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Highlights

• How he got into sales by accident (01:01)
• Why you have to have a purpose and WHY behind what you’re doing (04:18)
• Things he learned from door-to-door sales that he applies to date (10:58)
• Changing your mindset so you can perform better in your sales career (15:41)
• Teaching his team to be as good as he is in sales (18:57)
• Prospecting in B2C and B2B: Digging into Jason’s cold calling genius (22:59)

In this episode of the Transformed Sales Podcast, I interviewed Jason Bay, the Chief Prospecting Officer at Blissful Prospecting, a company he built to help sales teams by providing the systems, coaching, and accountability to grow their outbound sales. A few of his clients have included reps and sales teams from companies like Zoom, CBRE, Medallia, Xfinity, Commvault, and many more. 

Sales is the only "adult job" he’s ever had. And he’s done everything from selling house painting services door to door, running outbound call centers, to helping thousands of reps master cold outreach. Jason and I will discuss a lot related to sales and specifically cold outreach (Including cold calling, sequencing, mindset, and objection handling) With prospecting being something that most salespeople dread for various reasons, this high-energy, YOU-focused episode will help you do a complete turn around of your outbound sales. Stay tuned for more!

Quotes

“If you’re really smart with your money in sales, you can retire in 20 years if you wanted to” - Jason Bay

“Salespeople should always choose conversations over meetings” - Jason Bay

“Your biggest strengths will be your team’s biggest weaknesses” - Jason Bay

“Every sales professional should have 6 to 12 months of emergency savings in cash” - Jason Bay

Learn More About Jason in the Links Below:

• LinkedIn - https://www.linkedin.com/in/jasondbay/
• Website - https://blissfulprospecting.com/

Connect with Wesleyne Greer:

• Wesleyne’s Website - https://transformedsales.com/
• Wesleyne on LinkedIn - https://www.linkedin.com/in/wesleynegreer/
• Wesleyne on Facebook - https://web.facebook.com/wesleynegreer
• Wesleyne on Twitter - https://twitter.com/wesleynegreer
• Email Her at wesleyne@transformedsales.com

Hello, and welcome to another episode of

the transformed sales podcast today I am so excited to have

Jason bay with blissful prospecting here. How are you,

Jason?

I'm doing good. I think we've had this scheduled

for a couple months or something like that. So it's I'm glad that

we're getting a chance to finally talk. I know we're

both Oh, crazy, crazy busy these days, which is

great. Yeah. Oh, no your own business. So Jason Bay is the

chief prospecting officer at blissful prospecting. He's on a

mission to help reps and sales teams turn complete strangers

into paying customers, a few of his clients have included reps

and sales teams from company like zoom, medalla, Xfinity calm

vault and many, many more sales is the only adult job he's ever

had. And he's does everything from selling house paint,

running outbound call centers to helping 1000s of reps master

cold outreach. So sales when you grew up, you knew you wanted to

be in sales. How did you get started? And how did you

transition to where you are today?

Yeah, I didn't know that. I wanted to be in sales,

actually. So I think a lot of people I don't know, you

interview a lot of people do, I think I think most people get

into sales by accident. So when I was 18, going into college,

and I was very shy kid, by the way. So very shy, even in high

school didn't talk to a lot of people that I didn't know, I'm

still somewhat introverted, like the thought of talking to a

person and knocking on their door or giving them a cold call.

Like that was never something I ever would want to do you know

what I mean? So I studied forensic science as a freshman

and someone came into my classroom and talked about this

internship to run a house painting business over the

summer. And I said yes, because you could make $10,000, right.

And I was like, that's way better than working at the mill

that my dad works at, you know, stacking wood on a cart for 60

hours a week. So what I didn't know joining that company was

that I would be going door to door, I just didn't put two and

two together, you know, so I would travel two and a half

hours back from college to go back home and Brookings, Oregon,

5000 person town, and now I'm having to go door to door to

find leads for houses that you know, we could paint and it was

a really, really great opportunity. Because I got

taught marketing, I got taught how to sell I got taught how to

hire painters how to build a small business, right? Well, the

actual door to door part of it was like, I was literally like

sitting in my car for an hour. Like before I did it the first

time like sweating. You know what I mean? I was so anxious to

do it. But it turned out I was like, pretty natural. And I sold

$100,000 worth of paint jobs in my first year and made $30,000

over a summer for school. Sounds like I love sales. Yeah. So

since then, that was in 2008. I became a sales manager with

them, worked with him as a marketing director and a sales

director and and then in 2000, what 2013 2014 I sort of left

that company full time to consult and help other

companies. And since I think 2017, I've been with blissful

prospecting in the focus has been more with b2b companies,

primarily selling software, some professional services, but

really, you know, how do we help them use more than just a script

or a cold email template actually have conversations with

prospects not talk so much about what they do? And less about

pitching and more about digging into problems that prospects

have? How do we have really intelligent conversations with

people that didn't ask us to reach out to them? And how do we

get meetings from that so that we can close deals? So that's

kind of my my career in a nutshell, I guess, over the last

15 years. So you

made $30,000 in one summer as like, a 20 year

old, right?

Yeah, I was 19. Actually, I had braces at the

time. And I'll tell you what I learned about personal finance

the hard way though, because I made pretty good money for a

college student, you know what I mean? And from there, it was

like, oh, anything that I want to do, I'm gonna do oh, I want

to go fly down to Los Angeles to go to a John Mayer concert, I'm

gonna go do that. I want to get booze for my friends, you know,

or go out to eat late at night or whatever. I'm just going to

do all of that. So it was a double edged sword for sure. It

was good, you know, making that kind of money. But it was also I

learned the hard way racking up tons of credit card debt. You

know, how to budget and do all that other. That's a topic for

another time now.

I love it. I love it. One of the things that

I love telling salespeople is like you make commission you

make a bonus, you have this variable compensation, what are

you actually working for? Right? So I love to help them make

goals, right? Because you got to make that money, do something.

Otherwise we end up like kind of like you said, just spending the

money any other

way? Yep, no, totally. Hey, you have to have a

purpose and a why behind what you're doing. And I think that

if you haven't explored this in your listening, I think thinking

about what your fire goal is. Are you familiar with fire? Talk

to us about it. So fire is an acronym for financially

independent, retire early. So it's this movement of peace

people that they look at money as a tool to help them retire

early. So if you think about, you know, what you would need to

make over the course of a year to support your lifestyle, and

you kind of do the math backwards, it's about I think,

maybe take that number and multiply it by I think 24 is the

number whatever it is to where you could earn six 8% off the

stock market or whatever. It's like having that number. It's

like, hey, if I have investments and things like this, that I can

accumulate over 1520 25 years or whatever, if you're really smart

with your money in sales, you could retire in 20 years, if you

wanted to. You know, and for some people that are doing

enterprise, they could retire even quicker, you know, but I

think having that number in mind, if that's something that

you want to do, but even if you decided not to retire, having

the ability to be totally financially free, I think is

really big. Another thing because you got me rollin on

this is I think every sales professional should have six to

12 months of emergency savings in cash. I know that's not great

investment, you know, advice, but my life completely changed

when we had like a year run, right where like, if I didn't

work for a year, we wouldn't be screwed, you know what I mean?

And it allows you to say no to stuff. So it allows you to quit

a job that's toxic for you. It allows you to not take on bad

customers, it allows you to not be super desperate when you're

prospecting because you don't need the meeting. You know what

I mean? And people always talk about abundance. But you know,

what's better than having an abundance mindset is actual real

abundance, like actually having abundance that you don't have to

fake having an abundance mindset.

I love that. And you know, many, many years ago,

when I got into sales, I was very adamant about what I the

goals I wanted to achieve, right? And I was like, Okay, I

want to pay off all my debt, paid off all the debt,

everything but the house, right. And then once you have that

freedom, and you have money saved in the bank, you can take

vacations, you can put your kids in private school, if you want

to put them in private school and you don't worry about it,

right. And so even as a salesperson, a business owner

having that runway of six to 12 months, it allows you to know

that, okay, yes, I need to close the sale, but my mortgage

payment doesn't depend on the next sale, I close, right? So

really having that being grounded, because sale the

career in sales can change the trajectory of your life, it can

absolutely change what you do and how you do it. But you have

to make sure that the money that you make the abundance that you

have, you're putting it in the right place at the right time.

And maybe at this point in your life, do you need to pay off a

student loan, that's what you got to do? Maybe you want to

save for a house. That's what you do. But I met with a lady

yesterday. And she was like, you know, I pay myself pretty good

salary. She's a business owner, I have what I need. But so I

don't really know what I want to do with this money. I'm like,

did you say you want to buy a building? How about we buy that

building cash? Right? So again, like thinking through, what do I

want to do with this money I'm making?

Yeah, what do you want to do? And I do this

exercise all the time with my wife, Sarah, it's, what does the

ideal day look like for you? What does it look like? What

does that ideal day look like? You know, for me, it's doing

something fairly similar to what I'm doing right now. It would be

less being less busy than I am right now, which I'm working

towards. But like really think about, like, what is that thing

that you want to do? And money is just a great tool to be able

to help you to do that. Because your ideal day might involve

working a job that maybe pays less money than you make right

now. Or maybe you're running your own business or not working

at all, I don't know what it is for you if you're listening, but

like really think about, like, what time would I want to wake

up? What would I eat for breakfast? What kind of freedom

when you know what I want? And that's what I think that if you

can be smart with your goals and think about how you would use

it, I find that because I'm not really super money motivated.

I'm more motivated by lifestyle. So what kind of lifestyle do I

want? And how can I use money as a way to sort of achieve that.

And there are some people that are the opposite. Some people

are very coin operated. So I think knowing what motivates you

another exercise that I did with my wife to that was really

helpful as thinking about our core values. And this is from I

think, rich Bach, I can't remember his full name, but he's

a personal finance kind of guy. But one of the first exercises

he recommends for people that are married, especially that

share money, which I do is, you know, what do you value? And

it's a really simple kind of question. But when you really

think about it, we're like, well, one of the biggest things

that we value is relationships, and having really good

friendships and being very close with family. So is how we spend

money in alignment with that, is that how we are using our money?

Are we using it to better our relationships, because a lot of

people like oh, don't go out to eat, don't do all this other

stuff. But we're like, but if we spend that money going out to

eat with friends, and then it helps us have closer

relationships that's actually in alignment with our values. Yeah,

personal health is another big value for us. So people are

like, Oh, they don't spend money on expensive gym membership or

whatever. Well, if that's in alignment with what you value,

that's really what you're looking for. And not that this

is meant to be like a personal finance thing because I'm not a

personal like finance guru or a financial advisor. So don't take

any money advice from me. This is just kind of things that I'm

sharing my journey just Roger, I think the other thing is like,

you'll find that we do a lot of things on a daily basis and

spend money on things that are not in alignment with what we

value. So I think sales is really interesting because like

thinking about how you can do this in a way that helps you do

more of what you value both where you spend your time, and

what you spend your money on, is how I like to think about it.

I love it. And I think that the key is, as a

leader, we know that everyone on our team has a different value

system. So as we're coaching them, or as we're talking to

them, we want to align what they're doing with their values,

right? Like, I know, one thing that I value is having somebody

to come clean my house. And so I would always tell people skip

lunch today, because I want to make sure that I have money for

somebody to clean my house, right. And so knowing what

motivates and what drives the people on your team, helps them

work harder and helps them achieve each and every goal. So

talk to me about So you started as a door to door salesperson

and you moved up the ranks. So you mentioned that first day

sitting in the car being nervous. What are some of the

key things that you learned by being a door to door salesman

that you still use today?

Oh so much. It's really funny because I've you

sold b2c, as well as b2b.

Mostly I'll b2b. I'm b2b. Okay.

So I've spent, I think, what the first I guess

six or seven years of my career in b2c, and a lot of people like

to pretend that b2c is so much different than b2b. And it's

really more similar than it is different. And it's b2b, there's

just more people that you need to sell to, right. And it's

they're not spending their money. They're spending a

company's money. And I know, those are kind of big

differences. But a lot of the principles still apply a lot of

the work that I do with sales teams on cold calling, I mean, I

just go back to what I've learned, literally going door to

door for the first time, there's a couple of really big things,

you know, a lot of the advices for rejection, it's not that big

of a deal. Get over it. Well, yeah, like if it was that easy,

everyone would just get over it. You know what I mean? And one of

the things that I learned is how to not only desensitize myself

to rejection, but I think to actually understand why you're

afraid of getting rejected. You know, like, think about like,

why a salesperson, if you're, as a sales leader, working with

someone that doesn't want to pick up the phone and call or is

too afraid to ask for what they want, telling them to just get

over it, it's not very good advice, that doesn't work,

right, or forcing people to do something, they're scared of

just it doesn't work. You know, the thing that to do is to

really help a person understand that they feel this way, and

that it's normal to feel this way. So one of the first things

I was taught is just how can you make it less about what you want

from this person, a meeting and more about starting a

conversation. So I always say, choose conversations over

meetings. So reframe the purpose of this to I just need to start

a conversation with this person that makes it a win. From there,

I will figure out if it makes sense for us to in house

painting, schedule an estimate, or if I'm calling now schedule

an appointment with this person. I think reframing what you're

doing, as I start conversations with people, and it's up to them

whether or not they say yes, all I can do is really kind of

influence that. Right. So going in and resetting your

expectations was a really big thing that I took away. I think

the other thing too, and this is when I talk about call

reluctance, the kind of thing that we have going on, there's a

habit loop, right? It's very simple. A habit loop is there

some sort of cue or trigger that's number one, two is that

cue or trigger causes some sort of behavior or routine, and

three is there's a reward for that. So a really simple example

would be cue trigger, I get hungry. And so at the end of the

day behavior routine, I go into the pantry to grab something

that's like really quick and easy to eat reward. I'm no

longer hungry. Right? Now we go through these same habit loops,

whether we want to acknowledge it or not, a lot of it happens

subconsciously, one habit loop that people have around going

door to door or doing any kind of cold calling or anything like

that is you know, I open up this person's LinkedIn profile, I see

their level of seniority. And I start to tell myself this story

rate, this activity queues this behavior, this narrative where I

don't want to bug this person. They seem really busy. They've

been doing it for 20 years, you know, what value can I offer and

the reward for that is procrastination. Procrastination

is a mental reward, because you're not going to do the thing

that makes you anxious. That's a really dangerous habit loops,

you know, to be in. So what I sort of recommend, and this is

sort of the next thing I want to share is that, like, if you can

wrap your head around the worst case scenario, like I've seen

everything, dude, that going door to door, I've seen people

answer the door in their underwear. I've been cut off of

someone's like, lawn, you know what I mean? But that didn't

really happen that often. That's maybe one out of 100 people that

I talked to, and you know what happened after that I just went

to the next door and talk to the next person. It really wasn't

like nothing happened to me. You know what I mean? I think this

like acceptance. Yeah, this like resilience and like, just

accepting and being okay with the worst case scenario. Right.

That was another thing that I had to learn doing that is that

the worst case scenario is that someone's gonna be super pissed

that you're at their doorstep. You And you know what that might

make you feel really weird about what you're doing for a couple

minutes, just sit in that emotion and be like, yeah,

that's sucks, dude, that person was in a hole, you know, or

whatever. And you just go to the next person. You don't I mean,

that was a really important lesson I learned there. Again,

that applies. Same across b2b prospecting, you're gonna get

people that are rude to you, sometimes, most of the times,

that doesn't happen, though. And we could talk about how to make

the cold call if you want to have because that's a really big

piece. Because if you just call people and just try to pitch

your solution, Jen, there's going to be a lot of rejection

when you do that, you know, but those are two really big things

that I took with me is the accepting the worst case

scenario, and really kind of reframing what the actual goal

is, during this interaction. And so

I always love this when I talk to sales

experts, and I really don't realize it before we get on the

podcast. But our ways of thinking are so similar, because

I talk about eliminating what I like to call self limiting

beliefs. And so I'm not a prospector like you I'm more in

the middle of the process, right? The discovery the demo

after we actually have them in the funnel, but that rejection,

or I'm not good enough, we're Oh, that's a lot of money. I

don't think I can ask for that much amount of money. Like all

of that what's happening in your head is what prevents us from

doing the action. And so really realizing, acknowledging like,

yes, this may happen. But if this does happen, this is how

I'm going to deal with it. Or yeah, my feelings just got hurt.

I spent, I had this call this person 20 times they finally

answer the phone. And then they said, No, I don't want to talk

to you ever again, stop calling me. And that hurts, right?

Because I invested so much into that. And it's okay, because

we're humans, but it's okay to take a lick. But we got to get

right back moving, right, we have to keep the momentum going.

And really changing the behaviors. And changing the

mindset is really what helps us perform better in sales.

Yeah, that's the part you have control over is your

mindset. Right? You control that part. And framing how you

respond to things I think is super important. And I think you

mentioned something we haven't really directly talks about it.

But the goal is not to like like being rejected, that's never

going to happen, that just you're not going to ever like

being rejected, it's actually good to just sit in there

feeling it, give yourself a mentor to like, do that socked.

Like, and to recognize how you're feeling which I've sort

of learned the hard way through like therapy, you know, it's

just like, dude, that doesn't feel good. Because we have 10s

of 1000s of years of evolution, that rejection and getting

rejected from other people. That means that you're not a part of

the tribe anymore, and you're not going to survive, that

doesn't feel good on purpose. It's not supposed to feel good.

But we don't live in tribes anymore. Exactly. Exactly. Life

is not at stake, if someone that you don't know says no to you,

and if you can really kind of think about, you know, how can I

be more intrinsically motivated and not need the approval of

people that I don't know that, frankly, they don't care about

me, and I don't care about them, because I don't even know them.

So be more intrinsically motivated to, you know, feel

good because you're doing the right thing. And having the

conversation and being courageous and picking up the

phone and calling versus doing it for the validation from other

people.

Yeah. And one of the hardest things that

salespeople have to do is this, this cold piece, right? So

whether if they're a full cycle salesperson, so they have to

prospect and demo and close, or they just focus only on the cold

calling, getting over that, like that fear of rejection is hard,

or the fear of am I going to make the number of appointments

I need to make, and I really liked what you said, it's like,

stay in the moment, like stay in the place that you are, and just

enjoy it. Learn from what went wrong, learn from what went

right and keep building and building and building because

these things don't happen overnight. Like your first day

going door to door was definitely not like your 500th

day going door to door. So as you transitioned from being that

individual contributor to being a leader, what are some of the

behaviors or the actions or the tactics that you really try to

implement in your team to help them become as excellent as you

are?

We're Yeah, great question. So like, candidly, I

was like sales I learned how to do pretty came pretty naturally

to me, leading people did not I had huge learning curve, like

learning how to teach people to do things was really tough. I

didn't I'd never had really done that at that point in my life

when I was 20 years old at this time now, you know, so there's a

couple things that I can tell you that I messed up on that I

think were really good learning lessons. So one, and this is the

advice that I was given because we had a really great training

at the company I worked with. They said, Your biggest

strengths will be your team's biggest weaknesses. And I didn't

really understand what that meant. Until I started and I saw

Hey, all the things that came pretty naturally to me like

building rapport with someone that seems like a no brainer, no

duh, like kind of thing that you would do not pitching a lot and

talking about your thing but asking questions. Once in

figuring out what's important, and that seemed pretty obvious

to me, but you know what my team didn't do? They didn't ask

questions they weren't as curious as I was, and they just

went straight into, here's what we do and why you should buy

from me, you know? So I think reframing and assuming that the

people in training, assume that they don't know anything about

the thing, you're training them about half of that conversation,

hey, I'm gonna come in and just assume that you know, nothing,

okay? It's not because I think you're an idiot. All right. It's

just like, you don't know what you don't know, you've never

done this job before, you know. And then I think making sure to

really focus on what are the things that come really

naturally to me that I didn't have to be taught. And to double

down, you know, on those things, the other thing that I really

made a mistake of is, as a manager, especially first time

managers, your instinct is to fix fix, fix, it's to be a

firefighter and put out fires, right? Oh, someone needs

something, let me just do it for them. Let me pick up the phone

and call that prospect that they're having a hard time to

get to close, let me tell them what they should say in the

email. And what you do is you completely rob someone of their

own resourcefulness, when you do that, and your team actually

doesn't get better, because they're doing things, the way

that you want them to do in are taking advantage of all the

smart, intelligent people that you have in your team that could

come up with different clever, and frankly, more like effective

ways of doing things. So you have this instinct, and it's, I

think, good just to be aware of these biases that we have, and

these things that we're going to do so that, you know, you're

conscious of it, and you can maybe avoid doing those things,

right. But you're gonna have these natural urges. And I'm not

a parent, but I imagine that if I had kids, it would be a very

similar kind of thing, I would have this, like, if I see them

suffering, I want to step in and do something for them. But your

reps like they need to fall on their face, they need to mess up

a call, they need to lose a deal, they have to go through

that stuff in order for them to learn. So I think those are some

of the really big things. The other thing that I made a big

mistake of and I talked to sales managers all the time about this

is you gotta have frequent boundaries, dude. Like, you have

to have boundaries with your reps. That means if they need

something at nine o'clock at night, you don't pick up the

phone, dude, you know, have some boundaries with these people,

like establish what your working hours are, and you don't respond

to emails on the weekend, you don't do stuff and respond to

phone calls. In the evening, when you're having dinner with

your family or significant other, like you have to have

these personal boundaries. It's a good thing that this happened.

But you know, my first sales manager job like customer

relationship, and again, I'm married to someone else now. So

it was really good that that happened, you know what I mean?

But it did, it cost me a relationship. And I had no

balance, I had no boundaries. It was just like work, work, work.

And I prioritized putting out all these fires, it really

affected my personal life. And when your personal life is

affected, it affects your professional life, because

you're not showing up. So those are some of the things I think

off the top of my head and you know, having boundaries, making

sure that you teach people how to fish instead of catching the

fish for them. And making sure that you come in aware that your

biggest strengths are going to be your team's biggest

weaknesses, you're going to have to double down on things that

come naturally to you,

man, I've had some really phenomenal guests on

this podcast. But I don't think I've had anybody who at 20 years

old, was able to pick those things out right, or even being

introspective enough to say these are the biggest lessons

learned. And I was literally just coaching a client and we

talked about the exact same thing like six o'clock your day

needs to be done. I don't care what is happening. She was like,

Well, what do I do? What do I do if if this happens or that

happen. So just leave it until the next day, stop fixing all

their problems, because they'll never learn, right? Like if you

are always the Savior than the salespeople never learn how to

fix things. They never learn how to triage, they don't learn how

to do. And so really, all those tips you gave are so amazing. I

just love them. I love them. So I want to tap into a little bit

of what you do now, in terms of you talked about the mechanics

of the cold call. And so I'm guessing that a lot of what you

learned in the b2c world going door to door really informs the

way that you're teaching companies, leaders, people to

cold call, tell us what your how your method is different than

all other people out there.

I think there's a couple of really big things that

people mess up, whether it's phone, email, whatever their

John. So one is there tends to be a one size fits all approach,

you know, for everyone they reach out to. So the very first

thing that you need to do is figure out a way to go from this

mass blast to what I call a quality first approach. So

before you ever pick up the phone or email someone, so I'll

give you an example. So I work with a company right now that

has like project management software, one of their personas

is marketing people and one is like PMO like Project style

people. If I send the same message or say the same thing to

both of those people who do very different things at these

companies, it's going to fall flat, it's going to look

generic. So if I treat my entire target market and the people I

reach out to as one it's going to be very ineffective, you're

gonna get rejected a ton. You're gonna build a send out a lot of

volume and make a lot of calls but the rejection is going to be

very high, because I'm using generic stuff that doesn't

really resonate with these folks. So on the other side of

that is what I call quality first. So basically, if you

imagine a circle for those of you listening, and that's your,

your target market, all the people you could reach out to, I

want to find little pockets in there of people that have

similarities and patterns. So one way to do that is filtering

by persona. Another way is to talk to specific in this case,

marketers, maybe that work at software companies that are

enterprise above 1000, employees, these people are all

going to have something kind of similar going on. And maybe I

even go down even further. And it's companies in marketing that

are hiring, right. And they're dealing with like the types of

growth that they would need a new tool to help with. And I can

talk to all of those people in a very similar way, with very

slight customization. So that's the very first thing that people

make a mistake of is they just do like they want a one size

fits all approach. The second thing is you need to move from a

me centric way of talking to a US centric way. So instead of

this is called using your customer voice. So instead of

saying, we at this company, help set up dashboards and analytics

for you to manage projects faster, and we can take that off

your belt, that's that's talking about what we do, I'm not

talking through the lens of the customer. So talking through the

lens of the customer would be ideal, we help marketing teams,

who oftentimes feel like an internal marketing department at

their company, or an internal marketing agency, excuse me, and

they're being pulled in 20 3040 different directions with all

these projects, we help them bring some sanity to that chaos

and help them organize their projects better, so they can

meet their deadlines. Right? It's like people come to us to

fix this problem. And here's how we help them versus our solution

does this? It's two very different ways of talking. So to

answer your question, when cold calling, you have to come in and

say, Hey, I'm going to filter the people that I talked to, and

I'm gonna have different ways of talking to people that have

different jobs, because they're going to engage with our

solution differently. And they're going to be US centric

and how I approach this. So the mistake that people make is when

they call people, it's Hey, this is Jason Noblesville

prospecting? Did I catch so and so yeah, hey, I was calling

because at XYZ company, we do this. So they give the pitch at

the very beginning, what I want to do instead is completely do

the opposite of that, I'm going to talk to what people like you

are working on. Okay. And I'll give you another example with a

client. So this is a client that sells an automated welding

solution. So they reach out to like VPS, of operations and

manufacturing. So it's a hey, this is Jason with XYZ company.

I know I'm probably catching the middle of something. But you got

a minute, you know, for me to tell you why I'm calling you can

let me know, if you want to keep chatting, permission based

opener, right? Get the prospect to opt in prospect, nine times

out of 10 will say yes, hey, great. Well, I talked to a lot

of VPs of operations. And they typically tell me that they're

working on one of two things right now. One is they have

these parts that they're manufacturing that are really

low volume, and highly customized. And they're

struggling to automate certain parts of that process, or to

they're short on welders right now. And they're having a heck

of a time with the labor shortage of finding qualified

labor to come in so that they can keep ahead of their

production targets. Does any of that resonate with you are my

way off here? And the prospect would really like, actually,

yeah, we're focused on that first thing that you said. And

now I've started the conversation by talking about

you and what you're focused on. And now I'm going to ask

questions around those things. And then I can just say, we help

with that, versus making the entire call about me and what I

help with. I call this priority drops, I want to open the call

and talk about things that they are likely working on. Because

I've talked to so many people like them, I'm going to filter

the conversation around those things versus spray and pray,

how can I just pitch and see who bites? You know, that's not how

this works, I want to suggest things that people like them are

working on and see if any of that resonates. That's kind of

the short version, I guess, of the cold calling approach.

I love it. And you hit on two things that I am

so adamant about that I think teams as well as leaders need to

really focus on one of the things that I like to say is you

got to niche down until it hurts, right? So there are

riches in the niches so as what is that smallest addressable

market that you can find the similarities, because you get

really, really good, like you should know more than the

customer. So you should really understand the challenges that

they're having the pains, the problems. And that being said,

when I understand that my VP of operations in a company that has

500 employees, or whatever that is, they're going to have

similar challenges, right. And when I think about those

problems that they're having, and the impact that it has on

the organization, that's how I craft those Customized

Statement. And I think what a lot of people are doing wrong is

they're going way too far on the personalization side. And so

because there's so far down the personalization line, their

volume is so low, and then they get frustrated because they're

not getting as much return on their investment. But if you

just focus, get that nice little focus niche and say, Okay,

you're focused on this, okay, you're focused on that. That's

really what helps those things flow. Yeah. Awesome. Awesome.

Well, thank you. so much, Jason, you have given us so much

insight into really applying the b2c world into the b2b world

because as you said, a lot of people like oh, it's two

different things, but we're still selling to people, right?

So there's always a person at the end of it, and then these

amazing tips you've given us about cold calling, as well as

being a strong leader. So I thank you so much for your time,

your talent and your expertise today. And that was another

episode of the transform sales podcast. Remember in everything

that you do in every way that you can find a way to transform