Stop Judging Prospects Before You Meet Them

Summary

Episode Summary: "Stop Judging Prospects Before You Meet Them"

The Advanced Selling Podcast
Hosts: Bill Caskey and Bryan Neale
Release Date: June 30, 2025

In this insightful episode of The Advanced Selling Podcast, seasoned B2B sales trainers Bill Caskey and Bryan Neale delve into the common yet often overlooked pitfall of prematurely judging prospects before engaging with them. Through engaging dialogue, personal anecdotes, and practical strategies, Bill and Bryan explore how overcoming initial judgments can significantly enhance sales effectiveness and foster genuine business relationships.

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1. Introduction and Community Engagement (00:00 - 03:47)

Bill and Bryan kick off the episode by welcoming listeners and highlighting the importance of their vibrant LinkedIn community. They emphasize the value of joining their LinkedIn group at advancedsellingpodcast.com to connect with thousands of sales professionals globally. Bill mentions a listener’s request for content on personal branding, signaling future discussions on integrating brand building into sales strategies.

Notable Quote:

Bill Caskey (00:16): "If you ever want to connect with us on LinkedIn, that's probably the best way to do it."

2. Introducing the Core Topic: Judging Prospects Prematurely (03:48 - 07:56)

The conversation shifts to the main topic: the tendency of sales professionals to form judgments about prospects before meaningful interactions. Bryan shares a personal anecdote about dismissing a speaker at a financial seminar, only to later discover the speaker's immense expertise and wealth, highlighting the dangers of superficial judgments.

Notable Quote:

Bryan Neale (05:08): "It's like, shame on me. I'm like, I probably should have, like, looked past that and listened because the guy's like, wicked, wicked, wicked smart in terms of financing."

3. The Influence of First Impressions and Personal Branding (07:57 - 10:15)

Bill draws parallels between judging album covers before listening and assessing prospects based on limited information. He underscores the importance of personal branding and effective communication in making a positive first impression, especially in an era dominated by AI and digital interactions.

Notable Quote:

Bill Caskey (05:21): "You'd buy it [an album] because you think it looks pretty."

4. The "Know Nothing" Principle: Entering Conversations with Openness (10:16 - 17:19)

Bryan recalls a lesson from Dave C., a respected figure in their field, who advocated for the "Know Nothing" approach—entering sales interactions without preconceived notions. This mindset encourages salespeople to remain open and avoid assumptions, fostering more genuine and productive conversations.

Notable Quote:

Bryan Neale (15:08): "I'm not saying not to prep here, but once I have all my prep, I still don't know if that's accurate."

5. Balancing Relationship Building with Problem-Solving (17:20 - 21:42)

A robust discussion ensues about the role of relationships in sales. While some advocate for building deep personal connections, Bill contends that true relationships stem from effectively solving a prospect's problems. Bryan differentiates between business relationships grounded in mutual value and superficial friendships, emphasizing the importance of focusing on value delivery over social bonding.

Notable Quote:

Bill Caskey (08:26): "Probably not thinking that. And so you might want a good relationship. They just want your value."

Additional Insight:

Bryan Neale (10:16): "I would call my clients with good relationships for business advice outside of what I do."

6. Practical Strategies and Analogies to Overcome Judgments (21:43 - End)

To illustrate maintaining an open mindset, Bryan introduces a stick-shift car analogy. Just as shifting to neutral in driving can help maintain emotional balance, sales professionals can adopt an "emotionally neutral" stance to avoid biased judgments. Bill complements this with examples of approaching sales calls without expectations, focusing solely on understanding and addressing the prospect's needs.

Notable Quote:

Bryan Neale (19:15): "When you come up, you're getting ready to stop, you just clutch in, go to neutral just to be chill. That I think about that with my energy. I go to emotionally neutral."

7. Encouraging Listener Engagement and Reflection (21:43 - End)

As the episode concludes, Bill and Bryan invite listeners to share their experiences with judgment in sales. They encourage openness and honesty, fostering a community of continuous learning and improvement.

Notable Quote:

Bill Caskey (21:09): "If you find that you're helped by this or you find that sometimes you judge things, just put it down, just come clean with it."

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Key Takeaways

1. Awareness of Bias: Recognize and address personal biases that may cloud judgment of prospects.
2. "Know Nothing" Mindset: Approach each sales interaction with openness, setting aside preconceived notions.
3. Value Over Relationships: Focus on delivering value and solving problems, allowing genuine relationships to develop naturally.
4. Continuous Learning: Stay open to unexpected sources of insight and value, avoiding premature dismissal of prospects based on initial impressions.
5. Practical Tools: Utilize analogies and strategies, such as the emotionally neutral stick-shift analogy, to maintain objectivity and balance in sales interactions.

Conclusion

In "Stop Judging Prospects Before You Meet Them," Bill Caskey and Bryan Neale offer a compelling examination of how preconceived judgments can hinder sales success. By embracing an open mindset, prioritizing value delivery, and fostering genuine problem-solving relationships, sales professionals can enhance their effectiveness and cultivate lasting business partnerships. This episode serves as a valuable resource for anyone looking to refine their sales approach and achieve greater success in their career.

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Connect with Bill and Bryan:

• LinkedIn: Advanced Selling Podcast
• Join the Email List: advancedpodcast.com
• Upcoming Event: High Value Conversion Systems on July 11th. Sign up at advancedpodcast.com/insider.

Transcript

[Brian Neal]

Foreign.

[Bill Kask]

Welcome back to the Advanced Selling Podcast. The longest running sales training podcast, podcast history. You got the same two guys every week. I'm Bill Kask.

[Brian Neal]

I'm Brian Neal.

[Bill Kask]

We are delighted that you're with us. We're delighted to be here. We're just full of delight, full of delight and joy and we do appreciate your listening. And if you ever want to connect with us on LinkedIn, that's probably the best way to do it. Go to the LinkedIn group, advanced sellingpodcast.com join it. There's a few thousand people there or maybe 10,000 people. And we do answer from time to time. In fact, I got an email from or I got a direct message from one of our members, Matt Cox, who wants us to do something on personal branding. So we'll figure out how to, how to nestle that into some of the things we're going to talk about here.

[Brian Neal]

Yeah, for definitely go and join the group. I think we're up to 13, 14. We're closing on 14, 000 people there.

[Bill Kask]

I think so.

[Brian Neal]

And something like that. But it's good, it's a good group. The other thing we haven't as our we, we have an email list and so you can go just email listener advanced podcast.com then we can get our email list and you go to the website and get on the email list and we love to chat with you direct call us. Yeah. And what about Insider this month?

[Bill Kask]

Insider in July. It happens on July 11th or we're not doing it on the 4th. Of course we're doing it on the 11th and it's called High Value Conversion systems. And the idea here is that at some point we talk about lead generation and prospecting at Biz Dev a lot. We don't talk about closing so much. And I think there's some key aspects there that we miss. And so we're going to spend that entire afternoon on high value conversion or closing system. So are we closing a high enough percentage? Because if you're closing 12% of the deals you propose, you're spending a lot of time and wasting a lot of time. So we want to get that number up to 30 to 50%. And that's what we're going to do on the 11th. So go to advanced podcast.com insider. You can sign up there.

[Brian Neal]

And it's on 7 11.

[Bill Kask]

It is on 7 11.

[Brian Neal]

Remember 711 store, they still have 7 11s? I think they do.

[Bill Kask]

Oh, you mean the stores.

[Brian Neal]

Yeah, seven 11s, like they're regional.

[Bill Kask]

We had IGA, we had the IGA. I don't know. Are you. Are you in Indianapolis?

[Brian Neal]

I. I am.

[Bill Kask]

Okay.

[Brian Neal]

I don't mean even right now.

[Bill Kask]

I know you are, but are you an Indianapolis guy? Generally, you. Oh.

[Brian Neal]

Oh, 100. Yes. You have lived here since 1996.

[Bill Kask]

What was the name? Oh, 96.

[Brian Neal]

96. But my dad lived here before that, too, so I spent summers here.

[Bill Kask]

There was a restaurant up where Mosier is now. In the same building.

[Brian Neal]

Yeah.

[Bill Kask]

What was that?

[Brian Neal]

It was at something Oyster. Like the Blue Oyster or the Da. Da. Da. Yes. Wasn't it the Oyster Pearl? O. Yes, it was a restaurant.

[Bill Kask]

I think it was something. And then it changed to what you're talking about, and then it could have been.

[Brian Neal]

It was silver. Remember that? It was a big silver building, and they took all the silver down. I don't know.

[Bill Kask]

Well, I thought it was the war. I thought it was something. Fisherman's War for oyster Warf or.

[Brian Neal]

That sounds right. Fisherman's Wharf sounds good.

[Bill Kask]

Yeah. But I was trying to think of it, and usually I'm pretty good at those things. Like, yeah, we're the old. We're the first target. Relevant information.

[Brian Neal]

When it used to be an airway.

[Bill Kask]

Yeah, we've been through.

[Brian Neal]

All the listeners are like, what are they talking about? Like, this is like our hometown lore. Okay, well, we'll move on. So topic today. Go ahead, Tsub. Bill, are you gonna meet a team? I'll start.

[Bill Kask]

You got a situation?

[Brian Neal]

Because we have a little combined thing. So we're talking about kind of collectively, the. The concept of do we make judgments on other people? Either are. Do we make judgments about customers before we go and even talk to them based on what we see or know about them? That could be good or bad judgments. And by good or bad, I could be like, oh, they're an awesome company. They print money. Like, they should be able to afford this. And then you find out that they're actually losing money or a bad judgment. Oh, they're too small. They can never do that or whatever. Or do you just judge, like, people in a sales process? You're like, wow, that's the CEO. They're CFOs. Real boring and quiet. I can't. You know, they're getting a perspective on selling. I was at a. In a meeting, at a speaking gig and listening to someone, and it was a financial thing. And it's just, you know, it's financial and it's just like, really a lot of big words and it's kind of slow, and I'm like, oh, okay. And then What I realized is the guy talking is actually has a net worth of $2.2 billion and is very, very, very smart. I just couldn't get past the kind of the slowness of the thing. And I'm like, shame on me. I'm like, I probably should have, like, looked past that and listened because the guy's like, wicked, wicked, wicked smart in terms of financing and, and, and finance stuff. But it just got me thinking about that. Like, I kind of shamed on me when I found out who the guy was after the fact, which is really crappy. It's like, you know, why would I do that? Why. Why shouldn't I try to learn from everybody?

[Bill Kask]

We all judge the package that things are in. Like, we all judge the album cover before we really listen to the album. And there was a lot of albums. You probably don't know what these are. Vinyl, like six.

[Brian Neal]

Oh, yeah, I've got one.

[Bill Kask]

I got one that were sold based on the album cover. Because when you go into a record store, you couldn't play it. You just have to look, oh, this is the Beatles, you know, light album. This looks pretty cool.

[Brian Neal]

Pretty interesting.

[Bill Kask]

You'd buy it.

[Brian Neal]

Yeah.

[Bill Kask]

So they're judging a book by its cover. Perfectly normal thing to do. However, I do think also this reiterates the fact that if you're not worth $2 billion and you don't have a brand, that's. That's kind of precedes you. You do have to get your. Your act together on stage. If you're going to be speaking or doing panel discussions, you got to be interesting, you got to be compelling, you've got to be concise, you've got to have clear thought through messages, and you've got to be a good communicator. All those things matter today because people will tune you out as you did the Two Billion Dollar Man.

[Brian Neal]

I did. I should have tuned in a little sooner. Might have got some good tips on investing. So I want to talk. So you remember Dave C. Very private man. But you remember Daisy. Yeah. And if I remember correctly, he had a folder from training and coaching. He had been through with you. And on the outside of that folder, he had a little sentence written down kind of sideways in the corner. It said, no nothing, know nothing. And I'm pretty sure he learned that from you in the 90s. And it, to me is the go back when I kind of lose myself in this judgment thing. Like I'm making these judgments of a company or a person before I go in. This concept of know Nothing going in is really good. It goes against, though, the world rent of AI. You know, we're just. I'm all about AI prep and research and all this stuff. The problem is when we start to judge the research, we get in trouble. We make. We make bad assumptions. And so I think it's interesting to put those two things together. Yeah. Like, how do I go in and have knowledge? And I think some buyers would take, I don't know, offense is the right word. But you, when I'm asking them questions and you're sitting there going, shouldn't you have done your research? You know, even. Yeah, you know, I don't know.

[Bill Kask]

If you know too much, then it's like, well, you know, you think, you know, you don't really.

[Brian Neal]

Exactly. Exactly. There's a balance of this, isn't there?

[Bill Kask]

Yeah.

[Brian Neal]

So what are we to do for listening to this? What are we to do?

[Bill Kask]

Well, I had a similar kind of thing, and then we'll come back, but I think they're kind of the two sides the same coin. I had a client who I just. Brand new group. Everybody was new to me and me to them. And he makes the comment, made the comment. Well, Bill, you know, you know that every. Everything is about relationships and selling. Everything is about relationships. And whenever someone posits a universal dictate like that, I always feel like everything, all the time, everywhere, is a relationship. No, I don't think so. And I think today, and this is part of this AI thing, is today the question your vendor, your customer, is probably not sitting around scoping out, how do we get a better relationship with this vendor?

[Brian Neal]

Right.

[Bill Kask]

Probably not thinking that. And so you might want a good relationship. They just want your value. They just want to know what you know and can you solve this problem or not? And if you can, how much is it? If you can't, we'll move on. And this, this whole idea of everybody wants a relationship is just bogus. It's just not true.

[Brian Neal]

It is.

[Bill Kask]

No. I think relationships emanate from you solving their problems. Like, you have a better relationship with your clients today than you did on the first day.

[Brian Neal]

Yes.

[Bill Kask]

Because you're solving problems. You're listening, you're. You're bringing value. Now, everybody is all into relationships, but before you have. Before you have a, you know, like an engagement, you know, I don't know. I don't know. Maybe I'm just not a relationship guy, but I feel like it's overblown sometimes.

[Brian Neal]

Well, the, The. I always want to ask people what they mean by that. Because what you mean by relationship to me determines if. How. How much I would agree or disagree with your statement there. So some people. When I say, what do you mean by relationship? Like, describe that to me. Well, I mean, I know Bill. I mean, I've known him forever. I was at his daughter's wedding. I mean, we go fishing together and, you know, we're. We're friends. I'm like, okay, versus, yeah. Bill calls me for business advice outside of sales work. He asked me to do things above and beyond. He introduces me to his peers who also run companies who need help and never ask anything for it. Those, to me, are two different versions of relationship. The second one, I'm all for. I'm all for. I think that that's a business relationship that's very valuable. That's. It's give and take. It's valuable outside. I would call my clients with good relationships for business advice outside of what I do, I would call my client to say, hey, I'm trying to scale this thing. Can you talk to me about this? Or I'm going to raise capital or whatever.

[Bill Kask]

Absolutely.

[Brian Neal]

But the whole, we go fishing, we go to ball games together, and all that jazz, that is, that is old school, weak sauce to me. To your point, no vendor sitting around. Like, I need. I need some more friends. Where could I get some friends? I know I'll get some friends from my toiletries supplier.

[Bill Kask]

Exactly.

[Brian Neal]

I need someone to go to the game with because I've got nothing else to do. I've got no family. You know, I just don't think that's.

[Bill Kask]

Painting a very sad picture here.

[Brian Neal]

Well, but it's like, people. I just. I'm validating what you're saying, like, maybe too strongly, but I'm like, people don't need that. Buyers don't need more friends. And if you go to dinner with a client, that's fine, but that's not the crux of it all. That's not why they do business. They do business with you. First, learn to trust you, you help them, then you go to dinner with them.

[Bill Kask]

Yeah. I had dinner the other night with a new client over in Cincinnati and. And it was just three of us, and we had just a. It was a great meal before we did a full day program the next day, or I did. And it's so nice just to sit and talk. And these guys are just really good human beings. And we just talked about life and, and purpose and mission, and we talked about real stuff rather than, you know, what, what's your what's your favorite sports team? And, yeah, and it just, it's that you can go to dinner and go to network and play golf, but if you're having those kind of conversations, you win all on all sides. Because now you're learning more about them, they're learning about you. They ask me a lot of questions about my life and about my, you know, you know, top ups and downs. And man, we, we got through with that dinner. It felt like, oh, this was, this was magical.

[Brian Neal]

Yeah. And it's, and it's, it was. You didn't just talk sales strategy stuff or it's really good. And then when you go to tie in the first part of what we brought up about the judgment thing, I think this occurs here too. So one thing, one thing that, that I think sales people do that is a. They don't realize they're doing it. And it's very natural. You gravitate to people who you seem to vibe with or have energy with. And so you may be an outgoing, want to engage type person. And then there's a CFO in the buying process who's really quiet and you think, I never want to hang with them. They're boring. You know, and then because you judge them early, you never give that a chance to spark. And then you realize even though the CFO appears born on the surface, they're really fun. Or that you've got this big thing in common. They love going to concerts or outside of work. They're whatever. And, or that they can provide value to you to help you get a CFO's perspective of what you sell.

[Bill Kask]

Yeah.

[Brian Neal]

That you never thought of before. But we judge it so we're like, yeah.

[Bill Kask]

And it's, it's like life is, is a never ending journey to the unknown. Oh, God, am I. Is this good now? And so we don't.

[Brian Neal]

Burning in there, Bill.

[Bill Kask]

Yeah.

[Brian Neal]

Deep. Right.

[Bill Kask]

We think we know what's going to happen to us today. We have no idea. We don't know what's going to happen today. You may, you may have an accident and meet, meet the guy that you did was boring you to death. Yeah. And he wants to do business with you. We just don't know. And so that to me is the same with the, you know, when I enter into a prospect kind of thing, I'm working with a client and I'm, I'm actually taking some of their calls, some of their first calls, and they're compensating me as a percent of. And it's just, it's Kind of a one call close. It's a fairly small five thousand dollar thing in their copy. But I'm looking forward to it because it's like, well, this is cool. I've never. I've never sold this thing before. This thing should be fairly easy to sell, but I don't know. And I'm. I have a couple calls this week. I'm like, pumped for them and.

[Brian Neal]

Right.

[Bill Kask]

And not more so than my. My personal calls, but it's different. And so maybe I'll learn something that I can apply toward my business. In these calls, we just don't know what life, what life holds so true.

[Brian Neal]

And you can't be open to that if you're in. If you're sitting in judgment of those things and environments and people around you, you can't be. You block it out.

[Bill Kask]

Yeah.

[Brian Neal]

Because the guy on the stage for me was a little boring and using some big words I didn't understand. I blocked it out and I should have opened it up because I could have learned something. And I don't even know what I missed because I wasn't listening. I was listening, but not listening. You know, you're all in the judges, seriously, that's bad. Really bad.

[Bill Kask]

So what's the question that you ask first, though? You. You ask a question that I went down. I took you down the path of the relationship thing.

[Brian Neal]

But what is one to do? What is one to do? You're listening to this. You're driving around to your next sales call. You're thinking, oh, I can kind of relate to what these guys are saying. I might have some judgments, or I do believe in a relationship, or I do love to be friends with my customers or whatever. How do I open myself up to think in a different way? I use the little phrase that was on Dave C's binder. Know nothing. I'm not saying not to prep here, but once I have all my prep, I still don't know if that's accurate.

[Bill Kask]

Yeah.

[Brian Neal]

Here's an example we just did. We just had a sales call last week. All the. All the prep said this company was an ESOP. And we've got work with several ESOPs. ESOP stands for Employee stock ownership program, where the employees on the company. So we're in the sales call. I'm like, well, I saw that you guys are an esap. He goes, now we're not an ESOP anymore. I'm like, oh, when did that change? Like, there's two guys talking. They go, was it 2020 or 2021? I think it was 20, 25 years ago, but everything that I found on my chat, GPT and LinkedIn and said they were an EOP. Yeah, it's like, you know, you got to validate this stuff. Not right.

[Bill Kask]

And you know, I think it's okay to say to a first meeting client, look, you know, in, in anticipation for this, I, I checked out your website. I looked at some things. I also asked my AI assistant to, to help me understand the business. So I'm going to ask you some questions. But sometimes it hallucinates. It's kind of like me in my twenties. No, it'll help. But you can, you can say that because people know, it's not like they want to know that you did a little.

[Brian Neal]

Yeah.

[Bill Kask]

You know, spend a little grease on it. So. But that way it prohibit. It prevents you from stepping in it by saying you're an esop. Right. Well, that's what Chad GDP said.

[Brian Neal]

Exactly. Oh, you're not. When did that change?

[Bill Kask]

There you are. Yeah, you are. I'm telling you, you are. It's right there.

[Brian Neal]

Yeah, it says so I think, I think research is good, but then still this air of I need to validate these things or I need to be open is, is a tactical thing to take away here first.

[Bill Kask]

And I, I love the know nothing. I, I don't know. I mean, I mean, I know that we used to preach, you know, have no expectation and that. And that's kind of the know nothing. Have no expectation that they have no money. Have no expectation that they have a lot of money and they're willing to throw it your way. Have no expectation about that. All I'm focused on is do they have a problem that they believe is worth solving?

[Brian Neal]

Yeah.

[Bill Kask]

Do they have a destination they believe is worth getting to and everything else is just because if they have money but that you can't find out what their problems are, what their destination is, they're not going to spend it with you. So it doesn't matter whether they have money or not.

[Brian Neal]

Right.

[Bill Kask]

So the thing that makes the juice that makes it all work to me is the, the attention to where can I help this person? Where are they trying to avoid? Where are they trying to get.

[Brian Neal]

Yeah. And when I think that and I make the decisions on their behalf going in, oh, they probably don't have any money because they're this or that. There's an air about me that I think is bad that comes off, that can be, I'm better than you, above you. You know what I mean? Without even intending that part of it.

[Bill Kask]

Yeah.

[Brian Neal]

You know, we think we hide that. Yeah, I don't think we do. No, that comes out. I think that comes out.

[Bill Kask]

Yeah.

[Brian Neal]

So I don't know. And then I don't care either way. You know, they're like, yeah, well, my, you know, my father in law is funding us, so he gave us 50 million bucks.

[Bill Kask]

Exactly.

[Brian Neal]

Oh, okay. It's like, okay or. Yeah, no, we've got, you know, we barely made payroll two months ago and we're struggling, but we need sales. I go, okay, try to stay in that. I call that emotionally neutral. I have a stick shift. Do you have a stick shift car Bill? You know, my. I do not. No, I do. Yeah, I bought a Bronco and it's a stick shift.

[Bill Kask]

Oh, wow.

[Brian Neal]

Really fun. Really fun.

[Bill Kask]

I love stick shift.

[Brian Neal]

It's great. It's really great. Brings you back. It gets a little old, to be honest. You know, I've been driving it now for. It'll be three years in November. You know, I used to get kind of tired of shifting and stuff like that, but I. I use that as an example.

[Bill Kask]

You can't not shift.

[Brian Neal]

So you can try.

[Bill Kask]

You can try to get tired.

[Brian Neal]

It's kind of weird.

[Bill Kask]

I'm bored with that. I'm just gonna put it first.

[Brian Neal]

The new stick shifts, really, they're cheaters. Because when you kill it, like if you. Which you can kill it, all you have to do is put the clutch back in and it starts automatically.

[Bill Kask]

Oh, really?

[Brian Neal]

It's not the old days when everyone's honking at you and you're sweating, you're like, oh, my God, get back in gear. I can't. Yeah. I'm still third. Pop the clutch. Not those fun days. No. I just press the clutch and it starts again. But when I use that as an analogy for. That's not a stick shift, Millennials. It's really not. It's a fake.

[Bill Kask]

There's four on the floor. With a little help.

[Brian Neal]

It's actually six.

[Bill Kask]

Six. Is it six?

[Brian Neal]

Yeah. And. And a crawl speed, which is kind of cool, is I. I tell people to downshift to emotionally neutral. Now, people don't drive stick shifts. They don't what that means, but you know, when you come up, you're getting ready to stop, you just clutch in, go to neutral just to be chill. That I think about that with my energy. I go to emotionally neutral. They have money. They don't. Okay. They want to go somewhere. They don't. Okay. It's like I'm emotionally neutral.

[Bill Kask]

Yeah.

[Brian Neal]

That's a Good takeaway.

[Bill Kask]

I think it's a great takeaway. And there. There's that idea that on the first call, like when somebody books a call with me or one of my clients, I always say what you're. You're just there to make an acquaintance. That's really. You're not there to try to get them to buy or do or see or want. You're just there to make an acquaintance. And only through. I was at a family reunion this weekend, and one of my wife's cousins is a counselor, and he was telling me some of the tactics, some of the techniques that they use in counseling and bringing up things that the patient needs to bring up to get better. And it was really. He was. He's really good at it. He just does it through just being with them, just meeting them there, and no judgment, no attachment, no, oh, God, this guy's a mess. None of that. He said, I just want to know what's really happening in there. The only way I know it is to ask questions and be there with that person as I'm asking that question, not trying to force them in a direction. And I think amateur salespeople tend to force. Try to force people, and they try to, you know, like, try to try to build a structure that's going to get them to a certain place. And people are onto that. People know they are.

[Brian Neal]

Pete. I think that that group and I know some. There's. There are a couple industries are really heavy with this. They. They. Their judgment is. Every person I talk to is prey. Every person I talk to, I judge as something to capture that's wild and that it just comes out loud and clear when they think it's masked. And that's a thing.

[Bill Kask]

Awesome. Well, we want to hear from you on this episode. If there. If you find that you're helped by this or you find that sometimes you judge things, just put it down, just come clean with it. You don't have to talk about any particular clients or names, but I think it helps to clear the air a little bit. So, you know what? Because I, I do. I think it's. It's a human nature thing for us to. To look at the package and say, do I want this package or not?

[Brian Neal]

Yeah.

[Bill Kask]

And it's that way in relationships. It's that way in business. It's that way with cars.

[Brian Neal]

Yes. All those things.

[Bill Kask]

Yeah.

[Brian Neal]

Right.

[Bill Kask]

All right, let us know. Let us know what you think. Connect with us on LinkedIn@advanced only podcast.com LinkedIn and check out Insider for July eventslifepodcast.com Insider 711 See you.

[Brian Neal]

Bye bye.