Tibor Shanto – Episode #118

by Richard Wilson on August 9, 2011

The following audio interview  is borrowed from our BusinessTraining.com platform and was originally recorded for our sales training program.  In this expert audio interview, we hear from Tibor Shanto, an author and sales guru.  Tibor is a prolific blogger and sales expert who runs Renbor Sales Solutions, Inc. Tibor is the co-author of Shift! “Harness The Trigger Events That Turn Prospects Into Customers.”  (Download this file in Mp3 format)

Interview Transcript: 

Ashley:             Hello everyone and welcome to this businesstraining.com expert audio interview. Today we’re joined with Tibor Shanto co-author of Shift! Harness The Trigger Events That Turn Prospects Into Customers, blogger and president and founder at Renbor Sales Solutions, Inc. Thanks so much for being here today Tibor. So what does a normal project for a client look like for you?

Tibor Shanto:    Things either going deeper and wider within existing accounts, so opportunities for multiple relationships or finding entirely new clients or new logos as they like to say. And in that generally three or four areas come up for discussion, generally the area above the pipe which is sourcing leads, converting those leads into prospect and moving the prospect sufficiently through your sales process or sales funnel. In the process we do talk a lot about how to formulate your sale or execute your sale effectively. Our focus is on execution because we figure everything else is just talk and then as a result of that we also end up working with managers, who would be tasked to perpetuate the work that we do because often where training falls apart is not in the workshop or in the delivery but really in the ability to sustain and really drive change over time. so we focus on helping managers do that on a consisted basis

Ashley: Do you want to maybe share how you go to where you are today?

Tibor Shanto:    Sure, it was a bit of an accident. Not really. But I had a number of sales jobs again albeit to be and the last of them, I was with Dar Jones [00:01:39] and subsequently a joint venture that Dar Jones [00:01:42] had put together with Roitors [00:01:44] and back around the start of the last decade, so back around 2001, 2002, I found myself with the title, director of sales strategy, looking after some of the training requirements that presented themselves at the time. At that time the company was a subscription business and if you recall back around 2001 and 2002, you have the lingering effects of the dot com implosion and then you had on top of that the events of 911. Big phrase at the time was light sizing, a lot of companies were light sizing. So as they were reducing their workforce, our subscriptions were reducing with them. So we needed to put some things into place that would make them turn the tides. So [Overlapped] has to do is to initiate a program that would make help our sales people sell better. Eventually when the time came to move back to Toronto, I decided rather than pursuing another job with another company, I would take what I know and see if I can put it into practice with multiple companies and started Renwor [00:02:58] at the time and have been doing so for the last seven plus years

Ashley: How do you guys find your clients?

Tibor Shanto:    The old fashioned way. A number of different methods. I mean we prospect on a regular basis, we do shows, one of the reasons that I do write a lot for the blog is to get content out there so you get recognized for what it is that you’re saying and people find you that way, we leverage social media tools. But I would say if you’re looking to sort of capsulate it, we take a very proactive approach. To us prospecting is the bedrock of success in sales because no matter, whatever sales person you might be and certainly executing the process is important, you need to have the raw materials in which to work and that’s the prospect

Ashley:             So now, I know you’ve co-authored on trigger events. Do you mind maybe defining what those are?

Tibor Shanto:    Sure. A trigger event is really an event that causes a change or causes a reaction on the part of the buyer. I think back in the 90s, those of us who are old enough to remember those days, we used to call them compelling events but if you will, if an event takes place that creates opportunity so for example a change in personnel, so you may have had difficulty getting into company XYZ, but all of a sudden the target that you had, let’s say you were selling a product to the CIO, the CIO changes that triggers an opportunity for you to interact with the new CIO or conversely if the companies bought or they got new financing or through other sources that are available to most people quite readily, you find out that most circumstances change on the side of the buyer then you can react and take advantage of that yourself. So it’s anything that triggers a change in the marketplace. So that could be subtle changes or it could be rather big changes and the question is how quickly are you able to identify those triggers and then how well are you responding to them in a way that resonates with the buyer

Ashley: And so this is a topic of interest currently or?

Tibor Shanto:    I think it’s always been a topic of interest because with, not everybody is ready to buy at anyone given time so one of the challenges that we have in sales is identifying, we’re always looking for that proverbial motivated buyer, we’re looking for timing to be perfect. Still because there’s a number of ways to get tot hat but one is to be really aware which kind of events have led buyers to change their habits and if you can identify those and prepare for those, I would argue in the long run which is not in the book, if I can actually initiate those reactions, then I’m in a position to capitalize on them. So again going back to the CIO, if I know that a new CIO makes a purchase within three months of being new on the job, then by tracking that change, I can then prepare to capitalize on it. Again if there’s the satisfaction on the part of the customer because my competitor has changed the quality of their product or the pricing of their product, that would trigger an opportunity for me not to interact with the customer and would renew the discussion point. So I don’t think it’s new in a sense of if you go back to the oldest times, people have always looked for turning points or changes that opened up new opportunities for them, I think what is new is the methodology and the specifics that we put around, certain things that you can do consistently that will put you in the right place at the right time [Inaudible 00:07:01]

Ashley: Ok. So this is something you put together for your clients?

Tibor Shanto:    No, I co-authored it with a fellow out ofCalgaryand he had been working on it for quite some time and was having difficulty getting it together and putting it in the marketplace. And since I do focus a lot on execution, we got together and I was able to take some of his concepts and attach some execution points to it. So it’s something that began, I think, in the marketplace on its own and with my co-author and I, we’ve evolved it but I don’t think I could claim I created or identified it. I think triggers have been around since the dawn of man. If there was lightning and reacted to it, question is how do you capitalize on that reaction?

Ashley:             I guess more of my question was, do you help your clients really focus on trigger events or create a plan?

Tibor Shanto:    Yeah it definitely permeates some of the things that we do because again we do focus on prospecting, so the more advantage you can bring or the more efficiency you can bring to your prospecting the better, but I wouldn’t say it’s the exclusive thing that we do for our clients. I think most of the things that we do with our clients start with help them define their sales process, put one into place if they don’t have a sales process and then once that process is in place, we can use that to identify where there might skill gaps that we can address, where there might be some opportunities in the market that might have been overlooked. So once we have that process in place and we see what is an efficient way to perhaps bring prospects into it, an element of that might be trigger events but there are a bunch of other things that are involved. I would say it’s one of the arrows in the quiver but it’s certainly not the only one

Ashley:             Now, do you maybe have a story of perhaps when you were not so good at sales and maybe how you turned that around to becoming better at being a professional sales person?

Tibor Shanto:    Yeah I think there were a couple of things that contributed to me not being good at sales and I would argue that one of the things that continues to contribute to my success is that I’m not convinced that I’m that good yet. But I think there was a fear of failure. I remember when I first joined Dar Jones [00:09:29] talking to I think she was my sales director at the time, but for me, it was not only important to succeed in sales and make the reward the financial reward that came with it but my ego consisted that I couldn’t come to an annual sales meeting without knowing that I’m going to be invited up on stage to win an award. Failure was always something that drove me. But I think you can’t help but fail and it sounds like a cliché but I think again if people think about it, once you begin to examine why it is you lost in order to learn what you can avoid and then you begin to examine why it is that you win so you can replicate ad repeat things. Some things are not repeatable but a lot of things are and a lot more things than sales people think, so I think what I did was actually step back and begin to understand why things were happening the way that they did and began to capitalize on both things that I wanted to continue and stop doing those things that were detrimental to the sales. The other was, I think that, very early in my career, someone planted in my head, two things and I should actually send them a bottle of wine. One is that at the end of the day, what you have left in any business but in sales especially is your reputation, so I think I always minded that. The other is the fact that you do have to look at yourself as being a peer with a buyer, which gives you a lot of freedom but it also requires that you do a lot of work because you have to understand what your buyer’s going through and I think a lot of sales people go out there in the market, being a little more than talk brochures, which is great because you can articulate what your marketing department is telling you to say but it doesn’t really speak to the buyer so if you can really understand what the buyer is trying to achieve, what they’re trying to accomplish and make yourself appear, make yourself a business resource. I don’t want to get fancy and talk about trust advisor and this and that, that leads to the Holy Grail. But I do think you need to have that peer to peer understanding approach and interaction so they can actually talk to you and relate what it is they’re looking to accomplish. Take some shots and take them as a peer

Ashley:             Right. Now you mentioned that someone had told you about reputation, did you have a mentor or someone that you learned from in the past about sales?

Tibor Shanto:    No, I mean yeah I have learned from various people and there are still people that are out there selling that I think are better than me. So I sometimes go to them and ask them am I on the right path in the way that I’m thinking? But I wouldn’t say they’re formal mentors, I think that we just realized that we had a lot in common when actually appreciating sales. Some of my friends call me a sales geek, I like noodling around with sales. So no I wouldn’t say that I had a mentor per say but there were a lot of people that helped me out and so forth. In terms of reputation was quite accidental, we were having a discussion and it just came up and he said at the end of the day, all you have left is what you came in with, your reputation, so if you maintain that, you should be able to succeed in a number of different ways. So it was a fortuitous conversation as opposed to a mentoring thing but I get to benefit either way

Ashley:             Do you find that there are a set of characteristics that make for a successful sales person? And maybe this is something you see in yourself or the people that you mentioned maybe do better at sales. Are there characteristics that you see prevalent there?

Tibor Shanto:    Yeah I think persistence is one. And I guess the need to win and I know that sounds a little bit egotistical. Sometimes people ask me why I won a deal over some of my competitors and the only things I can find is that I wanted it more than they did. So as a result I was willing to do things that perhaps they weren’t willing to do. So attitude is definitely one and if people want to try and identify with that….when I work with sales people in the training context, I find that a lot of them are reluctant to do something that resembles role play because they’re afraid of looking foolish in front of their peers, yet they don’t seem to have any problems going out there and looking foolish in front of a prospect. Beyond the fact that that’s bizarre, it’s also very costly. Because if I can practice and look foolish practicing, it’s never going to look as bad looking foolish in front of a customer who is not going to take the next step with me. So I think attitude and the willingness to win is one. Back then I think the persistency and I think again if you take the old 80,20 rule and if you look at [Inaudible 00:14:51] so they’re proactive about their attitude, they’re proactive about their persistence and they’re proactive about the execution. So they know if it’s going to happen, they’re the ones that have to make it happen. And the willingness to continuously evolve, I speak to a lot of sales people, I speak to a lot of VP sales, that tell me I need to understand that their people are experienced, they’ve been in the business for 15 years and when I ask them if that’s 15 years of continuous improvement or the same year 15 times over, you get a look in their eye. So I think the willingness to continuously improve is the other one. So I think there’s two p’s there, persistence, pro activity, attitude and the willingness to learn

Ashley:             Ok. And I sort of mentioned training, do you that training is something necessary for sales people?

Tibor Shanto:    Of course I do, that’s how I make my living. I think it is, I think like any profession, if you will, there is the need to update and if you got on a plane tomorrow and the person told you that they’d been flying for 20 years and they hadn’t done a training program since the Boeing 747, how comfortable would you be flying with that guy?

If you’re going to be a professional sales person, I say professional because there’s a lot of amateurs out there. But if you’re going to be a professional sales person then you need to continuously as I said earlier, upgrade your skills. The market is moving fast, I mean if you just look at the last three years to the pre Lima brothers to the post Lima brothers era, you had to have made several changes to your sales approach if you were going to continue to be successful or just in some cases survive.

So I think training’s important but I think more important than training is putting it into practice because again there’s a lot of training that happens where you go in, somebody will do a workshop, the manager will put a checkpoint on the KPI that they’ve done development for their staff and then three weeks later, you’re challenged to find any evidence of the training. So I think training is just the beginning of the process, I think putting it into practice, follow through and maintenance of it is much more important if you’re going to A, get some benefit out of it and B, the company get a return for their investment

Ashley:             Now when doing training or maybe just on your own if you want to invest in yourself, are there certain skills that you think a sales person would need to work on or really try to master to become a better sales person?

Tibor Shanto:    Yeah I think again, on a general level if you think back to what I said about being able to be a peer with your customer, is really to go out and get much more rounded in business. Try and understand what the business person is going through, what their process of evaluation is, how they determine and refine their requirements and act on them. And I think that will help sales people then be much more effective with communicating the right message, in the right way, to the right person at the right time. so maybe stepping back a little bit from sales and being a bit more rounded on the business side and being more conversational on business and taking that and beginning to position the product or service or combination that they sell in a way that relates to the customers world. And we talked that a minute ago and we sort of made fun of marketing and I didn’t mean to do that, I think they’re important but sometimes people forget to translate the message to the way that the recipient is going to be able to take it in, digest it and make use of it. So other than that being much more rounded in business.

The other is to do the things that you don’t like to do and I think we as sales people and I include myself in the pack, are great rationalizing and we can rationalize a whole bunch of reasons why we don’t want to do something when sometimes the simplest thing to do is just do it because I don’t think any sales person has ever died for trying something. So I think the persistent part of it as I mentioned earlier and the other which I think sales people, it’s funny because they don’t like to do it at the beginning, then they do it a little bit and they don’t do it again, which is the prospecting piece. When they first come into the business, they don’t like the prospect but they realize that prospecting is a must if they’re going to succeed. Then they do a good job, they evolve their skills and they get good at it and then they fill up their pipeline and all of a sudden they have all of these opportunities to work on, so they stop prospecting and for a while they can glide on the stuff that they built up but then all of a sudden, they close everything or some opportunities are lost. And now they’re reluctant to go back to prospecting because they’re out of practice, they don’t do it well anymore and let’s face it, I don’t like it anymore than the next person but I realize I must. So I think again if you are going to be a professional and I’m assuming that’s who we’re talking to, like any other profession, you have to go and do some of the core fundamentals that you don’t like to do. Whether you’re going to be a doctor, a lawyer, real estate, you have to be a complete professional as opposed to selectively and if you’re going to be selective, you’re going to have selective results

Ashley: So I can’t just hire you to prospect for me?

Tibor Shanto:    I mean there are some fairly good competent companies out there that will do that and I’ve partnered with some because again sometimes the clients would invest in having their people sell once they’re at the appointment as opposed to getting the appointments. My company doesn’t offer that and that’s by choice but I think it’s a viable alternative and I do partner with a couple of organizations that will do that for you if that’s the route you want to go. Having said that, even when I talk to those people, I think that if you’re going to be a sales person you need to know all aspects of the profession and prospecting is one of those things but it’s the one that sales people tend to let of first. So yeah I think even fro those people who hire other sources to make their appointments for them, I still recommend that they continue to practice it. so if you need five appointments a week based on your metrics, you can outsource two or three of those but you should still just for the sake of being able to say you did it, do a bit of prospecting on your own

Ashley: Now why do you think people avoid prospecting?

Tibor Shanto:    Why do I think or why do they think? 90 percent of the people will tell you that they don’t like rejection. And I can relate to that, before I married my wife, I didn’t like rejection either. But I think that the reality of the process is that rejection is part of the game, so you can’t avoid it and the only way to avoid it is by not making the call, so that’s what a lot of sales people choose to do, try other things and I would argue that’s why there’s a rush to a lot of the social media tools and a lot of the social selling things because it’s a viable alternative to do what they have to do. I think in reality, it’s really an excuse and I don’t mean that negatively. But if you look at and I’ve seen a couple of studies now, but if you look at from handshakes to close, so in other words, you manage to get an appointment with somebody that resembles a prospect, so from that point they agree to see you on Monday morning, you go and see them; from that handshake to close, the closing ratio for most sales people, let’s be more accurate for the median be to be sales person, not really all that worth than their conversion ratios for having conversation with somebody and having them give you an appointment. So cold calling someone and getting them to give you an appointment. Yet, you’d never hear any sales people saying I don’t want to submit a proposal for fear of rejection. They know they’re going to get rejected a certain number of times, they continue to do it and I think the difference is they don’t have a process for prospecting where they have a process for selling. If they execute their sales process in a competent way and they don’t get the sale at least they felt that they done everything they could. But since they don’t have a process, they don’t have a methodology, no experience to bring to prospecting, there’s almost a self fulfilling prophecy that they’re going to fail.

The other thing that we tell them, again that I said a minute ago, you can’t really avoid the rejection, it’s part of the game because 90 percent of the time you’re interrupting somebody in the middle of their day and given the choice they would rather get back to what they were doing. But you can have that intelligent peer to peer approach that I mentioned earlier, then you can increase your success rate and I find with most people if they increase their success rate, it doesn’t make the task any happier but they can contextualize it and as a result do it

Ashley: Contextualize meaning maybe, they can rationalize the need to do it?

Tibor Shanto:    Well not only that but they can measure and they know for every so many calls they’re going to talk to so many people and for every so many people they talk to, they’re going to get so many appointments, so a measure they can put around it. Again if you look at sales cycles, people have measures and metrics they can apply. What I also find is, we do an exercise regularly on where people should be allocating their time and most of them because they don’t prospect regularly and they have this fear of it, they tent to allocate much too much time to prospecting and once they get into practicing, they find that A, it’s not as deadly as they thought, B, it doesn’t have to take up as much time as they thought. And once they have that context, they have means of measuring it, a means of predicting it, again I’m not saying it ever becomes fun, I don’t like it but I deal with it and I know what’s involved with it and I know that if I do X amount of numbers per week it’s going to have this kind of output and that kind of output is going to lead to so many prospects and that’s going to lead to so many sales. That’s the context that I’m talking about. There’s no magic powder, it doesn’t really get more fun except for days where you get every single one but it is a necessary part of the process

Ashley:             I don’t know how maybe you got your knowledge or your expertise, but do you think that sales professionals can teach themselves or is training something that can them to a high professional level? What are some avenues that you think professionals should take?

Tibor Shanto:    I think it’s a combination of both and keyword again being professional. I’m often frightened by the lack of self development. You meet a handful of sales people that will talk about sales book they’ve read. I remember when I was a hiring manager, one of my favorite interview questions was to ask a person what was the last sales book a person read. And I was always surprised the lack of an answer or they would always go to the one that everybody know. So I think that there is, there’s a certain thing in sales that people are in sales that actually settled to become sales people. They didn’t choose it as a profession and so on. So I think sales people could do more. There’s so much good quality free information out there. Beyond the stuff that I put out on my blog and so on. I know, I’m in regular contact with at least a dozen people who do similar things to be and they all make it available for free. So it’s not lack of access that prevents sales people from being able to develop themselves, it’s a willingness. And again I would compare it to another profession, would you go to lawyer that hasn’t updated their skills in the last ten years?

Ashley: Probably not

Tibor Shanto:    So I think there’s plenty of stuff out there. If they don’t want to spend a penny, there’s again on any given week, there’s dozens of serious experts that are out there giving webinars this that and the other, that people can learn from. So I think training is good because especially if it’s aligned to the company’s objectives, then, it’s important that the company dose have a standardized process so if it supports that, that shouldn’t preclude the sales person from going out and spending nine bucks to put something in their kindle [Overlapped]

Ashley:             That’s something another person I talked to said as well. We can rationalize college expenses but once it gets to well my employer won’t reimburse me, I’m not going to do the training

Tibor Shanto:    Yeah and then they wonder why the guy next to them is outselling them. I had people laugh at me when I had sales books with me. I remember I was going in to close a relatively big account, you would know them. And I was looking at this book because the company was known to be a big sales organization so again, I had to at least be in their league and I remember on the way to the airport and at the airport brushing up on the book because I wanted to try a certain technique at the meeting and people were sort of poking me, in the end I didn’t care because I closed them. But it was interesting, at my level I should have earned the right not to do that. I’ve earned the right to ease up

Ashley:             Do you think with the way that things are changing continuously, there really is no way to earn that right to not have to continuously learn?

Tibor Shanto:    I think people will tell you a million reasons as to why, we’ve got a good base and this that or whatever. But I don’t think so and even people that I know who are complacent and thought they had a good a base and then lost an account that is responsible for 20 percent of their revenue, then not only are you out 20 percent but you haven’t a clue how to regroup it. Personally I don’t think so, I think it’s one of the reasons I do like sales is it continues to evolve and with that it challenges participants to evolve, whether they’ll be left behind

Ashley:             Now, I wonder if you have a top three list of ways to be successful in sales. That can be maybe get in touch with yourself, or take training, and you may have already mentioned them but do you have that small list?

Tibor Shanto:    Yeah. I think one is planning. It sounds tried but I think people need to plan very granular way. That’s why I mentioned earlier, time allocation. So once you can plan and know what you have to allocate time to then you can begin to manage your activities and once you know what you have to allocate time to, you can also begin to say ok I’m pretty good at this so if I’m going to focus on improving a skill this quarter, this half of the year, I might focus on this. So I think planning is important. Having said that I want to remind people not to let a good plan get in the way of success. So if things present themselves, you should be proactively moving after them. But having a plan at least allows you to deal with the day to day. So part of planning, whether you want to make it a secondary thing, I think the notion of time management is probably one of the stupidest things people have ever come up with because [Overlapped] you got 60 minutes to an hour, 24 hours to day, 7 days to a week and most people seem to agree whether they’re on the lunar calendar, solar calendar, whatever. So and we all start of with the same amount of time each day so successful people seem to make better use of it, so to me it’s a question of what they allocate it to.

I think a subset of planning to me would be the time allocation. The other is once they’ve allocated the time and it is the right formula, which will be trial and error at the beginning. Then they can avoid the other stupid thing that modern times have come up which is this notion of multi tasking. Computers can multi task, people can’t. if you’ve allocated your time to the right things then you can focus on executing as opposed to juggling a bunch of things at once.

The other is being proactive. I think there’s a great tendency out there these days especially for the whole [Inaudible 00:32:43] of social media and so forth to get into this notion where you want to be found by your customers and I think businesses can be found but sales people get paid to go out and find people so I think being proactive throughout the sales cycle right from trying to source the customer to executing the deal to closing the deal and then most importantly servicing that person in a proactive way so you get to benefit from the investment you made.

And then the other one that I would go back to that’s going to sound pedestrian but I think is still a fact. Don’t overlook the start of the process, in the industry we always talk about what are you going to close. I think a much more appropriate question and again someone knocked it into my head when I was younger is what are you going to open? Because if you continue to feed the process, you’ll continue to get output at the end. If you don’t put it into it, the chances of getting something at the end are diminished quite a bit

Ashley:             And do you have maybe a number one tip that for someone working in sales could maybe save them 10,000 dollars by avoiding this mistake? Something they could do to be more proactive or aware of an issue coming up, and this again maybe something you already mentioned but I wonder if you have something like that?

Tibor Shanto:    I think the thing that could do; to really understand the value and impact that they deliver to their clients. So never mind the feature functionality which I know to most people is old news and then we move to the benefit, but really what’s the impact that you’re going to bring to your customers? So again if you can get that business acumen and establish what somebody is trying to accomplish in the course of their day and where you might be able to help them do that by taking friction out or taking cost out or adding some efficiency or whatever the case is, then they have a reason to talk to you. But you’re just the shiny cutest thing on earth, then they have no reason to talk to you. So I think if they could step back and examine two things on an ongoing basis; one is what is my client trying to accomplish and of those things which have I been able to deliver direct value to, so I can now take those two things and bundle a message that will resonate with the next person of that type

Ashley: Do you think a lot of people avoid that step or just forget to do it?

Tibor Shanto:    I think avoid is not a fair thing. I don’t think anybody sets out to fail, well some do. I think that A, they maybe weren’t taught. Sales is an interesting thing because you do come into a company and you’re a sales person and two people have influenced you most is the guy in the desk next to you and your manager. So if your manager happened to be an ok sales person, then that’s what they’re going to teach you is be ok and tell you all the things that they did and the person next to you, you have to ask why he’s there? Most of your peers are making money because they’re out seeing customers and this guy is in the office all the time, is that really the model that you want to do? So I think, if I could take your question and maybe add an element to it, if you’re a new sales person or a young sales person, then find the most successful sales people in your company and spend time with them even if it means following them around for a day or two. So to your question, I don’t think people avoid planning, I think at times they’re not told how important it is and more importantly, they’re not really taught some basic things that they could do to plan and it becomes very ominous and then all of a sudden it’s the end of the month and it all starts again. I don’t think they intentionally avoid it, I just don’t think they see it as part of their role

Ashley: So that’s why you come in and maybe help at the front end to avoid?

Tibor Shanto:    I try. But we do other things as well. But I think the greatest impact that we have on most sales people is by actually giving them some real things to work on and with that they can improve their skills. People mistake having stuff in the pipeline for having things that they could sell. Most things in the pipeline is just sludge

Ashley:             And by pipeline you mean prospects that are turning into or may have a potential to be a customer?

Tibor Shanto:    Or some that have proven they don’t have any potential but they just don’t want to take them out because it gets a bit emptier. People don’t like an empty pipeline. And we’re all been there where your rep tells you I’m going to close this by the end of the quarter, and I’m going to close this by the end of memorial day and then I’m going to close it by labor day and then it’s still there at Christmas. So again, I think what you say is accurate, those that have a potential but the other thing they need to do is recognize which ones don’t and act accordingly. So one of the things we try and get sales people to do is think of their job, not as a qualifying job but as a disqualifying job because if I can disqualify all the garbage, what I’m left with is the things I can actually make some money with. All sales people try and qualify, well you can qualify anything

Ashley: Anybody that has money right

Tibor Shanto:    Yeah and that’s where timing comes in and so on. But sales people need to be a little more comfortable with walking away from things and understand that just because, Ashley and I couldn’t do business today, doesn’t mean that we can’t do business in July. Just because we decided that now is not the time, leads are recyclable. So if you want to be green in sales just keep telling yourself leads are recyclable

Ashley: Do you have anything you want to add?

Tibor Shanto:    I don’t know I mean I think again, it’s not the easiest job on earth but I think if people apply themselves, it can be rewarding in not just financial ways

Ashley: Well thanks so much for your insight today, this was great

Tibor Shanto:    My pleasure

Ashley: Thank you so much Tibor

Tibor Shanto:    And I just want to add that if people want to know more they can go to sellbetter.ca and when they’re there they can actually download a preview chapter from the book on trigger events and if they really like that, then later in the year there will be another book coming out which won’t be coauthored but on my own, so they can really judge me

Ashley: Is the book available on Amazon or things like that?

Tibor Shanto:    Yeah Amazon. It’s available both on hard copy in Kindle, I think it’s available at Barnes and Noble if it’s still open and for any comedians in the audience it’s available at Chapters







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