Why you lose a deal in the last 10 minutes of a call

Hey, welcome back to the podcast and great to have you with me again for another week.

So this week I'm going to talk about a subject that is really important to so many people in sales, but it's a subject that actually I think you should, that shouldn't happen, really.

It's something that shouldn't take place, but does.

So I'm going to give you some insights as to why it happens and the reasons for it.

But basically it's why you lose a deal in the last, I say, 10 minutes of a call, but in the last leg of a meeting or a sales engagement or call or whatever you're doing.

So the reality is there is a, a reason as to why you lose business in this way.

But I'm going to also share with you a couple of things to start off with as to why I don't think it should happen at all, but we'll talk about what could be the reasons.

And yeah, then basically talk through some points that you can put in place to actually change this and make sure that this doesn't happen to you going forward.

Because the reason why I wanted to focus on this is we all know how frustrating it is when you spend time you're engaging, you've built rapport, you've built some momentum.

You think from the sales, you know the person that you're engaging with, you feel like you've got the deal done and then it goes go south and goes painful.

And we all think why, what's happened, what causes it.

So let's talk a little bit of reasons as to why it takes place.

But the first thing I'm going to say is this, I think really brilliant, in tune, emotionally intelligent salespeople don't lose deals at this last 10 minutes.

They may lose them before they get to that 10 minute time frame or the last part of the deal, but they don't lose them in that last 10 minutes because they're able to pick up on the signals and the signs that we'll talk about in a moment.

So I would argue that you've got, if you're losing deals continually at the last part of a call, then it means that some other part of your business sales brain isn't tuned on to listen to what's really going on within the conversation and the dynamics of the meat of, of the, of the deal itself.

And whether that's a call, whether it's a deal that you're working on for a little while, the best salespeople are pinpoint and look and see what's going on.

They have this self awareness to be able to look and see what's going on at different points and know what could become a threat to, to making something happen.

So I think that the, the reality is it shouldn't happen, but if it does and if it continues to happen, then you need to really take a look as to why that's going on and what the reasons are for it.

But as I say, there's a couple of reasons from my perspective why it happens.

So let's, let's, let's talk through a few of these right now.

The first one is this one and this is a really simple one.

And so many people in sales will sell to people that they think are the decision maker, but ultimately they're not the decision maker.

And the reason you may lose a deal in the final parts, the final leg, the final half a mile, whatever the final 10 minutes is because you weren't selling to the real decision maker.

So variably enough there is, and actually there's a, there's a, there's a point, there's a second point to this which I'll talk about, which is also really key.

But decision makers in business are the people that ultimately say yes, that sign off the checks, that pay the bills, that have the authority to make the, the commitment that you want.

And very often these people are senior C suite executives.

They're, they've got a chief title to their name, they have budget responsibility, they have director responsibility for doing what they do in the, in the business.

And, and invariably these people can also be people that you know are above that as well.

So sometimes, as I've mentioned, there's a story I had a number of years ago how I sold into a business.

I sold into the chief executive.

I thought I' exactly everything needed to be.

But I missed that there was a shareholder above that chief executive who hadn't agreed on the agreement to work with me.

So the key thing is who is the real decision maker?

And in some organizations that can be a board of people, in some cases it can be a CEO, a cfo, whoever it is.

But you've got to find the real decision maker.

And again, if you ask that question to someone in a sales situation, who's the decision maker?

Not a great question to ask.

They'll tell you, they'll tell you themselves because they don't want to look as if they're not important.

So the best way to handle that is to ask questions like who else will you talk with about making this decision?

Or who Would you consult with to get the right input on a decision like this?

Or how would you go about making sure that other people in the organization are on board with this?

Or who else in the organization may well be wanting to have an input into this decision or who might decide on whether this project was a success or not in a few months time.

So when you ask those type of questions you'll get answers around how they then bring other people in, into the mix.

There's another director somewhere, there's a, there's a silent shareholder, there's someone else involved.

And when you find that out you can then if you're clever enough start to ask the question, oh, tell me a bit more about them and what is it that they would look for and how would they go about making decisions like this and what sort of things would work for them and what sort of things would put them off this?

So the reason you lose a deal is because when it finally went to the, to that person or that group of people to get the sign off, to get the money spent, they were not involved in, engaged in the process.

And so you really have to find out who the decision makers are.

If someone tells you as well be a little warning signal here.

If someone just tells you I'm the decision maker, there's no one else involved, just me, I would actually have a bit of a warning signal around.

Unless it's a real narcissistic MD stroke founder that's very, very driven himself who likes to be self important.

Generally most people that tell you they're important generally aren't.

So if they keep telling you how they're the greatest and they're the most important people then just be a bit wary about that.

So the first point is really find out who the decision maker is or decision makers are.

Again even in the organizations I've heard some people talk about or we pitch to a committee of people, that's fine.

There are committees of people you can pitch to and engage with.

But invariably in that committee there'll be two or three key people that have to own the decision.

Who people who will be held to account for that decision.

I remember when I was involved in an nhs, I was a non exec director on an NHS trust for a number of years.

And for example I remember when the, I was on the audit committee and myself and Graham Ricks, lovely guy Graham was the, was the chair of audit and when we were making a decision on who we were going to get in as auditors we had three companies come in and Even though I was on the committee and I was one of the key people, I was vice chair of that group.

Ultimately at that time I lent on Graham for his experience and knowledge as the chair of their audit committee to make the decision on the auditors that he wanted.

And he was, we looked at two and he really felt comfortable with one organization.

So we chose them because he was the ultimate, ultimate decision maker.

So really think about that decision making process.

Dig into it a bit more than you think.

Find out who, who the curveballs could be that the people that can come in at the last minute that can kibosh your work or your opportunities.

Be aware of that often that's very often.

Many cases after consultant, for example.

I always laugh when I think about businesses that I've sold into companies that I've worked with and I know companies at the moment I'm working with who someone might sell to the MD there.

But actually they would consult me on whether that was a good option for them.

If I went and I don't think that's a good option, they would say no to that company.

So who could be the consultant?

Who else would they can you talk with?

Be aware of who that decision process said if you, if you to avoid losing the deal.

And then point number two linked to that is especially this is important is the larger the deal or, or the involvement that you've got is who was the champion that was working for you at the prospect that would de risk this project.

So the reason why you lose deals is people think that a project's too good to be true, that it's not going to happen.

Especially the larger the investment in that solution, the more risk there is.

And risk is what makes buyers go, I'm not sure about this.

This feels uncomfortable.

I'm not sure if it's easy to stay where we are or not do anything.

And when you have champions.

Champions are people who work for the customer that you're trying to sell to but have built up an affinity and a relationship with you.

They're sort of like your go to person for implementing that project in that company.

And if you don't have a champion working for you, what it means is that you're creating additional risk for that decision maker that you know that senior person to then think oh is this going to go ahead?

Is this going to be all be as good as it's planned to be?

And when things aren't as good as it's planned to be, then unfortunately what happens is you then tend to get doubt and that doubt leads to a little bit of, you know, as I call it, uncertainty and people get a bit of fear that it's not going to work for them and then they decide not to go ahead.

And so try if you can, especially if you're engaging with a prospect over a period of time to build a champion.

Is there an influencer or an implementer?

So I was talking about, in organizations there are three levels of people.

Decision makers, influencers and implementers.

So can you find an influencer who will take your project or champion your project?

Who will be the, if you like, the go to person, who will be the person that will really implement and champion and promote what you do in their business?

So when I was working with a client a couple of years ago, we talked a lot about how they were working with big manufacturing organizations, they sold software into manufacturing organizations and we worked with them and we talked to them about some things they needed to do to get a champion on board.

And when they got a champion, like a project manager, a project director on board, they got people involved who were actually committed, sometimes were more committed to the company that was selling the service than the company that they work for.

So if you haven't got that champion on board, you're basically creating a project risk which might mean someone goes, this isn't going to work.

So really try and identify who in that company can be the person you can speak to and engage with.

And the bigger the project, the more important this is.

Okay, so point number three is, you know, after the decision maker and the champion is you, you didn't really uncover the true pain and impact of the pain.

So I've said for a long time that, you know, POS in business follow pain, pos and sales follow pain.

People will do anything they can to, to get pain resolved.

Okay, if you, if you can't get pain resolved for your clients, then then basically you're going to create a challenge.

And if you can't recall, you know, resolve pain and know the impact of that pain, you're going to be in a position that's not going to work for you.

So really dig into the pain.

And if the pain is not, especially in the current climate, when, when budgets are becoming maybe a bit tighter economically, especially in the UK here and around the world, there's lots of uncertainty, there's going to be a huge amount of conversation is to round, do we really need to do this?

CFOs are storing up cash at the moment.

They are holding tight on the reins for money at the moment.

To, to basically keep, you know, funds read available for, for other things and they don't want to spend unless they have to.

So the question you've got to ask yourself is, is how big is this pain?

They will spend where there are real big pain points that they need fixing.

But if you're a nice to have, not a must have, then then good luck.

It's going to be a challenge.

So really focus on what the pain is and what the impact of the pain.

There's a video on my YouTube channel which I, you know, if you haven't, by the way, if you listen to the podcast and you never hear that you know how to go the YouTube channel.

Go to YouTube and search for James White Sales.

There's over 700 videos.

All the podcasts are on there as well, which you can if you want to see what my face looks like when I'm doing podcasts, you feel free.

But there's lots of other videos on there and one of the videos I talk a lot about is pip Pain impact and priority.

And so the pain, you know, well, how big is the pain?

What impact is it having on the organizations?

What key metrics does it affect and where does it sit in the priority list?

And if you've got big pain that has a big impact on the business and what it's trying to do and it's top of the priority list, then people are going to start to take notes if you want to move things forward and get deals done.

So sorry to interrupt the podcast, but if you've got a sales issue at the moment that's really hacking you off, challenge me.

I'll help you solve it.

Reach out to me.

Drop an email at hello Amesworth Business and I will help you solve your sales challenge.

There's not one I don't think I can't handle.

There's no sales issue that I can't resolve.

I've seen them all over my career.

I want to help you solve yours.

So reach out to me.

Let's make sure we handle your sales challenges and fix them so you can get back to smiling again.

Now back to the podcast to really start looking into the pain in most cases.

And I know this when I think about sales deals that I've lost, I haven't really or when I've put proposals in and I lost the.

But I lost proposals paused for the for a few weeks, for a few months probably it'll be a couple of weeks ago and I was looking at what was the reasons for that.

I didn't really uncover the impact of the pain specifically enough or what would, what would happen if they didn't resolve this issue?

And being honest, the pain wasn't that great for them.

They, they were, they're a business, they're doing really well.

They're a software business.

They're already getting lots of referrals in at the moment.

And the impact is they've already got people doing what they, what they want to do with.

You know, they've already got leads coming through.

So they don't necessarily need my services as much as maybe other companies.

And that's the reason why they've, they've held off for a couple of months.

That's down on me.

It's up to me to show them that I could either help them convert more or, or make a difference there.

But the reality is the impact isn't going to be, you know, substantial for them.

So really work out that pain point and work out what that looks like.

It's, it's, it's a, it's a, it's a massive factor.

So that's point number three.

Point number four is you got kibosh by the competition and you felt there weren't any competition there in the last few minutes of the call or in the meeting, you thought it was all yours and you basically were arrogant, maybe is probably a good way to describe it, that you didn't think there was anyone else involved.

And by the way, the competition, when we look at situations like this, doesn't have to be another competitor.

The competition can be to do nothing.

So the competition sometimes is the status quo to stay as they are.

So please don't think that competition is always another provider or.

But in, often, in many cases it can be an existing provider.

So I'm working with a client at the moment to try and work with them on moving.

They've got an organization, two organizations who are looking potentially to move from their existing provider to, to my client.

And I'm helping them look at it to convert those deals.

But the reality is the existing provider is the incumbent and that's sometimes safer place for people to be because change is hard.

But you've got to understand who the competition are.

Who are you competing with, what's the options available for that company or that prospect or that person.

This in conversate in this discussion.

So again, asking the right questions.

And this is what I always get back to.

You know, in sales, if there's one thing I talk to people a lot about, it's always about the questions that you can ask that can uncover and discover things about your prospect.

When are you know, the right question asked in the right way at the right time is the key to sales success.

So one of the questions you should be asking is, you know, what, how are you solving this at the moment?

Or you know, if you've got a solution in place right now, what's making that solution not work for you?

Or you know, who else are you talking to about this solution at the moment or this, you know about fixing this problem and what makes you interested in what they have to offer and what is it that you think we can offer to this?

You've got to be aware that there is a always going to be some other competition, especially the larger deals.

There's going to be alternatives out there and as I mentioned, the alternatives are to do nothing which can, can sometimes be an alternative that people don't think anything about.

So be aware of your competition, be aware of what's going to make that change.

And, and also especially when you come to sales teams, when it comes to competition, especially with existing vendors, there's extra effort required.

So if you're going to move someone from an existing provider, so again talking to my client at the moment who are potentially moving a from an existing provider to them, there's two things that will make that happen.

One is the pain is big enough, I. E. The frustration.

And I know from one of those, when I spoke to the MD while I was working with them, the business, he's really frustrated with the current provider.

He feels that they're taking the mick out of him.

He wants to change, he's going to change.

So the existing provider doesn't have a chance in that situation there.

So the pain is either great or the work to make the change happen is worth it.

So again when you're making a change there's a load of setup, there's a load of work, there's a load of hassle, project hassle that's required and so is it worth it?

Is it going to be worth it?

Is the juice worth the squeeze?

Is the, the return they're going to get worth it?

I know years ago and I talked about this with one of my clients who provides hosting software hosting and we talked about this because I number of years ago used to buy host hosting for my ex software business and we always used to get approached.

We, we were with a company called UK but we, we with a company called Rackspace at the time and UK fast always came and approached us and tried to sell their services to Us.

And I remember them talking about their services being, you know, seven, eight hundred pounds cheaper per month.

But I always remember having a conversation with my technical director at the time saying, you know, is this, you know, is it going to be as good as it says it is?

Is all the work and all the hassle to change over from provider A to provider B going to be worthwhile?

Is it going to be a lot of work?

Is it going to be too much hassle?

So making sure that you've gone for, if that is you in this situation, go through what that, that, that that solution looks like is the key.

And I'm going to do a podcast on that actually, because it talks about, I talk about how you bring the solution to life.

And it's a really vital thing to do.

So really think about the competition and really think about, you know, what that, that risk involves in moving from, from one to the other.

And I guess that brings me on to my fifth point, which actually is you couldn't bring this solution to life for them.

I, I always say, and I've done videos on this countless times, that if you were to take your prospect into a time machine and put them, you know, six months or 12 months in the future and they could see your solution, you know, in they were Michael J.

Fox and went into the future or back to the future, into the future, and they could see what your solution did for them and they could see it working, they would buy it.

It's just that they can't see that.

So what you've got to do is you've got to bring that to life for them.

You've got to show them evidence of how you make that happen, of how you go through the processes that you do, how you take the steps that you do to get the results that you want.

So it's really, really important that you, you do that and you understand that, you know, I.

Four phases of selling the problem or desire.

People only buy because of a problem or desire.

Understanding is that where we ask the questions to get to know them.

And then the third stage is belief.

How are you going to solve their problem with the final and being trust, you know, have you got, do they trust you to make it happen?

So bring to life your solution.

Talk about, you know, one of the things you should have in your armory is a step by step process that says, here's what happened.

Let me, you know, and at the right time, when someone says, you know, I'm intrigued as how you go and deliver your solution.

Hey, when you work with us.

Here's the step, step by step approach that we take.

Here are the six steps that we take from moving you from here right now where you are to becoming a really happy customer and delivering on the results we say, and go through those steps, especially if they're a blue or, you know, detailed person, they want to know the ins and outs of how you're going to make that happen, to talk them through that.

So if you haven't brought that to life for them, that's going to be a real challenge and it's, it's going to basically, you know, stop them from wanting to, to move forward.

Good.

Okay.

A couple of other things to think about when it comes to, you know, and these two quite aligned, I guess.

But I bring them together as two separate ones because I think that they are part of it is sales momentum.

So point number six is, is you lost sales momentum.

Sales momentum happens when there are defined next dates and times for the actions.

When everyone's got clarity on what's going to go on.

When there's real agreement on both sides, especially at the company that you're working with to push forward and get a project team in place or put some trial in place or to do some, or to commit some resource or time or people to, to what you're looking to do when, when that falls is when you tend to lose deals and when it tends to go, go a bit south.

And it's mainly because again, like I said, people need a commitment of time.

When you're implementing a solution, it's not just buying your system, your services, your software, whatever it is you're offering.

They're committing their time, they're committing people, resource, they're committing effort to doing this.

And so if you, you, you know, are losing momentum, it's maybe because people feel like it's too much hard work.

Again, the, the implementation of what you're offering is just too much hard work and not worth, you know, what they're going to gain from it or that they feel like moving provider is just not going to give them enough of a reason to change or, or they, they feel like that, that other things are becoming a priority, go back to that pain impact priority.

So the thing is you lose sales momentum when things start to happen when, when things.

And that also happens when, when you don't deliver, when you say you will deliver.

So one of the other key elements around this is making sure that you deliver.

So you know, if you're going to do a demo, for example, deliver that demo at the right time.

I know a deal at the moment with an ex customer of mine where we worked when I was working with them, the deal was all ready to be done.

That was in October, November and three months later the deal still hasn't been done because there was a couple of things that haven't been tipped through which I'll come on to the next part, which has now meant the deal has lost a bit of momentum.

Now the salesperson's trying to maintain it and get it done and be in the right, the right place.

But it's starting to look a little bit flaky because if it's not done by a certain period of time, then executives and other people start saying, oh, you know, I can't be bold with this.

This feels like too much hassle.

Let's look for another solution.

So losing sales momentum is key.

Deliver what you say you will identify the timescales that people are working to.

Sometimes budgets need to be spent by a certain time or there is software or systems that have to be replaced.

Going back to the, to the deals I mentioned a little while ago, I've got clients at the moment who, who basically have contracts ending in July.

So the company wants to make in the next couple of months to get those solutions in place before July.

So find out the time frames and make sure that you can build momentum, build backwards from certain dates and make sure people are committed to doing things.

And that's really key.

And leading on to that point number seven is you need clarity on the next step.

In any sales deal that you've got, there should be clarity.

And if you lose a deal because there wasn't clarity, what do we do next?

They should be part of the process.

And so you should be making sure that everyone, everyone is signed into that and everyone feels comfortable and you've explored the options around that and, and the concerns potentially that people might have.

You know, this is what we've got to do next or this is the next three steps.

This is what potentially needs to happen.

Let's bring this out at the open so we can check there's no challenges or issues around that.

So if you, if you don't get clarity on the next steps or again, deals get lost again because they go into a legal environment, for example, and salespeople and business people get really excited because the deal is really too dumb, then it goes into legal.

And then legal see three or four things in the contract or the way that, that the business operates that makes them feel uncomfortable and they'll then create that risk and then that creates challenge.

So start by bringing those people into the conversation.

When you start to see momentum happening, so when you start seeing some good signs of they feel like the buyers are looking to move things forward, then start saying, look, just have interest.

Tell me how your contractual procedures work, how do procurement work?

Would it be useful to go and get someone from one of those teams involved in the process now so we can make sure if we get to that stage we've got things covered.

So really being clear about the next steps.

There's another video on my, my on my YouTube channel called MedPick.

MedPick is a sales methodology that again is very well used across the world.

And Medpit one of those, One of the Cs of MedPick is, is contracts and making sure that we've got, we understand the process and, and the contracts and, and the steps needed to make things happen.

And again, you know, if you're, if your solution is so important to that company that the, the commercial decision maker needs it in board, then you could probably get move forward without procurement and contracts.

But invariably those sort of departments exist in large organizations to protect the organization and you want to get them involved in the process and know what the next steps look like or get clarity on those or get clarity as to how you can work these through and be aware that those take time.

So again, this, this podcast about how you lose, you know, deals in the last 10 minutes.

As I say I don't you should lose them in the last 10 minutes as such.

But maybe the last lap happens because you, you've not got clarity on what's going on or how these people work or what goes on or, or what could be the, you know, the barriers.

I was watching this morning, there's a guy who's just climbed a towers on Netflix.

I can't remember his name now escapes me.

He's just climbed this massive tower in Taiwan free free standard.

In fact, he's going to be my inspirational story.

So I'll get his, I'll get his, his name up in a moment.

But but, but basically you know, he, he, he knew what the next steps look like.

He knew where, where the issues were in the, when he was climbing the, the, the, the tower.

And so be aware of, of, of what those next steps look like.

And if you haven't got the, the next steps in place, then be be aware that that could you know you know, could cause you some some problems in that respect.

So, so look, yeah, so just be sorry guys.

Bit of a cough today.

So yeah, be aware of that and what that looks like so you've got clarity on the next step steps and you don't lose that sales momentum as part of the process.

So look, a couple of fine points to remember as well when you, you know, why have you, why you lose a deal is, is, is personally, you know, the final, you know, thing for me around these objections.

And again, you shouldn't really have got to the last point in this, the deal and not overcome an objection.

But objections are just little barriers that are put in people's way or buyer's way and they are potential smoke screens reasons that make me think, oh, I'm not sure about this.

They're objections, they're not roadblocks.

They don't stop you from going there if you in the right way.

So good example of this might be an objection might be around, for example, how long is it going to take to implement?

So what most people then start to do is then start talking at the objection.

Whereas actually what you've got to do remember is an objection.

Again, go onto my YouTube channel, there's a video called Lair.

So listen, acknowledge, identify, reply.

The whole idea of an objection is to hear what's being said or label what's been, identify what's being said in their brain and reply.

So if someone was coming to me with an objection of, you know, what project resources to take to implement moment, I'd be asking them a question, I'd be responding.

But yeah, appreciate you letting me know that.

Sounds like I've not shared with you what's required to get the solution in place.

What would you need to see or what information can I share with you that would give you the confidence that we've got this covered and you're in a good place.

So again, utilizing that objection response with a question to find out what's really going on, try and always remember, be a fly on the wall in the brain of your buyer.

What are they really thinking?

And the way we do that is by asking those what and how questions to be able to know what's going on inside their head.

And from that we can then go from, go from, from the next step onwards.

So if you overcome the objections, you know, if you get an objections in the, you know, the last 10 minutes or last part of the call, such as we'll have a think about it or we're gonna, we're gonna sit on this for a little while, it's probably because you haven't uncovered enough pain or you haven't Uncovered enough of the value for them or you didn't share the business case or share them evidence of how it's gonna make the change happen for them.

And so being able to handle those objections is key.

If someone says that to you about, you know, you're gonna.

I'm gonna give it some.

I'm gonna give it some thought.

Look, appreciate that we've been doing this for the last couple of months.

Sounds like I've not given you enough evidence to make you convince this is the right solution.

What can I share with you that would give you that confidence right now?

And so it's about making sure you overcome the objection in the right way to.

To handle the deal and.

And get that move forward.

And then the final thing then is actually why you lose the div.

It's because you maybe didn't ask for the close.

And I always talk to people.

Closing is a natural thing that happens in sales.

It's something we should feel comfortable doing, but it's something that should be easy enough for you to do.

And once you've uncovered the key elements and knowing where they are, and especially if you get buyers that are asking you about what's the next steps and how can things be deployed, it's about saying, hey, how would it feel to put your trust in us and get this implemented?

Or sounds like we've got a plan here to move forward.

Shall I get the paperwork set up?

Or, you know, it sounds like we've got a good plan to move forward here.

How do you feel about getting things signed today?

Or shall we get things signed today?

And if you ask those questions and you get the reaction of, yeah, for good, this is gonna make it happen, you know, you've got to close.

But if you've not got that or if you're getting those uncertainty or I'm not sure, it's because there's a doubt going on in their mind that you've got to overcome.

And if you don't overcome those.

Those lingering doubts become challenges which become more and more of an issue in time.

So, look, just be careful about making sure that you.

You handle those objections in the right way.

But ask for the clothes.

The clothes should feel like a natural process.

You know, what would stop us from.

You know, what would stop you from wanting to move forward and get.

Get things going today?

Or what would we have to show you that would make you feel, yep, this is good.

And gets.

Let's get started.

Or looks like we've got to get a solution in place for, you know, for July by committing to something now.

How would it feel to put a commitment in place today?

It would feel great.

Well, let's do it.

Make it happen.

So get those closes in place and you can, you can get the deal done.

So those are some of my points on why you're losing deals at the last instance.

I guess there's, you know, to me the, the, the true thing really is always about value.

How, how much value can you provide?

How, how, you know, are you able to really, you know, provide the, the value to people, which is really, really key.

And, and I think that show people the impact it's going to have.

And I've covered off the other points that I mentioned then you'll be in good pace to get the deal done.

And that's what I want from you, to win those deals.

But be aware, that's what I do.

It's what we do as a business.

The higher, the more complicated those deals are, the more people involved in the conversations, the more that you've got to ask the right questions.

You've got to do things in the right way.

You've got approachings in the right way at the right time.

You've got to know when to push and when to step back.

And those are the skills that we help people build and have the knowledge to do to win deals.

So yeah, that's what we do.

So I hope that's been helpful for you.

If it has, let me know.

I always read every comment about the podcast.

Might be the comment saying don't, don't cough as much as next time James.

But I always read every, you know, please let me know what.

I love to hear the inputs it's having on your work.

When people reach out to me and say it's helping them then makes me feel incredible.

It makes me smart.

It's what I do, what I do for.

So please let us know what's working for you.

And what if there are other subjects that we're not covering?

Then let us know as well.

We'd like to make sure, sure those are covered.

But as I mentioned, I'm going to share the story of the guy in Taiwan.

He's a guy called Alex Honold.

Alex Honnold.

He's my inspirational story for today.

Free, free solo.

So without any ropes or anything else.

Now fair play to this guy.

Yeah, he's got something about him that's pretty, pretty special.

But I guess the Reason why I thought was interesting is that, you know, he's been through some challenges in his life.

You know, parents divorced, some stuff out of college that didn't go quite the way as he wanted to.

So there's been some challenges in his world, but he's been this.

But he's been a climber for, for many years and he achieved this major goal today.

He was filmed on Netflix.

Someone said he made half a million pounds for, for doing it.

So I guess he's, you know, achieved what he wants to.

But the reality is, is when you look at it and look at the stories of it, it's an inspirational toy to be that brave and to be that, you know, careful, you know, carefree.

Carefree, you know, fearless, I guess is the best way to describe it, to do what he did.

Yeah, gets a huge admiration from me.

But.

But yeah, look, that's my inspirational story for day.

And I think if you can be out of it like Alex Honnell today, what's the, what's the thing you do that, you know, you wouldn't.

You.

One slip from him and he's dead.

Now.

I don't say we want to be in that same situation at all.

We want to be a bit more careful because he's practiced and has, you know, done that to, to a certain extent.

But, you know, what's the brave thing that we can do today that can make a difference in our world?

Be interested to know what yours is.

So anyway, hope that's been a great use for you this week.

As ever, we're continuing to grow the podcast.

Please continue to recommend guests, people you want to see that I can interview for to help any subjects you want us to cover, let us know.

And if you can love, if you love the podcast, please give us a review.

It helps us do so much so we want to impact more people, help more people in over the years to come.

So that's it for this week.

Thanks for listening.

Thanks for watching.

If you're watching online as well, thanks.

But have wishing you a great week ahead.

Stay safe, happy selling and remember, eat or be eaten.

Take care.

Bye.

So thank you so much for listening to this episode.

I hope you enjoyed.

If you have please subscribe to the podcast.

It helps us ensure more people can get the insights and ideas they need to get incredible sales results.

Look forward to seeing you on the next episode.