Sales and Cigars | Nate Tutas | How to Think Differently About Sales | Episode 165

[00:00:00] Hey everyone, Walter Crosby with Helix Sales Development, your host of Sales and Cigars. Today's

[00:00:04] episode is think different about sales with my buddy Nate Tutis and really excited to

[00:00:09] share this episode with you. It's actually going to go in the Helix Sales Academy. It

[00:00:14] is a great training piece. So if you're a business owner or a sales manager who's struggling

[00:00:21] to get those folks on your team to elevate and the ones that are pushing back to think

[00:00:27] they're doing fine and the ones that, that it's just are dragging things down a little bit

[00:00:33] and you're not sure you got all the tools in your toolbox to be able to get them over the hump

[00:00:38] and motivate them to do what they need to do. This episode is for you. We talk about aligning

[00:00:42] those values and continuous learning and how to get somebody to understand how they raise their

[00:00:49] own salary. And we talk a little bit about Andrew Carnegie and Napoleon Hill and those

[00:00:57] 17 laws that really get people to motivate. So go grab a cigar, grab a cocktail, strap in for

[00:01:04] this impactful episode of Sales and Cigar.

[00:01:27] So Nate, welcome back to the podcast. Appreciate you taking some time.

[00:01:34] Yeah, thank you. Always happy to be here. This is one of the,

[00:01:39] one of the special episodes that I do that people get kind of jacked up about when they see

[00:01:47] us going to talk about sales and getting your perspective on things. So

[00:01:54] I appreciate that. You're more popular. I mean, we're not, we're not, we're not Joe Rogan. We don't have

[00:02:02] three hours of nonsense and millions of viewers but

[00:02:05] And a couple of million dollar contract with Spotify.

[00:02:09] Yeah, I don't have that. Um, I'm not, I'm not still not looking for that but

[00:02:16] anyway. Um, so we're done talking about Barberine and getting your haircut and how we do

[00:02:22] all that. So let's dive into this concept. It's come up a couple of times for me in the last few

[00:02:28] weeks. Um, when we had one of our sessions last week, we, we chatted a little bit about it off

[00:02:34] there but the, I'll set it up this way. I've had some people that I, that I know that listen to

[00:02:41] the podcast and that are in a similar space um, or managing people and they, they're struggling with

[00:02:51] this idea that some of their salespeople are, are doing fine in their mind and as a manager

[00:03:04] or a leader they realize that these people could do better. If they just kind of tweaked it, I'm not

[00:03:14] saying completely revamp and upset the apple cart but just kind of made a few minor changes

[00:03:21] that would really elevate their, their game and cause them to become more effective. Um, so

[00:03:30] you know we talked about helping them see one that could make more money to that they would,

[00:03:36] they're always bitching about time but I have enough time and that if they did some things differently

[00:03:42] that they would make more money and save time but where, where the rub was and this is where I'm

[00:03:49] interested in your perspective is that they don't seem to acknowledge that there is an upside

[00:03:56] that, that it is worth the trouble and not that it's trouble but it's, it's, there's some discomfort

[00:04:05] for them um and you know you've coach salespeople you manage sales teams here, you have this

[00:04:14] high level mastery training um in neuro linguistics programming so I'm interested in your opinion on

[00:04:24] you know how to smack somebody in the back of the head proverbably and get them to realize that

[00:04:31] that there's a, there's a, on the other side of a little bit of change that there's some

[00:04:36] there's some really beautiful views and wonderful situations and kind of like I kind of teed it

[00:04:45] up like that so what are your thoughts? Um well a couple of initial thoughts that, that come

[00:04:51] into play and one I think is missed by most companies in my experience. It's missed by a lot

[00:04:59] of managers it's missed by just a lot of people in general and it's alignment on goals and values

[00:05:05] right so if, if one of the values of the company is continuous and never-ending improvement can I

[00:05:12] as Tony Robbins has kind of coined it um if that's a value then that has to be shown throughout

[00:05:20] the company that has to be shown from leadership you know all the way down as, as Jaco would refer

[00:05:25] to you got extreme ownership and taking ownership of I have to show that myself so is the highest

[00:05:30] level leader in the company portraying that value and then are they making sure that the leaders

[00:05:36] underneath them are also portraying and modeling that behavior so that everybody underneath them kind

[00:05:42] of knows that that is the case if that's not a value that's valued within the company it might

[00:05:48] be valued by an individual leader who then has to build that into their team right because that's

[00:05:54] something they value within their team but if that's not something that's necessarily laid out as a

[00:05:59] foundational element as part of the program and then someone gets to a point and you just bring it

[00:06:06] up and you're like hey we need to have you grow we need to have you develop like you're stagnating

[00:06:10] what have you then it's kind of one of those things where the person's like well I didn't

[00:06:14] I didn't agree to that like I never that wasn't something that you've laid out since the beginning

[00:06:20] I know from the situation you and I were talking about that's something that you actually share with

[00:06:24] the people you coach that that's an expectation but again if it's if it's a company culture that

[00:06:31] you're also working against that then becomes troublesome because they look at everybody else around

[00:06:37] them and go and well that person isn't having to push themselves that person isn't having to push

[00:06:40] themselves we all tune into our own radio station w i f m what's in it for me why the hell do I want

[00:06:47] to hold up w i f a n w i f m w i f m got it okay do you never heard of that one before I have not

[00:06:59] this is a I think Ziggler originated that that we all tune into our own radio station w i f m what's

[00:07:06] in it for me my dad taught me that one when I was he's been sharing that one with me since I was a kid

[00:07:11] interesting um that's a that's good but I think you bring up a valid point because the conversations

[00:07:18] I was having with some colleagues is that they are trying to and it is something that I try to

[00:07:27] instill but I think that's a really valid a really strong point that when we run into this we have

[00:07:36] we have to build this back to accompany culture and if that's lacking then we have to really build

[00:07:43] that into the team or help help them see how it is happening within the organization um so one

[00:07:52] one of the situations I was I was thinking about was that they you know there's a there's a lot

[00:07:57] of change going on in an organization where they're trying to improve the operations department

[00:08:02] they're they're doing training they're improving their safety um their safety training they're

[00:08:08] bringing the right people in to do the jobs they bring in a more supervision um so there is change

[00:08:15] happening in in organizations and sometimes we just have to connect it right and as that leader

[00:08:24] of that department we need to be able to help them help those individuals who have an acknowledge

[00:08:30] that they need to to make some changes that it's happening over here it's incumbent upon us to

[00:08:38] keep elevated our game that's a great that's a great point and I think that helps out

[00:08:44] several of the folks that I had talked to during during the past couple of weeks I love it

[00:08:50] and it's simple um and you know turning having more than one radio station to listen to to to

[00:08:57] continue your your analogy um is important yeah spinning around the dial well and that's um

[00:09:06] so I actually I pulled up a something on my screen here because I wanted to I wanted to reference it

[00:09:11] and make sure that I got it right but um I've been reading through and I've I've referenced this with

[00:09:16] you a couple of times I've been reading through the book how to raise your own salary which if anybody

[00:09:21] is familiar with uh thinking grow rich which many people are um how to raise your own salary is

[00:09:28] actually the transcripts of the conversation between Andrew Carnegie and Napoleon Hill when

[00:09:35] Andrew Carnegie actually laid out the 17 laws of success for Napoleon Hill and kind of tasked him

[00:09:40] with turning that into a success philosophy that could be shared with the world which is what ended

[00:09:44] up being thinking grow rich and one of the things that Carnegie uh points out through through the

[00:09:52] the transcripts and the dialogue between him and Napoleon Hill is that one of one of the 17 laws

[00:09:57] that many of us are aware of is going the extra mile and he points out that there's a reason that

[00:10:03] there's very select few and it was kind of interesting when I was reading it because I'm going he is

[00:10:07] describing the challenges that occur in a workplace from back in the 1900s and it's the exact same

[00:10:15] challenges that we have today it's the people that are in the workplace that are like hey I'm here

[00:10:20] I show up on time I do my job why am I not being paid more why am I not making a million bucks yet

[00:10:26] and it's like you can't just do the normal level of activity and expect massive rewards right

[00:10:33] Carnegie back you get and you're just going to be disappointed yes exactly um but Carnegie pointed out

[00:10:41] how he had a number of men that worked for him um in the early 1900s that he was paying get this

[00:10:47] this is early 1900s over a million dollars a year um Charlie Schwab was one of those individuals

[00:10:53] that he paid his his regular salary but then because he went the extra mile he paid him um over a

[00:11:00] million dollars a year in bonuses for that going the extra mile and one of the things that he pointed

[00:11:06] out that Charlie Schwab was a master at was getting the most out of people and it was because he would

[00:11:12] always find a way to link one to three of the prime um base motives that that exists out there

[00:11:22] and uh the motives this is what I was bringing up on my screen so I could actually uh reference them

[00:11:28] the the nine base motives are the emotion of love um the emotion of sex or as they refer to as um

[00:11:36] sex mutation mutating that that drive into something else to to get something from it

[00:11:42] um the desire of monetary gain which it's interesting because Carnegie points out that many people

[00:11:49] are driven by monetary gain but only to a certain point and he goes and that's why you have to figure

[00:11:53] out which of the other um motives are tied into that to to help the individual move along so you

[00:12:01] can actually motivate him through that perspective um the desire for self preservation primarily

[00:12:06] of life but self preservation for the way they live the way they act the way they behave everything

[00:12:10] else um the desire for freedom of body and mind the desire for self expression the desire

[00:12:18] for perpetuation of life after death so what what what carries on after they're gone um

[00:12:26] Jack I forget I forget the detail there is that like legacy or is there something more spiritual

[00:12:32] involved in that uh it's it's a little bit of both it's it's primarily it's primarily legacy

[00:12:37] and what they leave behind and the the caveat there is you have to figure out if that's legacy for

[00:12:43] just them and their family and kind of their own little unit that they want to leave something behind

[00:12:48] for their their kin so to speak or if that's legacy like Andrew Carnegie he was at a point where his

[00:12:53] legacy he wanted to leave behind literally um hundreds of millions he took his entire wealth he was

[00:13:00] arguably one of the wealthiest people in the world and gave it all away I mean there was very little

[00:13:05] left by the time he actually passed and he felt like that was a calling of his um and one of the ways

[00:13:11] he did that actually was through libraries because he's like I as a young man there's so many

[00:13:17] libraries named after him you you can go anywhere in this country and you can find something related

[00:13:22] to his name associated with learning or books or libraries or something yeah and his whole reasoning

[00:13:31] behind that which I also found fascinating because Napoleon Hill asked him a question at one point

[00:13:35] he kind of goes into his his motives um there was something that he had actually read about

[00:13:42] the maintaining of wealth and and giving it away and stuff that drove him but one of the things

[00:13:47] that drove him around the library side of things was he was like the opportunity especially in America

[00:13:53] is absolutely insane it's out of this world these weren't his words I'm paraphrasing obviously

[00:13:59] because I don't think he would have said insane or out of this world but um he did say he's like the

[00:14:05] the thing that most people don't realize is there's so much knowledge and so much of

[00:14:09] opportunity out there for those who seek it which is why he created all these libraries because he

[00:14:14] went when he was working at the railroad he was he was working as a young boy um he started

[00:14:19] working at the railroad at like 13 working a boiler um and figured out that um I forget the

[00:14:25] actual term of it but back then it was a telegraphy I think it was where the the messages actually

[00:14:30] came through and someone actually had to write them out um I think yeah tied to the telegraph yeah

[00:14:37] um so he went and learned that skill because he knew that would make him more valuable

[00:14:43] and went and just taught himself by going to the library learning about it trying to apply it

[00:14:47] and then went to someone at the railroad and was like hey I think I could actually do this job

[00:14:51] kind of have an opportunity someone gave him a chance and that was how he made his first kind of

[00:14:56] step up so to speak and then if you want to earn more with a company that that's what you do

[00:15:01] you figure out a way to be more valuable to the company and if you're in the right company

[00:15:07] that should be relatively easy to demonstrate that and be rewarded for it not always but um

[00:15:17] but that's how you earn more money is be more valuable yes and and this is a little bit of a side

[00:15:22] tangent um compared to what we were talking about initially but one of the things that Carnegie

[00:15:26] points out specifically and related to that is that the beauty of competition and the beauty of

[00:15:32] he referred to it commonly as Americanism where we have a free free market enterprise and whatnot

[00:15:37] as he said that you have to be willing to go the extra mile and you have to be willing to put

[00:15:41] in that extra work and know that the company that you're at currently may not be the one that

[00:15:47] actually ends up reciprocating and bringing that value back to you and paying you more and he goes

[00:15:52] but the beauty of competition is that eventually someone will find out that you're a hard worker

[00:15:58] someone will find out about these additional skills these additional benefits you bring

[00:16:02] and they will come and poach you away and he goes and that's part of competition if you don't pay

[00:16:07] your people well someone else will because that's that's the other side of competition is

[00:16:13] you don't even have to be in the same industry but that type of person is so hard to find

[00:16:18] and that was one of the things I found so interesting was he was referencing this back and

[00:16:22] I think the conversation that happened between him and Napoleon Hill was like 1907 1908 somewhere

[00:16:26] in there but he was referencing things that I'm like yeah I've talked to executives at all kinds

[00:16:31] of companies that are sharing the exact same challenges not the same solution but the same challenges

[00:16:37] but people are people and that nature of them they've got different distractions they've

[00:16:43] got different tools but the nature is still there and the same underlying issues are still there

[00:16:54] and you know people are people so those those base motives connecting those to

[00:17:04] what they what you want that what you want that individual to do is what Schwab was really good at

[00:17:13] right I think trying to go back to where we were I think we had seven of those and there were

[00:17:19] nine or ten base motives there's nine because the other the other two are the emotion of anger

[00:17:29] which could be a motivation right getting back at somebody you're leveraging your anger in some way

[00:17:33] and then also the emotion of fear and fear has seven basic fears associated to it you have fear of

[00:17:41] poverty fear of illness fear of loss of love or loss of someone fear of criticism fear of the

[00:17:49] loss of liberty fear of old age and then fear of death those are your seven basic fears those are

[00:17:57] really really based desires and both and avoiding fear I mean we'll do more to avoid fear than we

[00:18:07] will to gain pleasure that if you're looking at them as fulcrums or leverage points those connecting

[00:18:15] a positive and a negative to the same same situation a carrot and a stick you can avoid this by doing

[00:18:22] and you can gain this if you do these things yes sort of a simplistic version of it so Schwab was

[00:18:30] really good at connecting those dots and reading that in people before there were any

[00:18:37] real assessments and tools yeah you listen and talk to the way Carnegie described Schwab was

[00:18:46] that he was so good innately with people his upbringing and who he was around and whatever just

[00:18:53] just built that into him to the point that he knew how to motivate people like you wouldn't believe

[00:18:59] and I think Schwab is the one that the story is told around of a it's a pretty famous story

[00:19:06] so it may have not it may not have been Schwab but I'm pretty sure it was Schwab of the factory workers

[00:19:11] where he came in one day and wrote the number on the floor you know the story yeah that was I'm

[00:19:15] pretty sure that was Schwab yeah um and he just knew how to motivate people he knew how to get

[00:19:22] that drive of competition going and knew that there was a an emotion that he could elicit there was one

[00:19:29] of those motives that he could drive and just had figured it out and that was one of the things

[00:19:36] that Carnegie pointed out as he's like I literally could one of the reasons I was willing to pay Schwab

[00:19:41] as much as I was was because I didn't want him working for any type of competitor in any industry

[00:19:46] or whatever because I knew if I had a problem in a plant he didn't need to know he didn't need

[00:19:51] to have any experience with the plant whatsoever I could just say hey Charlie we need this problem fix

[00:19:55] Nego got it and he would just go get it fixed so that that level of capability is something that he

[00:20:04] developed by understanding these things and I think it comes back to if we go back to the very

[00:20:09] beginning of the conversation understanding what the values are of the company and building those

[00:20:14] in and then understanding do we have alignment with the individual on the actual values and then

[00:20:20] what emotion what base motive can we work through to actually help to drive them through that there's

[00:20:27] a lot of companies that put their core values on the wall right they put posters up they put stickers

[00:20:35] up whatever and they talk about them but when it when push comes to Schwab are they living them

[00:20:45] and I think that's what you're talking about right are they really are the leaders leading in

[00:20:49] that direction or is it just these sound good these are these are important these are the right

[00:20:55] values but are we are we demonstrating and living that and you know I can think of just with clients

[00:21:02] that I've had over the last five or six years that it's it's it's rare to see somebody who says those

[00:21:12] are our values and we live those values by doing this this this and this and it's a continuous thing

[00:21:20] and and then there's a there's more that they look good they're important but they don't

[00:21:27] live it every day and and I know one company that let a let a good salesperson go

[00:21:34] not because of their sales ability or struggles or anything like that they just didn't live one

[00:21:42] of the values that was important and it it was too upsetting to the culture of the company

[00:21:51] and they made the decision that this unacceptable yeah and that message I mean that message

[00:22:00] carries through you know when it's explained you know in leadership meetings and then the managers

[00:22:06] take that to the to the next level and and then the employees talk about that that oh shit they're

[00:22:13] serious about this right it's real so I think that's a really really good takeaway for I know

[00:22:21] the folks that are listening to this that we're if it's not part of the core values maybe you

[00:22:29] can change that maybe you can put that into the organization it takes some time but at least for

[00:22:35] your little group the people you're driving the people you're managing the people you're supporting

[00:22:41] you can you can start to change there and put that at a high level and say we need to be the

[00:22:48] example for the rest of the organization and in the motivation there simply could be if we do

[00:22:56] these things will either be recognized within this organization or some other organization will

[00:23:03] pick us up and you know it there's change about yeah you have to have some trust and confidence in

[00:23:11] yourself um well then do that that's that's one of those things that I think is is a demand or

[00:23:17] call on us as leaders to to step in and do that to set what those bars need to be and to hold people

[00:23:23] accountable to that and then to build our teams around that so when we're hiring when we're

[00:23:29] firing when we're going through all those things when we're building up the team if it's our

[00:23:34] responsibility to lead those teams it's also our responsibility to set those standards and to also know

[00:23:40] that you know growth happens outside of your comfort zone so there's gonna be times where

[00:23:46] um employees aren't gonna be happy about being held to a certain standard they're not gonna

[00:23:50] be happy about being held to a certain value it doesn't mean that they're out of alignment it may

[00:23:55] just mean that they're comfortable and they're going but boss I don't want to I don't want to push

[00:24:00] to that level and we as bosses have to figure out how do we tap into those nine base motives

[00:24:07] which one do we need to pull to figure out how to get them to go you know what I'm willing to go

[00:24:12] outside of that comfort zone I'm willing to try that little extra bit um some people it's you got to

[00:24:16] give them big huge mountains decline because they're motivated by that and others it's you got to

[00:24:20] give them just small little steps that they're gonna they're gonna creep over each day but

[00:24:26] that is the challenge for us as leaders as coaches as as you know whatever you want to refer to us as

[00:24:32] that's that's part of our challenge to go okay in order for me to figure out how to do that I need

[00:24:37] to learn and grow I need to get out of my comfort zone and figure out what drives that person

[00:24:42] you know and I think that's a I think that's part of you know when when when I look at a situation

[00:24:50] where I'm struggling to get a salesperson over the hump or to see something um do I not have

[00:24:59] enough tools in my toolbox it am I not communicating effectively I mean that's the first place I go

[00:25:08] like what am I not doing that I should be doing and then I look at like what is it that's blocking them

[00:25:15] from seeing this as an opportunity um and after you've gone through that for a period of time

[00:25:26] I think the next level and this might be a different conversation but

[00:25:30] you know some people are just gonna refuse to do certain things and

[00:25:37] you we can say well and we're not as good as Charlie Schwab to to to find that motivation or find

[00:25:42] that that right connection um but at some point when when do we really look at that and say

[00:25:50] it mixes on this is on them to to take that next step um because you maybe we as leaders we go more

[00:25:59] than halfway and extend our hand and build the trust in the relationship but I don't know

[00:26:06] that you go all the way across pick them up carry them across the little rope that they're

[00:26:11] they're afraid to go across yeah um because that I don't know if that that always sends the right

[00:26:17] message and it's always safe to do that but right like it might be another conversation

[00:26:22] well I think that comes down to as leaders have we laid that groundwork and foundation

[00:26:30] if we didn't have it laid at the beginning if it wasn't uh understood as part of the standard

[00:26:34] had we given time for people to adjust to that new standard right but once we've done those kinds

[00:26:40] of things um there's a great great book I can I can see you've actually got the first one uh over

[00:26:44] your shoulder extreme ownership that jacke willink wrote and the follow-up book that jacke wrote

[00:26:50] to that is dichotomy leadership because he pointed out okay I just can't I just can't see it from the

[00:26:55] camera um but there's there's so many dichotomies there where it's like you have to take ownership

[00:27:03] but there's also a point where you have to say that hey this I can't literally pick you up and

[00:27:08] carry you I can't do the job for you I can you know whatever or you know you're doing well but now

[00:27:14] we've gotten to the point where I'm unable in my leadership capabilities all on that I don't

[00:27:20] I don't have the skill and ability that Charlie Schwab had to figure out how to motivate just anybody

[00:27:25] we're also at a point though where you're lack of growth your lack of willingness to change your

[00:27:29] lack of willingness to push yourself whatever that is it's starting to actually fall back and hurt

[00:27:33] the team because the rest of the team is looking and going why are we having to push why are we

[00:27:37] having to learn and grow and this person's just sitting over there you know happy as a lark you

[00:27:42] know be in the way that they've always been um if you're not growing your dying is a common phrase

[00:27:47] out there and so it's one of those things of if that's an expectation that's been set and the time

[00:27:53] has been given to adjust to those setting to those expectations if they're if they're new then you

[00:27:58] also have to have the point where it's this is the this is the level of accountability that must be

[00:28:03] maintained in order for the standards to be held yeah and you know jaco talks about that in both

[00:28:10] books that the leader must you know lay the groundwork put the foundation there make connect those dots

[00:28:17] he does it in a different way but there is you know because he's talking about teams right that

[00:28:25] have to work as a team otherwise the team fails and when the team fails in situations he was in

[00:28:34] I mean there's dire consequences life and death consequences um and there's I remember one

[00:28:42] one part of the book where he was he was talking about

[00:28:46] the the team didn't have their radios in the right working order uh I forget the specifics of it

[00:28:54] but he'd lost his shit around that and made them spend time working on getting their radios and

[00:29:02] and he literally had to explain to them how that if they weren't in a training exercise and it was

[00:29:09] a real a real ex a real life um uh what what what did they call the things when they went out to do

[00:29:18] to do a job um that is for mission like if they're on a real mission and with with bad folks

[00:29:26] that not being on the same page would have would have caused total chaos and

[00:29:31] or would have died um but at that point he had to explain it to them and to lay it out

[00:29:38] um but because of all the foundations that were there uh and the expectations that were set

[00:29:45] but i mean you're talking about an organization with him where they're

[00:29:50] it's ingrained in them just to get to go to the training

[00:29:54] to be a seal right and then all throughout that and then you've elevated yourself to have that

[00:30:00] status and then you never stop right they're constantly right they were constantly training to

[00:30:06] get better um and so that's you know he's dealing with he had issues even with those people

[00:30:13] oh wait that elevated to that um so humans are humans we we get comfortable with a certain level

[00:30:23] and then that becomes our homeostasis and then we don't want to move outside of that so

[00:30:31] yeah i mean i think i think this addresses um you know even stronger points that

[00:30:38] um then then i had hoped for it for for for myself and for some of the listeners out there who are

[00:30:45] trying to grow um a team what what they can do to you know from a foundational element and what

[00:30:53] they need to do every day every week every month or recorder uh to support that even when

[00:31:00] the leadership of the company isn't living it right you still can have success

[00:31:07] um it's harder but you still can have success in that uh in that arena so yeah well it's and then

[00:31:14] the base motives are really a really a big part of that yes and it's it's to touch just on that

[00:31:21] last point um i think that's that's one of the things as leaders that we have to protect our teams

[00:31:27] with um and i had some really great examples of this in the Marine Corps and throughout

[00:31:32] my career and whatnot where um we would have guys on the team that would point and go well but

[00:31:39] that team isn't having to do that or they're not having to do this or whatever and they would just say

[00:31:44] that's fine that's them we don't worry about them we worry about us our team our squad

[00:31:48] our unit whatever we focus on us and what we're capable of doing and we're gonna wipe the floor with

[00:31:54] everybody else you know tough um if you've ever watched band of brothers they kind of had that with uh

[00:32:01] um it's the guy from friends i'm blanking on his name right now captain uh sobel um where he pushed

[00:32:09] yeah swimmer uh david swimmer plays captain sobel and sobel in band of brothers he pushed that group

[00:32:15] that um easy company further than anybody else they were well everybody else got weekend passes

[00:32:21] and we're out on liberty they were training and they were running up curhy and everything else well

[00:32:25] when they got into the war they were the the company that was called on constantly to the point

[00:32:31] that they were complaining going wait a minute we've got you know there's a scene where they're like

[00:32:35] we have nine companies why is it that easy company is always at the front and it's like because

[00:32:40] you guys are the ones that can be relied on because you pushed yourselves to that level um

[00:32:45] with the good news is you're the best company in the bad news is you're the best company you're

[00:32:49] on the front exactly if you're a marine you you signed up for that to begin with yeah exactly

[00:32:56] not that they were Marines but um yeah that's part of like to me that's how i look at a sales team

[00:33:03] we we should be better communicators in anybody in the organization

[00:33:08] we should be more competitive than anybody else in the organization our motor should be higher

[00:33:13] than anybody else's and that's okay um we should be leading leading that pack and

[00:33:21] on a regular basis i mean sure you have your days where it's like not

[00:33:26] you don't feel in it and but you still got to go out and do the job um so i think that's uh

[00:33:33] it's a great place to land this uh land this mission if you will um and you know we we covered

[00:33:41] the polian hill karnigee swab jaco all pretty good thinkers

[00:33:50] all pretty good leaders and and you know motivators um i don't know i think they're motivators but

[00:34:03] they were looking for the right buttons to push for the people to be self motivated

[00:34:08] uh-huh um and i think that's what makes a really good motivator is that you point things out

[00:34:14] that that caused them to take the action themselves yeah so um and that's that's one of the things

[00:34:21] that we got to have a pretty robust toolbox um you know as as sales leaders business owners

[00:34:28] coaches military leaders whatever your toolbox has got to be robust because you're always going to

[00:34:34] run into some knucklehead along the way yep 100 percent all right man thanks again as always this was uh

[00:34:43] educational and impactful so thanks outstanding thank you hey thanks for being part of the sales

[00:34:49] and cigar community i wanted to share that i wrote a book the seven critical mistakes CEOs make

[00:34:54] with their sales organization the CEOs you've read it tell me i cut to the chase quickly get to the

[00:35:00] point explain exactly what they're experiencing why they're experiencing it and how to fix it

[00:35:06] so if you want a free copy go check out the link in the show notes