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5,000 Calls! Step onto the driving range and practice your craft.
Goals…not just numbers but behaviors you need to accomplish those goals.
Use your RZ.
Don’t think starting over is unique to our profession…farmers,…it really isn’t a start stop but a cycle.
PERPETUALLY PROSPECTING: (At our core we must be Prospectors)
Fanatical Prospecting by Jeb Blount Chapter 15 “TELEPHONE PROSPECTING EXCELLENCE”
“Yet, many salespeople find it awkward to use the phone for prospecting because: They don’t know what to say, say stupid things, or read awkward, cheesy scripts that generate resistance and rejection. They don’t have an easy-to-execute telephone prospecting process that actually works. They don’t know how to deal with reflex responses, brush-offs, and objections. They are afraid of
“Jeb, I need your advice. The first call to a prospect proves very difficult for me, and I know it’s all in my head. I’m like that kid in seventh grade who is calling a girl to go to a school dance and then gets scared when her dad answers the phone. I’m normally very confident, comfortable with product knowledge, and I can close business. But, when I’m on the phone with a new prospect, it’s a different story. I know that if I can overcome this my monthly goals will get knocked out quicker than a fixed prizefight. Please help.”
I’m not going to sugarcoat it. Telephone prospecting is the most despised activity in sales. Calling and interrupting people you don’t know is uncomfortable. You get a tremendous amount of rejection.
Before moving forward, though, let’s stipulate a few things: You are going to get rejected a lot on the phone because statistically you will generate more real-time interactions with prospects than through any other prospecting channel. Most of your calls will go to voice mail. Depending on your industry, prospect base, and targeted list you’ll connect with between 20 percent and 50 percent of your prospects on average during phone blocks. This is why you must be effective when you get a prospect on the line. Most of the reason that you are frustrated with the phone and find making telephone prospecting calls abhorrent is because you or the people who taught you how to prospect
You are overcomplicating the living stew out of a very simple, straightforward process. Nobody really likes telephone prospecting. No matter what I teach you, you are probably going to still hate the phone. That doesn’t negate the fact that to reach peak sales performance, you must master telephone prospecting.
Now try standing in your prospect’s shoes.”
79T TUNE UP (MOS Sustainment)
NGPAM 601-1 2-3. History and the Role of the ARNG
The ARNG is America’s oldest military organization, tracing its heritage to the first militia units organized in the Massachusetts Bay Colony on December 13, 1636. The ARNG was founded on the tradition that it is both a privilege and a responsibility for able-bodied citizens to bear arms for the common defense of their community and nation. Since its inception, ARNG citizen-Soldiers have fought in every American war from the Pequot War of 1637 to Operation Desert Storm in 1991, as well as Operation Iraqi Freedom, and peace keeping missions around the world. See www.virtualarmory.com for more historical information.
Throughout our nation’s history, our elected leaders have shaped our military forces to meet the changing domestic and/or international environment. As we once again face an era of constrained defense budgets and a shift toward an increasingly demanding domestic agenda, our leaders have an opportunity to develop a mixture of military forces to meet current and future needs at an affordable cost. The ARNG’s cost-effectiveness has been and will continue to be an essential part of this equation. The Department of Defense’s (DoD) Total Force Policy Study and the Congressional Budget Office estimate that ARNG units cost 25 percent of the cost for similar active Army units. These costs include pay and allowances, full-time support, operations, maintenance, and training funds as well as Army and DoD overhead.
The ARNG has units located in 2,700 communities throughout all 50 states, Puerto Rico, Guam, the Virgin Islands and the District of Columbia. It operates and maintains 3,360 installations supporting training, aviation, administration, and logistics to sustain and maintain the ARNG’s readiness and presence throughout the United States and its territories.
During most of our nation’s history, our full-time or “Regular” armed forces have been very small. Only since the end of World War II has the United States maintained a large, peacetime military force on active duty. Prior to 1940, the United States met its military needs with a small full-time force, augmented by ordinary citizens who were also part-time Soldiers. These citizen-Soldiers, originally known as “militia” gathered regularly to practice military skills.
Today’s ARNG is the direct descendent of the militias of the thirteen original English colonies and it has ties to both the State and federal governments. As the oldest component of the armed forces of the United States, the ARNG has sought to provide quality service to our customers-the American people. The ARNG is a fully integrated partner in the Army, and is dedicated to protecting the fundamental interests of our nation and its citizens. At home we are the first to respond to domestic needs. Overseas we are essential to America’s forward-deployed forces. We are a large part of the TOTAL FORCE.
Our federal role is to support the United States’ national security objectives, as we did on the front lines in Operation Desert Storm, Operations Noble Eagle, Enduring Freedom and Iraqi Freedom. We also provide humanitarian relief and other forms of national assistance worldwide in places like Bosnia and Kosovo.
Our State role is to protect life and property, and preserve peace, order and public safety. The Los Angeles riots, forest fires, hurricanes Andrew and Iniki and Katrina, and typhoon Omar are examples of the ARNG answering the call.
In the community, our role is to participate in local, State and national programs that add value to America. We support community activities, provide medical assistance to under-served areas and work with youth at risk programs to improve skills needed for success.
LEADERSHIP LESSON: (Professional Development)
Chapter 4 PRESENCE (Military and Professional Bearing, Fitness, Confidence and Resilience)
RESILIENCE
4-11. Resilient leaders can recover quickly from setbacks, shock, injuries, adversity, and stress while maintaining their mission and organizational focus and they foster this capacity in followers. Resilient leaders learn and grow from those situations, incorporating changes into positive outcomes for mission accomplishment. Resilience helps leaders and their organizations to carry difficult missions to conclusion.
4-12. Resilience and the will to succeed help leaders during adversity. Competence and knowledge guide the energies of a strong will to pursue courses of action that lead to success. Leaders instill resilience and a winning spirit in subordinates through leading by example and with tough and realistic training.
4-13. Resilience is essential when pursuing mission accomplishment. Regardless of the working conditions, a strong personal attitude helps prevail over adverse external conditions. All Army members will experience situations when it would seem easier to accept defeat rather than finish the task. During those times, everyone needs an inner source of energy to press on to mission completion. When things go badly, a leader must draw on inner reserves to persevere.
EXPERT BADGE TRAINING (those committed to their craft)
How to Handle Objections Jeb Blount: http://jebblount.com/deal-prospecting-objections-podcast/
Advanced Selling Podcast:
https://advancedsellingpodcast.com/episode-416-bloody-knuckle-cold-calling/
