[00:00:00] Well, welcome back to, the sales transformation podcast. This is. a podcast where we dive deep into sales strategies, insights, and stories that are really changing, the world of sales in one way or another, especially with the onset of AI and sales training, which I'm so excited for Gail today.
[00:00:18] But of course, I'm your host, Kevin Warner. And today, like I mentioned, excited to speak with Gail Casper. Well, I think your background is so vast and, expansive. I don't think I'll necessarily do it justice on giving you the opening intro. So maybe if I hand over the floor to you and you can just share a little bit about, who you are, how you got to where you are, and then I'll jump in from there.
[00:00:42] Yeah, I'm going to, you're going to want to jump in. It's a long story because when I started, in the sales world, I was In a training organization and I was a hundred percent commissioned, so I had to sell the training programs and everything from an [00:01:00] entrepreneur being in a, in a training class to full training programs with multimillion dollar companies.
[00:01:05] I had found myself getting a TV show opportunity and it was like a weekly gig and, the training organization was not happy about that. So essentially I was fired. Overnight out on my own and I had one coaching client to my name that was it. I started with one coaching client. So from there it evolved to a few different individuals inside that company, one small division and then another division inside that company.
[00:01:36] And then they were referring me to their other locations and that company was ADT security services. So they had a training university in Florida, but they used to hire me to come in and train their teams. So that was kind of the bridge that kind of took me over the top into other organizations and continuing to build my business,
[00:01:55] It has been a grueling process. the work never stops. And [00:02:00] I actually did a little bit of research. So I know even prior to that, I think we share a little bit of the same background, if I'm not mistaken, when you really got started, you were working. 20 hours, I think you dropped out of college, your first job, you were doing those 16 to 20 hours, anything to get experience and move up and, move to the next level,
[00:02:20] You were never clocking the clock. And I personally got my start in tech where, it was grunt work. And I was there from 6 AM to 10 PM and I never questioned hours or salary. I just thought, Hey, as it comes, it'll come. And when I get more experience, I'll be able to demand more. and I mention that because you're so ingrained in sales and sales teams and getting the most out of them.
[00:02:46] How much do you see today? and, Ledium and myself, I've hired over, 500 different sales development reps. whether it be in the U. S. or the Dominican Republic, where we had over 200, and Ukraine, and Eastern Europe. [00:03:00] How much are you seeing that same drive? Because from my perspective, we're kind of seeing a little bit of a shift, where that drive is kind of shutting down, but sales is so much driven by that tenacity and that kind of vigor.
[00:03:14] how are you kind of seeing that trend in the workforce? I'm seeing the same thing. I mean, I think you've got about 20 percent of the sales reps that are really pushing the envelope and getting the money and driving the revenue. And I see about another 50 percent of them that could be doing so much better, like they really have the talent, they have the skills, but they're not taking over the top, whether they don't realize that they have the skills or they're just not being pushed in a way that's going to get them those skills.
[00:03:41] and then some of them just don't even belong in sales. You know, that's really what it boils down to. You know, they don't want to do the work. And if you're not going to do the work to refine the skills, especially today, if you do not have the passion for what it is you're selling, especially today, then get out because you don't belong in that world.
[00:03:59] You're not going to [00:04:00] survive. And it's going to make you feel bad about yourself because you're not going to achieve what you want. I was in real estate a long, long time ago, and I think the saying is, you know, 20 percent of the agents are doing 80 percent of the sales.
[00:04:11] So you really have this large portion of workforce who are doing actually the least amount of, you know, closed one opportunity. what about for the organization? So I know you're getting brought in on the sales training side, which we'll touch on in a second. How does an organization deal with it?
[00:04:27] Are they able to identify it? Do they just think that maybe it's a process problem versus a people problem? how are you usually kind of being brought in to identify where should I help? you know, what's interesting cause I've started to see too, that driven force that used to be the core of every sales representative, you know, that used to be the thing that they were just going to push until they got those sales.
[00:04:54] Everybody's got a different personality today. So really it's how do you capitalize on their [00:05:00] specific strengths? And I get brought in to kind of pull those strengths out and to refine the skill sets. And in today's day and age, it's the same with that drive to push forward. You've got to raise the bar with regard to your skills, you know, the rapport, the uncovered needs, the solutions, the closing, because you've got so many customers out there that are doing the research and the internet.
[00:05:21] There's so much competition out there that you've got to stand out above that competition. And I 100 percent agree with that. I think a lot of people rely too much on, Oh, we just have a product. It'll sell itself, but it really won't. There's just too much competition in the space. And in today's market, the barrier to enter just technology in the last, seven to 10 years, it's just, been beaten down so much.
[00:05:43] I know you're kind of that master sales trainer, obviously TEDx speaker, the whole works. I think I watched one of your testimonials on your website and I think they said, Hey, if you just bring Gail your problem, she will tell you exactly how she's going to attack it and kind of approach the sales team.[00:06:00]
[00:06:00] How do you kind of approach developing those customized sales programs for one company versus another? There is nothing easy, Kevin. I just don't get it. When does easy start? Does easy start? I get into the trenches with the sales team to kind of figure out what's going on with them.
[00:06:18] I talk to the top sales reps. I talk to those that are being challenged. So I'll have individual conversations with them, with management, learn about the product, the company. And then it's an evolution for me to, okay, what's going on in rapport? What's going on in the questioning process? What's going on when they're building that value?
[00:06:36] What's missing that's causing those objections to happen? So I look at everything in depth. They could take me four months to put together a sales presentation. It could take me four months to put together a sales training program. So I could do a keynote speech or I can do a training program. It doesn't matter.
[00:06:53] It's like, I want to feel it. If I can feel what's going on, I can come up with the solutions to those problems. So I just get [00:07:00] myself entrenched inside that organization, which, you know, takes a lot of time, which most people don't want to do. do you find pushback from maybe somebody in the organization?
[00:07:09] I imagine that you're being brought in from maybe a C level or a higher level. And we've had this where we're obviously at lidium on the. top of funnel, that lead generation, that SDR role, that's really where we fill in. And that's, to me, that's the toughest role. You get the appointment, then don't screw it up.
[00:07:28] you get an appointment, that means that somebody wants to buy. especially in this day and age. I probably come from the same mindset as you, if I can just get a sales rep on the phone, I did my job. we've worked with over 1, 200 companies now over the last nine years.
[00:07:43] Congratulations, that's amazing. Congratulations. It's amazing, and it's a, I feel like I've aged 30 more years, so, I'm right there with you on that one. Well, what you find is every organization sees everything different. And so when we're in our sales process and they're saying, how many appointments can you set?
[00:07:59] I don't [00:08:00] know. Like, I don't know what messaging you're going to approve. What ICP you're going to target. There's so many unknown variables in sales. How can I just give you a quota or a number? It's so hard to go out. I understand we have to have goals, but the hardest thing I found, and it was to that last question is every single one of those organizations.
[00:08:20] Measures their sales process completely different. Some understand the work that's entailed just to get one appointment or one sale. if they don't have to hire internally, obviously we're an outsource team that it's already ROI positive.
[00:08:34] Some just measure pure revenue. I don't care how many deals you set or appointments you set. We just look at raw revenue, one closed, and that's our measurement. Others see it as a pure appointment numbers. That's one of the hardest parts of sales, right? Every organization is categorically different.
[00:08:51] So I assume that's why you have to have such a unique training programs. Yes, and it's part of who [00:09:00] I am. You know, I can't just go in and say, Okay, I did this for company X and now I'll bring it this into this. I just, I have to, I've got like four giant filing cabinets of tons of speeches that I've done because I'm always reinventing them based on who it is that I'm talking to, what their challenges are, what the needs are, every single one of them.
[00:09:21] So it is who I am. I want to solve the problems. I don't want to go in and just do a training program. Good luck. Hope it all works out. I really want to solve those problems. So it's part of who I am to go in and bring in something that's going to be different and unique.
[00:09:37] And one of those problems I have to assume is you're evaluating the internal team. And that's where we get some pushback in my experience is, maybe we're performing too well and an internal person making them look a little bad. And then we get cut because it's like, Hey, now you're encroaching on my job and how I'm positioning things internally.
[00:09:56] so when you're getting brought in, do you kind of have, is there some [00:10:00] politics involved with who you're working with and trying to coach and manage? Yeah, it, definitely is. I understand exactly what you're talking about, meaning that, You've got somebody that wants you to do it a certain way.
[00:10:12] And you're kind of like, well, but the program is designed to be this way. And you know, on your end, what works. So you don't want to change what works cause it'll impact them. and I really, I, I bend is I say what I think, you know what I mean? I'm, I'm vocal in terms of what I think is important and what needs to be done.
[00:10:32] But I also say when I have some people that are there that I have to talk to, uh, I'll say, look, I don't know what's going on on the inside, you know, there might be something bigger than me that which is a reason that you want me to do it this way. And that's, you know, I go with it. Unless I see it really the program in some way, I'm going to do the best I can to manage their situation, the people that are involved, and continue to do my best.
[00:10:56] So it's not going to stop me from performing. I'm just going to, I'm going to [00:11:00] back up. Because like I said, sometimes it doesn't have anything to do with me or them. It's something else or some other reason that they just want to maintain and even kill. So I get what you're saying. It's hard. It's a tough spot to be in.
[00:11:12] I always say it's a tough industry because every variable changes from one organization to the next. It's a very hard industry to scale out or to even hire for. That's why there's so much turnover, by the way. That's why your best sales reps might turn over. And that's why I think the SDR position, the average turnover is eight to 10 months and it takes three months to ramp.
[00:11:30] So you really get five months of predict. It's so hard. Um, again, it's so hard to book an appointment in today's world, let alone close the deal, especially when budgets contract. So I know, I know all of your experiences that obviously leads to. Some lessons that you're able to put into a book. I know you came out with Unstoppable and now you most recently have Sell Like a Cockatoo, um, which I have, I have three cockapoos, so it was obviously an interesting one when we [00:12:00] started to get together.
[00:12:01] But tell me, what's the framework of kind of selling like a cockatoo? Okay, so first of all, everybody asks, okay, where did the cockatoo come? How did that come about? Um, and the cockatoo, I, I really thought about a sales professionals, you know, what is it that has to happen in that sales call? And they really do, they have to dance there.
[00:12:21] There was a dance involved with the customer. So the cockatoo dances. So that's where the cockatoo came from. And the more research I had done, there are similarities about sales reps. Like they, the cockatoos get loud, sales reps get loud. They get loud. If they're fighting for a customer, they get loud. If they're closing a deal, they get loud.
[00:12:39] they need consistency. Cockatoos need consistency. Sales reps need consistency. They need you to be guiding the process. And you can't just leave them be on their own. They'll be on the phone, they'll be, you know, going out, grabbing lunch in the middle of the day, staying longer than they should, on social media.
[00:12:56] So you really have to make sure that they're doing what they need to do with regard to [00:13:00] prospecting, building business, refining their presentation, training them, challenging them. You gotta stay in their world. So today I looked at the framework and the landscape and so many people, 5. 3 billion people are on the internet and you and I both know these customers are walking in the door with quotes, with information, with competitive information, and they're ready to go there.
[00:13:23] They're completely armed and you've got this poor sales rep. That's kind of like, okay, I know what I'm going to do, but like I'm already. You know, against the odds because you've got to break down a barrier before you can even get through and sell them. So that's where Cockatoo came up. It's like, what's going on in today's world?
[00:13:40] How do we beat it and rise above the competition? How do we elevate all levels of that presentation so that we really stand out? So we put ourselves in a position to diminish the stress with the customer and build momentum in that sale. So that's where we really are building momentum in the sale. And does, [00:14:00] is that a lot of the framework of what you bring into an organization when you're bringing in, this isn't just for a book, right?
[00:14:05] This is almost the, the, the end of the book. It's just a training program. Exactly. Exactly. And, and when you're, When you're being brought in to bring kind of this framework in a sales org, does the leadership, do you feel that they see that there's a sales problem that they're kind of, needing the help with, or that they're seeking enhancements or to, to increase opportunities?
[00:14:29] Because I think that there's a good distinction with, Even leadership understanding, Oh, no, I have a problem and we need a framework like Gail's or no, we're good, but can we be better? What is the mindsets of, uh, you know, in today's market, both? And I have never had a sales manager say to me, my team does enough prospecting, never, never, ever.
[00:14:52] They're always like, we could do better. We can do more. We need to be out there more. And part of what I do within my training program is teach those prospecting [00:15:00] skills. So they're actually hitting those phones or hitting the streets to make more money out there. Um, so yeah, I've never had a sales manager that's not like, you know, I, I want them to be better or more.
[00:15:10] Um, or they're fine the way that they are, you know. Do you see that it changes in, in different industries? And I'll use a story. I think one client we had set. Um, this is pre COVID 186 opportunities for appointment were over a five month period or six month period. It was a great campaign for what we were running awesome and zero turned into sales.
[00:15:33] And that's usually the black box that Illidium we kind of fall off because we can't question or poke or prod because it's not, it's not what they hired us for. So it's this fine line between, ah, we feel like we did so well. But we did ask this time and we said, Hey, can you give us notes on why these opportunities or these appointments did not turn into close one revenue?
[00:15:55] Because maybe you're having us reach out to the wrong people [00:16:00] and you're going after an ideal customer profile and you're on your top of funnel. That's actually incorrect. Why would we be setting with appointments with people that have no chance of closing and you're telling us who to target? And their response was.
[00:16:13] We don't require that from our sales reps. So there was no visibility. There was no notes in Salesforce, which is a CRM they used, or anything about why 186 lead went to no opportunity. Um, and now we can't see if it was a no show or nothing. You can't see anything. No visibility. Now, this was an industry where, um, you know, it was in the franchising space, which is notoriously in America, a little bit more older, you know, behind times a little bit, um, an older sales force that's more experienced than, you know, a lot of legal applications around franchising in America.
[00:16:51] Do you see that maybe tenured sales reps are just slower to adopt kind of. The [00:17:00] processes that really have to be implemented for, you know, a sales team to be measured effectively. My question to you, were you part of the training process with the CRM? Like meaning you go in, you help get the appointments, are you in any way associated with what's happening internally?
[00:17:17] Zero. So they, they essentially bring us in from our experience as just an SDR. Hey, we need appointments quickly. We know that outbound prospecting is a core component of lead generation today. Build it for us. Then we build it and execute it within 20 days and it's go. It's usually, we need leads yesterday.
[00:17:36] So it's a very fast ramp up. We have no visibility once it hits handed over from a set appointment, which is the unfortunate side. Um, uh, so in this instance, no. Are you able to moving forward, include that in your agreement that they must supply you with the results and also the return, like what happened?
[00:17:58] They didn't show it [00:18:00] was, they didn't want it. They are, are you able to include that? I just, for your sake that I think for your sake, cause that's, that's kind of like, I don't even know that anybody does. You took it seriously and went out in the field and did anything. You don't even know what happened.
[00:18:15] You know nothing. We know they don't happen because we even work with founder led sales teams. We have clients right now, founder led, where appointments booked in an industry that is a phone call industry. Think if you're setting appointments with real estate brokers. They're not going to join a Zoom call, right?
[00:18:30] These are people where pick up the phone and call them when they said to call them. Um, but they don't, they say, no, I'm a zoom. You know, they didn't join my zoom. Okay. Did you call them or did you text them? Or did you email them and say, Hey, why did you not join? No. Did you, did you try to just jump on the phone and you have your cell phone?
[00:18:48] No, it's like we're seeing there's either sales orgs that are very, you know, gung ho at getting it right. And then those that don't just expect it to fall into their lap. So [00:19:00] for us, it's a very hard spot, um, which must be hard on the training side, because When you're running into a brick wall sometimes, how do you approach that even from your perspective?
[00:19:12] Well, here's the deal. Because you don't want it to be a reflection on you. You know, it's not what you that's ultimately. And anybody that's going to take will allow a hit to be taken against my business. It'll happen once. It's not going to happen again. So meaning that. I would start to have things in my agreement where it's like when you're, you know, signing the contract with this company, they actually are on a zoom or live, whichever one, however you do it.
[00:19:42] And they would be sharing their screen with me regarding the follow up. Okay, so this is what can happen, you know, sales reps get these specific dates and times. This is how it's going to apply to them. Um, and then you would say, well, okay, let's say they attend the Zoom, the person doesn't show. What is the follow up for that?
[00:19:58] Um, where is that tracked? [00:20:00] Because I need to see the results of the work that you're paying for, sir. Head guy, you're paying for this. We're going to do our part. We want to make them as effective as possible, but I need to know that these guys are following through and so do you, they're not doing their job.
[00:20:15] Then you need to know that too. But I would just completely say we work very hard. We get the results, but we absolutely want to know if something doesn't happen, like where's it, where's the glitch? Is it that they just didn't want it? Or you have a team that didn't follow through. Because it can't come back to you.
[00:20:34] It can't. Not if they're not showing anything. Like, I mean, you gotta at least say, Okay, here's a CRM. Zoom with you. You know, Jack did, you know, stop and he went to see them. Nobody was there. Like, there's gotta be something that you get as, as, uh, the information for follow up. Because that's insane. You don't deserve that.
[00:20:53] No, I'm angry. Oh, I'm bothered. Um, it's a tough one we're put into. And again, we try to push as [00:21:00] much as we can and we'll, we'll continue. I'm not even going to take your advice to tell you the truth that we always talk about our sales processes. We sell different. We, our, our motto is kind of, let's be the Deloitte in the room.
[00:21:11] There's, we live in such a competitive space today, even sales training. It must be such a competitive space. Um, that our ethos is, well, let's be the Deloitte at any 25 year old can start an SDR agency, which they are. Um, and I was 25 year old starting an SDR agency 10 years ago. So, uh, but now I, I'm like, ah, those young kids, they don't even know what they're doing.
[00:21:33] Um, but that is our ethos is the Deloitte. So I'm going to take some of that advice onto our side from, from cockatoo system that you're kind of teaching from sales training that you've been doing for so long, what's, what's like an outcome that that's one of your great stories that you can share just how it works, because I think a lot of people might be.
[00:21:54] standoffish to the ideal of sales training, and you probably run into it. Like my sales team's good. [00:22:00] Uh, we're good. We know what we're doing, but what's like an outcome you can actually share with us about how it kind of changed an internal system. Um, I had one company and they had been hit with a 30 million loss and they'd lost a big client and they called me in to train their national sales team.
[00:22:19] And I utilized the Cockatoo system to do that. So that meant. Okay. We're going to take a look at the sales presentation elements where the fall is in that presentation. They wanted to get in more doors. They wanted to increase revenue per sale in each of those doors. So we took a look at their prospecting and what that would look like in terms of a formula.
[00:22:40] Um, we went through body language techniques because Cockatoo is all about body language, tone of voice and words, and having a good understanding and confidence in yourself with your own body language, tone of voice and words with your own sales presentation so that you can be present for the customer.
[00:22:54] So we took a look at all of those up through the close, and the result was that within the next [00:23:00] year, they not only recouped that 30 million loss. But they had an 8 percent increase over and above in revenue. So, um, there's nothing like short term about the training that I do. It's nothing. I I'm not a one and done person.
[00:23:15] You know, if you're looking for a, you know, keynote speech, that's different. You know, I'll go in, I'll do two hours. And even then I'm going to put four months into it. So like, I'm going to put the time into it. But when it comes to my training, um, I'm invested in the company and it's, you can expect that I'm going to be part of a process that's going to be there if they have a challenge or a problem, but they're going to be able to call on me.
[00:23:37] Uh, that's amazing. And in that, what you just said, I'll take one section out of it. I think you were saying the Cockatoo System is so much about how you present yourself, your confidence, your, your knowledge on the product, even who you're speaking to and their problems and how you're going to solve them and the tone of voice, it's your presentation.
[00:23:55] It's the whole package. It's a package that I feel is. [00:24:00] not necessarily being taught early enough in, in even our educational system in higher education, which I'm, I'm a big proponent of why even go in some instances, you're paying for general curriculum for so much. You're not, you're not learning real world what it's going to take.
[00:24:15] I found that the best SDRs we've ever worked with are from the car sales industry, from, um, you know, timeshare sales. I mean, if you can sell a timeshare in 2024, like you, you can pretty much sell anything in my book. Uh, who makes the best salespeople? Who, what's the ethos of a good salesperson that you find from going from one company to the next and seeing so much different personality and DNA?
[00:24:41] Who is like, who should companies be looking for as their next salesperson? Well, think about yourself. Think about some of the top salespeople that you have met. You know, you know where they, you know, where they are when they walk in the room, you can tell, you can tell they've got a mission, they've got a plan, they've got, got to call Jack, I've got [00:25:00] Sally coming in, the sales manager's talking to them for a few minutes and they're off on their day.
[00:25:04] So that type of energy, you know, that type of confidence level, which is where I work to help sales reps build so that they can take charge of that call and build that momentum to take it to a close. But like, I look for energy, I look for confidence, a belief in themself. And the first and foremost is I believe in the interview process.
[00:25:27] And I talk about this in cockatoo, US sales reps. Why are you here? Why are you here? If you don't know anything about my company or my product, that's OK. I'll teach you. But don't tell me you're starting work here because it's around the corner from your house. You know, like tell me that you believe in what it is that we have to offer.
[00:25:45] You've got to have that passion for it. It's got to be so much a part of you, like you, you got to have this and you believe it. And the second part of that is that you believe that anytime somebody walks in the see you, or they open the door, or they take a meeting, [00:26:00] that it's because they want to buy.
[00:26:02] In this day and age, nobody has to buy from you. They can buy online. They don't need you. If they take a meeting, they want to buy. So shame on any sales rep that doesn't close that deal. You get that appointment, man, you show up and you close that freaking deal. It's because they want to buy from you. I mean, now I see the passion is fantastic, right?
[00:26:24] And I often, to your point, I don't, whenever I've hired, I often say that I'm not, uh, I'm not, I'm used to the fact that not everyone's necessarily going to share the same passion about an outsourced lead generation agency, but, uh, the passion matters, whether it's hey, I'm going to do. 150 percent because this is one step to my next step.
[00:26:45] And I'm not a fool to know that I'm not going to be your, your career in 20 years. But if I can tap into what's motivating you for the next six months, 12 months, 24 months as an employer, then that's what I want. And if you stay and we build [00:27:00] this journey together, fantastic, but you have to have some passion, um, whether it be for the product, the company, yourself, whatever it is.
[00:27:08] And you know what they're selling, like whatever those things that thing is that they have to sell, that's, that means something somewhere, whatever that thing is, it means something. So whoever's picking up the phone, you're helping somebody. So there, that's deeper than just, you know, what's on the surface.
[00:27:29] That's what makes a great salesperson. And again, I've worked with 1200 businesses. I've been doing this for so long now. And I say, look. we don't have the, we don't have the sexiest product and lead generation. You, I mean, your sales training, it's not the sexiest of products, right? Apple is selling, uh, I mean, uh, you know, there's robots being put out there and AI is changing the world.
[00:27:50] There are some amazing things happening in this world, but a great salesperson, no matter what they're selling, can connect with that. Like companies who [00:28:00] engage with us. They're fighting for their next revenue, their next lead. They have employees and they have investors and they have families that they're relying on and we're setting appointments that can become closed one revenue that can keep the lights on you to the same point, right?
[00:28:15] Sales training. If, uh, if you're being brought into an organization with over a thousand employees, how many families rely on that sales team? So even if you're not impassioned with product necessarily, that's changing the world, like some people could be. A great salesperson, it doesn't matter what company you put them on, they can find the passion in one way or another based on what's happening, you know, around it.
[00:28:38] That's what I always say, uh, at least when we're bringing new people in. That's true, and that's absolutely true. There's, that is the difference with a fantastic salesperson, is they're just, They're excited about it. It doesn't matter what it is. They're excited about it. You know, it just is. What, what percentage, and I know we're getting close to time, but what percentage would you say [00:29:00] of businesses today, and it's okay if it's a high number because by all means it's your space, But what percentage of businesses should be engaging a sales trainer?
[00:29:09] Like, there are parts of the process of the operation of the team, and sometimes you just need that outside perspective of, this is what I do every day, bring it in. But what percentage of businesses in your mind should be engaging, uh, somebody like yourself? A hundred percent. I'm sorry. It's a hundred percent.
[00:29:28] Yeah, but it is. Your mindset in this, in any business has to be, we want to be better. We want to beat the competition. We're one. You're number one. You're not to stay one. If you're like always thinking, well, we're one. It's always got to be. We want to stay there. We want to get to that next level.
[00:29:44] And the only way you do that is by opening the minds to change within that the salesperson. So what are they doing? Well, what's working? What can they improve upon? What can you reinforce? I see sales representatives and I'm like, Oh my God, they're doing so many great things. Some of them will come into [00:30:00] my training program and they're like, well, what?
[00:30:01] I used to do this. Stop doing it. I need to be doing that again. You know, there's, you just get them back on track and you get them back into the groove. And, uh, there's something about bringing the team together and the exercises that are involved. And there's a sharing, like a community of information that's amongst them.
[00:30:19] I mean, you're missing out if you're not doing it, you're missing out for your company and for its growth. No, I love that. I love the one. I think that number one aspect and a lot of younger businesses, they really have to take the time to learn that I see on LinkedIn and maybe you do, especially in my industry on so many people sharing so much about LinkedIn or about strategy or how I'm running the business, or here's how we're doing this and here's how we're doing this, look at our great results.
[00:30:47] And it's either. buy my class generation who aren't actually driving results, but they're kind of driving you to buy my class. And I'll show you how. Or what are you doing? If it really does work that well, [00:31:00] why would you be sharing it with anyone? Like I'm somebody who is, I don't want any friends with my competitors.
[00:31:06] Like I want you with all due respect, I want you to close shop. Um, and, and how do I get better? And what's the better process for my team? And if we're all thinking like that, then we're all helping each other get better as well, because the bar keeps getting moved forward. Um, but that's, that's a fantastic conversation all on its own.
[00:31:25] So Sell Like a Cockatoo, I know this is, it's out now, obviously. Uh, and I think you have the book next to you if you wanted to hold it up as well. I do! Has even got, yeah, has even got the cockatoo, which is fantastic. and by the way, I'll say it here, uh, that we actually, uh, actually, you're coming out with a class as well.
[00:31:46] Uh, can you just describe it a little bit? Because this is where my working people find you if they want to get a hold of you. Yeah, they can naturally go to my website, gailcasper. com and that's Casper with a K. That's, you know, all inclusive [00:32:00] with everything. But, I think you're going to include a link in the, in the blog and on YouTube and all those areas, but I am going to have a training, uh, program.
[00:32:09] It's 30 minutes, but it goes through Cockatoo Elements, some of the latest strategies that we're dealing with out in the field when we're dealing with customers, how to get through those customer hesitations. The number one quality of successful sales representatives, cockatoo elements, like two of the primary elements behind cockatoo, which makes it successful.
[00:32:28] Um, why objections are the least important part of the sales process. So what is the most important part within the process? So it's 30 minutes of new information, different, that is designed for sales managers to check out and, um, help their teams. No. Perfect. And again, uh, as Gail mentioned, uh, whether you're listening on Spotify, Apple, YouTube, wherever you're listening, look at these show notes, the comments below, there will be a link to it.
[00:32:56] So I highly recommend going to it, especially going to [00:33:00] gailcasper. com. Um, I think there's just so much you can learn just through your site as Um, it was a pleasure. I think we can have four more of these over the next few months. I would love that. were, were so easy to talk to. Thank you for having me.
[00:33:12] I had a great time. Thanks everyone.