Are you motivated to help the prospects you’re cold-calling? Jennifer Standish, Founder of Prospecting Works, joins our Market Dominance Guys, Corey Frank and Chris Beall, in this third of a three-part conversation to talk about different approaches to this process we call “sales.” Thinking of a sale as a “win,” implies that sales is a contest between you and your prospect — and your prospect is the loser. Does this sound like cause for a happy dance? Jennifer says it makes her crazy to hear salespeople say that they’re “killing” their numbers. Corey and Chris agree that this aggressive attitude could also kill the chance of developing a trusting relationship with a buyer, a relationship that would serve both parties now and in the future. Oh, these three savvy sales folks know what’s what when it comes to making magic happen between a salesperson and a prospect. You’re going to want to take notes while you’re listening to this week’s Market Dominance Guys’ episode, “The Magical Type of Cold Call.” Catch the previous two episodes in this conversation here: EP122: Learning to Manage Your Voice Under Pressure EP123: Hire Yourself a Grandma About Our GuestJennifer Standish is Founder of Prospecting Works, an organization that assists salespeople in overcoming cold-call reluctance. She combines her 25-year cold-calling career with her skills as an intuitive healer, offering a “warm and fuzzy” approach that attracts introverts as well as people who don’t want to be considered salespeople. Full episode transcript below: Corey Frank (01:24): Let's switch gears for a second and just talk about the exhaust, the results, the outcome of the cold call. The meeting. Whether it shows or it doesn't show. What's your philosophy around that? Folks at ConnectAndSell have a very interesting philosophy around no-shows, which a lot of folks have adopted, including us. But invariably, you're going to get folks that fires happen or maybe the interest didn't lock in or life gets in the way. What do you do about no-shows? What's the attitude about no-shows and how do you approach them? Jennifer Standish (01:51): I've experienced very few no-shows, so I don't know that I have a philosophy on them, just because my people show up. Corey Frank (01:59): How come? When you listen to an average cold call versus, I think Steve Richard from ExecVision always gave the stat that, I think you may know the most recent one, maybe from Trish [Pertuzzi 00:02:09], Chris. Was it 52% is the standard show rate for B2B calls, I think it is. Something like that. So then, what is that chasm that your team and you are doing that maybe gets them to lock in a little bit more than the average? Jennifer Standish (02:23): Well, I'll tell them, I'll say, "So I'm going to send you an invitation and if I don't see that you've accepted it, I'm going to call you back to make sure that you've received it. Because I want to make sure that you get it." And they're like, "Oh, okay, that's fine." And then I'll send it. And then if they don't accept it, I will call them back and I'll be like, "Did I get the email wrong? [crosstalk 00:02:45] going on?" And so they'll say, "Yeah, no, I don't see it. I don't see it." And I'm like, "Well, let me send it again." And then inevitably it gets to them. Corey Frank (02:54): So you will call them back. Jennifer Standish (02:55): I will call them back. And then if they still don't, then I call them the day before and I'll be like, "I'm just calling because ..." And he's like, "No, no, no, I got it. I just didn't accept it. It's here on my calendar." So I will follow up on people and I will nudge them. And then they show up. But that's just me. They can't get out of it with me. Corey Frank (03:16): I believe you. I believe you. Chris talks about the moral authority frame being broken when you don't show for a meeting and you use that, ethically, of course, to secure the second meeting. Couple episodes with Cheryl with, I think it's called I Heart No-shows, it's a very, very ... part of our popular episode. But certainly, if you can secure the meeting now the first time by a couple of nuances, like you're saying, calling them, "Hey, 10 minutes ago, we just got off the phone. You didn't accept it yet. Make sure I got it correctly." That's a simple tip, I love that. Chris Beall (03:48): Especially telling them you're going to do that. I mean, the big point over Cheryl's episode, the what I call uber point beyond I heart no-shows, is subtle. It's really subtle. And it's a different point, which is, when somebody agrees to meet with you, you actually now have a relationship within which you can turn, if there's going to be a meeting, into when. And I call it the operational regime. You're no longer in the sales regime anymore at all. In the sales regime, you're only ever answering the question if. If it makes sense for us to take a mixed step. That's all we do in sales. We exchange information and we make a single decision. That's an if. If we should move forward together. Once we make that decision, we must immediately exit the sales regime and go into the operational regime, which is around the question when. Chris Beall (04:46): Obviously if you didn't receive the invitation, then the when is not being handled. So I'm taking it on myself to help make the when happen. I'm not selling to you, I'm just helping. And I think that's the key to what Jen just said, it's like you say, this doesn't always work because everybody knows stuff doesn't always work, right? No matter what you try, you can't open a damn door and have that work every time. In fact, I had one bite me the other day when I tried to open it. So it doesn't always work. So I'm going to give you the heads up. Here's how I handle that. And it's also, there's a funny way that you said it, Jen, that I really like. It shows what I call persistent vulnerability. You are saying that it's not going to be perfect and you are going to persist in the face of that imperfection, that potential imperfection, on behalf of the team, that is you and them. You're going to persist. You're going to do the work. And that's service. I mean you're in service to them right at that point. Jennifer Standish (05:45): That is key. I believe that from the minute that they pick up the phone, I'm demonstrating client service. I'm demonstrating client service. When I call them, if I were to say, "I'm going to call you the day before to confirm, and if we need to reschedule, we can reschedule." I'm demonstrating client service. [crosstalk 00:06:03]. Chris Beall (06:03): That's it. And I think sales people, in general, might have this problem. I think all the ones that I've ever worked with have this problem. That they don't get when they've left the world of if and they're now just a service person. And by just I mean, they're now exalted as the service person. So they've gone from being the second least trusted profession in the world, a salesperson, and they've crossed through this boundary, this membrane that separates the world of people you got to be careful of, to the world of people that are trying to help you. So the second most trusted profession is nurses. Why? Chris Beall (06:41): Because we're pretty sure nurses are trying ... No. The first, most trusted is nurses. The second most trusted is teachers. We figure they're trying to help somebody also, right? So in sales, if we can go from being a salesperson to being a helper and we can demonstrate our helpfulness while also increasing the odds that we'll be able to execute on what we decided to do, which is to have a meeting with each other, then I think there's magic in there and it's unappreciated magic. And the rough, tough, got to win salesperson has a really, really hard time at that. If see sales as a contest between yourself and the prospect, it's incredibly hard to turn off the if and become a when servant. Corey Frank (07:28): And that's endemic, it seems, of a lot of the hustle [inaudible 00:07:31] culture, must do today, crush your number that you [inaudible 00:07:36]. It kind of anonymizes all these relationships down to whatever number is on the board, as opposed to, the empathy is just wreaking from Jen's comments coming through my speakers. I mean, it's like, yeah, sign me up for an appointment. Whatever it is you have. And the antithesis of that is this, kill it at all costs. And that's the world of if versus the world of when. And they don't know when they've crossed that chasm. Jennifer Standish (08:03): I'm an empath. This is probably another reason why I'm really good at this. But it makes me crazy when I see LinkedIn and I see all the men who are kill the numbers, crush, crush, be the top 1%. All this stuff. And then I see people, the advertisements of, somebody's on a jet. Live this lifestyle, live this lifestyle. And I'm like, no, it's not about that. Why does it have to be that? I hate it. I hate it. I find it disgusting. I'm not motivated by money. I'm not motivated by commission. I'm motivated to help people. I want people to live better lives. Jennifer Standish (08:43): I wish that there were more women who were teaching cold calling, who were doing it ... I'm warm and fuzzy. I'm warm and fuzzy. I do it a very feminine way. Why a lot of women are attracted to my process, a lot of introverts are attracted to my process. I wish more women were out there teaching it because I think that the community would be better for it because that stuff is what is hurting. It's hurting us as a community of cold callers because it produces the thing that works against us. It's got to stop, but I don't know how, because these people sell programs. Chris, help me.   Corey Frank (10:06): If you listen, Jen, to our first, I think, two or three episodes, we went in and talked about, we're not anti VC. We're not anti private act. We're not anti-capital. But certainly that capital, in some of the hands where they have this pressure, this need to hit a number, there's certain behaviors that certainly are justified or more rabid than others. Chris Beall (10:28): There's always been an issue with sales, since the beginning, and we haven't gotten over it yet. So we talked about this in one episode, sales evolved at the crossroads. You didn't sell the people in your village, that's a ridiculous concept. You have to live with them. You collaborate with them. So the classic stuff in sales where, I got you. I got the great deal and now you're going to find out that that sack of rice that I sold you actually was bottomed with sand. That doesn't happen in the village because they exile you and it's really, really bad to be exiled. It's worth the death. But when people started traveling near and far, like on the Silk Road, and they had to buy their supplies from somebody at a crossroads, well then the salesperson is trying to get the best of this stranger who's going to go off and die in the desert anyway. Chris Beall (11:18): So I think sales got locked in to a transactional model where it's, I win. We call them wins. Think about that. Wins against whom? It's an odd concept, when you think about it. And so now, here we are in this modern world where there's not much of value to sell that you don't go with. You're part of the product. It's very rare, now, that you get to leave behind some, whatever it is, and say, "Best of luck. Do your best with it." I mean, you can't use a piece of cloud software also as a door stop if it doesn't work out. It just isn't like that. You pretty much have to make it work with everything in your business. And in B2B, everything has to work with everything. There's almost nothing that I would call a legitimate product in B2B. Even our product, as simple, stupid as it is, push a button. I mean, that's the training, right Jen? Jen, push the button. How hard is that? And then wait. Well you have no choice but to wait. Chris Beall (12:23): I mean, that's kind of like life, it goes on if you just sit there. And then when it goes, bloop, talk to somebody. Who are you going to talk to? The person that's on the screen. Okay, good, that's it. But it doesn't live in that isolation. It has to be integrated into workflows and how they hire people, how they onboard people. It has to be integrated into some scripting notion that can be reused so that if you talk to this many people, you can hopefully get something done. It turns out you need a school to learn how to talk to people. On and on and on it goes. There is no such thing as a product anymore that is left behind after a transaction. And that used to be the standard. And I think that's changed the practical qualities with sales. That sales is a step along the way to an integrated relationship now. And in the innovation economy, it's all it is. It is all it is. And yet, the old habit of, I got to win. A win against whom? When we call it closed one, who lost? Corey Frank (13:27): Yeah, great stuff. That's great stuff. Well, that obviously contributes to, certainly the mindset that, am I learning call by call versus a binary outcome? Either I got the appointment or I didn't. Versus the exhaust and the residue of, which element of the call did I do well and which ones maybe I fell a little flat in that coaching piece? So how do you deal with that, Jen? Jennifer Standish (13:53): I'm going to answer that question next, but this is the question I'm going to answer is, as a cold caller, when I cold call for clients, and I haven't in a long time, except for now. What I tell my clients is that you're really hiring me to have intelligent conversations with your prospects. Because what I am doing is, in addition to scheduling appointments, I'm also having really smart conversations and I'm learning about your competitors. I'm learning about your prospects, an industry as a whole. I'm also keeping your data up to date because your list then becomes a real asset to you. And it may not always be appointments that you get from me. I worked for an early stage company and learned a tremendous amount about their primary competitor and the features that they weren't offering their clients. And I was able to go back and go, "Guys, they do not like the fact that big, big, big company over here doesn't offer this." Jennifer Standish (14:50): And they were able to integrate it into their services. And so it was like, you can inform product development. So it's not just appointments. Let's concentrate on something bigger. Yes, appointments lead to things, but you can inform product development. You can get industry intelligence, competitive intelligence. You may not be able to get an appointment now, but maybe in six months you do. Maybe in a year you do. I learned when people were going to be let go and a new person was going to be coming, before the person was going to be let go knew. So I knew to call back in a year because that person was going to be let go and then somebody else was going to be hired and I could with that person. So there's all of this information that, okay, immediately it didn't result in an appointment, but my goodness, it was incredibly helpful for the long road. And so, that's what cold calling really means to me is, intelligent conversations. Chris Beall (15:49): Wow. So I just came up with the phrase, Corey, and I want to throw it your way. The cold conversation is a short interaction as part of a long game. Jennifer Standish (15:59): I play the long game. I play the long game. And, I will tell you that, the clients that I brought in through cold calling ended up being the easiest clients to work with. They were the most forgiving. They paid their bills on time. They never quibbled with my fee. And they became friends long after I left the agency and so did they. And I know this to be true, that there's something that happens when you cold call somebody and they agree to an appointment. That there's a bond that happens because, on LinkedIn, I posted this and other sales people said the exact same thing. That there's something that happens with a client that you get through cold calling, that they become really, really, really great friends. Jennifer Standish (16:40): And, in my agency, a client that came in any other way, like through another person, they were miserable. They were awful. Especially if they were brought in by somebody who was miserable themselves. So they was just something about who you resonate with. Which leads me to then say, be careful who sets appointments for you. Because I may resonate with somebody, and if I hand them off to somebody vastly different than myself, there's going to be a disconnect. So be careful. Because I've set appointments for people where there was a big difference and there was a big disconnect. And I was not the right caller for them, because they weren't able to do anything with them, and they would've been better off calling for themselves. And they would've resonated with other people. Chris Beall (17:27): Which is a very interesting point too. We've been working with a number of CEOs to help them do their own calling for the purpose of being both the offerer and the offer. That is, they are the bait in the bucket. They are that person. And they can learn how not to have the meeting on the spot and allow the psychology of the meeting to be more practical, shall we say, because it's an agreement to come together. And it does start with a true agreement between two people to do the riskiest thing that we do in life, which is to open ourselves up to another person. Chris Beall (18:03): So I think that's where that deep bond comes from. These CEOs that we've working with recently, and Cheryl does most of this work, they are truly, I think, kind of transformed when they start to have their own calling sessions. And it's quite interesting. I mean, we've had one of them on the show who, he was already a pretty good caller, he now converts at about 30% and he said he makes magic happen out there. But he talks about how it's changed him. Jennifer Standish (18:34): Yes, yes. Chris Beall (18:34): It's changed him to be the person who's reaching out for himself. No chance of a disconnect. But I also think that it's very correct that, if you are the caller, you need to believe in the product. And the product is the person that you're setting the meeting for. That's the product. And if you don't believe in them, don't set a meeting with them. Corey Frank (18:55): Well maybe, Chris, you should mention that to Bob Perkins, is the next CEO Round Table session is, you conduct a session, live, where the CEOs, they bring a list. And they set up with ConnectAndSell and it's under the purpose, certainly, of teaching them a little bit of a mini Flight School. But you had said yourself many times on this program, every CEO should be spending a significant amount of time, or a fair amount of time every week, cold calling some of their customers to understand exactly what their frontline team members are doing. And I think for the next Round Table session, I could see maybe something like that. Chris Beall (19:31): Yeah, that'd be pretty fun. Yeah, CEOs only Flight School would be pretty wild. Corey Frank (19:36): There you go. Chris Beall (19:36): And yeah, that'd be something. I bet only half of them would push the button. Jennifer Standish (19:41): There is something that, when you learn how to cold call, and you face your fears, the stuff that's holding you back from cold calling are stuff that's holding you back in life. And what I have found is that, when people learn how to cold call, their life trajectory completely changes. And I've witnessed it where people have come to me and said, "I just came to you to learn how to cold call, but my life has completely changed." And many of my clients stay with me for transformational coaching. And they came for cold calling coaching, but it turned into transformational coaching.

Would you hang up on your grandmother? Of course not! Jennifer Standish, Founder of Prospecting Works, joins our Market Dominance Guys, Corey Frank and Chris Beall, in this second of a three-part conversation to talk about the perfect voice for cold-calling success.  Certain voices cause people to react in a positive way, and it turns out that a female over the age of 60 has the perfect voice to get that positive reaction needed to be a successful cold-caller. Who knew?! Well, researchers like Jennifer did. She has discovered that with a little training, middle-aged women without an identifiable accent are phenomenal appointment-setters. Corey and Chris enthusiastically agree with her that “grandmas are the untapped labor market we need in sales.” If this sounds bizarre to you, tune in to hear how the nuances of voice affect the trust you need to establish in the first critical moments of a cold call. It’s all on today’s Market Dominance Guys’ episode, “Hire Yourself a Grandma.” Listen to the first part of this conversation: EP122: Learning to Manage Your Voice Under Pressure and the next segment after this one: EP124: The Magical Type of Cold Call   About Our GuestJennifer Standish is Founder of Prospecting Works, an organization that assists salespeople in overcoming cold-call reluctance. She combines her 25-year cold-calling career with her skills as an intuitive healer, offering a “warm and fuzzy” approach that attracts introverts as well as people who don’t want to be considered salespeople. Full episode transcript below: Chris Beall (01:24): Scott, by the way, his thing is commercial insurance. And I know he believes he's potentially saving these companies lives. I mean... Jennifer Standish (01:38): Yeah. Chris Beall (01:38): Saving those jobs. Jennifer Standish (01:40): Yeah. Chris Beall (01:40): I look at ConnectAndSell. Somebody asked me, "What do you guys do?", we are determined to pull the cork out of the bottle that keeps the value of the innovation economy on the inside. When it could be poured freely on the outside, where people could make use of it. We all rely on innovations. They're stuck inside of companies and they need to get out for all of us, and that's what we do. Corey Frank (02:04): That's a beautiful thing. We go back, because again, I keep seeing it on a t-shirt here. Jennifer's [inaudible 00:02:11] the Chick-fil-A, "Eat more chicken.", right? But you say, "Take more cold-calls, take the meat.". Jennifer Standish (02:16): Take the call, take the call! Corey Frank (02:21): Take the call. But, a lot of the trust is that I don't have a relevant list. If I'm talking to someone who I feel there's some relevancy, there's some linkage there. Some familiarity, some status tip off as our friend Oren Klaff talks about on the call. Then I have some credibility. But if I have, for instance, I get these alerts from Glassdoor. Glassdoor is a reputable organization, been around for a long time and rates socially how organizations are doing, how happy team members are. But, they also have these alerts that somehow I got on that says, "Hey, you're a good fit for X and Y and Z position.", right? Maybe we've all received some of those. Well, I got one the other day and I shared it with the team that evidently I'm a pretty good fit for short order cook at the Village Inn, down the street. Chris Beall (03:14): Yeah. Corey Frank (03:14): So there's no relevance there. Now, I don't think I have anything in my LinkedIn file that says that I've gone, now to me that's my ideal position is someday to retire and be a short order cook. But between now and then, so if I got a call from someone at Glassdoor immediately I would say, you don't know what you're talking about. Your list is garbage. You haven't put that human element attached to say, wait a minute, somehow I got a little disconnect here. So how important is that? When you create a list, we've talked about it on the Market Dominance Guy's level. When you create a list for a client, if there's no relevancy there, it seems like what you're saying is right. The whole house of cards kind of falls apart a little bit. Jennifer Standish (03:56): Yes. But, I would never talk to somebody that way. If I got a phone call, a cold-call, about a job as a cook, I don't think I would respond that way. I would say, oh my goodness. Wow. I think you've... Corey Frank (04:09): Of course. Jennifer Standish (04:12): Yeah, I wouldn't say it that way. I would say... Corey Frank (04:15): I think internally, how'd you... Jennifer Standish (04:17): You need to talk a little bit because seems the algorithm that you're using somehow is misplaced or because I am not at all your target. Corey Frank (04:28): Yeah. Jennifer Standish (04:28): And I'm afraid that maybe your list is filled with people who are not yours as well. Corey Frank (04:33): Sure, sure. Jennifer Standish (04:33): But algorithms, they make mistakes. I mean, they're... Corey Frank (04:37): If you're a rep, and over and over and over again I've been instilled with this belief system from Jennifer and Chris and the battle cry. You're going back and forth like Braveheart, before we hit the phones in the morning at 7:59. Okay. Release. Okay. You guys are released to the world and third phone call, fifth phone call, 20th phone call, "No, that's not me. No, that's not my role.". Are we committing a little mal practice as sales leaders sometimes by not spending the time we need on the relevancy of the list? Jennifer Standish (05:08): Yes. Yes. Because I will tell you that, if you give me a bad list, I'm going to have bad results. I will have horrible results. So the list is actually critical to cold-calling, so you better spend your time. And what I tell people is, you need to have multiple, highly targeted lists, and don't be lazy, come up with multiple scripts. And, I don't like writing scripts all the time. I don't want to write 10 scripts in a row, but I do it because I want highly targeted lists. And I want the scripts to speak to each segment. Otherwise, I'm going to be calling a whole bunch of people and it's going to be irrelevant to them and nothing is going to resonate with them. And then they're going to get angry. So yes, it's got to be highly targeted. Really spend the time, don't call thousands of people and say something generic, because then you're just going to piss people off. I don't want to be that person. So on our side, yes, we need to behave better. We need to behave a lot better. Chris Beall (06:15): I agree. Lists are so fascinating to me because we make lists primarily, at first, cold list. Right? We make them based on publicly available information, which we know is limited and flawed. And we know it's limited in flawed in a bunch of different ways. Some of it is out of date. I was with my data concierge, Tom. We were looking at some calling data the other day and we were identifying individual human beings using some techniques that we have. And we found that there had been 476 calls to a guy named John T. I won't say his last name because it wouldn't be polite. And he died in 2013 and the reason that all these calls were going there was that his son, James T was still running the company, had the same email address. Why not J.T. at company name. Chris Beall (07:17): And it had fooled the various algorithms out there in zoom info and so forth into putting his late father into these lists. And so it was easy to tell from the data, by the way, there wasn't much to it really. One of the funny things is you get a lot of good information back from calling, but you have to do a lot of calling. So in our case, we do 60 million dials a year. So we have a lot of information and we use some of that information to help folks avoid these faux pas that one could make and at least avoid them a little bit, right. Avoid them. But you can't avoid them perfectly in much the same way you can't really be sure in any sales situation that you're not going to be obliged to say what you found out is that there's not a good reason to move forward. Chris Beall (08:09): I mean, if that were not the case, wouldn't the funnel just be a pipe. I mean, it would be odd, right? It's like everybody that we talked to, with whom we will do business with. That doesn't really make any sense. It's an exploration of the world in much the same way that if you go Google something, you can't just blindly take a research result that comes back and goes, oh, I'm going to get that one. Right? Corey Frank (08:34): Yeah. Chris Beall (08:34): Whatever it is. I mean, go look up Chris and Helen's wedding. Well, you'll find one in Italy that's going on on the same date as our wedding will happen in Washington. But don't buy plane tickets for Italy. If you want to come and hang with us and have been invited to our wedding. Check it out a little bit more and be ready to go back and forth. And I think this comes down to the essence of sales. Chris Beall (09:02): Sales has a lot to do with information exchange. We exchange information first to decide if we trust each other enough to exchange more information. That's actually what a cold-call is, cold-call is an exchange of information with the purpose of deciding if we trust each other sufficiently that it's worth exchanging more information. I mean, that's a cold conversation. A cold call by the way, is an attempt to get a cold conversation. Cold calls are kind of irrelevant, because most of them don't go anywhere, but you got to do them anyway. I mean, what can you do? You're going to try to talk to people who are busy right now. Great. Okay. So you found out they were busy, but a cold conversation has a very, very specific purpose, which is to exchange enough information to determine mutually that we trust each other enough to move forward, to exchange more information, right? Chris Beall (09:55): So some of has to be in charge of how much information that is and what the cost is. If the cost is about 30 seconds and the amount of information is something roughly on the order of say six or 700,000 bits, we're good. 20,000 bits, a second with the human voice, 30 seconds, 600,000 bits, it's about what it takes to get sufficient trust to decide to move forward. That's why cold conversations are so valuable because as human conversations with the human voice, because the human voice carries those 20,000 bits a second right into their midbrain. And theirs goes into yours too. And so you got a shot. Chris Beall (10:36): How many emails? I don't know. Somebody in the audience can do this math divide 600,000 by 5,000. What do you get? 600 divided by five. That's a hundred and something 120 emails. Can you get somebody, without losing their attention, to read 120 emails and respond to you intelligently to each one so you can adjust your next email. That's the equivalent of a 30 second phone call. You can't do it. It's the only practical medium to get sufficient trust between two people, if they're not sitting in the same room. Corey Frank (11:15): And the building trust, curious Jennifer, this is a staple of Market Dominance Guys, that Chris is just mentioning here. But from your perspective on modulation or inflection, I want to say tonality, because we always talk about tonality here. I'm thinking for maybe a little bit, even more nuanced, maybe rate of speech. What goes into your mindset? Forget about your team, talking to you as the expert, as the black belt, right? Making the call one shot one kill. I give you four leads. That's it. And we need two meetings of these four leads. Chris Beall (11:50): Oh, that's yesterday. She did that. Corey Frank (11:51): That's yesterday. That's good. Great. Jennifer Standish (11:53): Yeah. I didn't do it today though. Boy, I had one call and really screwed that up. Well, first of all, I say professional, confident, friendly, and a little bit enthusiastic, and that's where women excel. We can do the enthusiastic part very easily and still remain professional. It's where men really struggle because men come to business from a very different place. They come to business in a, I want to be the smartest person in the room, the most successful person in the room and it can be almost aggressive. And so they have a hard time with being enthusiastic. You want me to be in enthusiastic? I don't want to be enthusiastic. But over a telephone line, that enthusiasm really helps otherwise they sound disinterested. So, and it's like, if you want somebody to be excited about meeting with you kind of have to be excited about you and what you're calling about. Jennifer Standish (12:52): And that's my formula. And everybody executes that a little differently, but I look at professionalism, you have to sound professional, confident, friendly, and a little bit enthusiastic. And so when I'm working with people, I'll say, "Okay, well try this out.", and then it's very flat and they'll try it out again. And it's very flat. And then I'll say, well, let's pretend you're the leader of a three-ring circus and you're going to go so over the top, it's going to be absolutely ridiculous. And I'm like really go over the top and they'll try and it will be perfect. And I'll say, "There it is.". Chris Beall (14:10): That's so interesting. Jennifer Standish (14:11): And it was really uncomfortable for you, right? Chris Beall (14:15): Yes. Jennifer Standish (14:15): And they're like, "Oh my God.", and I'll be like, "it was perfect.". Chris Beall (14:19): That's so fascinating. Wow. I went through this with radio ads. Working with Rich Kagan. Corey Frank (14:26): Oh yeah, sure. Right. Chris Beall (14:27): So we're up there in Tucson and we met at this very, very fancy studio. Well, okay. So I triple-locked the car and I, standing there in the sound booth in the studio, and he is telling me he says, "You are a naturally big voice, big range, you project. You will sound dead on radio. You must take it over the top. You've got to go to the point where it feels ridiculous to you.". And sure enough, when it played back the ads I'm like, "Geez, Chris, can't you bring a little something.". Corey Frank (15:04): Yeah. Well the impact of the camera is supposed to add 10 pounds right? Chris Beall (15:08): Yeah. Corey Frank (15:08): So some of the earlier videos, when my wife watches these, I say, remember the camera adds 10 pounds. She says, well, how many cameras did you use? But look at the Nixon and the Kennedy debates, right? Early on with makeup, if you have makeup on, right, and to the naked eye, if you were in front of me of like, "wow, you're very orange today.". Chris Beall (15:30): Right. Corey Frank (15:30): But on camera, you don't see it. So that's interesting though, Jennifer, I like the nuances between men and women and the enthusiasm. Jennifer Standish (15:38): Yes. Corey Frank (15:38): Projection, because we predominantly call IT and we find that the gals on our squad, they do better on average than the gents do. Jennifer Standish (15:50): Yes. And I will tell you that if you're going to hire are an appointment setter, middle-aged women, without an identifiable accent are phenomenal appointment setters. Because we just are confident, if you sound like a little girl, you're going to have problems. Corey Frank (16:07): Yeah. Jennifer Standish (16:07): But I worked for an agency once and we were scheduling appointments for VP of sales and banks. And we had no message. It was basically senior vice president, so and so, so and so, would like to meet with you. And the very first meeting where all of the callers were on the top 10 cold-callers, they were all women and they all sounded like grandmothers. And I thought to myself, this is absolutely brilliant because nobody is going to say no to a grandmother. And they were consistent. And I was in the top 10 and I was younger, but they sounded like grandmothers. And I thought, does this company know what its just done? Or is this just happened to be that these women who were in their sixties needed a second job and they, day in and day out, we're the best of everybody. So I'm not saying go out and hire grandmothers, but middle-aged women without an identifiable accent are the people I try to hire all the time. Chris Beall (17:05): I am saying, go hire grandmothers. I read an article about this 10 years ago, and I still stand behind it. The biggest untapped resource in the economy is post-retirement women, in particular. Although the men start to become, I'll call it usable at that point also, maybe because their testosterone levels go down. Maybe because they're no longer bossing people around or maybe because now they're living with somebody's bossing them around and it helps them understand their place in society a little bit better. But it is very, very interesting that we make, I think, a huge mistake. And I think it's one of the biggest economic mistakes that's been made in the last 20 years of believing that the cold-calling job, which is a highly specialized job, it's like being an anesthesiologist. No, you don't cut the patient open and do all that stuff. Chris Beall (18:01): But if you don't do your job, right, somebody dies, right. It's really, really important to get this right. And it looks really routine like, oh yeah, you give them this amount of gas. You do this, you do this. But really it's very subtle. And that job has been now relegated, I'll say, to the world of the 24 to 26-year-old, who wants to become a salesperson. And yet if you take it seriously as a hiring manager or as a strategist putting together a company, you would say, well, wait a minute. Why am I overpaying for 24 to 26-year-olds... Jennifer Standish (18:36): Right. Chris Beall (18:36): Who don't want this job and want to go get another job when I could go to the other end of the economy and hire people in their fifties and sixties and seventies. And I have a great example, Israeli cybersecurity company selling to hospitals. Chris Beall (18:50): And they were using as their cold-callers, three people out of the Northeast who were living in a rural place, didn't have much accent. Youngest was 58, the eldest was, I think, 77, the leader was in 77. So yeah, something like that. And they created 32.788 million dollars of pipeline in seven months. And this company got sold for 400 million dollars with significantly less than that have been invested. Now they cheated, they used ConnectAndSell, and they were really good at it. And so they talk to lots of people, because it's considered an inaccessible market. Hospital IT, you can't get there, not with the telephone. Right? Corey Frank (19:39): Yeah. Chris Beall (19:40): And I have those numbers. And every once in a while, I'll publish the chart that shows the pipeline that was built, not a hundred percent from meetings, by the way, this is another really important factor. Chris Beall (19:51): Certain voices cause people to act in a positive way, even if they don't take the meeting. So you're actually conditioning the market for all your future communications that, "thank you", that comes after every conversation. "Thank you for our conversation today.", the only email in the world of B2B that always gets opened. The only subject line that works, everybody talks subject lines all day long. There is only one subject line that works in B2B. "Thank you for our conversation today.", now the only way that it's honest is if you just had a conversation. Now you're down to, how do they feel about it? And that feeling determines what happens to four out of every five of the pipeline dollars that will come out of calling because four out of five of the pipeline dollars that come out of calling do not come from the meeting that was set in the cold-call. They come in the communication that happened afterwards, that's been conditioned. By the trust that was built in the cold-call. Jennifer Standish (20:51): I trained a grandmother last year and she was phenomenal. To the point where the owner had to give her a week vacation because he couldn't keep up with all the appointments she was sending. It blew everybody away except for me. And I was like, "This woman going to be phenomenal.". So maybe we really, really, need to change how we're hiring. And these women love it, they feel useful, they're proud of what they're doing. They have a really thick skin, because they've lived a long life and they've seen things. There's just something about their energy and you just trust them immediately. So I don't know, Chris, we should come up with something on to use this talent. Chris Beall (21:40): Well, we should, I'm down here right now in Quail Creek, Arizona. And this community, I think, we have 3000 houses or so. And I would say of those 3000 houses, 2,937 of them have somebody of grandmotherly age of the female persuasion who's living there. And they arrange everything here, they make everything happen. I'm not retired, of course, and Helen's not retired, so we call ourselves the working stiffs and there are a handful of us around here. But I actually think every once in a while, that it's just the company that needs to be started. No one has ever made an appointment setting company that operates reliably at pace and scale. And the reason is that the inverted S-curve around hiring eventually kills them. So it's hard to find the marginal talent to add to that group. And then, Corey, you've done it within the companies and you know how hard it is, right? Chris Beall (22:36): That thrash at the edge, I call it, the thrash at the margin that occurs where the in and the outer happening at about the same rate. Corey Frank (22:44): Absolutely. Chris Beall (22:45): It's like your drop of water can only get so big before it's boiling as fast as you're adding to it. And then all of your time is going there, and then the quality deteriorates at the center. It's just the way these things happen, right? And you're taking on customers that are less sincere and less interesting and less worthwhile and blah, blah, blah. Corey Frank (23:02): Sure, sure. Chris Beall (23:02): But I do believe, that it could be that grandmas hold the key to make in the world's first scalable appointment setting company that can grow without bound, without losing quality. Corey Frank (23:18): See that should have been your patent. Not the other thing. Chris Beall (23:22): Well, she didn't say what it is. We're not convinced yet. Corey Frank (23:24): Oh, okay. All right. Chris Beall (23:25): Well, it's not all about grandma's. Corey Frank (23:26): Just checking. Grandmas are the untapped labor pool market that this country needs right now today. Chris Beall (23:36): Yeah. The innovation economy... Corey Frank (23:37): Innovation economy. Chris Beall (23:39): Will not fulfill its potential for humanity, unless grandma step up. Corey Frank (23:44): You cannot move forward without looking back. That's what I hear you saying. Jennifer Standish (23:48): They're hard workers, they're really hard workers. Corey Frank (23:52): Yeah, absolutely. Chris Beall (23:53): And they're self-managing. Jennifer Standish (23:55): Yeah. Chris Beall (23:56): They've been managing themselves for quite a while and managing someone else too most sure, sure.

Jennifer Standish, Founder of Prospecting Works, is preaching to the Cold Calling Choir when she says that cold calling trainers don't spend enough time working with their people on their delivery. Jennifer and our Market Dominance Guys, Chris Beall and Corey Frank, all believe that a great script that hits all the points but has a terrible delivery won't get you any appointments. However, a great delivery — even if you're working with a mediocre script — will absolutely bring in the appointments. In this podcast, they also emphasize the importance of a salesperson's mindset when it comes to being a successful cold caller. If you think everybody's going to hang up on you, that everybody's going to be nasty to you, well, then, that is generally what you're going to get. But if you believe in your core that your product or service can truly help people, if you are certain of the integrity of your offering, then you can sell people on your belief. Why? Because your authenticity will come through to your prospects, loud and clear. Listen to this first of a three-part Market Dominance Guys' series by these three cold-calling gurus on today's episode, "Learning to Manage Your Voice Under Pressure." Then, listen to the next two parts of this conversation here: EP123: Hire Yourself a Grandma EP124: The Magical Type of Cold Call About Our GuestJennifer Standish is Founder of Prospecting Works, an organization that assists salespeople in overcoming cold-call reluctance. She combines her 25-year cold-calling career with her skills as an intuitive healer, offering a “warm and fuzzy” approach that attracts introverts as well as people who don’t want to be considered salespeople. Full episode transcript below: Corey Frank (01:29): Welcome to another episode of the Market Dominance Guys with the sage of sales, the profit of profits. With Chris Beall and Corey Frank and today we have a guest that is near and dear to both of our hearts Chris, we're going to speak in reverent tones, hush tones of cold calling. Jennifer Standish is here from Prospecting Work so, Jennifer, welcome to The Market Dominance Guys. Please say hi to our seven listeners, including my mother on this well esteemed almost 200 episodes of this podcast. Jennifer, welcome. Jennifer Standish (02:03): Hello. Thank you for having me. It's been a great pleasure to be here. Corey Frank (02:07): Great. So I understand that you are well skilled in the black art of cold calling but then I also heard, right? When we were talking about it in pregame a little bit that as skilled as you are, you also want to make cold calling obsolete. Do you swear that's true? Jennifer Standish (02:26): Well, where did you hear that? That I want to make it obsolete? Corey Frank (02:29): Oh, the sage of sales had shared that thing with me beforehand so. Jennifer Standish (02:32): Yeah, because I work with a lot of people that have call reluctance and it's such a struggle for them and I just wish that we could somehow rename it, do something, something to help these people be able to make cold calls and I would also like for it to be acceptable to be able to call a business during business hours to discuss business and be able to call somebody and get an appointment and it's such a struggle and cold calling is such a bad name. That if there was a way to just be able to call somebody and schedule appointment and have it be done. I would love for that for it to happen. Corey Frank (03:12): Well, I can already tell, Chris and you probably picked up on this. You've known Jennifer a little longer than I have, right? The cadence and the tonality you use just to explain yourself is probably indubitably what hooked Chris, so is that how you guys met? Chris, were you a cold call from Ms. Standish here? How did you guys meet? Chris Beall (03:32): I can't remember. Jennifer Standish (03:32): No, you- Chris Beall (03:35): But I know she told me that she had an idea and it's such a tremendous idea that I asked her not to tell me more about the idea until she got a provisional patent on it because I think I said, "Jennifer, at this moment I'm the most dangerous person on the face of the earth and you should protect yourself before you speak with me." Jennifer Standish (03:56): Yeah, so we were introduced by David Masover because we were both on his podcasts and so Chris and I just had a nice lovely conversation and I said, "I have this idea about how to end cold calling." And so I told him and then we spent two and a half hours on the phone. Corey Frank (04:10): Oh that's nice. Jennifer Standish (04:11): And he said, "you need to get a provisional patent for this. You have to protect yourself and then we can build it because it's a brilliant idea." And I got off the phone thinking that I was going to be the next Elon Musk and I felt as if my life trajectory had just changed and it didn't turn out quite as I had expected but the idea is still there. Corey Frank (04:34): Sure. Jennifer Standish (04:34): And who knows but I really think that what's missing is we spend so much time on the sales side, becoming more efficient, trying to be more effective, working on bettering ourselves, coming up with a great cadence and all that stuff. Jennifer Standish (04:48): But nobody's dealing with the prospect side and how they're part of the problem. When we call these prospects, there are so many things that get in our way from reaching the prospects. Nobody's dealing with them and their bad behavior and how they are costing their company's money and how their gatekeepers are costing their businesses money and how somebody needs to tell these people or maybe it's the CEO or the president, guys you need to start taking these calls. There's a lot of reasons beyond why these sales people are calling you. It's a great networking event. You have no idea why they're calling. Jennifer Standish (05:26): It could revolutionize our company. How about karma? Are people cold called? Why don't you need to pick up these cold calls? Because our people are cold calling. What goes around, comes around. You just never know. All of this types of reasons. Take these calls. What I would hope to happen is the number of calls that you were required to get through would go down. We wouldn't need to be making all of these numbers. We wouldn't need as many sales people out there hounding away. It would just facilitate business. We could- Corey Frank (05:58): And if I have it straight Jennifer, that... Chris, help correct me. I'm hearing you say if your message to the world, if your message to humanity is to accept and take more cold calls. Jennifer Standish (06:13): Yes. Take the call- Corey Frank (06:14): Take the calls. Jennifer Standish (06:16): Take the call. Corey Frank (06:17): That's a great t-shirt. Jennifer Standish (06:18): And what I tell them whenever I present, I will have people come back a week or two later and say, "Jen, I didn't think I would ever want to say this to somebody but I took a cold call and it turned out to be a great decision for my business." Corey Frank (06:35): I love that. Jennifer Standish (06:36): Time and time and time again. Corey Frank (06:38): We had a guest on who's a great friend of ours, his name is Robert Vera. He runs the Center For Innovation and Entrepreneurship at Grand Canyon University and one of the things that he mentions a lot is that to take a phone call, to take a cold call especially, there's a special intrapreneurship mindset that these folks have to have. Not an entrepreneurship but an intrapreneurship. So, Jennifer calls me and she's going to give a face melter of a screenplay of a pitch and it moves me but still I got to think of my boss, Chris Beall here whether he tolerates this culture of intrapreneurship of change, of improvement of kaizen, et cetera. What do you think about that, Chris? Is it our job as cold callers to arm them, to preempt the message that a boss will say to stifle the great message and emotion that you just stimulated and was a catalyst for me to say, "Hey boss, I got an idea,” versus. “I get a lot of crappy phone cold calls" Chris Beall (07:45): Right. Corey Frank (07:46): And I may not be that motivated to make change. Chris Beall (07:51): Well, I think that there's two kinds of change that you're dealing with. So one is very private which is the choice to attend a meeting and when we think about the psychology of a cold call, a cold call is always a mistake not by the person making a call but by the person answering the call. It's very rare that they answer the call thinking this could be a really cool cold call, I'm so ready for this, right? And so what they're really doing is going, huh, I don't know what this is and for some reason I feel like I got to pick it up and then they realize it's a sales rep and then the defenses go up and then we have an issue, right? So I think then this is a fascinating area to me. In fact, I just had a post golf meeting two days ago with a marketing expert. Chris Beall (08:42): And she said, "Hey, I'm helping a company out that's doing account based marketing, ABM." So ABM basically is like Market Dominance Guys, basically we say make a list. It's like okay so make a list, right? And she asked me this question. She said, "how can cold calling work together with ABM? It doesn't seem like it can because in ABM we have to know lots about each individual target on the list before we have a conversation." And so I think the first order of business for the cold caller is actually a psychological order of business which is can you get somebody curious enough to take a meeting and nothing else. And all that requires is that they be a human being. It doesn't matter what business they're in. As long as you can say something that A doesn't cause them to reject you. I don't mean reject you as a person. Chris Beall (09:34): Just reject the idea of taking a meeting with anybody you're associated with but B has to resonate with them while not answering the question. So, that's thing number one. Thing number two, the intrapreneurship thing I think comes into play once you're in the discovery meeting or the breakthrough sharing meeting or whatever you want to call it because that's when you're on stable ground. That's when you're in the confessional. If it's run correctly and in the confessional, you can discover the answer to the question. Chris Beall (10:02): Does it make sense to do the next thing, right? Whatever the next thing is. Does it make sense for Corey to come talk to Chris or does it make more sense for Corey to go do the test drive? And de-risk it a little bit through direct experience? Corey can make the decision but it's funny how this relates to cold calling. Cold calling is essentially a mechanism to allow enough human trust, human interaction and curiosity to be generated such that two people will get together for a little bit of time and explore a possibility and that's it and I think the key to cold calling is to know that's it and not much else. Corey Frank (10:46): Mm-hmm (affirmative). Jennifer Standish (10:48): Can I add something? Corey Frank (10:49): Of course. Jennifer Standish (10:50): I also think that we have to accept that a certain percentage of the population doesn't like to be sold to and they will shut down meetings to their own detriment but there's nothing you can say to them. They just will not be sold to and we just have to accept that but everybody else is somewhat willing. Some people are more willing than others. I've had situations where I get no objection. I get, "sure I'd love to, absolutely. I'm available in this particular date and time" and it's super easy. Other times there's a little bit of pushback but then people are amenable to scheduling appointments. So we just have to accept that some people are more willing to meet with people and are interested in what people have to- Corey Frank (12:37): Jen, how much of that do you think and you've seen, you've probably experienced bad cold calls, you've probably from your background, taught many folks to learn this skill. You have, right? A voice. We have a handful of folks on this podcast, all brilliant folks of course present company included with me and Chris but a lot of the folks that are on these podcasts of ours, right? They have a voice that can just melt butter and they have a command of their tonality, their stammer, their pregnant pauses, is that something that you see as correlating to your success? Jennifer Standish (13:15): Yes. Corey Frank (13:15): When you're on- Jennifer Standish (13:18): And I'll tell you cold calling trainers do not spend enough time working with people on their delivery because it's 80% of your success as a cold caller. A great script, hits all the points with a terrible delivery will get no appointments but a great delivery with a mediocre script will still get you appointments. Absolutely. Chris Beall (13:41): But write that one down. So this is actually why we do Flight School. Flight School is about learning to manage your voice under pressure because it's one thing to learn in some role play but then under pressure, away it goes and you tighten up and I have an analogy I've used it before here. I'll use it again. So in the next room over there I have this wonderful Kurzweil electronic piano and it's got all these beautiful voices and stuff and there's a song that I play most evenings for Helen and I play other stuff too but I play for my fiance, right? She's been a guest on the show so go check her out anybody who wants to do that and I know full well that she thinks that I am a very good piano player and a pretty passable singer but I'm also pretty sure if somebody walked in the room while I was playing that I was sure was a real piano player or worse, a real piano player and a real singer. Chris Beall (14:46): I would suddenly suck to the degree that even Helen would know it even though she'd be too nice to say anything about it and that command of your voice under pressure is the essence of being able to cold call. Helen and I listened to Cheryl Turner once for about 20 conversations and I asked her, "what'd you think?" As Helen's not a cold caller of any stripe and she said, "what's amazing is the emotional pivots and they happen in split seconds and so she knows what she's going to do, but then she does what she has to do with her voice." And I thought that was a really good phrase. She knows what she's going to do but then she does what she has to do. Jennifer Standish (15:30): Yeah. Chris Beall (15:30): And that's it. Jennifer Standish (15:31): It's the mental agility. Chris Beall (15:32): Yeah. Jennifer Standish (15:33): Yeah. Corey Frank (15:34): How do you teach that to... I'm a new grad, Jennifer and I was a history major, liberal arts major, communications major. I'm going to land on your floor. Maybe I'm a middle child so maybe a little bit more introverted, right? Chris has some theories on that in a minute but how do you draw it out to somebody because these are big bad strangers, people who hang up on me and they have teeth and they can ruin my career and they can pull up my LinkedIn and they're going to track me down on social media. What do I do with all this stuff here before I make a phone call? Jennifer Standish (16:07): Well, I'm an extreme introvert and I can do this and I think right there I would say well, we got to talk about your mindset because if that's the way you're going into this, yes, you're going to have problems. If you think everybody's going to hang up on you, everybody's going to be nasty to you, that is exactly what you're going to get. But if you believe to your core that your product or service can help people. If you have integrity, if you're calling because you believe that you can help people and you do your homework but if you do your homework and make sure that you're calling the right people, you're not calling everyone under the sun. Nobody likes to receive irrelevant calls, right? Jennifer Standish (16:48): You come up with a targeted list and you're calling with the motivation of wanting to help. You're not here to sell. You're wanting to introduce yourself and have a conversation that you're going to sound very different and sometimes I can't make somebody sound different and I will send them to a vocal coach. Sometimes it doesn't help and there's very little I can do but I can always start with a mindset and I can sit down and go through all the things that they're bringing to the table that are going to get in the way and I can help them. I can't do the work for them. Corey Frank (17:25): Mm-hmm (affirmative). Jennifer Standish (17:27): And then we'll see. But a lot of times when I'll say you're allowed to call a business during business hours to discuss business, I give you permission. Right then and there they're off to the races. They're like, that's all I needed. Just give me permission. That's all I needed. Other times it's when you told me that I really help people, that's all I needed. I do help people and I sell cleaning supplies but I keep people safe and healthy and my customers would be lost without me because when you really look at it, all of the businesses all over the world, we are all ultimately trying to help people. Corey Frank (18:05): Mm-hmm (affirmative). Jennifer Standish (18:06): Even paper, look at paper. What is paper? Well paper communicates ideas to people. It's all about people. So if you can trace your company and what it does back to how it helps humanity, then you're selling with a purpose, a noble purpose- Corey Frank (18:21): That's beautiful. Jennifer Standish (18:22): And then people can get behind it. So I tell sales managers all the time, where are your case studies? You need to be telling these people every single day look at what we did, look at how we helped these people. Look at all the wonderful things we're doing. That's what we are as an organization. We need to be proud of ourselves. Chris Beall (18:39): Well, so Donnie Crawford and I are going to be doing a webinar two days from now about how to conduct a breakthrough sharing session. What people should call a discovery call. I'm not really fond of the word discovery call even though I love discovery as you all know Corey, I'm into it but it means I'm going to discover something about you that lets me make you buy my product. Corey Frank (18:59): Yeah. Chris Beall (19:00): And that's a disingenuous approach to that next step. If you think of it as a breakthrough sharing call, I called you because I truly believe we've discovered a breakthrough and I want to share it with you because I think it has potential. At least this meeting has potential for you to learn something that'll change your life. We may never do business together and this to me is the critical break point that Donnie and I are going to go over. Chris Beall (19:26): The mindset break point is to get to the essence of the mindset, to say the following. In the event we never do business together, as I have to sincerely believe in the potential value of the meeting that I'm offering not the product but the meeting, to this human being not their company but to them, in the case where we will never do your business together and if I believe that sincerely then I can take what I'll call the Scott Webb mindset which his mindset is, I envision this person is about to step in front of a speeding bus and I may have to hit them hard in the middle of the chest to keep them from stepping in front of that bus but I know of the bus is coming and they don't. So it's my responsibility to get them to the meeting because that's where something magical can happen. Chris Beall (20:20): And when he adopted that mindset he went from a world class but to him mediocre 30% conversion rate and Jennifer was calling for me yesterday, kindly to set meetings for me and she set at a 50% rate on a list she'd never heard of before and God knows it wasn't. I don't need its best list in the world actually, a little hard to get ahold of him too. It'll dial the connective, I don't know 131 to one today or maybe worse and yet she said 50%. Well, when Scott adopted this mindset working at HUB International as the head of sales, he's the big guy there. He went from 30% to a hundred percent overnight. Jennifer Standish (21:01): Yeah. Chris Beall (21:01): Not overnight but in the next hour and he stayed there ever since. He converts a hundred percent of his cold conversations to meetings and he says the essence is to truly remind himself. Jennifer Standish (21:15): Yeah. Chris Beall (21:15): He's saving their life. Jennifer Standish (21:16): Oh yeah. I tell people all the time, imagine you had the antidote to COVID. You would be relentless. You would find the person who you needed to talk to, who could distribute that to as many people as possible, you would do your homework and you would not stop calling. You would not stop calling because this thing could save lives. It's that sort of purpose and you would be annoying but you would be okay. Chris Beall (21:45): When you hit somebody in the middle of the chest. I've actually done that by the way, when Scott said that thing about the bus, it turned out once in Des Moines, Iowa, there was a bus coming and it was coming in the fog and I did reflex without thinking and I hit somebody very hard in the middle of the chest and kept him from stepping off the curb. So when he said that to me, it actually made me shutter. Jennifer Standish (22:06): Yeah. Chris Beall (22:08): It's a little emotional just to remember that moment. Corey Frank (22:10): Mm-hmm (affirmative). Chris Beall (22:11): So this is a big deal. When we have a breakthrough, it doesn't have to actually be something that they end up taking advantage of, the knowledge of it is of value. Jennifer Standish (22:21): Yeah. Chris Beall (22:21): And that's all we're offering. It's that knowledge. Corey Frank (22:24): I love that it really comes about. We've talked about this several times Chris, right? The belief, the insistence mindset. You can only have an insistent mindset when you have firm belief in the value certainly of what you're selling, right? To your earlier point Jen, right? If I'm a new grad and I have all these boogeyman fears or worse, let's say I'm apathetic to what it is. I think I've shared this a few times on the podcast here is one of the stories, one of my great mentors years ago taught me when we were first starting one of our first companies is about a guy who's just minding his own business and walking past a construction site and there's five guys laying bricks and he goes to the first guy and says, "Hey, what are you doing?" He's like, "laying brick." Goes to the second. Corey Frank (23:10): "What are you doing?" He's like, "I'm building a wall", goes to the third guy, "what are you doing?" He's like, "making eight bucks an hour", goes to the fourth guy, "what are you doing?" He's like, "I'm building a cathedral." And the fifth guy, "what are you doing?" "I'm saving men's souls." All right. So arguably the latter two construction workers are the ones that you want as team members, you know that they're going to pay a little bit particular more attention to the runoff and maybe the cleanup and maybe the hard right corners of the walls. The first three pedestrians, tourists in the space apathetic. Yeah, I work for Saunders Prospecting here and well, what do you do? Well, I make 18 bucks an hour. I get paid X amount per appointment. Working my way through law school but generally not the folks that you want to put on any campaign and certainly they're conversion and rates will go less than pedestrian, I would imagine. Jennifer Standish (24:07): Right. So I would tell hiring managers to be very careful and I would also tell candidates be very careful. You could be a great salesperson, a great cold caller if you align yourself with organizations in which you believe, right? And I work with a lot of commercial insurance producers and I tell them, do you know that business could not continue without you? And you start them the story about the history of commercial insurance and you keep roofs over people's heads. You keep people employed. We wouldn't be able to do business without you, right? And then they start thinking oh my God, absolutely. So be very careful who you work for and if you don't work out one place, don't give up, try someplace else. Think of really about what is in your- Chris Beall (24:58): Wow. I love it and Scott, by the way, his thing is commercial insurance and I know he believes he's potentially saving these companies lives. Jennifer Standish (25:09): Yeah. Chris Beall (25:09): Saving those jobs. Jennifer Standish (25:11): Yep. Chris Beall (25:11): I look at ConnectAndSell somebody ask me what do you guys do?We are determined to pull the cork out of the bottle that keeps the value of the innovation economy on the inside when it could be port freely on the outside where people could make use of it. We all rely on innovations. They're stuck inside of companies and they need to get out for all of us and that's what we do.