The document provides information on effective team leadership and teamwork. It discusses 17 qualities of a team player, including being adaptable, collaborative, committed, and communicative. It also outlines leadership skills, styles, and the different phases a team goes through. The key points are developing qualities like adaptability and commitment to improve teamwork, understanding different leadership approaches, and shepherding a team through forming, storming, norming, and performing stages.

1. Balasubramanian Jayaraman
Kuala Lumpur

2. Excel Training
Real Time and Hands-on experience

3. SELLBYTEL Group I Page 3Client name
TRAINING & COACHING
Sales Team
Workshop on being a Team Player

4. “If you can’t operate as a team player, no
matter how valuable you’ve been, you
really don’t belong at GE”
John F. Welch
CEO, General Electric
(1993)

5. 17 Essential Qualities of a Team Player
✓ Adaptable
✓ Collaborative
✓ Committed
✓ Communicative
✓ Competent
✓ Dependable
✓ Disciplined
✓ Enlarging
✓ Enthusiastic/Positive
✓ Intentional
✓ Mission Conscious
✓ Prepared
✓ Relational
✓ Self-Improving
✓ Selfless
✓ Solution-Oriented
✓ Persistent

6. Adaptable
Being flexible, teachable, creative, willing
to make changes for the team, willing to
take on a different role on the team
To become more adaptable:
❖ Try to keep learning new things
❖ Reevaluate your role on the team
❖ Think about how things can be
done instead of what prevents
you from achieving it
❖ Think through scenarios where
you might have to adapt, such
as:
❖ To your role on the team
❖ Your contribution to the team

7. Collaborative
Working together, everyone adding
something, not competing with
teammates, concentrating on team not
self, trusting teammates
To become more collaborative
❖ Always ask, “What’s best for
the team?”
❖ Get together with someone on
the team you view as a
competitor and figure out how
you can work together to
benefit the team
❖ Get together with someone
who has strengths in your area
of weakness and work
together

8. Committed
Being determined to see it through,
realizing commitment is a choice not
an emotion
To become truly committed:
❖ Make sure the goals of the
team and the team itself are
truly important to you
❖ Risk giving your best all the
time
❖ Realize there is no such thing
as a half-hearted champion

9. Communicative
Making connections, learning about each
other on and off the floor.
How to be more communicative:
❖ Make it easier for teammates to get
to know you
❖ Follow the 24 hr rule – address any
conflict with a teammate with in 24
hrs.
❖ Spend time on especially difficult
relationships
❖ Speak truthfully but kindly to
teammates
❖ Make an effort to get to know
everyone on your team
❖ Tell teammates when they are
doing great
❖ Kindly tell them how to improve

10. Competent
Knowing your strengths, your
position, fundamental skills, and
being committed to excellence
How to be more competent:
❖ Refuse to settle for average
❖ Work hard on the small stuff
❖ Work on performing
consistently
❖ Pick an area to specialize in
❖ Practice extra on specialty,
weak point, or role needed by
the team

11. Dependable
Making a consistent contribution,
doing what you say, being
responsible, exercising good
judgment
How to be more dependable:
❖ Check your goals, do they
benefit the team or just you
❖ Check with your teammates –
do they think you are reliable?
❖ Have a partner that holds you
accountable
❖ Try your best to always do
what you say you are going to
do

12. Disciplined
Doing what you don’t want to do, so you can
do what you really want to, having
disciplined thinking, emotions, and actions
How to be more disciplined:
❖ Do something necessary but
unpleasant everyday
❖ Take on new challenges
❖ When you get mad, hold your tongue
for 5 minutes
❖ Work on remaining calm when you
get start to get mad or frustrated
❖ Work on fundamentals everyday
❖ Follow set process so that it
becomes a practice everyday

13. Adding Value
Adding value to teammates, valuing
teammates not criticizing them, valuing
what your teammates value, finding
ways to help others improve
How to be adding value:
❖ Serve others first
❖ Point out others strengths and
help them focus on improving
❖ Believe in others before they
believe in you
❖ Make it a point to tell someone
on the team something
truthfully positive about their
abilities everyday

14. Enthusiastic/Positive Attitude
CHOOSING to be positive (attitude is a
choice), acting enthusiastic even if
don’t feel like
How to be more enthusiastic:
❖ Spend time with others who are
enthusiastic
❖ Go the extra mile
❖ Strive for excellence
❖ Keep negative comments to
yourself and try to turn your
own thinking more positive
❖ Cheer for others when you are
on the floor

15. Intentional
Working with purpose, doing the right
things every day
How to be more intentional:
❖ Write down your goals and
team goals and read them
every day
❖ Explore your own strengths
and weaknesses
❖ Specialize and focus on that
❖ Prioritize what you are working
on
❖ Practice every day with the
purpose of getting better at
something specific

16. Mission Conscious
Keeping the big picture in mind,
knowing overall goal, supporting the
leader, making team accomplishment
the most important, doing whatever
necessary to achieve goals
How to be more mission conscious:
❖ Find ways to keep the mission
in mind – writing it down,
talking about it, making a
visual reminder
❖ Figure out how you can
contribute best to meeting the
mission
❖ Try to keep whole team
focused on mission

17. Prepared
Being ready mentally and physically,
knowing what you are preparing for
How to be more prepared:
❖ Thinking about what you will
need or need to do
❖ Creating a list
❖ Learning from mistakes
❖ Visualize
❖ Practice, practice, practice

18. Relational
Caring about people on the team,
treating everyone like they are
important, respecting others, sharing
experiences, trusting teammates
How to be more relational:
❖ Focus on others
❖ Ask teammates about their
hopes, goals, what makes
them happy, sad
❖ Share common experiences,
spend time together outside of
the sport
❖ Make others feel special

19. Self-Improving
Thinking about how you can improve
and applying it
How to be more self-improving:
❖ Become coachable, ask
questions
❖ Value improvement over self
promotion
❖ Plan how you will learn more

20. Selfless
Putting others ahead of yourself,
being generous, worrying about what
benefits the team not yourself, being
loyal
How to be more selfless:
❖ Promote someone other than
yourself
❖ Practice serving others, let
others go first
❖ Give to others without them
knowing it
❖ Always be willing to help your
teammates even if it takes x-tra
effort on your part

21. Solution-Oriented
Finding remedies, not faults, taking
the attitude that all problems are
solvable
How to be more solution-oriented:
❖ Refuse to give up when
problems arise
❖ Rethink strategy if things
aren’t going right
❖ Don’t see things as problems,
just setbacks that need to be
figured out

22. Persistent
Sticking with things even when they
seem impossible, being determined,
giving all you have
How to be more Persistent:
❖ Work harder – practice x-tra
before or after work hours
❖ Never quit

23. SELLBYTEL Group I Page 23Client name
TRAINING & COACHING
Sales Team
Workshop on being an effective Team Leader

24. SELLBYTEL Group I Page 24Client name
Objectives
● What are Leadership Skills?
● Qualities of an Effective Leader?
● Three Traits every Successful Leader should have?
● Personality Matrix
● Leadership Styles
● Different Phases of a Team

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What are Leadership Skills
“A set of tools, behaviours and capabilities that a person needs in
order to be successful at motivating and directing others”
“The ability to help people grow in their own abilities and drive
them to achieve their own successes”

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Qualities of an Effective Leader
➢ Is committed to a Vision or Mission
➢ Understands His or Her Role
➢ Demonstrates High Integrity
➢ Sets an Example
➢ Understands how to motivate the behaviour of others
➢ Communicates Effectively
➢ Is Willing to take Risks
➢ Is Adept at Problem-Solving

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Three Traits of Every Successful Leader
★ Desire to Lead
➔ I enjoy it when others seek my ideas or opinion
➔ I am comfortable in putting team interest before my own interest
➔ When I am working in a group, I facilitate a strong team spirit
➔ I like playing the role of a coach to help others improve their skills
➔ When the team has a problem, I consider it my problem too
➔ I like to generate ideas and share with the team as well
★ Committment to the Vision and Mission of the Org
★ Integrity
○ Sincerity
○ Consistency
○ Substance

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Personality Matrix

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Three Traits of Every Successful Leader
★ Direct
○ In Charge
○ Work hard
○ Results driven
○ Competitive
★ Spirited
○ Dreamers of the group
○ Enthusiastic and Excited
○ Persuasive and Visionary
○ Passionate
★ Considerate
★ Systematic

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Three Traits of Every Successful Leader
★ Systematic
○ Analysts
○ Logical decision
○ Consistent, Rationale and Precise
○ Play by the rules
★ Considerate
○ People pleasers
○ Excellent Listeners
○ Mediators
○ Natural Trainers/Mentors

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Leadership Styles
● Autocratic Style
○ Own decisions
○ Rigid Expectations
○ Clear structure
○ Rarely consult
● Democratic Leadership Style
○ Decisions as a group
○ Share responsibility
○ Self and Team development
● Bureaucratic Leadership Style
○ Consistency
○ More formal
○ Factory Environment
● Charismatic Leadership Style
○ Inspire others
○ Provide Vision
○ Integrity

32. SELLBYTEL Group I Page 32Client name
Different Phases of a Team
Phase Your Goal
Forming
● Provide clear directions
● Establish clear objectives
● Begin defining roles
● Form Team purpose
● Begin working to establish trust and display integrity
Storming
● Establish team structures and reporting relationships
● Address challenges to your authority or the team purpose/Goal
● Esablish processes, procedures and policies
● Identify and address conflicts
● Make corrective changes as needed
● Encourage positive behaviours
Norming
● Encourage team members to give and take guidance from each
other
● Recognize positive contributions
● Arrange team-building activities when appropriate
● Delegate certain tasks or activities internally
Performing
● Delegate responsibility to other team members
● Encourage continuing achievement
● Focus on individual team member development

33. SELLBYTEL Group I Page 33Client name
TRAINING & COACHING
Sales Team
Workshop on Communication Skills

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Objectives
Workshop on Communication Skills
❖ Introduction to communication skills
❖ Interpersonal communication skills
❖ Assertive Communication skills

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What is Communication
Workshop on Communication Skills
Communication is an art of transmitting information, ideas and
attitudes from one person to another.
or
Communication is the process of meaningful interaction among
human beings.

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Types of Communication Skills
Workshop on Communication Skills
There are two types of communications
1. Verbal Communication (Oral and written communication)
2. Non- verbal communication

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Verbal and Nonverbal communication
Workshop on Communication Skills
❖ Verbal Communication
A medium for communication that entails talking using the spoken
word, such as talking face-to-face, on a telephone, or as a
speech.
❖ Non Verbal Communication
Nonverbal communication is the process of communication
through sending and receiving wordless cues between people. It
includes all aspects such as eye-contact, body language, facial
expressions, gestures etc. also become a part of the
communicating process.

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Oral Communication
Workshop on Communication Skills
❖ The term oral means anything “Pertaining to mouth”. The words and the
manner in which words are pronounced either by the way of face to face
communication or through some mechanical or electrical device.

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Written Communication
Workshop on Communication Skills
❖ The Communication in which the information is exchanged in the written or
printed form. It creates a record and can be preserved.

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Essentials of Communication - DOs
❖Always think ahead about what you are going to say
❖Use simple words and phrases that are understood by everybody
❖Increase your knowledge on all subjects you are required to speak
❖Speak clearly and audibly
❖Check twice with the listener whether you have been understood accurately or not
❖In case of an interruption, always do a little recap of what has been already said
❖Always pay undivided attention to the speaker while listening
❖While listening, always make notes of important points.
❖Always ask for clarification if you have failed to grasp other's point of view.
❖Repeat what the speaker has said to check whether you have understood accurately.

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Essentials of Communication - DON’Ts
➢ Do not instantly react and mutter something in anger.
➢ Do not use technical terms & terminologies not understood by majority of people.
➢ Do not speak too fast or too slow.
➢ Do not speak in inaudible surroundings, as you won’t be heard.
➢ Do not assume that everybody understands you.
➢ While listening do not glance here and there as it might distract the speaker
➢ Do not interrupt the speaker.
➢ Do not jump to the conclusion that you have understood every thing

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Interpersonal Communication Skills
Interpersonal Communication is a social process involving understanding and
transfer of information from one person to others.

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What is Interpersonal Communication Skill?
This is direct, face-to-face communication which occurs between two persons.
It is essentially a dialogue or a conversation between two or more people.
Interpersonal communication may be:
➢Focused Interactions
➢Unfocused Interactions

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What is Interpersonal Communication Skill?
Interpersonal Skills are critical to good communication.
➢ Let’s have a look at some great tips for better interpersonal
communication skills:
❖First Listen
❖Questions
❖Be Interested
❖Relax
❖Smile
❖Be Enthusiastic
❖Be Assertive

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Uses of Interpersonal Communication
Most of us engage in some form of Interpersonal Communication on a regular basis,
how well we communicate with others is a measure of our Interpersonal skills.
Interpersonal communication is a key life skill and can be used to:
❖Give and collect information.
❖Influence the attitudes and behaviors of others.
❖Form contacts and maintain relationships.
❖Make sense of the world and our experiences in it.
❖Express personal needs and understand the needs of others.
❖Give and receive emotional support.
❖Make decisions and solve problems.
❖Anticipate and predict behavior.

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Assertive Communication
Definition
An honest, direct and appropriate expressions of one’s feelings,
thoughts and beliefs.

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Assertive Communication
❖ Assertive Communication involves respect for the boundaries of oneself and others.
❖ Assertiveness is the ability to express our needs and rights, positive and negative
feelings without violating others rights and limits of others.
❖ Assertiveness increases our ability to reach these goals while maintaining our rights
and dignity.

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Assertive Rights
❖ You have right to be assertive.
❖ You have the right to request that others change their behavior if they are
infringing on your rights.
❖ You have the rights to use your time to answer questions.
❖ You have the right to express your needs even if they are illogical.

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Goals of Assertive Behavior
➢ To get and give respect.
➢ To ask for fair play.
➢ To leave room for compromise when the needs and rights of
two people conflict.
➢ To communicate and develop mutuality in relationships.

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Assertive Behavior
➢ Involves respect, not deference
➢ Two types of respect:
○ Respect for oneself
○ Respect for the other person’s needs and
rights.

51. SELLBYTEL Group I Page 51Client name

52. Soft skill training
Bala aka Ben

53. What IT Inquirers hate
Waiting to say what they want Listen, then get response/resolution
underway right away
Agent uncertainty about process Competence, Cooperation, courtesy
Interrogations Conversations
Premature pitching Ask before telling, learn before selling
Tech-talk/Company speak without
context
Business as important as products
No clear path forward/ or too much
pressure
A reasonable, definitive next-step
Having to repeat story next call Timely follow through and commitments
met

54. All of this means We have to…..
● Conduct calls and chats that are distinctive and
better than all the others, especially Google’s
competitors’
● Add business and process content to technical
conversations
● Make a powerful and compelling case for...and
secure...a “go-forward” commitment
● Identify more good leads, more potential
business

55. Transition from Opening to Dialogue
● Listen, Really Listen
● Attend to the audio, not the video
● Listen for substance
● Listen for clarity (Or confusion)
and style

56. You are on Air!
● Pronunciation
● Enunciation
● Volume
● Pacing
● Confidence
● Enthusiasm
● Word choice: Many verbs, few adjectives. No
Company speak
● Speak in complete sentences

57. Please Avoid Saying…..
● How are you today?
● Thank you for that information
● Thank you for waiting patiently
● Want to verify / Confirm that….
● Follow-up/Following up
● Set expectations
● Just…(Anything)
● That’s good to know

58. Practice Activity
● Your instructor will portray a
contact calling Google for the first time
● Please conduct the welcome and
call opening and transition to dialogue as you
have learned so far

59. Ask Questions in these categories
● Their circumstances and intentions
● Their requirements and preferences,
including expected timing
● How they consider and buy IT generally,
specifically Google products
● The people and their prerogatives:
Authority to act
● The money and willingness to proceed

60. Learn their Circumstances and Intentions
● What brings you to Google at this particular time? What’s
going on?
● “What do you need to do differently or better/have in mind
going forward? - or - What functionalities or capabilities are
you looking for above and beyond what you have now?
● If you don’t act on these requirements, what happens?
What are the implications
● Where do these matters stand on priority list? How did they
get there?

61. Match their intentions with Google Products
If the contact wants to Refer first to Google resources
in this category
Send, Receive emails
Have video conferencing, chats,
schedule meetings etc
Communicate products
(Gmail, Hangouts, Calendar,
Google+)
store documents Google Drive
Share and edit documents, Train
people etc
Google Collaborate
(Docs, Sheets, Forms, Slides,
Sites)
Manage and backup information Google Manage
(Admin and Vault)

62. Learn their Requirements and Preferences
● “Tell me about your specific requirements...What are you
“Must haves”, “Like to haves”, and “Don’t wants”
● What have you ruled in and ruled out? Other products?
Other suppliers
● What would Google have to do and provide to be viable?
To be your first choice?
● ANY OTHER SUGGESTIONS?
●

63. Do not recite “Speeds and Feeds”
● DO NOT read technical descriptions
and specifications aloud from the data sheets
● May meet technical but not
business requirements
● Does not prove performance, applicability, desirability
● Doesn’t excite the Finance/budget people
● Instead, use the technical data
to answer specific questions

64. Conduct Qualification without Intimidation
● Ask leading questions, not loaded questions
○ Will you need the product to do
(a function or requirement which
Google product addresses?)
○ Do you need to have…..(A specific product feature)
● Ask the question, then stop talking and let them answer
● Listen….really listen. Attend to the audio and
not the video or data fields
● Ask elaboration (Tell me more) questions as necessary;
do not rush to the next data field

65. Learn how they consider and buy
● When you and your organization consider changes, how do you
go about it?
● What are the top 2 or 3 things surrounding and influencing your
considerations this time?
● How far along are you in this consideration process?
●

66. Learn their People and Authority to Act
● “Please tell me about your roles and responsibility” DO NOT
Assume anything!
● Please tell me about all the people who will have a say in
considering GAFW. And how will you determine the ‘Yes’ or
‘No”?
● Avoid asking “who is the final decision Maker”
○ Names mean little, especially when the name is not
associated with Networking

67. Learn the Money and Willingness to spend
● “How do you go about budgeting for this sort of thing? Take me
through the process”.
● “Where does the budget for this project stand?
● When do you see making the “go-forward” choices?
● “When do you need to be “up-and-running?”

68. Decide
Decision
Consider
Consideration

69. Graceful and Relevant Questions
● You DO NOT have to ask every question on every call or chat
● You DO NOT have to ask every question in the order you see
them in this training
● You DO have to ask enough to achieve Google’s Desired
Outcomes
○ Resolve the contact’s issues or questions and provide
appropriate guidance
○ Overtly propose the next forward step in considering Google
and ask contact to take the next step

70. Two “holds” in the New Limit
● You make ask the contact to hold for you up to two 2-minute
increments...no more
● If you need more than four total minutes of “hold” time
○ Ask for the contact’s consent to close the call, with the
promise to research and report back
○ Go off-line for research, then re-call the contact with
resolution/answers and your go-forward request
○ Caution: Your data entry in NOT OK to ask the contact to
hold

71. When you Encounter
Say it….follow up with an email!

72. Practice Activity
● Your instructor will portray a
contact calling Google for the first time
● Please conduct the conversation and
questioning in the five categories

73. The Four Communication Styles
Innovative Procedural
Supportive Opportunistic

74. Innovative Style
● Concepts and Ideas
● Strategic, Long range, Future
oriented
● Mostly Forest, few trees
● Imagination and creativity
● Catalyst for the change
● Anticipates beyond specific
issues
● Unstructured conversation
● Challenges are OK

75. Procedural Style
● Facts and data
● Systematic, logical, consistent
● Many trees, little forest
● Weighs alternatives, evaluates
pluses and minuses
● Conservative, somewhat formal
● Well-prepared, structured
● Critical of circumstances,
vendors

76. Supportive Style
● Focus on human interaction
● Put a lot of their own personality
into the dialogue
● Emotions and feelings come out
● Enthusiastic, perceptive
● Good listener, spontaneous
● Loyal, personal

77. Opportunistic Style
● Action Oriented
● Results NOW! Get it done!
● Decisive, thinks on feet
● Forceful and direct
● Energetic and dynamic
● Net it out...bottom line
● Competitive

78. Ratio of Listen-to-Talk
● Early-on: Prospect 90%, you 10%
○ Most of the 10% is questioning
○ Begin with open-ended questions
○ Ask close ended to conclude, advance,
close
● Mid-way: 50 / 50
● Approaching the close: 10 / 90
● Overall: 70 / 30

79. Don’t Talk too much or too long
● Segment your recommendations into 15-second increments
● Build small agreements
○ How does that sound?
○ Will that be OK?
● Benefits
○ Your prospect understands
○ You limit objections and maintain call control
○ You can transition easily to closing on the “Go forward”
commitment

80. Deliver a Compelling reason to Act
● Why should your prospect take the next step?
● What would the prospect forego or
miss by not taking the next step?
● What makes taking the next step now
important and valuable for the prospect?
○ What detracts from their sense of urgency
○ What contributes to or enhances their sense of urgency?

81. But then the Prospect says….
● First need to get boss’ attention and/or approval
● Competing product looks good
● Budget or funding is delayed
● Costs too much
● Others???

82. How to clear Resistance and Objections
● Do NOT say “rebuttal” or “Overcome” objections.
Those terms are rude
● Acknowledge
○ Heard and registered
○ Don’t agree; Don’t challenge either
● Ask a clarifying question
○ Open-ended works best
○ Ask “how” not “why”
● Re-sell your recommendation based on the prospect’s response
to your question
● Ask for go-forward commitment

83. How to clear Resistance and Objections
● Objection:
○ Acknowledge
○ Probe
○ Benefit and next-step closing question
● Objection:
○ Acknowledge
○ Probe
○ Benefit and next-step closing question

84. Overtly Earn the Next Step Forward
● Don’t let good calls and chats evaporate!
○ “Well-Ok...Feel free to call us if you have any questions
(Yawn)
○ The Account Manager / Partner will be in touch in 4-5 days.
(Snore)
INSTEAD
“We do have a good matchup….here’s what I recommend”

85. On Outbound calls, Your contacts are thinking...
What am I going to experience?

86. Worst Outbound Practice...
The Stated “Reason for my call” is not the real reason
● Example: “You recently downloaded our white paper...I am just
calling to verify your contact information, see if you have any
questions, and have you opt-in to e-mails.”
● Genuine and True reason: find out by asking, what they are doing
or considering that might make Google viable and desirable, and
influence them to take the next forward step in considering
Google

87. To Differentiate your calls favorably...
● Clarify your business premise; what is the rationale for making
the call?
● Why should the prospect want to talk with you?
○ They want to know, “what’s in it for me”?
● What do you want the PROSPECT to do...as a result of your
Call?
○ Where do you want to take it?
○ How do you want to leave it?

88. Nail your Opening!!!
● Say your name, calling for GAFW
● Immediate say, “The reason for my call…”
● In not more than 15 seconds, sell the value of
having a conversation
● No “Spiel” or name dropping!
● Actually write it and rehearse it!

89. Best Outbound Practice...
“Reason for my call”
● Example: “To thank you for attending the seminar/Webinar/downloading our
whitepaper and talk about your requirements and preferences and see if we
have a good business and technical matchup.”
● I am at your website reading with great interest about (pick something from
the website) and hope to explore with you a possible fit between your IT
plans and Google products and services that help enable them
● To offer you new and fresh insights into Cloud, Email and Video
conferencing via email updates
Would that be worth a conversation?

90. The Golden Rule
● Is this a good time / OK / Suitable time to talk?
○ Yes - Thank you!
○ Yes, but - “We’ll keep it concise, ok?
○ No - “Please tell me when you like better
and I will call you accordingly. Ok?”

91. Don’t Know Who to Talk To?
● No matter who answers the phone, say your name, calling for
GAFW, then ask, “I hope you can help me”
● “I’m trying to reach the person RESPONSIBLE for Systems and
networking at (name of the organization). Who would be the very
best person to reach?
● If they do not know, suggest, “It is usually your IT person or the
business owner”. Can you connect me with IT please?

92. The Matter of “Reach”
● Why it is so hard to get them “live”
○ Too many calls from too many
high-tech companies
○ Too much “bad phone”
○ Email is faster to read
○ Other callers’ malpractice
● What we can do to reach and engage
○ Analyze your time-effectiveness
and adjust accordingly
○ Call early and late; call at :25 or :55
○ Enlist gatekeepers’ help

93. Balance Production with Artistry: Outbound
● Connects / Dials
● Reaches / Connects
● Conversations / Reaches
● Next steps / Conversations
● Leads passed / Next steps
● Administrative overhead per call not more than 30% of the total
time

94. Effective Time Use
480
Minutes
Time bottomline
_________
Call Type How Many ACW Time
Inbound
Outbound
Email
Internal
Other

95. How to stay Fresh and Inspired
● Celebrate successes!!!
● Respect the customer’s right to delay or say no!
● Assess your performance regularly
○ Rehearse, record, self-critique
○ Test, amend, advance
○ Monitor your return-on-effort
● Accept business changes and individual accountability
● Avoid taking yourself seriously! Laugh!!!

96. Thank you for Participating!
Best Wishes!
Let’s go make and take some really
good calls!
Better conversations and
More Leads