They wanted to open up their own. You had doctors that were just, you know, they're tired, you know, OB-GYNs, internal practitioners, they're seeing 30 people a day and they're like, I could do a laser treatment and make, you know, $1,000 in 40 minutes and I can delegate it to my medical assistant. You'll train them. And so I'm like, yeah. So it's not really that hard.

But it's still a big financial commitment.

Right. And that's where I think sales comes in, right?

That's where you earn your money.

Exactly. And people say like, well, what's the hardest thing? And I'm like, well, I don't— people think sales reps are just someone who maybe stands there and talks about a little bit of the product, and then they, you know, either gauge the, the interest and they get it or they don't. I'm like, I literally am like my own business out here, you know. I have to lead generate, then I have to, you know, problem solve and figure out how to position this topic, listen, then speak. And then I have to go forward and make sure they're qualified all at the same time. And I think it just takes a certain person with a purpose. And that's what I tell people. I, if, if I ask someone that I'm doing business with, or if I'm going to hire or I'm working with, I'm like, what's your purpose? It just tells a lot about somebody. Because if they're just waking up in the morning for like a short-term game, they're just on inspiration and luck. And those people, they're not— they're gonna cancel the order as soon as they purchased it, or they're just not gonna be successful because they're not in it to keep on learning how to master it. And, and I think that, I mean, if you ask anybody if they wanted to get into this business today, they'd be like, no, no, no. But because of the, the amount of people I have in my, you know, my database, I can keep reselling. But you have to keep them successful. And I think that that's just That's where the success comes in.

Yeah, because you sold it to them. Now you got to kind of make it work, I guess, right? Yeah.

And you have the skill sets, you develop them over time. I mean, you know, I was just talking to someone on the national sales meeting. She's like, April, you know, what's the secret? I'm like, the secret is, is like, you really just have to focus on every single moment you spend in it and understand what happened.

That sounds like work.

And if you, and if you're not understanding what just happened, then you don't get it. You know, it's not about learning the product. I mean, you have to know it, but you don't need every detail. You don't need to know like who's purchasing right now. Everyone is a prospect. But if you don't know how to communicate to somebody and build a relationship, I mean, go find a new job.

And what do you feel that they want from you as a salesperson? Because clearly you figured that out.

Yeah, I think it's— they want to trust me 100%. The trust is like when I take them through my personalized journey, I figure out what's most important. And I can say in New York, it's trust because they know they want this specific service. They know that they— that's what we're talking about. This is a fruitful business, billion-dollar business. Why Candela? Then why me? And when I talk to people, I said, it's my individual brand. People have talked already before they got to me. They know me because I've been here 10 years. They know the company. So when I sit with them, it's, where's our vibe? You know, how am I going to build this relationship? And it's that trust. And so I think that over the years— Yeah. So over the years, it's, it's been I, if I could go back to day one, I think I would have strengthened up my— like, this is a key word for me— emotional intelligence. Sharpen soft skills, emotional intelligence. I thought I had to validate myself everywhere I was because it was like an insecurity thing. You didn't know the products, you didn't know— you couldn't build trust over, you know, where did you go for summer break, right? Starts there, but you got to take it to the next level. And I think that if I would have just really done what I advised other people is to practice understanding how that day went when I was sitting with people, I would have had better emotional intelligence. I would have known why things didn't work out faster, and I could have, you know, sharpened up. And then with my soft skills, I would have just been a little bit better on how I asked for help. You know, you sometimes you start these jobs and you think like, well, they hired me, I must know what I have to do. Reach out, reach out to other reps, reach out to the clinical trainers, ask for help because How are you going to do it if you're shying away from diving into the clinical component of things? You're not. You're not going to get further than you need to get.

Right. And when you ask for help, you got to know what you're asking help on.

Yeah.

Instead of, what's your secret, is not a really—

Yeah. A lot of people want the managers to come in and just sell for them. And they're like, well, if I watch them do it, I'm going to learn. No, you need to be in an uncomfortable situation. And when you get in that uncomfortable situation, like I tell my customers who are very on the fence of buying, it's like, well, I don't know, I just don't— what if I am not successful? You're not going to be successful if you're not going to get a patient in the door. It all starts with getting the patient, getting uncomfortable, then you ask me for help. And I think that reps can be so much more successful if they dive in, they lean in, and they stop thinking a manager is going to be their saving grace. Because if the manager comes in, they're going to be like, why do I need you?

Yeah.

So it's full circle.

And where'd you get this confidence?

Purpose. I mean, you know, everyone gets purpose from somewhere, whether it's like their friends, right, that they want, you know, they're in this thing where they're, they want to level up to their friends and be that independent boss, right? Or family where they have to take care of their kids and, you know, whatever, or if their family members, if they have sick family members. I think it comes from there. It all comes from money. We all want to be making money. But we got to have that purpose that every single day we develop a consistency that becomes confidence and success. So I think it's, you know, my purpose.

That's— I haven't heard that one. It's kind of like a mission.

Is that right? Right. And you keep strengthening it, right? It's like a growth mentality where every day it's like, all right, well, you achieve this for like, say, my family. I've achieved this. What's the next thing? And if you keep on growing that growth mindset, you'll have new fresh goals to achieve. And you should have that in your personal life and your, you know, business life. And I think I, I always had that internally, but sometimes you need someone to kind of make you understand what that means. And I think it was like last year where I first reached out to an executive coach. And I said, well, what is this gimmick stuff? You know, like, what are they going to tell me that I don't know? But when I sat down, She basically was like, so, you know, kind of like you, like open-ended. And then that person starts to just hear themselves, and it all comes to fruition. And that's how you get better for some people. Other people need to be told what to do, but I don't.

And what did you get out of that thing with the, the coach? Was it the purpose topic, or was it something bigger?

To understand how important the purpose was and also diversify my purposes. And also to understand where another perspective could critique me. 'Cause sometimes when you get into like 10 years in a company and you're like number one, who's critiquing you? Nobody.

Right.

You know, they just start telling you you're great. Can you help other people? Can you come? And then that person who's help— you know, you're helping, they're telling you how great you are too. And I just was always wishing like I had someone to be like, well, what could you be doing better?

Right.

And that's why I got the coach because I had a good friend of mine who was, You know, she did basically onboarding for Marriott for like 20 years for like CEOs and stuff. And she had such poise and etiquette. And I said, that's one thing I really, you know, I don't have. So unless you have an entourage to pick up some of those things, to understand what you want, you need to critique, you need the critiques from your team and your company and your management. And I think that that's what got me. She's the one that told me, go get an executive coach, see what they say.

And plus, you didn't buy into your own story. Or the story that other people were telling you, right? Which blinds you from the things you need improvement on.

Right, right. And, and I love being in a room where I can help elevate people, but to find that room where you are the dumbest, sometimes it's hard when you spend a lot of time with the same company. And then they tell you, well, if you hop around a lot, you know, you don't look as good. But I've noticed that some of the people who've hopped around, they've got pretty far. So it's almost— you don't know. You just have to figure out for yourself.

Well, that's it, because sometimes you could think it's the company, you could think it's the territory, you could think it's the 10 years, right? Because you go into a new one, you don't have some of that, right?

Exactly.

And when people come to you, do you feel like they really know what they need help with, or are they just kind of One event?

Probably a little of both, right? I think that they, if they've had experience, like I was talking to someone at the sales meeting who's new, but she's come from like an elevated senior role before. And she said it was the company, it was the culture. I didn't, I didn't have that. And then she also mentioned something that was interesting, which was where she was at, which is where the geographically it was. It's like I wake up every day kind of like me now. I'm like, oh, where's the sun? You know, that takes a big thing too. And then it was also, you know, she's asking questions and I'm like, you know the answer. But I think she just wanted to be reinforced with she's right. You know, I want to do the right thing. I don't want to look bad. I want to embarrass myself. I want to be successful, play politics. So you tell me that way I can answer back with the same exact response I would have led with.

Yeah.

So.

And how about as far as like getting into new accounts? What's your magic there?

It's tough because, you know, before COVID you'd walk in, right? You could solicit and you'd be like, yeah, let me find out who's in the office here. Oh, let me just walk back there. I think you got trash on the floor. Let me go see. I'll pick it up and just scope, right? But now it's like you got to make sure that they want you there. So it's like you walk in, you're like, you know, I'm not in the business of doing lunches. That's more of like pharma, right? I'm in the business of like, I got to get in and get in fast and like keep this thing moving. So I found that for the geographic region of New York, for me to get to say 8 places at once, it's going to take me 6 hours to do 8 places. So I need to be smarter with my time.

Yeah.

So the goal is, is nurture your current accounts and have them repurchase. Then you got to go into their friends and offer them referral fees. And then you got to get onto Instagram where you can build your brand and you can, you know, access so many more people at once. And then you can cold call and the cold call would be deliberately which I do, which is like on a Facebook group, like if I'm in like a med spa Facebook group, and I see someone's inquiring, like I just did last week. And so I DM'd her on Instagram, she's like, hey, well, you've been here many times. She's like, but you already sold a laser next to me, I think I need something different. And I'm like, well, tell me more about that. Like, why would you want something different? If they're doing well, why would you want to switch it up? And so that's where I'm starting to get into, I'm cannibalizing my own market. So I gotta get creative on not lead generation, but just letting people feel comfortable that they're going to make business if someone's next to them that has it.

Well, I like how you use social instead of just email and cold calling, because that's the worst.

Yeah.

Because you may not have direct, a lot of direct competitors, but there's a whole lot of medical device reps out there.

Yeah. And we're skinny. You know, we, I say it all the time. I'm like, for every one of me, there's 4 of them. And so they may get the brochure on the desk, but hopefully I get a seat at the table if they're smart enough to explore the product further. And then when I get that seat at the table, I just dive right in. And I think that I'm confident enough to know that 95% of the time I'll get the business because of the company and then because of me.

Yeah.

So if, if that's important to them, I usually win. But it is tough when you got people already like they spent, you know, 3 months inquiring about a different product and you come in and try and teach them up different things. They're like, well, that doesn't make sense. They told me this. You're like, oh God. It's different. It's— but that's sales. We're all in here to sell. So that's, that's the playing field.

And what's tough about this medical space? Because you would think they're analytical, but they're people too. There's a big emotional decision.

Right. I try to remember that everyone sitting across from me could literally be my friend sitting out to dinner with me. So I try to understand, like, What's the health of the business? Who's the determining factor? A lot of times it's like their husband who's never even there. You know, he's the one with the trucking company who's just like, well, what do the numbers look like? So it's like I have to get them emotionally charged to be like, I want this. It's not about we can afford it. I want this. This will directly make me happy. And that's where I typically lead is I gauge the passion and I kind of measure it, you know, keep the same energy. But it's, it's, it's hard because we have a lot of used products. So sometimes I'm selling against myself. So if I'm sitting here saying it's the best, they're like, well, it's online. I can go buy it over there, you know? So it's, it's, it's all, it's all process.

And how do you keep it going? Because you have that nice financial conversation and I'm sure the, give us some time to think about it is the I think you got to get that phone number.

It's different, you know, when you email them, it's like a distance between you and them. When you directly text them and they're sitting at their kitchen table and they saw your name, it's just like a different remembering of you.

Yes.

And it's, it's more intimate. And I think that you, if you, if you can get into that level with them, I think it's just better. I don't think you should be blowing them up. Don't text them all the time. Don't be DMing them to death. Just send out the right text before, you know, 5 o'clock and, and, and just follow up in the morning and just do it with some finesse, some confidence, not some desperation. And I think that, you know, if, if you'll know, if you have experience, you know, if they're pushing back and they're, they're just not interested. And then you just say, listen, come to my next event. No obligations. Just show up. Just show up. You'll meet the network. You'll talk to people. Don't talk to me. And we'll see if it's not a fit. It's not a fit. I'll see you in the future. I got 15 products. It's fine.

Yeah. Well, I like the attitude of how we're gonna do this instead of if we're gonna do this.

Right.

Because the if is too dangerous.

Right. You post doubt. They don't need it. They don't—

Right. They're looking for a reason to delay.

Nobody wants to spend money.

Especially a lot of money.

Right. And the beauty is, is that I remind them, this is an ATM machine. Every time you use it, it prints money. We're not buying a liability here. We are buying an asset. And therefore, I want to help you understand this asset. And I want to help you coach your team to make sure that it prints a lot of money. And I think that that comes with that brand and that full circle, because it's not just here's the product, good luck. It's like, here's everything that comes with it. But then here's my personal touch, my experience. I know what they're doing down the street. I understand the diversity of this market. I know what you need to do to be able to capture this market because I have 20 customers that already do it. There's specific indications that they want, there's specific price point that they want, and I'll tell you about it. But that's what you're buying, and that's what, you know, you have to take them through that journey.

And when did you come up with the reframe of the ATM? Because I like that. Because it really is. I mean, they look at it as an expense instead of a revenue generator.

I think it's a combination of talking to so many different finance lenders we've worked with and how they, you know, they utilize that tax code 179 talk track at the end of the year. And then you're going to be spending this much and then here's the breakdown. And then it all became like they were getting sharper on asking more questions. So I had to, you know, figure out a way to like remind them. And a lot of times they tell me like, oh, I just bought a house, you know, it's a big commitment, blah, blah, blah. And I'm like, your house is what you live in. This is a business. And so I wanted them to identify with not so much those things that cause them problems and grief with the payments, but this is something that we will generate revenue with, like an investment property. So it's just tying like their personal life into their business life to bring a realization that this could work.

And plus, you're working at a different level. You're basically a business consultant at that level. You're not a product specialist at that level.

Right. But I'll put on any hat. Like, I'm not—

If you want to talk product, you'll do it.

Like, if you want to talk to me about clinical, I'll geek out all day, tell you my credentials. Um, I try to tailor it to the person, and you know who they are immediately. And, you know, I got a lot of people here who maybe they don't even speak English. So I try to get creative with Tagging them because we're international, we're in 101 countries. So I like to work a lot with the international market to keep myself up to what their, you know, trends are. But if I got a customer who doesn't speak— she speaks Spanish, I just start tagging her on Latin American things and I'm like, click. And then they start seeing the product. They're already promoting it in Spanish. They're already showing, you know, those skin types and whatnot. I'm like, why would I try to reinvent the wheel and talk to you with some American person or, you know, whatever over here as a KOL? It has to be personalized. And I think that's where I get a lot more, you know, traction is people see like, oh, they're the customers I'm actually seeing and this makes sense and they have it where I'm from. You know, I'm from Brazil or I'm from, you know, here or there. And that's what you have to do. You have to get creative.

Yeah. And I'm sure you see a lot of other reps and I'm sure you get a sense of how long and how well they're gonna do.

Yeah. Yeah. I mean, I think that's why this company at this point, this year was the first year they switched it up. Like usually a national sales company, a meeting, they'll do a national sales meeting with all the team. They wanna build the morale. It's like company culture. It's like, let's get them excited, motivated. Our company is built with a lot of veterans, like 20 years experience here. How do you get them excited? You know, I mean, what are you gonna, what are you gonna tell them? Like, and, and that's been the, the going topic. So our VP, she said, you know, why would we drag them out here? We're not really launching something right now. There's nothing really exciting to talk about or learn. Let's just let them sit on the beach. We'll have a dinner together. We'll, you know, talk a little bit if they want to talk. And we're just— that's it. That's all you need to do. We'll do some awards and the only the most elite will be here. And it was, you know, 10, 15, 20 people max. And it was the elites. So now you're in the room with the smartest people and it's, and it's all about— there's, there's something in it for them. We don't want to sit at a national sales meeting where it's all the newbies and they're coming up and they always tell you, right, that one VP is like, go find the most senior person and go pick their brain. And you're like, God, stay away. You know, it's like you're gonna be here for 2 days, but now you're in with the people that are most senior and they've watched your numbers. You are a direct competitor and they're like, I gotta give a little to get a little. So it's an intriguing conversation. Strategic.

Swap secrets with you.

Yeah, that's it for like one day. That's all that lasts, one day, then you're done.

And what separates the, the people who go to that meeting versus the people who probably put the same number of hours in but don't have the same amount of results?

You know, the top from the bottom, there's a few things. It's, it sort of goes right back to that, that emotional intelligence. Like, if they're not capable of understanding how to recognize and develop themselves, they don't get the customer's respect or trust, and then they don't get the company's. And so what I've learned is I am, I'm not like the most finessed politically with the company. I'm very customer-facing. My emails might sound aggressive. I gotta relax sometimes. I'm in the car, I'm typing, I'm like, don't put it in the car.

Have you broken some eggs?

Yeah, I'm like, I'm not like the most like looked on as friendliest person. And that's like, that matters. And I think that's what separates the top and the bottom is you got to have a balance of both. Luckily, I mean, you can't do anything because I produce, but you know, you have to have that balance. You have to be able to be in a room and be able to play chess and move the pieces around, have the talk tracks and have that personality and charisma. But at the same time, Stand up against the top contender and eat them for dinner. And that's—I got one side of it for sure.

And how did you develop that emotional intelligence? Because what I'm sensing is you really develop your judgment of you know how likely is this person gonna buy? What do I need to do to get this person to buy instead of I'll just show them well what it does, and of course they'll.

I think that it comes down to when you fail, you ask why to yourself and to them. And I've gotten in the habit of asking, you know, what was your decision-making process and what led you to make that decision? Was there something I could do prior to making this commitment? Is it the price? Was it something that you wanted to see during a demonstration that maybe we miscommunicated and didn't align on? Was it— was there a clinical, you know, component to it? I mean, what was it? And I just send it, you know, send that to them. And I'm like, no hard feelings. I just want to understand so that way I know next time. And usually, usually they tell me. There's only a few weirdos that are like, oh, bye, you know? And I'm like, okay, fine.

Well, that's something that might be really good about New York because a lot of people don't like to give bad news. Yes. Even when asked.

Yeah, that's, that's, that's the weirdos. They're the ones I tell them, I'm like, I'm not offended. I have no hard feelings, you know? And it's like, they just don't— they feel so weird about telling you, like, why. And I, and I, so I let them know, like, those reasons at first so that they feel comfortable telling me the feedback. But if they don't tell me, I'm not worried about it. I feel like 9 times out of 10, if I'm uneasy about a deal in the first place, it's I mean, I've been here long enough to know that I'm not messing up my process. It's just somewhere, somehow, they're just like— I lost the deal Q4 last year. I mean, I did everything. It was all— and it all seemed like it was going well, but it was just that person had a contact in a different state that had a different laser. What am I going to do? You know, I could put them on the phone with 6 different people, but it's that one that they trusted, that they, you know, went to school with. They That they had bought that laser. That was it. And so I think that there's reflections and then there's things out of your control.

And what skill do you wish you had more of that would take your game to the next level?

I think it's the soft skills. Like, I need to tighten them up. I need to, you know, I need to be able to communicate the delivery internally to the company a little bit more and not be so critiquing. I've learned to come with every problem with a solution. But also understand it's not in my wheelhouse to make adjustments to a company. Like, I've chosen this steady role. I like sales. That's where the money is. That's what my purpose is right now. I'm not interested in the management. So when I have some type of feedback, I deliver it, but I deliver it with more finesse. And I'm trying to soften those soft skills and just hope that it goes somewhere that supports my message. Yeah, I mean, overall, I think that it— when you got confident people, sometimes that ego comes out, you know, and you have to, Tim, you know, tone it down and you have to readjust yourself and you have to realize like everyone is remote, you know, they don't know you, they don't know that you mean well, you're just passionate and you have to know that people are just on their computers.

Yeah.

And they're not in a direct company. They're not like back in the day where you just show up to the headquarters and you go meet Sally and Phil and you get Direct access. Now I got to go find them on Teams, but I still—I call everyone. You know, I don't do that messaging anymore. I go right to Teams, and I try to talk face to face to whoever to be more intimate. So that way, you know, it goes much faster. My emails get answered faster. My requests get answered faster. It's just got to be personalized.

Right? Hey, appreciate your time today. Where can people go to connect and follow you?

So Instagram, you can go see the Anovac Aesthetic. Find me there.

What a great combination of both mindset and skill set. I heard her bring up several times emotional intelligence, and I think a lot of people just think this is being sensitive or empathetic or compassionate, and that's all part of it, but I think it's so much deeper and broader than that. It's emotional intelligence about how to manage your own emotions, how to utilize them, not just tamp them down, but how do you get motivated? How do you become playful? How do you become analytical? How do you do that all within a few minutes in front of a complete stranger? You start to see the complexity there. And what most people do is they just tell themselves they're good at it. Because once you tell yourself you're good at it, it has the same feeling as being good at it without the output. And I think a lot of us work ourselves into being less of a salesperson than we could be simply by telling ourselves. We're better at it. What I heard from April was that she wants to master the game. She enjoys that, the adventure of it, unraveling the mystery of it, finding better ways to do it. Most people are just looking for tips and tricks just to get by, just to get the next order. And that can seem logical. At the moment, but it doesn't scale because you don't build. You're just doing labor because the next deal, the same tip or trick probably doesn't apply. So you have to think.

Uh-oh.

You have to plan ahead.

Uh-oh.

I get it, but you have to make that shift between being a better clerk And wanting to become a master of the game, a student of it. Really embrace that. Not look at it as labor, but look at it as a passion, a purpose, a mission, much like what you heard today. And if you want to learn about the details about sales, not just what to say, Or how to say it, but really how bigger deals get done. How strangers become people who work together, business partners. How do you build trust? It's not just showing up. It's not just knowing about your product or your competition or even the market. There's a lot to it. You can ignore it and pay for it. Or you can study it and make money off of it. Your ability to build yourself should become an ATM for yourself instead of just trying to find a job where you just get paid better for being the same person. And I've talked to a lot of sales leaders. Not one has said, you know, Brian, I just wish I could find Somebody who can just take an order. A good order taker. That's what I'm looking for. Nobody is looking for that. Everybody is looking for the person who can take a territory and build it without saying, give me some marketing, give me some this. No, no. This is what you got. You got a browser, a cell phone, and we wish you luck. That was pretty much my whole career. And you had to figure it out. And you can blame and be right.

I was right.

Yeah, the marketing sucked. Never got any leads. They didn't do anything for us. And if you didn't produce, they'd replace you because it's the rep's issue. Whether it is or it isn't, of course, it's not just the rep. You got to have the whole ecosystem for it to work. But the ecosystem usually isn't there. So the rep has to make up for the ecosystem because they're the ones on commission. Everyone else has got a nice fat salary to sit around in meetings all day complaining about how unproductive the reps are. So it's up to us in sales to produce. There's no— the excuses may keep your job for another quarter, but they don't pay the bills. Go to b2brevenue.com and check out the courses. There's 2 major ones: Start the Conversation, Get the Meeting, which is your prospecting course. This will fill your calendar up. This will give you a daily system without spamming and cold calling. You can do that if you want, but this is a smarter, easier, faster way to build an organic, natural conversation. And I teach you how to turn that into a business conversation. The second one is closing the complex sale. Complex sale— how's it different than a transactional sale? If you're selling to more than one person in the company, it requires more than one meeting or conversation to close it, and the dollar amount can justify you becoming good at it. So if it's in that ballpark and you want to become great at it, get Closing the Complex Sale. You can check them both out at b2brevenue.com. What's included? There's the core content, you know, how it works with examples, what to do, exercises, the typical core stuff. But the gold, the real eternal value of it Is in 2 things. We got office hours, which is 1 hour every other Friday. But here's the, the kicker: all of them have been recorded for the last 6+ years. So there's 150 hours of them in there with all kinds of examples. I'll give you an example right now. On Friday's office hours, somebody said, well, Brian, can you— was there an Office Hours on the traps and how to prevent them? He wanted me to do another one. I go, I did one about 6 weeks ago. I showed him the date and he goes, that's why it's valuable because we've covered so much of the complex sale and starting conversations is you need case studies. You need examples. You need the exceptions. You can't just take the core content and you have to figure it out or copy the examples because you won't know why it worked or why it didn't work or how to change it. The other part is there's probably another 100+ hours of one-on-ones. This is individual students applying the course in a one-on-one 30-minute Zoom interview. So they come with questions, situations, problems, and I help them resolve it. And it's from every genre of selling, but in the complex sale. So it's not door-to-door, it's not simple transactions. Complex. Many people, many conversations. And if you're facing no decision, These are the courses for you. B2BRevenue.com. We'll see you next time.