Top Prospect Book Quotes

I couldn't motivate myself. I was subject to occasional depression, relatively mild, certainly not suicidal, and not long episodes so much as passing moments like this, when meaning and purpose and all prospect of pleasure drained away and left me briefly catatonic. For minutes on end I couldn't remember what kept me going. As I stared at the litter of cups and pot and jug in front of me, I thought it was unlikely I would ever get out of my wretched little flat. The two boxes I called rooms, the stained ceilings walls and floors would contain me to the end. There was a lot like me in the neighbourhood, but thirty or forty years older. I had seen them in Simon's shop, reaching for the quality journals from the top shelf. I noted the men especially and their shabby clothes. They had swept past some crucial junction in their lives many years back - a poor career choice, a bad marriage, the unwritten book, the illness that never went away. Now there options were closed, they managed to keep themselves going with some shred of intellectual longing or curiosity. But their boat was sunk.

As for having reached the top, with only one way to go from there, Lee had a point, no? I mean, if you cannot repeat a once-in-a-lifetime miracle—if you can never again reach the top—then why bother creating at all? Well, I can actually speak about this predicament from personal experience, because I myself was once “at the top”—with a book that sat on the bestseller list for more than three years. I can’t tell you how many people said to me during those years, “How are you ever going to top that?” They’d speak of my great good fortune as though it were a curse, not a blessing, and would speculate about how terrified I must feel at the prospect of not being able to reach such phenomenal heights again. But such thinking assumes there is a “top”—and that reaching that top (and staying there) is the only motive one has to create. Such thinking assumes that the mysteries of inspiration operate on the same scale that we do—on a limited human scale of success and failure, of winning and losing, of comparison and competition, of commerce and reputation, of units sold and influence wielded. Such thinking assumes that you must be constantly victorious—not only against your peers, but also against an earlier version of your own poor self. Most dangerously of all, such thinking assumes that if you cannot win, then you must not continue to play. But what does any of that have to do with vocation? What does any of that have to do with the pursuit of love? What does any of that have to do with the strange communion between the human and the magical? What does any of that have to do with faith? What does any of that have to do with the quiet glory of merely making things, and then sharing those things with an open heart and no expectations?

In 2010, the dominance of inclusive fitness theory was finally broken. After struggling as a member of the small but still muted contrarian school for a decade, I joined two Harvard mathematicians and theoretical biologists, Martin Nowak and Corina Tarnita, for a top-to-bottom analysis of inclusive fitness. Nowak and Tarnita had independently discovered that the foundational assumptions of inclusive fitness theory were unsound, while I had demonstrated that the field data used to support the theory could be explained equally well, or better, with direct natural selection—as in the sex-allocation case of ants just described. Our joint report was published on August 26, 2010, as the cover article of the prestigious journal Nature. Knowing the controversy involved, the Nature editors had proceeded with unusual caution. One of them familiar with the subject and the mode of mathematical analysis came from London to Harvard to hold a special meeting with Nowak, Tarnita, and myself. He approved, and the manuscript was next examined by three anonymous experts. Its appearance, as we expected, caused a Vesuvian explosion of protest—the kind cherished by journalists. No fewer than 137 biologists committed to inclusive fitness theory in their research or teaching signed a protest in a Nature article published the following year. When I repeated part of my argument as a chapter in the 2012 book The Social Conquest of Earth, Richard Dawkins responded with the indignant fervor of a true believer. In his review for the British magazine Prospect, he urged others not to read what I had written, but instead to cast the entire book away, “with great force,” no less.

Seth Godin, author of more than a dozen bestsellers, including Purple Cow and Permission Marketing, understands the importance of frequency and consistency in a book marketing and public relations campaign. He practices these through following these seven steps: Permission marketing. This is a process by which marketers ask permission before sending ads to prospects. Godin pioneered the practice in 1995 with the founding of Yoyodyne, the Web’s first direct mail and promotions company (it used contests, online games, and scavenger hunts to market companies to participating users). He sold it to Yahoo! three years later. Editorial content. Godin was a long-time contributing editor to the popular Fast Company magazine. Blogging. Seth's Blog is one of the most-frequented blogs. Public speaking. Successful Meetings magazine named Godin one of the top 21 speakers of the 21st century. Words used to describe his lectures include "visual," "personal," and "dynamic." Community-building. His latest company, Squidoo.com, ranked among the top 125 sites in the U.S. (by traffic) by Quantcast, allows people to build a page about any topic that inspires them. The site raises money for charity and pays royalties to its million-plus members. E-books. Godin took a step to publish all his books electronically, then worked with Amazon on his own imprint, Domino, which published 12 books. Recently, Godin ended that project – since as he said in a blog, it was a "project" and he is always looking for more and different opportunities. Continuous improvement. Godin is always on the lookout for more ideas, more business opportunities and more engagement with his community.

At the diner where we went for our snack, there was yet another curious thing that made me think. White people like us would come in and take seats at the counter, but black people would place an order and then stand against the wall. When their food was ready, it would be handed to them in a paper bag and they would take it home or out to their car. My father explained to us that Negroes weren’t allowed to sit at luncheon counters in Washington. It wasn’t against the law exactly, but they didn’t do it because Washington was enough of a Southern city that they just didn’t dare. That seemed strange too and it made me even more reflective. Afterwards, lying awake in the hot hotel room, listening to the restless city, I tried to understand the adult world and could not. I had always thought that once you grew up you could do anything you wanted—stay up all night or eat ice cream straight out of the container. But now, on this one important evening of my life, I had discovered that if you didn’t measure up in some critical way, people might shoot you in the head or make you take your food out to the car. I sat up on one elbow and asked my dad if there were places where Negroes ran lunch counters and made white people stand against the wall. My dad regarded me over the top of a book and said he didn’t think so. I asked him what would happen if a Negro tried to sit at a luncheon counter, even though he wasn’t supposed to. What would they do to him? My dad said he didn’t know and told me I should go to sleep and not worry about such things. I lay down and thought about it for a while and supposed that they would shoot him in the head. Then I rolled over and tried to sleep, but I couldn’t, partly because it was so hot and I was confused and partly because earlier in the evening my brother had told me that he was going to come over to my bed when I was asleep and wipe boogers on my face because I hadn’t given him a bite of my frosted malt at the ball game, and I was frankly unsettled by this prospect, even though he seemed to be sleeping soundly now. The world has changed a lot since those days, of course. Now if you lie awake in a hotel room at night, you don’t hear the city anymore.

Always Positive Is Not the Most Productive Salespeople have tried numerous ways to address the fact that prospects are motivated differently. One of the most prevalent sales tricks is to try to motivate prospects with “happy gas.” For decades, sellers have been told that attitude is everything, and the more enthusiastic you are, the more excited your prospects will become. You know the drill—flash a big smile and bubble over with energy in an attempt to get prospects excited about your product. Gag me! Especially in this new era of customer skepticism, this fluffy cloud approach to selling is just a facade that causes many salespeople to miss out on some otherwise lucrative opportunities. Even salespeople who are not filled with happy gas still tend to emphasize the positive, pointing out all the wonderful benefits of their product or service, in an attempt to get prospects and customers excited. But as you are about to find out, always positive is not always the most productive approach in Question Based Selling. True professionals are not “always positive.” Instead, they radiate intangible qualities like competence, capability, and expertise by being serious and self-assured. This is very different from the eager salesperson who attempts to communicate value by having a permanent smile plastered on his or her face. Secret #22 Competence, credibility, expertise, and value will outsell over-eagerness every time. I’m not saying that you shouldn’t be proud of your product or excited about a new opportunity. I’m merely suggesting that being super-positive and highly enthusiastic is not the best way to motivate all prospects. And as you’ll see throughout Question Based Selling, being super-positive is not even the best way to motivate most prospects.

Latent Needs The larger and more significant portion of the market is comprised of prospects who do have needs for your product or service, but haven’t yet recognized those needs. In QBS, we say that these prospects have latent needs. Latent needs are needs that do exist but haven’t yet surfaced as problems or desires. Prospects with latent needs fail to recognize that they are no longer satisfied with the status quo. As an example, suppose you and I were standing beside your car when suddenly we noticed that one of your tires was worn down to the cords. Instantly, you would have a need for new tires. The question is, did you have a need for new tires yesterday? Sure you did. The tread on your tire didn’t wear itself down overnight. But until you actually recognized the existence of a problem, your need for new tires was latent. It existed, although you were not aware of it at the time. This is essentially what happened when Brent called me. I absolutely had a need for septic tank improvement products, but my need was a latent need. Salespeople encounter prospects with latent needs all the time—especially prospects who say things like: “I don’t need life insurance because I’m not planning to die any time soon.” Or, “We don’t have time to evaluate new technology, because we’re too busy putting out fires.” Here’s my personal favorite: “We can’t afford sales training right now, because sales have been slow.

Personally, I have learned the hard way that spending most of the time with prospective clients talking about their potential problems is way better than trying to promote myself with accolades about the value of my product or service. Granted, this aforementioned passage is a condensed version of my value proposition for QBS. But it delivers the message. Times are tough in sales, and QBS has ways to solve that. That message resonates with sales management. In the same way, as prospective customers relate to the verbal pictures you paint about challenges they currently face, they will naturally look to you as someone who can help address those issues.

Turning a prospect’s complacency into an active desire is the real game in professional selling. This is what allows sellers to go after the broader market opportunity—those prospects who have needs but haven’t yet recognized the opportunity to improve their existing condition. It’s what separates top sales performers from the rest of the masses. While it is natural for prospects to find comfort in the status quo, sellers have to realize that potential buyers can’t take advantage of opportunities they don’t know about. This boils the sales function down into a process of mutual discovery, where sellers work together with prospective buyers to uncover problems and opportunities that otherwise wouldn’t have been identified. Have you ever heard a prospect say, “I wish I had known about your production sooner”? Just like you and me, they can only act on the information they have at the time.

That’s why one of the fundamental concepts I originally introduced as part of Question Based Selling was, “Always positive is not always most productive.” To illustrate, sellers have long been conditioned to ask questions with a positive, even hopeful, tone. Therefore, typical sales questions tend to sound optimistic, like: Mr. Prospect, would next Tuesday work for a conference call? Or: Does your boss like our proposal? Sometimes sellers ask: Are we still in good shape to close this deal by the end of the month? The salesperson in these examples is obviously hoping next Tuesday will work for a conference call, or hoping the boss likes the proposal, and that the deal is still in “good shape” to close by month-end. These positively dispositioned questions do not generate more positive results. In reality, just the opposite occurs. I will talk at length later in the book about the fact that positively dispositioned questions tend to cause customers to withhold, or give less accurate information, which is counterproductive to your selling efforts.

Follow-up Call (Script) Seller: “Hello Mr. Prospect, my name is Tom Freese, and I’m the regional manager for KnowledgeWare in Kansas City. I wanted to contact you about the CASE application development seminar we are hosting at IBM’s Regional Headquarters on August 26. Do you remember receiving the invitation we sent you? (Pause for a response) “Frankly, we are expecting a record turnout—over one hundred people, including development managers from Sprint, Hallmark Cards, Pepsi Co., Yellow Freight, Kansas Power & Light, the Federal Reserve Bank, Northwest Mutual Life, American Family Life, St. Luke’s Hospital, Anheuser-Busch, MasterCard, American Express, Worldspan, and United Airlines, just to name a few. “I wanted to follow up because we haven’t yet received an RSVP from your company, and I wanted to make sure you didn’t get left out.” Granted, this was a highly positioned approach, but it was also 100 percent accurate. I wanted prospects to know that IBM was endorsing this event. I also wanted to let them know that I expected “everyone else” to participate. I accomplished this by rattling off an impressive list of marquee company names that we were “expected” to attend. Most importantly, I wanted to make sure that they didn’t get left out.

All the reasons people give me why I shouldn’t be leader”—the long odds, the shattered aura of inevitability, the pressure from Conservatives and New Democrats consciously executing a squeeze play against the Liberals from either side—“those are the very reasons that make the whole idea tremendously exciting to me.” And on top of everything else, there’s the tantalizing prospect of a chance to do something even his father never accomplished, if only because nobody in his father’s generation ever had to. “Whatever else he did, Pierre Trudeau was not a re-inventor of the Liberal Party.

I mean, if you cannot repeat a once-in-a-lifetime miracle—if you can never again reach the top—then why bother creating at all? Well, I can actually speak about this predicament from personal experience, because I myself was once “at the top”—with a book that sat on the bestseller list for more than three years. I can’t tell you how many people said to me during those years, “How are you ever going to top that?” They’d speak of my great good fortune as though it were a curse, not a blessing, and would speculate about how terrified I must feel at the prospect of not being able to reach such phenomenal heights again. But such thinking assumes there is a “top”—and that reaching that top (and staying there) is the only motive one has to create. Such thinking assumes that the mysteries of inspiration operate on the same scale that we do—on a limited human scale of success and failure, of winning and losing, of comparison and competition, of commerce and reputation, of units sold and influence wielded. Such thinking assumes that you must be constantly victorious—not only against your peers, but also against an earlier version of your own poor self. Most dangerously of all, such thinking assumes that if you cannot win, then you must not continue to play.

1. What are the most frustrating problems your prospective customers struggle with that your product or service can solve? 2. What are the most important goals they struggle to reach that your product or service will help with?

There’s a country that does something a little like this. Its young people, including its very best educational prospects from all different backgrounds, spend two or three years training and solving problems in a nonhierarchical environment and get together every year. Many then collaborate to start companies. This country leads the world in venture capital investments per capita (over $170, versus $75 in the United States in 2010).1 It has more companies on the NASDAQ than any non-US country except for China, despite having a population of less than eight million.2 Its quarterly gross domestic product (GDP) growth rate was above 5 percent in 2011 and it’s in the top thirty globally in per capita GDP, above Spain and Saudi Arabia, among others.3 This country is Israel, where eighteen-year-olds complete two- or three-year tours in the military, getting to know each other in highly selective military units. They operate at a high level of autonomy and responsibility and then travel the world for months before heading to college and/or grad school. In Dan Senor and Saul Singer’s book Start-up Nation, this network and training ground is credited as helping give rise to a culture of risk taking and entrepreneurship. By the time Israelis graduate from college, they’re in their midtwenties and mature; in many cases, they’ve already been in operating environments and borne life-and-death responsibilities. This cocktail of experience gives rise to a mixture of both courage and impatience. As one entrepreneur put it, “When an Israeli entrepreneur has a business idea, he will start it that week. The notion that one should accumulate credentials before launching a venture simply does not exist. . . . Too much time can only teach you what can go wrong, not what could be transformative.”4 Another observer commented, “Israelis . . .  don’t care about the social price of failure and they develop their projects regardless of the economic . . . situation.”5

The Resume Your resume is like an advertisement for you as a job candidate. It should present you in the best possible light. Consult reference books for appropriate formats. Styles vary, but a resume should be typewritten or typeset, with your name and address clearly displayed at the top, and your employment history and educational background listed below in an organized fashion. If you wish, you may include a heading for personal interests—this can often be a good ice-breaker during the interview itself. People with social anxiety often find it very useful to pay for professional assistance in preparing a resume. Having an objective person categorize your skills and experience can be extremely helpful, especially if you are reentering the work force or are experiencing difficulty putting your background into the appropriate format. Remember, your resume is often your first contact with a prospective employer, and it may determine whether you will get an interview in the first place. It is your calling card and should be impeccably professional in appearance and content.

I walked to the Tube station and got on the train. I was meeting a man for dinner, someone I barely knew. He had got my number from a mutual friend. When I arrived at the restaurant he was already there, waiting. He was reading a book, which he relaxed in his bag before I could see the title. He asked me how I was and I found myself saying that I was very tired, to the extent that I might not have all that much to say for myself. He looked a little disappointed at this news, and asked if I wanted to hang up my coat. I said I would keep it on: I felt cold. There were builders in my house, I added. The doors and windows were constantly open and the heating had been turned off. The house had become like a tomb, a place of dust and chill. It was impossible to eat or sleep or work – there wasn’t even anywhere to sit down. Everywhere I looked I saw skeletons, the skeletons of walls and floors, so that the house felt unshielded, permeable, as though all the things those walls and floors ought normally to keep out were free to enter. I had to go into debt to finance the work – a debt I had no immediate prospect of being able to repay – and so even when it was done I wasn’t sure I would feel entirely comfortable there. My children, I added, were away. I told him the story of the Saluki dogs following the hawk: my current awareness of my children, I said, was similarly acute and gruelling, except that I was trying to keep sight of them on my own. On top of that, I said, there was something in the basement, something that took the form of two people, though I would hesitate to give their names to it. It was more of a force, a power of elemental negativity that seemed somehow related to the power to create. Their hatred of me was so pure, I said, that it almost passed back into love again.

The reality is, your confidence as a closer is the prospect’s confidence. If you break certainty . . . well, so will they. To be a top closer, focus on being so certain in your offer that nothing can change your mind that your product or service is the best on the market.

Take notes on sales calls when you ask these questions. A top objection handler uses prospects’ words against them to hold them accountable. It’s important to put their words back in their mouth. It also shows you listen, which is always a plus. Self-doubt is the leading indication of all objections, so every now and then, you need to put on your motivational speaking hat and tell people what they need to hear, not what they want to hear.

for the rest of the night. Other than to refuel with holiday leftovers. “Would you still love me if I told you I didn’t know what tasted better, Christmas leftovers or you?” Jana cocked her eyebrow with a sexy smile on her face. Damn, she was beautiful. “No but I will be mad unless you do some very thorough research and come up with a satisfying answer…” I grinned. This Christmas was unlike any of the others Jana and I had spent together. This time we had two little boys, a bigger family and we’d faced our biggest threat yet and come out on top. “If it’s for the sake of research, consider me in babe.” And I spent the rest of the night doing science. Between the gorgeous legs of my beautiful wife. I was pretty sure in that moment, life for the Reckless Bastard’s couldn’t get any better. Merry friggin’ Christmas to us! * * * * If you think the Reckless Bastards are spicy bad boys, they’re nothing compared to the steam in my next series Reckless MC Opey, TX Chapter where Gunnar and Maisie move to Texas! There’s also a sneak peek on the next page.   Don’t wait — grab your copy today!  Copyright © 2019 KB Winters and BookBoyfriends Publishing Inc Published By: BookBoyfriends Publishing Inc Chapter One Gunnar “We’re gonna be cowboys!” Maisie had been singing that song since we got on the interstate and left Nevada and the only family we’d had in the world behind. For good. Cross was my oldest friend, and I’d miss him the most, even though I knew we’d never lose touch. I’d miss Jag too, even Golden Boy and Max. The prospects were cool, but I had no attachment to them. Though I gave him a lot of shit, I knew I’d even miss Stitch. A little. It didn’t matter that the last year had been filled with more shit than gold, or that I was leaving Vegas in the dust, we were all closer for the hell we’d been through. But still, I was leaving. Maisie and I’d been on the road for a couple of days. Traveling with a small child took a long damn time. Between bathroom breaks and snack times we’d be lucky to make it to Opey by the end of the month. Lucky for me, Maisie had her mind set on us becoming cowboys, complete with ten gallon hats, spurs and chaps, so she hadn’t shed one tear, yet. It wasn’t something I’d been hoping for but I was waiting patiently for reality to sink in and the uncontrollable sobs that had a way of breaking a grown man’s heart. “You’re not a boy,” I told her and smiled through the rear view mirror. “Hard to be a cowboy if you’re not even a boy.” Maisie grinned, a full row of bright white baby teeth shining back at me right along with sapphire blue eyes and hair so black it looked to be painted on with ink. “I’m gonna be a cowgirl then! A cowgirl!” She went on and on for what felt like forever, in only the way that a four year old could, about all the cool cowgirl stuff she’d have. “Boots and a pony too!” “A pony? You can’t even tie your shoes or clean up your toys and you want a pony?” She nodded in that exaggerated way little kids did. “I’ll learn,” she said with the certainty of a know it all teenager, a thought that terrified the hell out of me. “You’ll help me, Gunny!” Her words brought a smile to my face even though I hated that fucking nickname she’d picked up from a woman I refused to think about ever again. I’d help Maisie because that’s what family did. Hell, she was the reason I’d uprooted my entire fucking life and headed to the great unknown wilds of Texas. To give Maisie a normal life or as close to normal as I was capable of giving her. “I’ll always help you, Squirt.” “I know. Love you Gunny!” “Love you too, Cowgirl.” I winked in the mirror and her face lit up with happiness. It was the pure joy on her face, putting a bloom in her cheeks that convinced me this was the right thing to do. I didn’t want to move to Texas, and I didn’t want to live on a goddamn ranch, but that was my future. The property was already bought and paid for with my name

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