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<v Speaker 1>Rejection doesn't mean no, It could just mean not now.

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<v Speaker 1>It could just mean there's an obstacle, something standing in

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<v Speaker 1>your way, So just be present find out what it is.

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<v Speaker 2>You're listening to the audible Ready Podcast, the show that

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<v Speaker 2>helps you and your teams sell more faster. We'll feature

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<v Speaker 2>sales leaders sharing their best insights on how to create

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<v Speaker 2>a sales engine that helps you fuel repeatable revenue growth.

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<v Speaker 2>Presented by the team at Force Management, a leader in

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<v Speaker 2>B to B sales effectiveness.

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<v Speaker 1>Let's get started.

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<v Speaker 3>Hello and welcome to the Audible Ready Sales Podcast. I'm

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<v Speaker 3>Rachel Klatt Miller here with the John Kaplan. Hi John,

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<v Speaker 3>Hi Rachel, how are you good? Good? I hope you

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<v Speaker 3>are doing well. Today. We are going to talk about

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<v Speaker 3>the topic of rejection. We've all had to deal with it.

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<v Speaker 3>We want to talk about how do you handle it

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<v Speaker 3>in a way that sets you up for less rejection,

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<v Speaker 3>moving for it, and more success.

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<v Speaker 1>Well, I think if you're a salesperson, you figured out

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<v Speaker 1>that this is just a way of life. So if

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<v Speaker 1>you're listening to this and you're already in sales, you

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<v Speaker 1>already know that rejection or barriers or hurdles are all

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<v Speaker 1>part of being a seller are all part of really

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<v Speaker 1>being I think a human. But I will tell you

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<v Speaker 1>that being able to handle rejection and how you look

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<v Speaker 1>at rejection is certainly a characteristic that I think is

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<v Speaker 1>the elite sellers. They just kind of have a different perspective.

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<v Speaker 1>So obviously rejection can be difficult because if you take

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<v Speaker 1>it personally or you put a motion into it, customer says, no,

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<v Speaker 1>you have to take yourself out of it, and it's hard.

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<v Speaker 1>Like I like to tell people, you got to be unoffendable.

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<v Speaker 1>I think people that are undefendable, they're just like, it's

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<v Speaker 1>not about me, It's about the situation that we're dealing with.

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<v Speaker 1>And maybe the truth is they didn't see the value

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<v Speaker 1>in our solution as it relates to their business challenges,

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<v Speaker 1>or they didn't see the value of taking a meeting

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<v Speaker 1>with me, or whatever. You know, Rachel, One of my

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<v Speaker 1>favorite stories about Kobe Bryant, who was an incredible professional

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<v Speaker 1>basketball player in the NBA, tragically was killed in a

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<v Speaker 1>helicopter accident with some families and children of a team

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<v Speaker 1>that he was coaching. But a story that happened after

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<v Speaker 1>losing one of the championship games. I forget which championship

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<v Speaker 1>it was, but it was for the end of the

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<v Speaker 1>year championship. He stayed on the bench, he had his

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<v Speaker 1>head in his hands for quite a while, and you know,

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<v Speaker 1>the media started to afterwards he walked off the court

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<v Speaker 1>when it was all over, he stayed there for a

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<v Speaker 1>while with his head in his hands, and so the

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<v Speaker 1>media is like, Oh, he's emotional, he's down, he's this

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<v Speaker 1>is tragic, blah blah blah. And so when he got

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<v Speaker 1>to the media table, they started asking all these questions

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<v Speaker 1>about how he was feeling, and that they noticed that

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<v Speaker 1>he was upset after the game. And if you just

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<v Speaker 1>go look at any YouTube clips of Kobe Bryant, he's

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<v Speaker 1>pretty serious character about competition and competing and really what

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<v Speaker 1>it takes. And I just his response was awesome. He

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<v Speaker 1>said upset. Yeah, yeah, I'm upset. I'm upset we lost.

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<v Speaker 1>But I wasn't emotional after the game with my head

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<v Speaker 1>in my hands on the bench, I was replaying the

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<v Speaker 1>entire game, in the entire series, and I was identifying

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<v Speaker 1>what I needed to do to improve to win the

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<v Speaker 1>next time. And that's why he won all the time,

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<v Speaker 1>is that he looked at rejection or loss. Yes, it

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<v Speaker 1>fired him up, but he looked at rejection or loss

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<v Speaker 1>and looked for areas of improvement to make sure it

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<v Speaker 1>didn't happen again. So I think that's just a really

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<v Speaker 1>good theme for us as we're talking about rejection.

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<v Speaker 3>Yeah, learning from it and like you said a little

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<v Speaker 3>bit earlier, it really it doesn't have anything to do

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<v Speaker 3>with you, particularly in sales, right. It's often the circumstances

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<v Speaker 3>surrounding what you're asking, whether that be for a meeting,

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<v Speaker 3>a po whatever, But it can be a motivation killer

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<v Speaker 3>when you're trying to grind and get those meetings and

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<v Speaker 3>fill that pipeline. You talked a little bit about this, John,

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<v Speaker 3>But how do you encourage people to handle rejection in

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<v Speaker 3>the ways that you mentioned.

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<v Speaker 1>I think first of all, you just got to kind

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<v Speaker 1>of reframe the word and the connotation of rejection. So

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<v Speaker 1>maybe it's a hurdle, maybe it's a but it's not

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<v Speaker 1>an end. So instead of seeing it as like a failure,

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<v Speaker 1>you view it as a learning opportunity, And then each

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<v Speaker 1>rejection or hurdle or whatever it is, is a chance

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<v Speaker 1>to understand what didn't work and how you can approve.

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<v Speaker 1>Like I think the greatest success stor is on the planet.

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<v Speaker 1>I don't care who it is. I don't care if

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<v Speaker 1>it's warm Buffett, I don't care who it is Henry Ford.

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<v Speaker 1>You just look at the number, Abraham Lincoln. You look

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<v Speaker 1>at some of the greatest minds on the planet, and

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<v Speaker 1>it's arguable that they failed way more than they succeeded.

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<v Speaker 1>So you've heard me talk about playing where your feet are.

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<v Speaker 1>What I really mean by that is to be in

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<v Speaker 1>the present. So wherever you are in your situation, try

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<v Speaker 1>to be in the present of it. So when people

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<v Speaker 1>feel rejection, they typically start to project, well, what's this

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<v Speaker 1>person thinking or what's going to happen in the future,

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<v Speaker 1>Versus I like to be in the present and I

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<v Speaker 1>ask for feedback from the buyer. So if the buyer

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<v Speaker 1>gives me some feedback like I don't think we're going

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<v Speaker 1>to be able to do this at this time, or

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<v Speaker 1>a lot of times people's minds race forward and they're like,

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<v Speaker 1>oh my gosh, you know I'm not going to get

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<v Speaker 1>this deal. I'm not going to make this forecast, Versus

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<v Speaker 1>asking for feedback right in the moment and say what's

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<v Speaker 1>causing that to happen? So I don't look at a finality,

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<v Speaker 1>A final I look at it as that's where I

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<v Speaker 1>am right now, in the present. That's the information I have.

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<v Speaker 1>Let's go dig in. That's the time to dig in.

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<v Speaker 3>Yeah, and it's important to remember that, I know may

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<v Speaker 3>just be a no right now. So when you get

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<v Speaker 3>that feedback and you're responding, John, what are your best

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<v Speaker 3>tips for leading the door open for conversations down the road.

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<v Speaker 1>I think that's so good. I've heard you say this.

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<v Speaker 1>It's not you said this to me before on something

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<v Speaker 1>when we were doing I can't remember what we were doing.

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<v Speaker 1>You say, well, that might not be mister right for

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<v Speaker 1>something we were looking for a solution. He said, it's

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<v Speaker 1>not that it's not mister right, it just might be

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<v Speaker 1>that they're not mister right now. Yes, I think that

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<v Speaker 1>was actually one of your sayings that when we were

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<v Speaker 1>dealing with something out of partnership or something. And I

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<v Speaker 1>like that because no rarely means no forever. And I

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<v Speaker 1>like to qualify by asking in the customer and qualify.

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<v Speaker 1>Are we just is this a timing thing or is

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<v Speaker 1>this just a total miss on requirements or culture? And

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<v Speaker 1>I think when you speak words that are spoken from

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<v Speaker 1>the heart and to the heart to all who hear them.

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<v Speaker 1>When you ask somebody a question like that, an authentic question,

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<v Speaker 1>you're more likely to get an authentic answer. And people

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<v Speaker 1>we're not designed to be ugly to each other. So

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<v Speaker 1>if you're miss hearing something and somebody is saying, no,

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<v Speaker 1>your culture sucks, then you follow up. They're probably going

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<v Speaker 1>to give you good feedback on your culture. If they

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<v Speaker 1>say it's not right now because we've got other things

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<v Speaker 1>going on, and if you try to assume that it's

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<v Speaker 1>more about you and you authentically say is this something

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<v Speaker 1>that we've done in the campaign, those things typically kind

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<v Speaker 1>of work themselves out because people like to be authentic

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<v Speaker 1>with each other. That's how we were designed to communicate.

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<v Speaker 1>So I just think, call it out. No rarely means

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<v Speaker 1>no forever, figure out what it means.

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<v Speaker 4>Yeah, exactly. And you know another part of this, John

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<v Speaker 4>I wanted to bring up. I'm thinking about people in

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<v Speaker 4>like a BDR type role where they're cold calling, and

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<v Speaker 4>rejection is.

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<v Speaker 1>The meaning every day, right, every hour?

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<v Speaker 3>Yes, So you need to become used to that.

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<v Speaker 4>Understand it's might not be a no now, but it's

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<v Speaker 4>just a no right now.

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<v Speaker 3>You have to be resilient.

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<v Speaker 4>And I know you've talked a lot about that concept, John,

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<v Speaker 4>talk about the importance of being resilient as a salesperson

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<v Speaker 4>as it relates to rejection.

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<v Speaker 1>Well, I think in those roles, the more at that

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<v Speaker 1>you have, the more times you're going to fail. Sales

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<v Speaker 1>is about pipeline, and pipeline in the very essence is

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<v Speaker 1>you're not going to get all that pipeline. So some

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<v Speaker 1>of that pipeline is going to fail. And let's just

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<v Speaker 1>put it in perspective, like I always like to think

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<v Speaker 1>about Ted Williams. Sorry about these sports analogies, but I

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<v Speaker 1>think this one. I think this one really hits home

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<v Speaker 1>from a percentage standpoint. When you think about this, Ted

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<v Speaker 1>Williams is considered to be the greatest hitter of all time,

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<v Speaker 1>and he's got a lifetime batting average of three forty four,

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<v Speaker 1>the highest of any baseball player that ever played. Three

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<v Speaker 1>forty four. So if you know something about averages, it

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<v Speaker 1>means if you hit three hundred for a lifetime, you're

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<v Speaker 1>guaranteed to be in the Hall of Fame based upon that, right, Well,

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<v Speaker 1>what that always meant to me is that you got

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<v Speaker 1>to understand that you're going to fail seven times out

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<v Speaker 1>of ten means you hit the ball three times out

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<v Speaker 1>of ten. There's three hundred. You're going to fail seven

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<v Speaker 1>times out of ten. But in this you're still considered

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<v Speaker 1>the greatest of all time. Okay, so I got to

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<v Speaker 1>get my mind right. The greatest of all time fails

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<v Speaker 1>seven times out of ten and it's successful three times

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<v Speaker 1>out of ten. So what does that mean. It means

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<v Speaker 1>that I have to try to get as many bats

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<v Speaker 1>as I can get. I have to get the biggest

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<v Speaker 1>pipeline that I can get, And that analogy has always

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<v Speaker 1>worked for me. It's the people that don't have any

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<v Speaker 1>pipeline or that don't have any other at bats. They

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<v Speaker 1>get in at bat and they fail, and they don't

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<v Speaker 1>look at it as kind of like a three out

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<v Speaker 1>of ten thing. They look at as a one out

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<v Speaker 1>of one thing. And I failed, and I got up again,

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<v Speaker 1>and I failed again and I got up again. Well,

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<v Speaker 1>you're probably going to do that seven times, but if

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<v Speaker 1>you don't get ten at bats, you're not going to

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<v Speaker 1>add three hundred. And so it's always about pipeline. I

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<v Speaker 1>just want to encourage people. You know, when your bosses

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<v Speaker 1>are telling you about building pipeline and doing PG days

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<v Speaker 1>and doing activity days and making it all about activity.

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<v Speaker 1>The reason why they're doing that is because it's the natural.

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<v Speaker 1>It's the law of nature in sale else. That's why

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<v Speaker 1>we call it pipeline. There's a pipeline. There's a line

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<v Speaker 1>of opportunities they are feeding in a funnel, which means

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<v Speaker 1>not all of them come through this funnel successfully, so

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<v Speaker 1>you have to have more in the pipeline. And so anyways,

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<v Speaker 1>I think that that's just if you think about your

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<v Speaker 1>life that way as a seller and you're hitting three hundred,

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<v Speaker 1>that's pretty dog gone good. You're going to the Hall

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<v Speaker 1>of Fame. It means you're also going to not be

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<v Speaker 1>successful seven out of ten times. So it's just perspective.

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<v Speaker 3>Yeah, that's a great perspective.

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<v Speaker 4>When you were saying that Ted Williams stuff, I was

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<v Speaker 4>thinking about Roger Federer, the tennis player, and his commencement

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<v Speaker 4>speech where he talked about, you know, he's like one

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<v Speaker 4>of the greatest tennis players in all time. Obviously, I

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<v Speaker 4>think they say he won eighty percent of the matches

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<v Speaker 4>he played, but in that speech he said he only

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<v Speaker 4>won fifty four percent of the points in his matches.

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<v Speaker 1>That's it. You should link that somehow. That's one of

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<v Speaker 1>my favorite I didn't see that until about a year ago.

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<v Speaker 1>I think it's a wonderful explanation of what we're talking about.

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<v Speaker 4>Yeah, yeah, great perspective on You are going to get rejection,

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<v Speaker 4>You're going to mess up, right, It's all about what

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<v Speaker 4>you do next that matters. John, you gave us some

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<v Speaker 4>great takeaways here. Do you have another bottom line or

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<v Speaker 4>are we dropping the mic with that?

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<v Speaker 1>Well? I think just the summary, okay, summary for me

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<v Speaker 1>is maybe just reframe the word rejection for me is

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<v Speaker 1>not a final point. It's a hurdle. Rejection or a

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<v Speaker 1>hurdle or an obstacle is probably the right word if

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<v Speaker 1>you reframe that and then realize that we are in

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<v Speaker 1>a business through activity, which includes pipeline, and the reason

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<v Speaker 1>why we have that is because we are going to

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<v Speaker 1>fail more often than we are going to win. But

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<v Speaker 1>that's not a problem because we can still make it

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<v Speaker 1>in the Hall of Fame if we win three out

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<v Speaker 1>of ten times. And I don't know what the number

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<v Speaker 1>is the pipeline, that's pretty good one like you have

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<v Speaker 1>to have three to four times the amount of pipeline

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<v Speaker 1>in order to be successful in order to hit your number.

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<v Speaker 1>It's not one for one on pipeline. And rejection doesn't

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<v Speaker 1>mean no, it could just mean not now, it could

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<v Speaker 1>just mean there's an obstacle, something standing in your way,

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<v Speaker 1>so just be present find out what it is. But

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<v Speaker 1>we are in the business of rejection, and really business

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<v Speaker 1>kind of starts when the obstacle gets put up, and

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<v Speaker 1>that's really just kind of the law of the land.

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<v Speaker 4>That's why they pay you so much, right, that's how

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<v Speaker 4>you earn your buddy.

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<v Speaker 1>That's right.

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<v Speaker 3>Thank you, John, You're welcome.

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<v Speaker 4>Go get them, and thank you for listening to the

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<v Speaker 4>Audible Ready Sales Podcast.

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<v Speaker 5>At Force Management, we're focused on transforming sales organizations into

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<v Speaker 5>elite teams. Are proven methodologies, deliver programs that build company

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<v Speaker 5>alignment and fuel repeatable revenue growth of your teams the

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<v Speaker 5>ability to execute the growth strategy at the point of sale.

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<v Speaker 5>Our strength is our experience. The proof is in our results.

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<v Speaker 5>Let's get started. Visit us at forestmanagement dot com.

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<v Speaker 2>You've been listening to the Audible Ready podcast. To not

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