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167: Scott Anderson: "What Does Leadership Look Like When Lives Are Actually on the Line?"

In this long-awaited conversation, Erik sits down with Scott Anderson, who has served over 20 years in the military and is now a well-established leader in corporate America. Scott brings a rare blend of crisis-tested leadership and operational discipline into the business world. 👤 About the GuestScott Anderson is a seasoned leader with over 20 years of experience across the U.S. Army, United Nations, and federal agencies. He led humanitarian and security operations in Gaza and Afghanistan, managed teams of up to 14,000 people in high-risk environments and oversaw billion-dollar operations under extreme uncertainty Now, he serves as COO of a growing property management company.🧭 Conversation Highlights1. Leadership Changes When the Stakes Are Real. When decisions can cost lives, leadership stops being abstract. You don’t get to hide behind theory—you have to own outcomes, fully.2. Slow Down to Make Better Decisions. In chaos, the instinct is to speed up. Great leaders do the opposite—they slow down just enough to filter signal from noise.3. Authenticity Beats False Reassurance. You can’t promise safety in a war zone. But you can be honest. Trust is built through truth, not comfort.4. Resolve Is the Hidden Differentiator. Great leaders aren’t just smart or charismatic—they finish what they start. They commit, decide, and follow through.5. Preparation Scales with Risk. In high-stakes environments, up to 50% of time is spent preparing. In business? Almost none. That gap matters.💡 Key TakeawaysLeadership is most visible—and most tested—when outcomes matter most Calm is not personality—it’s a trained, practiced skill Clarity comes from filtering out irrelevant noise, not gathering more data Teams lose confidence fast when leaders hesitate or waffle Preparation isn’t optional—it’s the foundation of performance You don’t need all the answers—but you do need the right questions Culture is built through consistency, not intention ❓ Questions That MatteredWhat actually changes when leadership decisions can cost lives? How do you train yourself to stay calm under extreme pressure? What separates leaders who follow through from those who don’t? How do you prepare for situations you can’t predict? What does corporate leadership get wrong about preparation? How do you know what you really know vs. what you assume? What role does honesty play when certainty isn’t possible? 🗣️ Notable Quotes“There are a lot of things that aren’t your fault—but are still your responsibility.”“You can’t lie to people. You can’t tell them they’re safe when they’re not.”“When the stakes are high, you have to slow things down—not speed them up.”“Great leaders have resolve. They start something—and they finish it.”“You don’t think about the Super Bowl. You think about the play.”“We all think we know—but you have to be open to the idea that you don’t.”🔗 Links & ResourcesCheck out RPM Express' Website: expressrpm.comFollow Scott on LinkedIn

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166: JD Hilzendager: "Building a Business is More About How You Think Than What You Think"

3d ago01:33:16Tap to summarize

This conversation with JD Hilzendager, COO of ViaOne, is a masterclass in how to think, not what to think when it comes to building businesses. JD breaks down how his team evaluates opportunities across industries, why culture is their true operating system, and how empowering people to challenge decisions leads to better outcomes.From saying “no” to AT&T deals to building companies around passionate operators, this episode explores the intersection of decision-making, culture design, and long-term thinking—all grounded in real-world execution. 👤 About the GuestJD Hilzendager is the COO of ViaOne Services, a private equity-backed organization operating across telecom, healthcare, and multiple verticals. He’s spent over a decade building a system that allows teams to launch, acquire, and scale companies by pairing strong operators with world-class infrastructure and culture. 🧭 Conversation HighlightsBuilding Businesses Without Industry ExperienceThe “beach ball” analogy: the product doesn’t matter—systems and people doFocus on core business functions (marketing, ops, finance) over niche expertise Pair passionate operators with a strong internal machine Opportunity Selection & Decision-Making"Just start” → action creates data, and data informs direction Avoid falling in love with the product—stay loyal to outcomes, not ideasThink in 5–10 year horizons, not short-term wins The Power of Saying NoTurned down AT&T multiple times due to execution risk Refused to let sunk cost drive decisions Built a culture where anyone can stop a dealCulture as a System, Not a SloganCulture = “common tongue” for how the company operates Grounded in frameworks like The 7 Habits and The Four AgreementsReinforced consistently over years—not a one-time initiative Team Design & Human DynamicsUses tools like Culture Index to map personalities and roles Avoids stacking similar personalities (“you can’t have multiple pistons”) Designs teams intentionally for complementary strengths💡 Key TakeawaysExecution confidence > opportunity excitementThe best deals are the ones you can actually deliver onCulture is built through repetition, not intentionGreat teams are engineered, not assembledEmpowered people create better decisions than top-down control❓ Questions That Mattered How do you evaluate an opportunity in an industry you don’t understand? What allows a company to confidently say “no” to massive deals? How do you build a culture where people challenge decisions safely? What’s the balance between speed and diligence in decision-making? How do you design teams that don’t implode under pressure? 🗣️ Notable Quotes “It doesn’t matter what the widget is—it matters if you have the right people.” “You don’t have to do the deal.” “I’d rather do no deal than a deal I can’t execute.” “Try to be the dumbest guy in the room.” “You can’t have two people who both want to be pistons.” “Culture is the common tongue of how we operate.” 🔗 Links & ResourcesCheck out ViaOne Services' Website: viaoneservices.comFollow JD on LinkedIn

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165: "What Caused AI to Skyrocket in 2026?" ft. Justin Coats

4d ago00:45:19Tap to summarize

Erik and Justin dig into what it actually means for AI to “become real,” arguing that consumer usage does not equal workplace adoption. The conversation lands on a “pause moment” where organizations are finally forced to address governance, security, policy, and measurement because the tools are now powerful enough to create real operational risk and real operational leverage.🧭 Conversation HighlightsJustin distinguishes massive user counts from meaningful adoption, emphasizing that most people use AI on free tiers or inside existing apps without realizing it is AI.Both agree the real shift is B2B and workplace implementation, where adoption breaks down into training, governance, governance-adjacent policy, and data access safeguards.They compare possible “adoption metrics” like tokens per user versus prompts per week, and weigh what better reflects ongoing, valuable use.Justin describes where the governance battles are emerging now: permissions, agent access patterns, AI clauses in contracts, and how to build an internal org chart that can manage AI agents like a new💡 Key Takeaways“AI is real” is not the same thing as “AI is widely used.” Real adoption shows up when an organization can safely incorporate it into workflows and data boundaries.The pause is partly rational: once AI is embedded, the limiting factor becomes governance, not novelty or access.Token usage is a tempting metric, but it can reward inefficiency and does not necessarily correlate with value, especially in consumer scenarios.The biggest operational bottleneck is org-wide alignment: you can token-max development, but ROI still collapses if the rest of the company cannot keep up.❓ Questions That MatteredHow do we differentiate early adoption by curious consumers from sustained, workplace-relevant adoption inside organizations?Which measurement is most honest: tokens per user, prompts per week, time-in-platform, or something else that reflects real value over time?What does “success” even mean after the novelty phase, when policy, governance, security, and data access are now the gating factors?Are there governance solutions that can unlock cross-silo collaboration without creating new unacceptable risk?🗣️ Notable Quotes“99 % of those 1.3 billion individuals that are using AI currently are just using AI through a free feature, a free account.”“it’s more than just buy a license and tell people to use it.”“we’re kind of in this pause moment where organizations, leaders, boards, managers, directors, employees are all identifying, holy cow, okay, the tool's really powerful.”“You’re as fast as your slowest team.”🔗 Links & ResourcesListen To Other Episodes Co-Hosted With Justin

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164: "How Do You Engineer Your Exit Without Burning Bridges?" ft. Alli Murphy

5d ago00:26:20Tap to summarize

Erik and Alli talk through what “leaving well” really means, especially when the timing is fixed, the relationship matters, and the environment is imperfect. They focus on practical decisions: defining success for yourself, preparing the team and successor, handling notice thoughtfully, and telling truthful information without burning bridges or poisoning long-term career relationships.🧭 Conversation HighlightsAlli starts with definition: leaving well depends on the person. She encourages imagining your last day and asking what you want to be able to say you did and how you showed up during the transition.They get specific about the mechanics of leaving well: decide when and how to give notice, avoid doing gratuitous extra work that comes from guilt, and set teams, clients, and the successor up for theA key tension: candor vs. loyalty, especially in toxic or leadership-broken contexts. They discuss how much to say, what to hold back, and how conversations change once you are no longer the person’s“They trade lived examples of preparation and boundary-setting: role-playing the notice conversation, documenting what only lives in your head, and thinking carefully about what feedback is useful vs.💡 Key TakeawaysBefore you plan your exit, clarify what “success” means to you, not to a generic standard.Leaving well is largely about reducing the pain you create: make sure decisions, context, and knowledge are transferable so people are not stranded after you’re gone.When you’re unhappy, it is tempting to “tell the whole truth.” The more helpful frame is: what will actually serve the people still doing the job, and what will just satisfy your need to vent or be “wYour prep time matters. For leaders especially, the work is often more about architecture, documentation, delegation clarity, and scenario planning than just picking a notice date.❓ Questions That MatteredIf you had already walked away and your last day was over, what do you want to be able to say you did and how did you show up during that period?What needs to happen so your team, clients, and successor can succeed once you’re no longer there?If your workplace is toxic or leadership is failing, what is the difference between protecting your people with truthful information and harming relationships or misusing truth?How much intentional thinking and planning should a responsible leader do, once they know they are leaving, and what should that planning be made of?🗣️ Notable Quotes“What does leaving well mean to you? Not to some Forbes article or whatever, but what does it mean to you?”“They can't fire you for not doing the damn thing.”“Careers are long. And the opportunity for what's true today about an organization to not be fully true today, let alone be even partially true in three weeks, three, you know, three months, three”“Why did you do that? Is it your job to tell him anyway? Or if he's not asking for it, is he not going to listen?”🔗 Links & ResourcesListen To Other Episodes Co-Hosted With Alli

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163: "You Are the Weather on Every Room You Enter" (reflections on Lisa Even)

1w ago00:12:29Tap to summarize

🧠 Erik’s TakeErik reflects on his conversation with Lisa Even through a practical lens: the ripple effect isn’t a philosophy—it’s a responsibility.What stood out most wasn’t just the idea that every action creates a ripple—it’s that leaders need a way to operationalize that awareness in real time, especially when things get hard.The insight that hit: leadership isn’t about defaulting to positivity—it’s about choosing the right response for the moment. That requires awareness, intention, and the ability to pause long enough to decide how to show up. 🎯 Top Insights from the InterviewYou are the “weather” in every room you enter. Leadership starts with recognizing the emotional environment—and deciding what the moment needs. Positive doesn’t always mean effective. Blind optimism can erode trust. Sometimes leadership requires matching or redirecting intensity. Values aren’t powerful until they’re activated. Identifying team values is step one—honoring them publicly is what creates trust and connection. Small actions create compounding ripple effects. A single behavior change (like starting meetings with humor) can shift team dynamics in unexpected ways. Culture is just “what’s normal”. If you want to change culture, you have to identify and challenge the everyday behaviors people accept. 🧩 The Personal LayerErik connects deeply with the tension many leaders feel:You look at your organization—big, complex, slow-moving—and think, “There’s no way I can change this.”But the realization here is grounding: you’re not responsible for changing everything—you’re responsible for your next interaction.That shift removes overwhelm and replaces it with agency.It reframes leadership from a massive, abstract responsibility into something immediate and actionable:How did you show up in that meeting? What did you reinforce as “normal”? What ripple did you create in that moment? 🧰 From Insight to ActionRun the “weather check” before key interactions. Ask: What’s the environment I’m walking into—and what does it actually need?Audit your team’s “normal”. Identify the attitudes, behaviors, and beliefs that define your culture today. Start with one small friction point. Don’t try to fix everything—solve one visible issue (like the “Starbucks problem”) and build momentum. Make values visible and actionable. Don’t just talk about them—design moments where people can live them. Measure your day by your ripple effect. Not tasks completed—but how people experienced you. 🗣️ Notable Quotes“In every interaction, you’re creating a ripple—positive, neutral, or negative.” “It’s not about always bringing sunshine—sometimes the moment needs something else.” “Leadership is moving people in a direction they wouldn’t have gone otherwise.” “Culture is just all the ways of being—attitudes, behaviors, and beliefs.” “Start small. That first win creates momentum for the next.” 🔗 Links & ResourcesListen to Lisa Even's Episode

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162: Lisa Even: "What Kind of Ripple Effect Are You Creating as a Leader?"

1w ago00:47:33Tap to summarize

In this conversation, Erik sits down with leadership coach and keynote speaker Lisa Even to unpack one deceptively simple idea: everything you do creates a ripple.From the way leaders show up emotionally to how they engage and adapt culture in real time, Lisa breaks down leadership into something far more actionable—and far more personal—than most frameworks.This episode blends practical tactics with powerful metaphors (weather, energy, waves) and real-world stories that show how culture isn’t built in strategy decks—it’s built in moments.👤 About the GuestLisa Even is a keynote speaker, bestselling author, and leadership coach who helps organizations create what she calls a “good ripple effect.”With a background in healthcare operations and team leadership, she now works with organizations like ESPN, SHRM, and Disney, helping leaders:Build trust quickly Show up with intentional presence Shape stronger, more human-centered cultures She’s also the host of the Have a Good Ripple Effect podcast.🧭 Conversation HighlightsThe origin of “good ripple effect” and why it stuck Why leadership is less about big vision—and more about moment-to-moment behaviorThe “weather analogy” that reframes how leaders show up How to manage energy like a finite resource (the $50 energy metaphor) Why self-awareness collapses under pressure—and how to rebuild itThe power of identifying and activating individual values on your teamLisa’s SEA framework: Show up → Engage → Adapt Why culture is just “all the ways of being” (and how to actually change it) 💡 Key TakeawaysLeadership is built in micro-moments, not macro-intentions. It’s not about being a “positive force”—it’s about how you show up right now.You bring “weather” into every room. Your energy shapes the environment whether you’re intentional about it or not. Energy is a currency—spend it wisely. Leaders who manage where their energy goes create better outcomes (and avoid burnout). Values are visible—if you know how to listen. What people talk about (and complain about) reveals what matters most to them. ❓ Questions That MatteredWhat’s the difference between “being positive” and creating a ripple effect? How do you maintain intentional leadership in chaotic environments? What does good leadership look like beyond emotion—into execution? How do you actually activate someone’s values, not just identify them? How can leaders change culture when they don’t control the whole system? 🗣️ Notable Quotes“Everything we say and do is a ripple—happy or crappy, our choice.” “When you enter a room, you’re bringing weather with you.” “You can’t use all your energy every day—you have to decide where it goes.” “People wear their values on their forehead—you just have to listen.” “Start small. Why are you trying to boil the ocean?” “Culture is all the ways of being—do we like them or not?” 🔗 Links & ResourcesCheck out Lisa's Website: lisaeven.comFollow Lisa on LinkedInSubscribe to Lisa's Newsletter on LinkedInSubscribe to Lisa's Podcast: Have Good Ripple Effect

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161: "How Should Companies Think About AI That Has Agency To Act?" ft. Justin Coats

2w ago00:27:06Tap to summarize

Erik and Justin unpack a recent story about an AI agent deleting a rental car company’s entire database, using it as a real-world forcing function for how leaders should think about agent risk, permissions, and organizational readiness.🧭 Conversation HighlightsJustin frames the incident as evidence of technical limitations, rapid capability growth, and a lack of widespread agent literacy.Erik pushes on the core fear: even if you tell an agent “don’t do that,” an agent with write/delete power can still decide to do it anyway.They contrast “agents” with more deterministic “AI-assisted workflows,” where outcomes are constrained to a predefined process.Justin describes an internal example where connecting an agent to Slack resulted in “agent owned account” access to shared systems like Google Drive, illustrating how “keys to the kingdom” can appear.💡 Key TakeawaysAgent risk is not just about whether the code is perfect, it’s about permissions, authentication context, and what the system is allowed to do when it makes a judgment.Organizations may not need to wait for the tech to mature, but they do need to become literate enough to deploy it safely in their specific environment.Treat high-risk areas like “earthquake zones” and use a MiniMax mindset: plan for the worst plausible failure modes within your design envelope.Roll out agent capabilities stepwise and methodically, and distinguish open-ended agent power from constrained, deterministic workflows.❓ Questions That MatteredWhat does it mean to “guardrail” an agent if it can decide to break the rules anyway?Where should agent permissions stop, especially when authentication and “agent owned” contexts expand access?How do leaders develop employees and organizational processes so the company is not effectively hiring “toddlers with keys” to critical systems?What new organizational roles and governance will be needed when agents become part of a digital org structure?🗣️ Notable Quotes“The capabilities of these systems are literally agents. have agency, which you taught me... the tools, the digital entities or a human's ability to look at a situation, assess and make a decision.”“When confronted about what it did, the agent said, yeah, I shouldn't have done that. I blew past every security checkpoint you gave me”“You don't have to leap that far.”“It forced me to choose this option that says agent owned account instead of end user account.”🔗 Links & ResourcesListen To Other Episodes Co-Hosted With JustinRead the Article mentioned in the Episode

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160: "What To Do When Your Boss Breaks The Boundaries They Set Themselves?" ft. Alli Murphy

2w ago00:19:16Tap to summarize

Erik and Alli walk through what a C-suite leader should do when a new CEO breaks an early promise about no weekend or after-hours contact. They frame it as a leadership expectation problem across past, present, and future, then get practical about aligning definitions, the “rules of engagement,” and how to reset things without defensiveness.🧭 Conversation HighlightsErik reframes the issue as a violation of expectations set by a leader who holds real power over the C-suite person’s day-to-day life.They identify two critical “words” that often derail trust: what counts as “reach out,” and what qualifies as an “emergency.”Alli describes a practical, non-confrontational approach: not responding when the message is not actually an emergency, using Do Not Disturb, and letting the CEO recalibrate.They land on the need for a future-facing conversation that is curious and team-oriented, including options like clear expectations, desired outcomes, and even code words for true emergencies.💡 Key TakeawaysWhen expectations are violated, clarity on the specific terms matters more than the intention behind the promise.“Emergency” is rarely a shared definition, so leaders and executives should align on criteria and desired outcomes when it matters.Non-escalating pushback can be effective when it signals the mismatch between the CEO’s words and behavior.You do not have to choose between full compliance and full exit. There is a middle ground that can protect your boundaries while still delivering results.❓ Questions That MatteredWhat does “reach out” mean in practice, and what does “emergency” mean in your world?If this is an emergency, what outcome needs to happen and how does the leader expect the person to handle it in real time?How should disagreements about urgency be handled, and what is the acceptable way to say “I don’t agree that this qualifies” (without derailing trust)?Can and should the conversation be revisited later to reset expectations moving forward? How?🗣️ Notable Quotes“I won't reach out to you at home unless there's an emergency.”“Could we take a moment to make sure we're on the same page around what reach out means?”“What is it that makes this an emergency and what's the desired outcome that needs to happen if this indeed is an emergency?”“Two things, one, they don't own you and they don't own your life. Work is a part of your life, not the whole thing.”🔗 Links & ResourcesListen To Other Episodes Co-Hosted With Alli

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159: "Is Your Current Sales Process Working Against You?" (reflections on Daniel Schmidt)

2w ago00:07:20Tap to summarize

🧠 Erik’s TakeErik zooms in on something most people intellectually “know” but don’t operationalize: sales is a process—but we resist treating it like one.What stood out most isn’t just the seven steps—it’s where the leverage actually lives: discovery and qualification. Daniel’s philosophy reframes sales from persuasion to alignment. If you don’t understand the outcome the business cares about, you’re not selling—you’re guessing.There’s also a deeper layer here: Erik connects this to a broader shift happening right now. The idea of “rare and valuable skills” is breaking down. In a world where knowledge is abundant, judgment, discernment, and conversation become the new scarcity.🎯 Top Insights from the InterviewSales gets easier when you’re “in the current” If you align to real business outcomes, momentum replaces resistance. Discovery isn’t a step—it’s the foundation Without it, everything else becomes friction-heavy and inefficient. You’re not qualified just because someone is talking to you Right problem + right person = everything. Not all industries will feel AI equally (yet) Physical/logistical industries have a different disruption timeline. “Rare and valuable” has shifted from technical to human Discernment, communication, and experience are harder to replicate than skills. 🧩 The Personal LayerErik reflects on something subtle but important: even people in sales resist the structure of it.There’s an identity tied to being the “natural” salesperson—the smooth talker, the closer. But that identity actually gets in the way of scale.He also highlights a tension that’s showing up everywhere right now: The skills that used to differentiate you are becoming accessible The skills that now matter are harder to define, harder to teach, and harder to measure That shift creates uncertainty—but also opportunity.🧰 From Insight to ActionRebuild your sales conversations around outcomes Ask: What is this company actually trying to achieve?Audit your discovery process ruthlessly If you’re skipping depth here, you’re paying for it later. Qualify the person, not just the problem Influence without authority = stalled deals. Shift your development focus Spend less time acquiring skills, more time improving judgment. Practice asking better questions The quality of your discovery determines the quality of your results. 🗣️ Notable Quotes “You don’t even know what to sell until you know what problem they’re trying to solve.” “If you’re not aligned with corporate outcomes, you’re pushing a boulder uphill.” “Sales isn’t about saying the right thing—it’s about doing the right process at scale.” “Rare and valuable isn’t what it used to be.” “Discernment and conversation are becoming the real differentiators.” 🔗 Links & ResourcesListen to Daniel Schmidt's Episode

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158: Daniel Schmidt: "Selling is a System, Not a Personality Trait"

2w ago01:17:44Tap to summarize

This episode dives into the intersection of engineering precision and sales leadership intuition. Daniel Schmidt shares his journey from technical design work to leading global sales teams—and the surprising realization that transformed everything: sales isn’t magic, it’s a process.Erik and Daniel unpack what actually drives buying decisions, why most sales teams get stuck in mediocrity, and how aligning to true corporate outcomes can simplify even the most complex deals. Along the way, they explore leadership, AI, organizational change, and what it really means to create value in today’s evolving business landscape.👤 About the GuestDaniel Schmidt is the Head of Sales and Marketing at TuffWrap, with a career spanning engineering, telecommunications, and global software organizations. Starting as a mechanical design engineer, Daniel transitioned into sales leadership through hands-on experience, mentorship, and a deep belief in process-driven performance. He has led global sales transformations, built scalable sales systems, and now focuses on aligning solutions to real business outcomes in the construction industry. 🧭 Conversation HighlightsFrom Engineer to Sales Leader. Daniel’s path wasn’t linear—it was shaped by proximity to sales, strong mentorship, and a pivotal realization: selling is a system, not a personality trait. Sales Is a Process, Not Magic. Once Daniel saw sales as a repeatable process (like engineering), performance became predictable—and scalable. Top Performers vs. The Middle 60%. The highest performers were the most open to learning. The biggest resistance came from those who felt “good enough.” The Power of “Why”. One simple question—asked repeatedly—uncovers deeper needs, builds trust, and reveals the real drivers behind decisions. AI Isn’t About Replacing Salespeople. The goal isn’t cost reduction—it’s freeing up time for the human parts of selling: discovery, trust, and influence. Experience Is the New “Rare Skill”. In a world where technical skills are easy to learn, discernment and judgment built over time are becoming the real differentiators. 💡 Key TakeawaysSales success is less about charisma and more about mastering a repeatable process. The best salespeople focus on outcomes, not features or price. Asking better questions is more valuable than having better answers. Organizational change requires unwavering alignment from leadership. Education builds trust faster than persuasion. ❓ Questions That Mattered Why do middle performers resist change more than top performers? How do you uncover the true corporate outcome behind a deal? What makes a sales conversation feel like education instead of a pitch? What role should AI actually play in a sales organization? How do you balance experience with fresh thinking in a team? 🗣️ Notable Quotes “Sales is a process. If you understand the process, you can sell.” “The seller educated me—that’s why I bought.” “There are things that aren’t your fault, but they’re still your responsibility.” “Why is the most powerful question in sales.” “Once you align to a corporate outcome, the sale gets much simpler.” 🔗 Links & ResourcesCheck out TuffWrap's WebsiteFollow Daniel on LinkedIn

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All episodes

167: Scott Anderson: "What Does Leadership Look Like When Lives Are Actually on the Line?"

166: JD Hilzendager: "Building a Business is More About How You Think Than What You Think"

165: "What Caused AI to Skyrocket in 2026?" ft. Justin Coats

164: "How Do You Engineer Your Exit Without Burning Bridges?" ft. Alli Murphy

163: "You Are the Weather on Every Room You Enter" (reflections on Lisa Even)

162: Lisa Even: "What Kind of Ripple Effect Are You Creating as a Leader?"

161: "How Should Companies Think About AI That Has Agency To Act?" ft. Justin Coats

160: "What To Do When Your Boss Breaks The Boundaries They Set Themselves?" ft. Alli Murphy

159: "Is Your Current Sales Process Working Against You?" (reflections on Daniel Schmidt)

158: Daniel Schmidt: "Selling is a System, Not a Personality Trait"