The Evolution of Sales – Industry Change Episode 10

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This week on Industry Change Richard met with Steve Jensen, who has worked in the lifestyle industry for 30 years, to talk about the evolution of sales.

Steve employs a sales strategy he calls inspirational sales. The aim of which is to engage with the ‘Green Brain’ and not the ‘Red Brain’. Put simply inspirational sales are designed to inspire happiness and excitement in the customer about their purchases. When a customer is excited about your product or service they are going to be much more likely to buy it!

To inspire this excitement Steve insists that you need a unique selling point for your business. Use what makes you unique, tell the customer that they can’t get this anywhere else. Once they’re excited you need to help them instead of sell to them.

This is where sales, marketing and customer service cross paths. A customer has to be convinced before they even enter your store so don’t waste all of the marketing effort you’ve already put into this sale by dropping the ball on customer service.

Be sure to watch the whole interview to learn more about inspirational sales and for Steve’s sales advice.

Episode Transcript

Steve Jensen:                      Give them something that creates value that says, “Hey, these people aren’t trying to sell me. They’re trying to help me.” That has to be done at the beginning. I call it a reverse marketing model. It’s called sales and marketing. Well, we got to sell them on our USPs and why we’re different before they turn up.

Richard T.:                              Welcome back to Industry Change. I’m Richard Toutounji. Today, I’ve got a really special guest, Steve Jensen. Welcome along.

Steve Jensen:                      Hey, good day. How are you going?

Richard T.:                              Yeah. Good. Thanks, Steve. Now, Steve, you’re not shy to the game of sales and marketing communication. You’ve actually been in the industry for 30 years. You’ve had some numerous awards in that time. You’ve been in the lifetime hall of fame in the fitness industry. You predominately work in the space of sales and communication.

Steve Jensen:                      That’s right.

Richard T.:                              I wanted to bring you along the show today because if we’re talking all around getting leads and acquiring leads, I just thought there’s nobody else better to talk to you or actually Dr. Jay is the nickname, isn’t it?

Steve Jensen:                      That’s right. Yes. It’s a stage name. I go around and fix businesses, so to speak. But we always have a lot of fun.

Richard T.:                              Yeah. Then, it’s like making sure we can actually close the sale. So maybe you can tell me a little bit more about what you actually do to really help business owners over the last 30 years really improving their bottom line pretty much.

Steve Jensen:                      Hey, look, it came from let’s say running my own chain of clubs. Before that, I was actually in corporate. But it grew quite quickly. We created a system based on not just a sales model, what was more communication. People bought from us. We didn’t think it was much of a sales process, but when I analysed it, when I did all the training afterwards, I then systemized the model. Then, when you systemize something, it becomes easy to do. People bought effortlessly, and-

Richard T.:                              So versus … What you’re saying there is that people genuinely had sales as like a bulldog sales approach and you actually did something slightly different.

Steve Jensen:                      Yeah. Back in the early days when we started my first clubs and then it grew quite considerably, we were in fitness or we were in leisure or whatever the case may be. We didn’t want to sell anything. However, we put a process into place where people bought from us. We had tonnes of success. I said, well, I like going through and finding little processes and what worked. So I then put it down on paper and said, well, this is what we do differently. It was quite different. When I sold the business and then opened Impact Training Corporation, we then put it out to the world.

Richard T.:                              You had Impact Training Corporation for about 22 years.

Steve Jensen:                      That’s right. Yeah.

Richard T.:                              You’ve been in the business for 30 years, so what does Impact Training now currently do?

Steve Jensen:                      We specialise in helping people have a lifestyle through their business.

Richard T.:                              I like this word. I think lifestyle in the business is, I don’t know if it’s a key word right now, but it’s definitely a word that when people open a business, they do want to revolve it around their lifestyle, some people.

Steve Jensen:                      There’s not much in business more sales won’t fix. The challenge is: how do we make the money? If it’s all about the money, it’s a bit of a challenge. What we do is we go in there, we find out what is unique about their business, to be able to then say, “Hey. Let’s inspire people to buy.” So we created the inspirational selling model so when people that presented their product or services, it inspired people to buy, so you didn’t have to go in there and do these fancy closing techniques.

By the way, we’ve got all the gambits under the world we can teach you if you muck it up, so you do need to be able to have gambits to be able to let’s say, reposition your conversations, see. Selling is nothing but helping people make a good decision, and they should give you the money and say, “Thank you. I can’t wait to have that product or service.” It shouldn’t be massive amounts of followup. I believe we really only have one chance to actually make it happen. So if you muck it up, you maybe get a second chance with tonnes of followup, but you need to inspire people to buy and be unique and show how you’re different.

Richard T.:                              So you’re saying that people should buy on this first go, if it’s presented correctly?

Steve Jensen:                      Correct. If you use the triggers. An inspirational selling model is so different where we use communication models. It allows people to … Well, let’s give you an example. If you came in to ask me to lose weight, and it was just to get something for free, and it’s all about the price, unless I focus on the price and give you something that’s really inexpensive, you’re more than likely have to go away and think about it. That means it triggers a red brain model.

If I inspire you and get you excited about the possibility and you like and trust me, by way of actually saying that I’m a little bit different, we do it differently to the competitors, in a nice way, it’ll turn on the limbic brain. It’s where all decisions are made. That means that you’ll make a decision to move forward and be happy about it.

If I have you thinking about it and having your logical brain, your neocortex triggered, the problem here is that people go away and think about it, until they sit down with someone that can inspire them. So you’ve only really got one chance. The brain goes through lots of different conversations when you’re speaking to it.

Richard T.:                              Let’s speak more about this brain, the green side of the brain. Can you go a bit more detail into that?

Steve Jensen:                      Yeah, look. There’s lots of wonderful things about the brain. It’s simple, and it’s quite complex. There’s the firstly, we’re sitting here right now. We’re looking at each other, but we’re slightly at an angle. The thing called the reptilian brain. If we’re actually sitting there straight, it actually conjures up process of fear and actually anxiety. People actually do presentations this way.

Richard T.:                              This direct.

Steve Jensen:                      This direct. This is your fight or flight model. That brain needs to be turned off. So we’re sitting here, having a good time.

Second thing is if I talk about all of your, let’s say, all of our features, your time, your price. Well, by the way, that’s important if it’s important to you. So I can make sure I give you all those things, but that means that the red brain, which is the neocortex, is triggered. The red brain is on. The green brain is off, which is the limbic brain. Guess what? All decisions are made in the green brain. So if I’m talking to you about all the red brain stuff, times, prices, classes, whatever, you’re going to say, “I got to go away and think about it,” because no decisions are made there.

However, if I inspire you and get you excited and say, “Wow. That’s so different,” and I tell you that we’re different and I prove it, that will make you excited, and it will inspire you. Instantly, the red brain is turned off. The green brain is turned on. Let me make it really clear. That’s where all decisions are made.

So if I teach you how to do that with words and adjectives and body language models and have that person feeling comfortable and they’re not being sold to, I’m here … See, we got to go away from selling to helping and inspiring you and making sure that you’re inspired to take action, not to spend money. Spending money is just an outcome at the end.

Richard T.:                              So it seems like that sales is predominantly all around mindset. Is that something you agree with?

Steve Jensen:                      Yes, I do. I think that we as an industry, so to speak, we need to teach people to think differently. Where we come unstuck is where we get stuck in our old way. Have you ever heard this, “Oh, I’ve done that before.”

Richard T.:                              Yeah. Sure.

Steve Jensen:                      Or, “Oh, I know that.” See, the enemy of learning is knowing. So we need to say, “Okay. I respect what you know, but let’s pretend you know nothing just for a little while, and let’s teach you something that will really make a difference to you and your business.” By the way, it’s not just you, your business, it’s you. We need to get the person engaged to want to do it for themselves, not for just for the business.

Richard T.:                              How is those processes done? Let’s just say, for example, we have an inquirer that come through. We’re a business owner. We love … Let’s [inaudible 00:07:49] in the fitness industry, we’re talking about this, and we love getting people in shape. What are the processes that you take? Give me an example. Like I want to lose weight. I’ve made that initial phone call. So you’re basically saying get them excited instead of selling the benefits.

Steve Jensen:                      Okay. Let’s go right back to why they actually inquired. Back in the olden days, we used to say, “Hey, come in for a week for free,” or, “Hey, come and have this fantastic class.” Now, red brain. If it’s significantly different or it’s close or convenient, and by the way the Holy Grail, just by the way, the Holy Grail of closing is convenience … Because it’s got to be convenient. We’re all time poor. But I think it comes right back down to why did they turn up? Firstly, in the olden days, we used to get them in free and have a trail. Now, you’ve got to prove that you’re an expert before they turn up and you are unique. By the time you turn up, the person says, “Well, this was unique. It sounds different.” By the way, you have to tell them you’re unique. You say something unique about our business or we do it differently and then tell them.

Richard T.:                              That’s interesting because even telling them that you are unique, I think is a challenge for a lot people don’t say they’re unique. [inaudible 00:09:00] fitness club where I do this. You should know that I’m unique.

Steve Jensen:                      You’re spot on. You’re absolutely correct because what happens is we think the consumer’s really clever. We do these wonderful marketing campaigns, but we don’t tell them we do things differently. You need to say that because they’ll think everyone else does it the same way. We do it differently. We’re unique. We’re the first, and by the way, creating a USP, everyone says they know what a USP is, but the only way to use a USP is to define it. We’re the first. We’re the only. We’re the biggest. We’re the smallest. We do things differently. Get the person excited about that, so when they turn up, your job is to create rapport, not massive rapport like the olden days. It’s enough rapport to be able to then teach you something you don’t know that will inspire you to say, “Well, I can’t get that anywhere else.” By the way, tell them. “By the way, we’re the first and only business that does that.” How was that?

Richard T.:                              That’s great. I remember my first fitness studio I purchased back in 2000. It was a small boutique fitness studio like a one-on-one kind of training session. The only, the main unique difference we had that we sold to our clients was that when you come in, we don’t know your name, and we’re going to give you a towel, and we’re going to fill your water up. That was the unique selling that we did. It was like wow. People thought that was unique, but we actually told them that was it. And then we actually converted clients just from that, those simple things that really cost nothing.

Steve Jensen:                      Perception’s reality, and with the USPs, it’s an old term. However, creating some authority in the market before you do it is critical. There’s a process that we designed a few years ago for telephone work. It’s called the T strategy. Let’s say you wanted to lose the weight like you said before. You say, “I want to lose weight,” and say, “Oh, yes. We can lose weight,” and all that sort of jazz. The challenge is everyone else says you’ll lose weight.

I then need to teach you something that you don’t know. You use a process. It’s called a teaching softener. It says, “You might not know,” or, “Hey, I found this out the other day.” What you then do is you then teach them something that they don’t know. Then, you say, “The benefit to you is so that you can.” They’ll go, “Yippee.” Then, you ask the question, “Is the so that you can, the thing I just taught you, is that important to you to have that service or outcome?” They’ll obviously say, “Yes.” It’s called a loaded question. You’ll say, and it’s quite casual. I say, “I tend to agree. I mean I’d love to know from your perspective why you,” here it is, “Why you think it’s so important.”

See, in sales, we keep telling people it’s important you do this. You’re important to do that. People will go bombarded, and they just nod their head, and they don’t know. In inspirational selling, we get you to sell yourself. So we say, “Well, why do you think it’s so important, mate?” And then you tell me. Then, I’ll just be a little bit tongue and cheek, and you’ll say, “What would happen if it didn’t have that unique selling point?” They’ll go, “Well, is that an opinion?” They’ll say, “No.” “Well, guess what? We’re the only guys that do it that way. We’re the first. We’re the only AB and C. How good’s that? Well, I got your back on it. Let’s make it happen.”

See, that’s called a trigger point. “Let’s make it happen.” He’ll nod his head. You’ve now done a pre-close.

Richard T.:                              It sounds to me, if we break it all down, that you literally just have to ask the one question that’s the biggest trigger or pain or satisfaction that person wants.

Steve Jensen:                      Correct. Before we do all that teaching stuff, we’ve got to find the compelling argument. We use a process called the four Ws. It’s a conversation. It’s what, where, why, when, how in between-

Richard T.:                              What, where, why, when, how.

Steve Jensen:                      What’s your priority? By the way, in the olden days, we say what was their priority. It’s changed now. We need to find out what’s their first and second and sometimes their third. When they talk about their third, they’ve already made the decision to purchase your product or service. Once we’ve found out the compelling reason, we teach them something they don’t know and say, “We’re the solution, and I’m here to help. I’m not here to sell.” And then, I’ll prove it. When they come back, I’ll do a simple price presentation, and by the way, price presentations are done so poorly, and explanation demonstrations is done poorly too. But the price presentation needs to be sequenced. Because it is so red brain, it needs to be turned into a green brain model.

Richard T.:                              How do you turn into a green brain?

Steve Jensen:                      What you do is you do, you have an assumptive close. I’m an expect. We used a doctor-patient scenario. If you’re sick, you’re going to show you what we’re going to do, and then when you come back, and then I’ll test close. “Is there anything you need to know before we get you fixed?” We’ll grab a seat, and we’ll show you how to get you fixed, not how to get you started because that’s a word that gets you start …

In the fitness industry or the leisure industry, get you started, started, started. No, no, no, no, no. Get you back into first grade and have an awesome trip to Cancun. Sit down. The price presentation needs to be sequenced. Depending on what your services are, you write down the numbers once. One, two. At the bottom, if you have a secondary spend, always assumed. Then from what I’ve told you, these are the couple of ways we can do it. My recommendation is this, so we get you back in the first grade to have a awesome trip the Cancun. It’s a recommendation close, based on the feeling that you’re going to have, not what you’re going to buy.

Richard T.:                              I like that. Recommendation close. As anybody who would go into the doctor, this is the recommendation.

Steve Jensen:                      Correct. By the way, would anyone say, “I’m not taking these tablets to get fixed?” They’ll say, “No, I’m going to think about it. I’ll go shop around.” They don’t do that.

Richard T.:                              It comes back to being an expert.

Steve Jensen:                      Correct.

Richard T.:                              So now we’re on that topic. You’ve been in the game for 30 years. Over 30 years. You would’ve seen a lot of different styles of selling, and initially, I’d love to talk a lot about the innovation of different industries. When we touch here in this industry, sales and execution and communication, take me back to a time when you had to actually overcome certain thing. I want to pick your brain. You gave me a story before about that when you were in the clubs, and they started to sell 12-month memberships. Obviously, there would’ve been a pain where it’s just slicing cost, slicing cost, slicing cost. How have you gone from that to where we are today? I mean where was that innovation piece for you? I know you got a story around that.

Steve Jensen:                      Look. It was many, many years ago. I was a young buck with lots of these wonderful place we used to hang out all day. It was called a gym. However, we had a challenge. The industry started to become, let’s say competitive. Other clubs started to open. But we had some of the first clubs in Australia. What happened was everyone had a 12-month membership. Six months and three months. We very quickly found out that’s-

Richard T.:                              Yeah. I remember the first, it’s 12, yeah?

Steve Jensen:                      Yes. Three months had a terrible renewal rate, so we said, “Oh, no, we’re going to sell 12.” And then, other people came into the marketplace. They used to do things like buy six months, get six months free and 12 months, 12 months free. We’re getting bombarded by competitors. We had a very large clubs and so forth, but they’re all newer, so I had to find something that was new.

So I said, well, there was a thing called bankcard. A lot of the people out there will probably don’t even know what a bankcard is. It was the first credit card in Australia. It had terribly high interest rate. However, you could get a $2,000 limit quite easily. I went to my bank, and I said, and no one had one. So I said, “I’d love to see how this bankcard thing works.” I said, “Well could I be an agent for you, so to speak?” They said, “What do you mean?” I said, “Well, a lot of our people want to buy a $600 product, but they’d like to pay it off. Why don’t we just put it on the credit card?” They said. “Perfect.”

So I took these things into the gym. You couldn’t pay for the membership. I wasn’t going to drop the price. I said, “How about we just work out a payment plan?” In other words, I take the risk. They signed up for a bankcard. I did the zip zip machine. We used to have a zip zip machine.

Richard T.:                              The zip. Yeah. The thing that they process.

Steve Jensen:                      And we used to back it up into our banking and off it went. Everyone got approved. I went, “Wow. This is great,” because they then paid the bank, and I got my money.

Then, it needed to change because they rung me up and said, “Oh, look. Why don’t you put it on a periodical payment?” Well, it means that they had to go to a bank. I met a gentleman called Steve [Pacier 00:17:03]. He was out in the Kalgoorlie. He actually had a provider number. I said, “What’s that?” He said, “That’s where you just sign a piece of paper, and it’s called a direct debit.” I said, “I have no idea what that is.”

So I had this conversation with him. I said, “Gee, this would be awesome for our fitness industry.” So I said “Let’s create a product.” It was called Fitness Pays. It was exclusively for Impact Training. I went on a bit of a pilgrimage, and I went to, it was Fitness New South Wales at the time. I said, “I think this is the way the fitness industry’s going to go. We’re going to go to direct debit.”

By the way, this is a long time ago. People said, “Gee whiz. No one’s going to give people’s credit card details or bank details.” I said, “I think they will.”

We then created the company, and we were the first that put that into place. It has evolved now that you wouldn’t even dream of opening up a business without it because we have to be, we need to evolve. One of the things I’ve been very fortunate about because when Impact Training went global, I saw lots of things all around the world. Australia leads the way in many ways in lots of business parts, the fitness industry. A lot of businesses didn’t even have direct debit. But one of the things that I’ve been fortunate to be able to do is to be able to see what the trends are going to be, and we’re in the same position right now.

Richard T.:                              I love this trend because you’ve always got to predict trends. I think you really are predicted, as they’re coming, you don’t want to be in the bleeding edge. You do want to be in the leading edge. How do you predict trends like that? I mean that direct debit example, when you think about that now, yeah, that’s normal, but when you go back and you think, “Hey, that’s brand new.” What is happening now that we have to predict and especially when we’re dealing with clients and they got and, I guess my second question is we’ve got so much communication. We’ve got information overload. We’ve got emails. We’ve got Internet. How do we have to predict and how do we have to deliver this service to our client when they can literally just go to Google and they can decide for themself? How do you overcome this now?

Steve Jensen:                      It’s a very good question. With the digital age come upon us … It hasn’t just come upon us. It actually jumped on top of us.

Richard T.:                              Sure. Definitely.

Steve Jensen:                      Everyone’s talking about it, and other businesses have grasped it much faster. I believe the whole model has shifted at least 180 degrees. No longer I don’t believe you can just send out an EDM, you’re going to get a result. You got your salespeople, they’re sure they’ve got to be good on the phone. But I believe it’s really important that you have an authority out in the market. You’ve got to pick your unique selling point. You now need to make sure that the consumer will have so much to pick from, like you said. Once they see your stuff, you’ve got to be significantly different and have a unique component where they are convinced that you’re the place to go to.

In the olden days, you said, “Come and try for free, and then we’ll convince you when you’re here.” They need to be convinced before they turn up. So having a webinar, for instance, to prove your USPs would be smart. Or having a video that just is so different, that creates massive value. Give some stuff away. Give them a checklist. Give them something that creates value that says, “Hey, these people aren’t trying to sell me. They’re trying to help me.”

That has to be done at the beginning. I call it a reverse marketing model. It’s called sales and marketing. Well, we’ve got to sell them on our USPs and why we’re different before they turn up. Once they turn up, you need to prove it and then get them to say it so it’s true. Then the close should be easy. We can do this via the Internet very, very well. So much so that I believe you should have an expert, having a short webinar, teach them about weight loss, teach them about building, and teach them things that they don’t know, and tell them that you’re unique, and then get them to opt in.

Richard T.:                              So we’re still needing sales like, let’s say salespeople in an organisation, but they’re not, let’s say a 30-year-old salesperson. They’ve got to understand that, that organisation has to be given the value before the sales get on the phone, really. [inaudible 00:21:13]

Steve Jensen:                      Yeah. Value is critical. Using technology to our advantage, it used to be quite scary, but it becomes a … If you’ve got an expert, and that’s one of the reasons that we got together. Your expertise in this area in platforming and creating the funnels. People talk about it all the time, but they just don’t know how to do it. Our clients need you to help them set those things up because … We also use people to write the prompts. The words are really important as well, so what you’re going to put on a video live needs to be-

Richard T.:                              The actual titles and the copy.

Steve Jensen:                      Yes. Critical.

Richard T.:                              So sales now is so much into marketing. It’s marketing and sales together.

Steve Jensen:                      Correct.

Richard T.:                              I hear a lot now, especially in the marketing world, it’s like this human to human interaction. We got to back to talking to people. The sales team has to talk to the marketing team. The marketing team has to talk to the sales team because now, like you’re saying, they’re all so interlinked, aren’t they?

Steve Jensen:                      It’s communication models. Interesting, I work with some fantastic businesses like Les Nielsen and so on. They have a very large marketing team, but their sales team now talk to each other. They have to be on the same page. They need to be talking the same language where we then inspire people to make the inquiry. Then, the sales person then proves what inspired them is true, and then this close is simple. Look, some people will call. We’ve got a do a very good job on the telephone. If someone walks in, we’ve got to be able to have the communications skills. They’ll always be there.

By the way, I was just at the convention this year. It was interesting. Everyone said, “There’s been such a huge focus on marketing and trying to create leads.” We’ve lost the art of communication. That’s something we specialised in and still do. It’s interesting. Now, we combine the two together.

I believe it’s changed. We still need to have those soft skills, but we also need to have the, let’s say the technical skills of sales, but it needs to be presented in a helping way.

Richard T.:                              It’s kind of like we’re going back, isn’t it really?

Steve Jensen:                      Yeah.

Richard T.:                              We went through a process, said yep. It’s always that touchpoint. We didn’t have Internet. We didn’t have communication. Then, we had the Internet. It’s like everybody’s going, “Hey, just buy online and send an email out, and you just make the sales, right?” You had all these people that are just selling stuff online like that. Now, it’s going back.

Actually, just yesterday, I had to go into Harvey Norman to print some things just last minute. I’d been looking around for a printer for … I haven’t really had the desire to buy one, but I’ve been looking around. Just very, very lazy looking around. So up the road here, we have Office Works. I don’t mean to use names here. We have Office Works up the road. I walk in there a few times, look at them. There’s never anybody to talk to, right, because it’s like warehouse, right? I never go to Harvey Norma, but I went to Harvey Norman on a Sunday. It must’ve been a [inaudible 00:23:56] sales, and all of a sudden, this person he’s an expert on printers, believe it not.

Steve Jensen:                      Yeah. I love that.

Richard T.:                              They’re just talking to you about all the different printers. It’s like this guy is actually helping me, and he’s actually explaining the different papers and the different inks. It was so nice just to convey and have a conversation with somebody. I ended up purchasing the printer because the conversation. I got asked three or four times while I was in the store, “Do you need help with anything?” and yet I used to go to Office Works quite a lot because it was just so close, but you could never talk to anybody. And so you’re literally buying from the marketing, but I found that I was buying for marketing and that sales component of an expert in the store. That’s what I’m hearing what that new industry is like or what we should be going back to.

Steve Jensen:                      Loud and clear. When I first started in the fitness industry, we used to wear tank tops, and all the girls used to wear their leotards and stuff like that. It was like, “Wow. This is incredible.” However, love it hate it, we’re all in good shape. We all trained hard. The reason we’re in the industry was because we loved to train. It wasn’t because I wanted to be a salesperson or I wanted to be a manager. We were training. People were inspired by all the things that we did wrongly, but we got a result.

What happened was the evolution was into a business where lots of people got involved, but they weren’t inspirational as far as what they ate or what they did as far as the training is concerned. Sure, they had lots of success. But now, the consumers become a lot, let’s say more savvy. They want to work with someone that’s an expert that knows what they’re talking about, teaching them things that they don’t know, and then say, “By the way, we’re the only guys that do it.” I don’t want to work with someone who’s not an expert. Wouldn’t want to go to a doctor that wasn’t an expert.

Our industry is exactly the same. Exactly what you did. You spoke to that gentleman. I did the same thing with a printer as well, a matter of fact, and I went to Bing Lee after Office Works. This person really knew his stuff. He said, “You should buy this one. It’s a better this and because of this and the inks are better.” I went, “Wow. Yeah. Let’s take it.” He talked to me for a good 20 minutes. [crosstalk 00:26:07]

Richard T.:                              It was just never a sale. It was just such a smooth process. That green brain process coming through.

Steve Jensen:                      Yes. It was the outcome was the close, but he didn’t close me because I bought it. But he closed me anyway.

Richard T.:                              Great. Great. No, I love it. Love it. Last question. Do you think that it comes down to a person who’s naturally an extrovert? Do you think it’s easy to sell or not or both styles can do it?

Steve Jensen:                      That’s a great question. Look, it’s always good to chat with someone that’s a good chatterbox, but there’s a red flag there. The drivers that say the diesels, the [inaudible 00:26:44] Everyone says they’re great salespeople. Sometimes, the enemy of inspiring is not listening. Somebody that has some S in them or someone that has some C in them and so forth, that’s a good listener who can take action, has a passion and a sense of humour is equally as good.

Richard T.:                              Great.

Steve Jensen:                      Anyone can do it. They just got to want to. But they got to have charisma.

Richard T.:                              I like that.

Steve Jensen:                      They got a little bit of charisma, and they have to have a caring. People buy people and the experience you create and-

Richard T.:                              I like that. Some great tips. So anybody can do sales, and anybody can close a sale.

Steve Jensen:                      Yes. Just got to make sure we link the values together.

Richard T.:                              Thanks a lot, Steve. Appreciate your time.

Steve Jensen:                      My pleasure.

Richard T.:                              Thank you.

Steve Jensen:                      It’s been fun.

Richard T.:                              I’ll see you next time on Industry Change.

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