Insight Selling Quotes

It's a funny thing about life, once you begin to take note of the things you are grateful for, you begin to lose sight of the things that you lack.

[A Letter to the Culture that Raised Me] I'm not here to be on display. And my body is not for public consumption. I will not be reduced to an object, or a pair of legs to sell shoes. I'm a soul, a mind, a servant of God. My worth is defined by the beauty of my soul, my heart, my moral character. So I won't worship your beauty standards, and I don't submit to your fashion sense. My submission is to something higher.

No book or magazine article is for "everyone" so know your audience, then target them with your writing.

Millions of business people are each constantly forced to choose between their desire to not be a bad person and their desire to be a good business person, that is to say, to make as much money as they possibly can by maximizing their revenue while minimizing the cost of producing whatever it is that they sell.

In a world where the people are numbed and distracted, the only thing that sells is the unbelievable.

For their never-ending endeavours to obtain or retain wealth, countries desperately need companies, because they—unlike most human beings—have the means of production, and human beings, because they—unlike all companies—have the means of reproduction.

It’s rare that I hear the author blame the real culprit: themselves. It’s hard to admit but it’s the first step toward selling more books and understanding who bears the true responsibility for selling books—the author.

All businesses -- no matter if they make dog food or software -- don't sell products, they sell solutions.

Hook your editor with a strong opening sentence to bring attention to your writing.

As a book author, it's your responsibility to cast a vision for your book about the length and appearance before you pitch the idea to a publisher.

From my 25+ years in publishing, I’ve observed that selling books does not occur without the author taking action.

Sell through multiple channels. Readers like plenty of choice when they go to purchase their books. Your book should be available in a variety of formats such as every type of Ebook paperback, hardcover and audiobook.

I should have known that Moti-Lal would figure it out. More than once, he’s told me selling gold requires an insight into human nature. He says you must be able to discern the intensity of a customer’s desire by looking into their eyes. That will tell you what to show, what to hold back, and how much the customer is willing to part with.

Sales winners educate with new ideas and perspectives almost three times more often than second-place finishers. Of 42 factors studied, the greatest difference between winners and second-place finishers was their propensity to educate.

Mastering a skill turns a thought into a gift, success is found in presenting that gift to the world.

Daily Review
 1.  Look at your calendar first. 2.  Look at your action lists. (The calendar will dictate if you have time to proceed to action lists.)

Lydia is constantly reminded that her education has no purchase here, that she has no access to the kind of information that has real currency on this journey. Among migrants, everyone knows more than she does. How do you find a coyote, make sure he’s reputable, pay for your crossing, all without getting ripped off? Thankfully, Rebeca is flush with insight. “Loads of people from our village used him before. He was recommended. Because you can’t just pick any coyote. A lot of them will steal your money and then sell you to the cartel, you know?

Or, as Morgan McCall [author of “High Flyers”] argues, many organizations believe in natural talent and don’t look for people with the potential to develop…missing out on a big pool of possible leaders…

When you are uncomfortable with the tasks you are ignoring in favor of the urgency of the moment, guilt, mental angst, and frustration build up.   To solve this, you need to make a conscious choice between the preplanned and the seemingly urgent at the moment.   Then, renegotiate any timeline agreements with yourself.     This simple and conscious mental alignment combined with the elevated perspective of the weekly review is enough to regain control and relax your mind in the face of daily surprises.

Children should be taught to learn from failure and to correct it in the future. Do not judge or punish. That will not help your child mature or to learn how to think. Like Marva Collins, tell your children the truth. Give them the tools to solve problems.

Like our other needs, meaning is an inherent expectation. Its denial has dire consequences. Far from a purely psychological need, our hormonees and nervous systems clock its presence or absence. As a medical study in 2020 found, the "presence [of] and search for meaning in life are important for health and well-being." Simply put, the more meaningful you find your life, the better your measures of mental and physical health are likely to be. It is itself a sign of the times that we even need such studies to confirm what our experience of life teaches. When do you feel happier, more fulfilled, more viscerally at ease: when you extend yourself to help and connect with others, or when you are focused on burnishing the importance of your little egoic self? We all know the answer, and yet somehow what we know doesn't always carry the day. Corporations are ingenious at exploiting people's needs without actually meeting them. Naomi Klein, in her book No Logo, made vividly clear how big business began in the 1980s to home in on people's natural desire to belong to something larger than themselves. Brand-aware companies such as Nike, Lululemon, and the Body Shop are marketing much more than products: they sell meaning, identification, and an almost religious sense of belonging through association with their brand. "That pressuposes a kind of emptiness and yearning in people," I suggested when I interviewed the prolific author and activist. "Yes," Klein replied. "They tap into a longing and a need for belonging, and they do it by exploiting the insight that just selling running shoes isn't enough. We humans want to be part of a transcendent project.

post real information. Perhaps you’ll mention the literati you met at Book Expo America, the latest insight you gleaned from Bob Mayer’s blog Write It Forward, the book festival where you’ll be a presenter, or a courageous new book a colleague is publishing. The news can’t always be about you, right? But your posts can and should be informative and interesting, like the first paragraph of a Wall Street Journal article.

When best-selling author and spiritual teacher Iyanla Vanzant joined me on the show, I told her that I keep the lesson in forgiveness she shared with me in a little book of quotes I’ve collected over the years: “You can accept or reject the way you are treated by other people, but until you heal the wounds of your past, you will continue to bleed. You can bandage the bleeding with food, with alcohol, with drugs, with work, with cigarettes, with sex, but eventually it will ooze through and stain your life. You must find the strength to open the wounds, stick your hands inside, pull out the core of the pain that is holding you in your past, the memories, and make peace with them.” This speaks so clearly to me. Pushing against the need to forgive is like spreading poison in your veins. Surrender to the hurt, loss, resentment, and disappointment. Accept the truth. It did happen and now it’s done. Make a decision to meet the pain as it rises within you and allow it to pass right through. Give yourself permission to let go of the past and step out of your history, into the now. Forgive, and set yourself free. —Oprah

Under capitalism workers are forced to sell their labour – which Marx regards as the essence of human existence – to the capitalists, who use this labour to accumulate more capital, which further increases the power of the capitalists over the workers. Capitalists become rich, while wages are driven down to the bare minimum needed to keep the workers alive. Yet in reducing so large a class of people to this degraded condition, capitalism creates the material force that will overthrow it. For Marx, the importance of economics lay in the insight it provided into the workings of this alienation and the manner in which it could be overcome.

Recall Marx’s fundamental insight about the “bourgeois” limitation of the logic of equality: capitalist inequalities (“exploitation”) are not the “unprincipled violations of the principle of equality,” but are absolutely inherent to the logic of equality, they are the paradoxical result of its consistent realization. What we have in mind here is not only the wearisome old motif of how market exchange presupposes formally/legally equal subjects who meet and interact in the market; the crucial moment of Marx’s critique of “bourgeois” socialists is that capitalist exploitation does not involve any kind of “unequal” exchange between the worker and the capitalist—this exchange is fully equal and “just,” ideally (in principle), the worker gets paid the full value of the commodity he is selling (his labor-power). Of course, radical bourgeois revolutionaries are aware of this limitation; however, the way they try to counteract it is through a direct “terroristic imposition of more and more de facto equality (equal salaries, equal access to health services…), which can only be imposed through new forms of formal inequality (different sorts of preferential treatments for the underprivileged). In short, the axiom of equality” means either not enough (it remains the abstract form of actual inequality) or too much (enforce “terroristic” equality)— it is a formalistic notion in a strict dialectical sense, that is, its limitation is precisely that its form is not concrete enough, but a mere neutral container of some content that eludes this form.

I am interested in helping people to understand how to sell what it is they need to sell in a way that makes sense for both them and the investor.  Over the years what I have been astounded that many artists and business people who produce theatre works consistently do not know how to go about funding their projects and moving them from one point to the other.  There are many money sources around, but in many cases people who make theatre are not business minded to the point of developing the skills to mine money sources consistently.  Ask yourself what is the motivation of this potential investor. Is it for financial return, is it for tax credit, is it just to help? or do they want to become a part of the entertainment business?  OK once you have discovered this then you need to think in terms of how do you present your case. This is what has come to be known in the world of investment as your “pitch deck.

In addition to his insight about making a positive difference, Peter Drucker had five other rules that are applicable for earning credibility. At first they may strike you as self-evident, even trite, but smarter people than I have had the same initial reaction and now are quoting them back to me on a regular basis. If you want to elevate your credibility, start by committing these Druckerisms to memory: Every decision in the world is made by the person who has the power to make the decision. Make peace with that. If we need to influence someone in order to make a positive difference, that person is our customer and we are a salesperson. Our customer does not need to buy; we need to sell. When we are trying to sell, our personal definition of value is far less important than our customer’s definition of value. We should focus on the areas where we can actually make a positive difference. Sell what we can sell and change what we can change. Let go of what we cannot sell or change. Each of these rules assumes that acquiring recognition and approval is a transactional exercise. Note the frequent reference to selling and customers. The implication is that we must sell our achievements and competence in order to have them recognized and appreciated by others. These Druckerisms not only endorse our need for approval, they emphasize that we can’t afford to be passive about it—not when our credibility is at stake.

To summarize my trading strategy for the ABCD Pattern: When I find a Stock in Play, either from my Gappers watchlist or from one of my scanners, or when I’m advised by someone in our chatroom that a stock is surging up from point A and reaching a significant new high for the day (point B), I wait to see if the price makes a support higher than point A. I call this point C. I do not jump into the trade right away. I watch the stock during its consolidation period. I choose my share size and stop loss and profit target exit strategy. When I see that the price is holding support at point C, I enter the trade close to the price of point C in anticipation of moving forward to point D or higher. Point C can also be identified from a 1-minute chart. It is important to look at both time frames in order to gain a better insight. My stop is the loss of point C. If the price goes lower than point C, I sell and accept the loss. Therefore, it is important to buy the stock close to point C to minimize the loss. Some traders wait and buy only at point D to ensure that the ABCD Pattern is really working. In my opinion, that approach basically reduces your reward while at the same time increases your risk. If the price moves higher, I sell half of my position at point D, and bring my stop higher to my entry point (break-even). I sell the remaining position as soon as my target hits or I sense that the price is losing steam or that the sellers are acquiring control of the price action. When the price makes a new low on my 5-minute chart, it is a good indicator that the buyers are almost exhausted.

Well, it was a kind of back-to-front program. It’s funny how many of the best ideas are just an old idea back-to-front. You see there have already been several programs written that help you to arrive at decisions by properly ordering and analysing all the relevant facts so that they then point naturally towards the right decision. The drawback with these is that the decision which all the properly ordered and analysed facts point to is not necessarily the one you want.’ ‘Yeeeess...’ said Reg’s voice from the kitchen. ‘Well, Gordon’s great insight was to design a program which allowed you to specify in advance what decision you wished it to reach, and only then to give it all the facts. The program’s task, which it was able to accomplish with consummate ease, was simply to construct a plausible series of logical-sounding steps to connect the premises with the conclusion. ‘And I have to say that it worked brilliantly. Gordon was able to buy himself a Porsche almost immediately despite being completely broke and a hopeless driver. Even his bank manager was unable to find fault with his reasoning. Even when Gordon wrote it off three weeks later.’ ‘Heavens. And did the program sell very well?’ ‘No. We never sold a single copy.’ ‘You astonish me. It sounds like a real winner to me.’ ‘It was,’ said Richard hesitantly. ‘The entire project was bought up, lock, stock and barrel, by the Pentagon. The deal put WayForward on a very sound financial foundation. Its moral foundation, on the other hand, is not something I would want to trust my weight to. I’ve recently been analysing a lot of the arguments put forward in favour of the Star Wars project, and if you know what you’re looking for, the pattern of the algorithms is very clear. ‘So much so, in fact, that looking at Pentagon policies over the last couple of years I think I can be fairly sure that the US Navy is using version 2.00 of the program, while the Air Force for some reason only has the beta-test version of 1.5. Odd, that.

For fifteen years, John and Barbara Varian were furniture builders, living on a ranch in Parkfield, California, a tiny town where the welcome sign reads “Population 18.” The idea for a side business came about by accident after a group of horseback riding enthusiasts asked if they could pay a fee to ride on the ranch. They would need to eat, too—could John and Barbara do something about that? Yes, they could. In the fall of 2006, a devastating fire burned down most of their inventory, causing them to reevaluate the whole operation. Instead of rebuilding the furniture business (no pun intended), they decided to change course. “We had always loved horses,” Barbara said, “so we decided to see about having more groups pay to come to the ranch.” They built a bunkhouse and upgraded other buildings, putting together specific packages for riding groups that included all meals and activities. John and Barbara reopened as the V6 Ranch, situated on 20,000 acres exactly halfway between Los Angeles and San Francisco. Barbara’s story stood out to me because of something she said. I always ask business owners what they sell and why their customers buy from them, and the answers are often insightful in more ways than one. Many people answer the question directly—“We sell widgets, and people buy them because they need a widget”—but once in a while, I hear a more astute response. “We’re not selling horse rides,” Barbara said emphatically. “We’re offering freedom. Our work helps our guests escape, even if just for a moment in time, and be someone they may have never even considered before.” The difference is crucial. Most people who visit the V6 Ranch have day jobs and a limited number of vacation days. Why do they choose to visit a working ranch in a tiny town instead of jetting off to lie on a beach in Hawaii? The answer lies in the story and messaging behind John and Barbara’s offer. Helping their clients “escape and be someone else” is far more valuable than offering horse rides. Above all else, the V6 Ranch is selling happiness.

Sharon passed around a handout: "Triangle of Self-Actualization" by Abraham Maslow. The levels of human motivation. It resembled the nutrition triangle put out by the FDA, with five horizontal levels of multiple colors. I vaguely remembered it from my one college psychology course in the 1970's. "Very applicable with refugees," Sharon said. "Maslow theorized that one could not move to a higher level until the prior level was satisfied. The first level, the triangle base, is physiological needs. Like food and water. Until a person has enough to eat and drink, that's all one would be concerned with." I'd never experienced not being able to satisfy my thirst or hunger, but it sounded logical that that would be my only concern in such a situation. For the Lost Boys, just getting enough food and water had been a daily struggle. I wondered what kind of impact being stuck at the bottom level for the last fourteen years would have on a person, especially a child and teen. "The second level is safety and security. Home. A sanctuary. A safe place." Like not being shot at or having lions attack you. They hadn't had much of level two, either. Even Kakuma hadn't been safe. A refugee camp couldn't feel like home. "The third level is social. A sense of belonging." Since they'd been together, they must have felt like they belonged, but perhaps not on a larger scale, having been displaced from home and living in someone else's country. "Once a person has food, shelter, family and friends, they can advance to the fourth level, which is ego. Self-esteem." I'd never thought of those things occurring sequentially, but rather simultaneously, as they did in my life. If I understood correctly, working on their self-esteem had not been a large concern to them, if one at all. That was bound to affect them eventually. In what way remained to be seen. They'd been so preoccupied with survival that issues of self-worth might overwhelm them at first. A sure risk for insecurity and depression. The information was fascinating and insightful, although worrisome in terms of Benson, Lino, and Alepho. It also made me wonder about us middle-and upper-class Americans. We seldom worried about food, except for eating too much, and that was not what Maslow had been referring to. Most of us had homes and safety and friends and family. That could mean we were entirely focused on that fourth level: ego. Our efforts to make ourselves seem strong, smart, rich, and beautiful, or young were our own kind of survival skill. Perhaps advancing directly to the fourth level, when the mind was originally engineered for the challenges of basic survival, was why Prozac and Zoloft, both antidepressants, were two of the biggest-selling drugs in America. "The pinnacle of the triangle," Sharon said, "is the fifth level. Self-actualization. A strong and deeply felt belief that as a person one has value in the world. Contentment with who one is rather than what one has. Secure in ones beliefs. Not needing ego boosts from external factors. Having that sense of well-being that does not depend on the approval of others is commonly called happiness." Happiness, hard to define, yet obvious when present. Most of us struggled our entire lives to achieve it, perhaps what had brought some of us to a mentoring class that night.

A management team brought in by George to restructure Lucasfilm seemed concerned mostly with cash flow, and as time went on, they became openly skeptical that our division would ever attract a buyer. This team was headed by two men with the same first name, whom Alvy and I nicknamed “the Dweebs” because they didn’t understand a thing about the business we were in. Those two guys threw around management consulting terms (they loved to tout their “corporate intuition” and constantly urged us to make “strategic alliances”), but they didn’t seem at all insightful about how to make us attractive to buyers or about which buyers to pursue. At one point, they called us into an office, sat us down, and said that to cut costs, we should lay off all our employees until after our division was sold—at which point we could discuss rehiring them. In addition to the emotional toll we knew this would take, what bugged us about this suggestion was that our real selling point—the thing that had attracted potential suitors thus far—was the talent we’d gathered. Without that, we had nothing. So, when our two like-minded overlords demanded a list of names of people to lay off, Alvy and I gave them two: his and mine.

What the data tells us is that for non–decision makers, loyalty is much less about discovering needs they already know, and much more about teaching them something they don’t know, for example, something new about how to compete more effectively in their world. Customers will repay you with loyalty when you teach them something they value, not just sell them something they need. Remember, it’s not just the products and services you sell, it’s the insight you deliver as part of the sales interaction itself.

In other words, the difference in expertise between theologians and “average” believers is small — not nearly as great as the difference in expertise between professional evolutionists and science-friendly laypeople. The difference between theologians and believers is not their differential acquaintance with the truth about God, but the greater acquaintance of theologians with the history of theology.People like Hart, despite their intelligence, have no more handle on the nature of God than do Joe and Sally in the street. Theologians are, as we all know, simply confecting things about God, and then selling them using fancy words and their academic credentials. Let Hart give us one bit of evidence that he has greater insight into God than, say, Rick Warren, and then I’ll pay attention to what he has to say. Otherwise, I see Hart as retreating to the Last Redoubt of the Theologian: the definition of God as something that is immune to all disproof—and thus subject to Hitchens’ Razor: “what can be asserted without evidence can be dismissed without evidence." The 'Best Arguments for God's Existence' Are Actually Terrible (New Republic, Jan. 16, 2014)

Insightful questions build credibility and deepen relationships.

Many of the most accomplished people of our era were considered by experts to have no future…How can we know where effort and time will take someone?

Choose your words carefully and use constructive criticism with your children.

5.  Stop labeling your children. Refrain from saying, “Julie is the smart one and Frank is the artist.” Remember the negative consequences. Use a growth-mindset approach.

A fixed mindset is defined as a limiting belief that hinders performance and asserts that personality, ability and talent levels are permanent. In contrast, a growth mindset offers unlimited potential.

leadership. The CEOs made inquiries and questioned the status quo. Accepting failure and charting a path to correct it is the telltale sign of a true leader at the helm of a prosperous enterprise.

Praise should be given for the process of learning, not for the grade. Children should be taught to learn from failure and to correct it in the future. Do not judge or punish.

With the right mindset and the right teaching, people are capable of much more than expected. A teacher with a growth mindset asks: How can I teach the students? and What is the best method for them to learn?  The potential for success with this approach was proven with Jaime Escalante, a teacher who taught calculus to inner-city Hispanic students.

Falko Rheinberg, a German researcher, studied teachers demonstrating the fixed and growth mindsets. The achievements level of fixed mindset teachers remained unchanged. But under the direction of a growth mindset teacher, both low- and high-achieving students excelled by the end of the year.

there are countless reasons to adopt and practice a growth mindset instead of a fixed mindset, and such development is not only hugely desirable, it is within our grasp in all areas of our lives.

Your conscious mind should be used as a focusing tool, not a storage place. 

Dr. Aaron Beck in the 1960s. He realized that such children’s beliefs were the issue, rather than the actual events being discussed.

Management and the Liberal Arts Management is a liberal art. Management is what tradition used to call a liberal art—“liberal” because it deals with the fundamentals of knowledge, self-knowledge, wisdom, and leadership; “art” because it deals with practice and application. Managers draw upon all of the knowledges and insights of the humanities and social sciences—on psychology and philosophy, on economics and history, on the physical sciences and ethics. But they have to focus this knowledge on effectiveness and results—on healing a sick patient, teaching a student, building a bridge, designing and selling a “user-friendly” software program.   ACTION POINT: What is your plan to develop yourself in the humanities and social sciences? Develop such a plan today. The New Realities

Selling is an emotional experience shrouded by an intellectual process. On

The hallmark of originality is rejecting the default and exploring whether a better option exists. I’ve spent more than a decade studying this, and it turns out to be far less difficult than I expected. The starting point is curiosity: pondering why the default exists in the first place. We’re driven to question defaults when we experience vuja de, the opposite of déjà vu. Déjà vu occurs when we encounter something new, but it feels as if we’ve seen it before. Vuja de is the reverse—we face something familiar, but we see it with a fresh perspective that enables us to gain new insights into old problems. Without a vuja de event, Warby Parker wouldn’t have existed. When the founders were sitting in the computer lab on the night they conjured up the company, they had spent a combined sixty years wearing glasses. The product had always been unreasonably expensive. But until that moment, they had taken the status quo for granted, never questioning the default price. “The thought had never crossed my mind,” cofounder Dave Gilboa says. “I had always considered them a medical purchase. I naturally assumed that if a doctor was selling it to me, there was some justification for the price.” Having recently waited in line at the Apple Store to buy an iPhone, he found himself comparing the two products. Glasses had been a staple of human life for nearly a thousand years, and they’d hardly changed since his grandfather wore them. For the first time, Dave wondered why glasses had such a hefty price tag. Why did such a fundamentally simple product cost more than a complex smartphone? Anyone could have asked those questions and arrived at the same answer that the Warby Parker squad did. Once they became curious about why the price was so steep, they began doing some research on the eyewear industry. That’s when they learned that it was dominated by Luxottica, a European company that had raked in over $7 billion the previous year. “Understanding that the same company owned LensCrafters and Pearle Vision, Ray-Ban and Oakley, and the licenses for Chanel and Prada prescription frames and sunglasses—all of a sudden, it made sense to me why glasses were so expensive,” Dave says. “Nothing in the cost of goods justified the price.” Taking advantage of its monopoly status, Luxottica was charging twenty times the cost. The default wasn’t inherently legitimate; it was a choice made by a group of people at a given company. And this meant that another group of people could make an alternative choice. “We could do things differently,” Dave suddenly understood. “It was a realization that we could control our own destiny, that we could control our own prices.” When we become curious about the dissatisfying defaults in our world, we begin to recognize that most of them have social origins: Rules and systems were created by people. And that awareness gives us the courage to contemplate how we can change them. Before women gained the right to vote in America, many “had never before considered their degraded status as anything but natural,” historian Jean Baker observes. As the suffrage movement gained momentum, “a growing number of women were beginning to see that custom, religious precept, and law were in fact man-made and therefore reversible.

We’re in such a hurry most of the time we never get much chance to talk. The result is a kind of endless day-to-day shallowness, a monotony that leaves a person wondering years later where all the time went and sorry that it’s all gone.”   “You

There's a value in that space - rent, overhead, staffing costs, etc. - that has to be paid back by a certain number of inventory turns per month. In other words, the onesies and twosies waste space. However, when that space doesn't cost anything, suddenly you can look at those infrequent sellers again, and they begin to have value. This was the insight that led to Amazon, Netflix, and all the other companies I was talking to.

Visionaries are that rare breed of people who have the insight to match up an emerging technology to a strategic opportunity, the temperament to translate that insight into a high-visibility, high-risk project, and the charisma to get the rest of their organization to buy into that project. They are the early adopters of high-tech products.

I suggest that you approach each call with the goal of being interested rather than trying to be interesting. You aren’t calling to sell something or be the bearer of profound news or insight. You are just touching base and asking good questions. This

if salespeople want to sell value and differentiate their product, they have to deliver insight that will reframe the buying vision so buyers end up with the solution that helps them overcome their challenges and achieve their goals.

Too often, Buyer Profiles are nothing more than an attractive way to display obvious or demographic data. Defining markets based on demographics—data such as a person's age, income, marital status, and education—is the legacy of 60 years of selling to the mass market.

Emphasize strength, don’t fix weaknesses. A focus on what you are really good at multiplies results, whereas excessive time spent fixing weaknesses leads to mediocrity, at best. Find ways to optimize your best weapons, instead of constant repairs.

Rightsize Your Home | Downsizing Expert | Sydney Belinda Woolrych, Downsizing Expert has written a comprehensive and insightful guide on how to best go about finding a more appropriately sized home. At long last, we have the ultimate guide to planning a stress-free Downsize so you can feel more positive about your next move. Rightsize Your Home has been helping empty nesters since 2008. Through our experience, it led to the creation of the ultimate downsizing products for seniors. The online courses and the membership program are specifically developed for seniors who are thinking of downsizing or what we call 'Rightsizing'. If you've been wanting to Rightsize but have been putting off or avoiding the big move altogether, the downsizing products for seniors could be the life-changing influence you've been waiting for! Like many thousands of mature Australians, you are not alone. Transitioning from your family home can feel incredibly overwhelming and stir up mixed emotions from the past. We have the ultimate guide to planning a stress-free Downsize so you can feel more positive about your next move. You will find all aspects of Downsizing covered by Belinda and expert contributors in a quest to answer all of your questions and help you overcome the fear and challenges that so often present. HQ + Other Locations’ Business Addresses 1 Mona Vale Road Suite 16 Mona Vale, Australia Business Email Id hello@rightsizeyourhome.com.au Pin Code or Zip Code NSW 2103 Working Phone No or Mobile No 61 1300 870 272

The bonus here is, if you are the one educating them, you’re also making sure that when they hit the ‘buy now’ stage, they’ll be likely to buy from you. To do this, your message must be powerful, insightful, and education-based, and not simply a promotional piece about your company.

Each story teaches him new tricks . . . brings him new tools, new techniques. Insight continually grows in him, and so does understanding. So, he improves as he goes along . . . seldom falls into the same trap twice.

Hopefully, by this point in the book, you’re on board with the importance of Commercial Insight to any Mobilizer engagement effort. It’s central as well to the process of qualifying Mobilizers. The first step in this exercise is to lead with a thought-provoking insight and gauge the customer’s reaction to it. Remember, Commercial Insight is the Mobilizer dog whistle—only they can hear it and only they will understand the potential it holds for their organizations. This is what you’re looking for right off the bat—engagement around the insight you’ve just put on the table. You’ve approached the customer with an insight or set of insights that teaches them something new and changes the way they think about their business. Done well, this is a provocative insight—provocative because it challenges the customer’s current worldview, the mental model they have about how things are supposed to work. It’s not unlike what you might see in one of those detective shows. The detectives have the suspect in the interrogation room . . . warming him up with some softball questions and then . . . BOOM!—they drop a critical piece of information on the suspect just to gauge his reaction. Just like a master detective, that’s what we’re looking for. We want to gauge our stakeholder’s reaction to our Commercial Insight. If you approach the customer with valuable insight, how do they react? Do they tune you out, or do they stay engaged? Someone who doesn’t even engage with the content of your teaching is almost certainly unlikely to drive change around that idea across the customer organization. If they don’t engage at all, or simply accept the insight at face value, chances are pretty good you’re dealing with either a Blocker (we’ll talk more about how to handle Blockers later in the book), who’s likely against the idea, or a Friend or a Guide, who is never going to dig deep enough to forge consensus around the idea.

It's also good enough for the best-selling novelist Anne Lamott, who continually combines humor, humanity, and profound spiritual insight in her work. She says, "Every time you say Yes, when you mean No, you abandon yourself a little; and eventually too much sand is going to leak out of your burlap sacks, and you're going to be operating out of a place of emptiness and deprivation and resentment. Whereas, when you say No, when you mean No, you create a little glade around you in which you can get the nourishment you need.

At AnswerThePublic, you type in your keyword or search phrase and the tool generates a diagram of related searches. Depending on your search term, you can get hundreds of results that give you direct insight into what your audience is thinking, the kind of questions they’re asking, and the hot-button issues they’re struggling with. And once you know their questions and issues, you can provide the solution.

there is the Wall Street fool, who thinks he must trade all the time. No man can always have adequate reasons for buying or selling stocks daily—or sufficient knowledge to make his play an intelligent play. I proved it.

segment customers by need or behavior. If you can find a group of customers with similar needs—irrespective of where they are or what they sell—those customers will likely all react in a similar fashion to a common set of insights.

As Peer Insight’s Tim Ogilvie observes, being true to a cause often requires making tough decisions and sacrificing at times. “When you come to the point where you can’t serve both the bottom line and the cause, one or the other must suffer,” says Ogilvie, pointing to the Whole Foods supermarket chain, which stopped selling live lobsters for an extended time until it found a supplier that did humane harvesting. “Those are hard choices, but when you opt for the cause over the bottom line, employees can see that, and then they believe in the company and the cause even more.

To do this, your message must be powerful, insightful, and education-based, and not simply a promotional piece about your company.

The next best thing to actually reading your customer’s mind is AnswerThePublic.com. This tool is one of the best-kept secrets in the sales and marketing industry, and it will give you invaluable insight into what your customers are thinking.

Sometimes, the superstitions show the mysterious and specific ways to search, investigate, and realize the negative and positive results. I do not dig into the detail of the subject; however, in short, to define the concerns that I felt and feel yet. As criminals sell the drugs, to cause the health problems to innocent people; similarly, such criminals can adapt the various directions, to damage the humanity since many of us suffer from prostate and other cancer, which one may never consider that it is a natural consequence. One can always think that it became a victim of the criminals, who succeeded to victimize others. During the discussion with one of the urologists, whom I am under treatment, I expressed my concerns, referring to the examples as the Japanese scientist Minoru Shirota, created the mixture of skimmed milk with bacterium Lactobacillus casei Shirota, as Yakult, which develops health; conversely, one may prepare the beads of Helicobacter pylori, as homeopathy medicine that can cause cancer bacteria. The scientists should investigate such a matter, which is natural and unnatural since the world is under the criminals, and the evil-minded people, who can adopt such ways. It may seem as, an illusion; however, it can be the reality? Is it possible that criminals and spy agencies can pass on and transmit the cancerous cells in any form, to their opponents or cancerous medical manufacturers can involve, for selling and financial benefits upon the human sufferings? As far as one can realize, yes, it is possible, according to an illusion theory that, I have stated above insight of this passage. However, further study, investigation, and research should be on its way, for the concrete and significant outcome of that since the money-mongers can adopt all routes for their greediness and criminal motives, with the calibration of medical professionals.

Scott Peck's major insight in his best-selling book, The Road Less Traveled. He told me personally once that he felt most Western people were just spiritually lazy. And when we are lazy, we stay on the path we are already on, even if it is going nowhere. It is the spiritual equivalent of the second law of thermodynamics: everything winds down unless some outside force winds

The three acts of the sales conversation are: I: Earning the Right to Ask II: Exploration III: Demonstrating Usefulness. In Act I, you work to earn the credibility to ask probing questions. In Act II, you explore your client’s needs by asking a series of carefully designed questions that help both you and your client better understand the issues and challenges that need to be resolved. In Act III, you demonstrate usefulness to your client by offering resources and insights, matching your client’s needs to your products or services, and establishing the basis for a continuing relationship.

In this sense, customer loyalty is much less about what you sell and much more about how you sell. The best companies don’t win through the quality of the products they sell, but through the quality of the insight they deliver as part of the sale itself. The battle for customer loyalty is won or lost long before a thing ever gets sold. And the best reps win that battle not by “discovering” what customers already know they need, but by teaching them a new way of thinking altogether.

List your ten favorite comedians and humorists, and search for jokes, tweets, or quotes by each of these individuals. After you amass twenty jokes, identify the subject or target of the joke, and explain why you think the joke is funny. This exercise will help you become aware of the format of successful jokes and provide you with insight into your own comedic preferences. Collect ten to fifteen cartoons or comics. As you did with the jokes, identify the target of the humor and describe why the cartoon is funny to you. You may find it helpful to continue building a file of jokes and cartoons that appeal to you. In addition to building a joke and cartoon file, you’ll need to find new material to use as the building blocks for your humor writing. Most professional humor writers begin each day by reading a newspaper, watching news on TV, and/or surfing the Internet for incidents and situations that might provide joke material. As you read this book and complete the exercises at the end of each chapter, form a daily habit of recording odd and funny news events. Everyday life is the main source for humor, so you need to keep some type of personal humor journal. To facilitate psychoanalysis, Sigmund Freud had patients complete a dream diary, and he encouraged them to associate freely during therapy. To be a successful writer and to tap into the full potential of your comic persona, you should follow an analogous approach. Record everyday events, ideas, or observations that you find funny, and do your journaling without any form of censorship. The items you list are not intended to be funny, but to serve as starting points for writing humor.

If you’re spending too much time behind the laptop, it means you’re short one salesman! Spreadsheets also fail to take into account all the sweat and effort it takes to sell a case, as well as the unpleasant surprises that inevitably happen, such as the customer who doesn’t pay (see lesson two), the railroad car full of tea that gets frozen in North Dakota, the broken boiler at the bottling plant, the upside down labels ... you get the idea.

Stay humble and customer-focused. No matter what business you are in, you are serving your customers. You differentiate yourself by how well you satisfy, and keep satisfying, your customers’ needs. Don’t become so enamored with your idea or product that you believe it will “sell itself.” There is always a better widget waiting in the wings. What will make your ideas successful is your personal ability to convince customers that you stand behind what you are selling.

Don’t be so concerned about doing things the corporate way—just get the product out there and sell. Cut back on the bells and whistles, and ensure that the core of the product is solid;

Becoming aware of what you are doing and how others perceive you will provide you with instant insight for making changes where necessary.

The Art of Communication shares insights to help you communicate with a higher awareness and focused intention and meet people on their level to increase clarity and understanding.

In 1930 I made a sale that not only gave Lily Tulip Cup Company a big boost in volume but also gave me an insight into a new direction for paper cup distribution. I was selling our little pleated “souffle” cups to the Walgreen Drug Company, a Chicago firm that was just starting a period of tremendous expansion. They used these cups for serving sauces at their soda fountains. Observing the traffic at these soda fountains at noon, I perceived what I considered to be a golden opportunity. If they had our new Lily Tulip cups, they could sell malts and soft drinks “to go” to the overflow crowds.

We have heard the stories: Duke Ellington would say, “I merely took the energy it takes to pout and wrote some blues.” 5 Tennessee Williams felt that “apparent failure” motivated him. He said it “sends me back to my typewriter that very night, before the reviews are out. I am more compelled to get back to work than if I had a success.” Many have heard that Thomas Edison told his assistant, incredulous at the inventor’s perseverance through jillions of aborted attempts to create an incandescent light bulb, “I have not failed, I’ve just found 10,000 ways that won’t work.” 6 “Only one look is enough. Hardly one copy would sell here. Hardly one. Hardly one. Many thanks . . .” read part of the rejection letter that Gertrude Stein received from a publisher in 1912.7 Sorting through dross, artists, entrepreneurs, and innovators have learned to transform askew strivings. The telegraph, the device that underlies the communications revolution, was invented by a painter, Samuel F. B. Morse, who turned the stretcher bars from what he felt was a failed picture into the first telegraph device. The 1930s RKO screen-test response “Can’t sing. Can’t act. Balding. Can dance a little” was in reference to Fred Astaire. We hear more stories from commencement speakers—from J. K. Rowling to Steve Jobs to Oprah Winfrey—who move past bromides to tell the audience of the uncommon means through which they came to live to the heights of their capacity. Yet the anecdotes of advantages gleaned from moments of potential failure are often considered cliché or insights applicable to some, not lived out by all.

In the past year, a book and a study were published that gave me insight into finding a better way. The study was “Anatomy of the Referral” by Julie Littlechild.5 In her survey of clients of financial advisors, she discovered that practically everyone who answered the question indicated that they were responding to the need of a friend. And, essentially, no one reported that it was because their advisor asked for it. This proved to me that asking is not the natural way referrals happen. The book was The Referral Engine, by John Jantsch.6 In it, Jantsch lays out how referrals happen, why we refer, and a host of ideas on how to stimulate referrals. With these ideas in hand, I did a lot more research on strategies that proved effective in attracting referrals. I incorporated these ideas into my work with financial advisors. The book you are holding is the product of what I have learned and what I have helped advisors to put into action. In her studies “The Economics of Loyalty” and “Anatomy of the Referral,” Julie Littlechild demonstrates that receiving referrals from clients has little statistical relationship to how or how often clients are asked. There is simply no clear straight line between asking clients for referrals the way we have been traditionally trained to do it and the best referrals you actually receive. In her survey of more than 1,000 clients who use financial advisors, one of the questions Littlechild asked was, “What were the circumstances of the last referral you gave to your advisor?

In the past year, a book and a study were published that gave me insight into finding a better way. The study was “Anatomy of the Referral” by Julie Littlechild.5 In her survey of clients of financial advisors, she discovered that practically everyone who answered the question indicated that they were responding to the need of a friend. And, essentially, no one reported that it was because their advisor asked for it. This proved to me that asking is not the natural way referrals happen. The book was The Referral Engine, by John Jantsch.6 In it, Jantsch lays out how referrals happen, why we refer, and a host of ideas on how to stimulate referrals. With these ideas in hand, I did a lot more research on strategies that proved effective in attracting referrals. I incorporated these ideas into my work with financial advisors. The book you are holding is the product of what I have learned and what I have helped advisors to put into action. In her studies “The Economics of Loyalty” and “Anatomy of the Referral,” Julie Littlechild demonstrates that receiving referrals from clients has little statistical relationship to how or how often clients are asked. There is simply no clear straight line between asking clients for referrals the way we have been traditionally trained to do it and the best referrals you actually receive.

You’ll find them by listing benefits, attributes, insights, and truths for whatever it is you’re selling.

Most decisions, and nearly all human interaction, can be incorporated into a contingencies model. For example, a President may start a war, a man may sell his business, or divorce his wife. Such an action will produce a reaction; the number of reactions is infinite but the number of probable reactions is manageably small. Before making a decision, an individual can predict various reactions, and he can assess his original, or primary-mode, decision more effectively. But there is also a category which cannot be analyzed by contingencies. This category involves events and situations which are absolutely unpredictable, not merely disasters of all sorts, but those also including rare moments of discovery and insight, such as those which produced the laser, or penicillin. Because these moments are unpredictable, they cannot be planned for in any logical manner. The mathematics are wholly unsatisfactory. We may only take comfort in the fact that such situations, for ill or for good, are exceedingly rare.

The petition site bundles your name, email, and the insight about your interests (you just signed a petition about something you care about, remember?) and sells this information to data brokers, advertising agencies, subscription houses, and political campaigns.19 When you sign an online petition, the chances that you’ve just handed over your data for someone else to make money from them are higher than the chance that the intended legislative recipient of your petition will ever see it.

First-time founders mistakenly ascribe too much power to their prospects. This manifests in sharing too much information, demos, and access to yourself without getting enough in return. Don’t make this mistake. Remember, the customer has big problems that you, with your insight, team, and technology, are uniquely suited to solve. The companies you’re selling to are worried about being disrupted from below or having their direct competitors steal a march on them. They need innovation, which you represent, to surpass the competition and prevent disruption.

Take the long view with your customers and they will take the long view with you and your business.

The blueprint of life is your character and this in turn is the sum total of your habits - make them serve you.

Belief precedes success.

Destroy the thief of time and time will reward you generously.

Your profession is only as noble as your attitude and intent towards it.

Matiyas is the one-stop solution for complete digital transformation. We are a highly promising ERP solution provider for business automation. We are providing world-class solutions to the small and medium scale business. Our consulting and technical expertise provides you with bespoke solutions to business concerns. Our customized enterprise resource planning assures you that there is an optimum deployment of resources which can be monitored on a real-time basis. As digital experts, we provide our esteemed corporate clientele with deep technical insights and the ability to align with the unique needs of modern businesses to achieve industry-specific goals. We offer top-notch digital solutions to Oman startups, SMEs, and established enterprises at a reasonable rate. Our customized solutions can be useful for all major industry verticals including healthcare, manufacturing, oil & gas, services, retail and distribution, trading, non-profit, and public sector. Our scalable ERP solutions are customizable to meet diverse and ever-changing business needs. Our Services: Business Consulting, Implementation, Customization, Configuration, Integration, Localization, Backup, Upgrade, Migration, Hosting, Training & Support. Our Offices: India, Oman, Kuwait, Canada, UAE, Armenia Our Digital Solutions: Inventory Management, Procurement Management, Selling Management, Production Management, EPC Software, Retail POS Management, Manufacturing Management, Project Management, Customer Relationship Management, Accounting & Finance Management, Human Capital Management, Assets Management, Quality Management, Ecommerce, Website, Hospital Management Information System HMIS, Education Management and many more…

Put to Call Ratio—The ratio of open interest of a stock’s put options volume to the call options volume. The information can provide some valuable insight as to how

The supreme goal of the CIA during the cold war was to steal Soviet secrets by recruiting spies, but the CIA never possessed a single one who had deep insight into the workings of the Kremlin. The number of Soviet spies with important information to reveal—all of them volunteers, not recruits—could be counted on the fingers of two hands. And all of them died, captured and executed by Moscow. Almost all had been betrayed by officers of the CIA’s Soviet division who were spying for the other side, under Presidents Reagan and George H. W. Bush. Under Reagan, the CIA set off on misconceived third-world missions, selling arms to Iran’s Revolutionary Guards to finance a war in Central America, breaking the law and squandering what trust remained reposed in it. More grievously, it missed the fatal weakness of its main enemy.

WISDOM KEEPER: My Extraordinary Journey to Unlock the Sacred Within “Chloe’s heartfelt journey is the real deal here to inspire us all. She takes the reader on a journey of darkness to light, struggle to freedom, fear to love. Thank you, Chloe, for this incredible ride. A must read for all who want true transformation.”— Dr. Shannon South, Award-Winning Therapist, Best-Selling Author, and Founder of the Ignite Your Life and business programs “There is a healing purpose in every experience written by Chloe in this spiritual memoir. She shares processes for healing in the physical, emotional and spiritual realms, showing us our ability to use all levels of energy to achieve deep and lasting healing. Chloe reveals to us the importance of connection—with the spiritual and physical world, and our past lives to the present. She reminds us we are essential in the Universe; when we heal, our loved ones, people around us, and the Earth also heals. Chloe inspires us to do the same thing. Well done. I appreciate it very much. This book is truly for everyone. — Eduardo Morales, Shamanic Curandero, Tepoztlán, Mexico “WISDOM KEEPER is filled with wonderful personal experiences on the power of healing, visualizations, dreams, and listening to our inner voices. Chloe Kemp describes encounters with others on a multitude of levels, including sacred beings, shamans, and other deep-souled humans. This book inspires the reader to go deep within themselves and invite their own personal self-healer to emerge. Chloe helps us to understand that anything is possible.”—River Guerguerian, Sound Immersion Healer, Musician, Composer, and Educator  “Having met and worked with Chloe personally, I know she is a genuine woman with a mission and clear determination to fulfill her purpose in this life. She has followed the call from Spirit to share stories from her life and wisdom she has gained, weaving energies and expressing a frequency of consciousness that has a way of bringing readers to a deeper state of awareness and potency upon their own unique journey. Chloe's book shines a light on our ability to reconnect with the origin of what makes us each a special part of the Divine plan, and she does it in a very humble and approachable way."—Michael Brasunas, Holistic Energy Healer and Bodyworker “Your inspiring memoir is engaging and thought-provoking throughout. It brings together the highest spiritual insights and practical frameworks that everyone can understand and apply.”—Louise, Australia  “A fascinating read!”—Caleb, USA  “The narrative is immensely raw and deeply personal. It engaged all of my emotions completely.”—Abantika, India   “A remarkable story.”—Michael, USA “The writing style is amazing.Your life experiences are so unique.”—Taibaya, Pakistan  “You have a gift for spiritual healing and telling a story. You created a hopeful, sincere, compelling, interesting, and important story.”—Jessica, USA “You tell events, dreams, and moments in your life in a very engaging and thought-provoking way.”—Josh, USA  “Very entertaining, awakening, and engaging; as well as informative, practical, motivating and inspiring.”—Susan, USA      

Social Media Advertising - Different Options & Their Benefits How To Use Social Media Paid Ads Ideally? What is the most effective way to make use of social media ads? Choosing which social media platform to advertise on depends on your target audience. You need to understand which platforms are being used, the type of campaigns that can run on each platform, and what investment you’ll be required to make. Pew Research Center’s report helps give us an idea of the most preferred platform for various demographics. For example, if your product caters to the teenage group, consider advertising on Instagram, TikTok, or Snapchat. If you’re catering to a more B2B client, you can consider LinkedIn. Once you understand where your audience spends the most time, you can narrow down the platforms. However, we’d still advise on A/B testing various platforms. You’d be surprised by how many B2B clients you can find on TikTok! What Are The Most Popular Social Media Ads? Here is a brief rundown of the various social media ad options available. 1. Facebook Ads Facebook Ads are the most successful form of social media advertising. Statistics show that Facebook paid ads have an average conversion rate of 9.21%. They’re easy to set up and track, and allow you to measure campaign performance easily, giving insights into how well your ads are performing. They also offer a wide range of targeting options that help you reach people who might be interested in what you’re selling, which is why they’re so effective at generating sales leads. Facebook Ads are also highly targeted. You can target specific demographics or audiences based on gender, age range, location, and other details such as interests and behaviors or job titles. This helps ensure that only people who are interested in what you’re offering, see your ad on Facebook. 2. Twitter Ads Twitter ads are a great way to reach your target audience, especially if your company already has a presence on the platform. They’re easy to set up and manage so you can focus on other aspects of your business. As of 2022, they have an average conversion rate of 0.77%. Twitter ads also offer simple targeting options that let you get more followers, increase engagement with existing customers and gain new followers interested in what you have to offer. There are multiple ad options to choose from for accomplishing various advertising goals, including promoted ads, follower ads, amplify ads, and takeover ads. Promoted and follower ads have a much wider average cost range than their takeover counterparts. 3. LinkedIn Ads LinkedIn is a professional networking site, so it’s not as casual as other social media platforms like Instagram and Facebook. As a result, users are more likely to be interested in what you are promoting on the platform because they’re looking for something related to their professional lives. LinkedIn has an average click-through rate of 0.65%. In addition, the conversion rate for LinkedIn ads is also fairly decent (2.35%). They can have high or low conversion rates depending on factors like interests and demographics. But if your ad is effectively targeted, it will have more chances of enjoying a higher conversion rate. 4. Instagram Ads As a younger demographic, Instagram users make up a great target audience for social media advertising. They are highly engaged in the platform and are more likely to respond to call-to-action than other demographics. 5. YouTube Ads YouTube ads are excellent for marketers with video content to promote their business. Furthermore, the advertising options offered by this platform ensure that you needn't bother with YouTuber fame or even a large number of subscribers on your channel to spread the word on this platform.

Psychologist and New York Times best-selling author Phil McGraw states, “I always say that the most important relationship you will ever have is with yourself. You’ve got to be your own best friend first.” How can you be “best friends” with someone you don’t know or don’t like? You can’t. That’s why it’s so important to find out who you are and work to become someone you like and respect.

Derivatives spread the damage throughout the world. In March 2009, when the S&P 500 had fallen 57 percent from its peak, I could not tell whether to buy stocks or to sell what I had. Either decision might have been a disaster. If we continued into a major worldwide depression, buying more would be costly. In the other scenario, the one that occurred, this was the bottom, and stocks rebounded over 70 percent in less than a year. Warren Buffett, who had better information and insight than almost anyone, later told The Wall Street Journal’s Scott Patterson that at one point he was looking into the abyss and considering the possibility that everything could go down, even Berkshire Hathaway. It was only when the US government indicated it would do whatever was necessary to bail out the financial system that he realized we were saved.

Prescriptive sellers like these sell with conviction. They provide clear, insightful recommendations to their customers and in many ways are able to create intoxicating certainty around the buying process. They bring the future to their customers and make it easy for them to buy.

Six Simple Listening Tips Here are six simple tips for not only practicing good listening in your customer conversations but also for creating a high-impact customer experience by showing them that you’re engaged. 1. Don’t speak: This is easy to say but sometimes hard to do. You simply cannot listen if you’re speaking or poised on the edge of interrupting the other person. So what should you do? Just shut up and pay attention to what your customer is saying. 2. Make eye contact: Since a majority of our communication is non-verbal, looking at a person is one of the best ways to clearly demonstrate focus and attention. Even when you’re on a video call, customers can often tell (by the way your eyes dart around) if you’re looking at them on the screen or if you are distracted. Keep that gaze locked! (But a nice, friendly gaze… not a creepy one.) 3. Use visual/auditory cues: Smiling, nodding, and appearing pensive are all great ways to communicate understanding and acknowledgment. Even small auditory cues like the occasional “yes” or “uh-huh” can show your customer that you’re following along. 4. Write things down: Writing things down not only helps you remember key pieces of information later on, but it also demonstrates to the customer that you’re interested enough in their insights to memorialize them in writing. But what if they can’t see you taking notes, for example, on a phone or video call? No problem. Just tell them you are! After your customer finishes telling you something, simply pause for a moment and say “I’m just writing this down” to produce the same effect. 5. Recap: Nothing illustrates great attention to detail like repeating back or summarizing the insights the customer shared with you. This is especially powerful when the insights were shared earlier in the conversation. For extra impact, quote them directly using their exact words, prefaced by the phrase “What I heard you say was… ” Echoing someone’s exact words is a powerful and scientifically proven persuasive technique (we’ll be exploring this tactic in more detail as it relates to handling customer objections in chapter 7). 6. Ask good follow-up questions: When a customer answers your question, resist the temptation to say, “That’s great” or “Awesome!” and then move on to the next question. Asking killer follow-up questions like “Tell me more about that,” “Can you give me an example?” or “How long has that been going on?” is a great way to demonstrate your interest in the customer’s perspective and leave the call with high-impact insights. In fact, when it comes to addressing customer objections, a study by Gong.io found that top performers ask follow-up questions 54 percent of the time, versus 31 percent for average performers.6

This suspicion [selling out] often rubs up against another tendency in Black America: the habit of celebrating any promotion by a fellow Black as a sign of collective advancement.