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Mental Selling: The Sales Performance Podcast is a show for motivated problem solvers in sales, leadership and customer service. Each episode features a conversation with sales leaders and industry experts who understand the importance of the mindset and skill set needed to be exceptional at building trusted customer relationships. In this podcast, we get below the surface, tapping into the emotional and psychological drivers of lasting sales and service success. You’ll hear stories and insights about overcoming the self-limiting beliefs that hold salespeople back, how to unlock the full potential in every salesperson, the complexities of today’s B2B buying cycles, and the rise of today’s virtual selling environment. We help you understand the mental and emotional aspects of sales performance that will empower you to deliver amazing customer experiences and get the results you want.
Welcome to Mental Selling!
[00:00:00] Brad Farris: I noticed that there are some leaders who kind of transmit anxiety into their sales team.
[00:00:07] Brad Farris: Whereas as a leader who has more of an abundance mentality who's focused on, I need deals, but I don't need this deal. that leader can relieve that anxiety in the sales team.
[00:00:19] Hayley Parr:
[00:00:20] Hayley Parr: This is Mental Selling the sales podcast for people who are dedicated to making a difference in customers lives. We're here to help you unlock sales talent, win more relationships and transform your business with integrity. I'm your host, Hayley Parr. Let's get right into it.
[00:00:38] Hayley Parr: Welcome to the Mental Selling Podcast, brought to you by Integrity Solutions, where we dive into the mindset and skillset needed for high performance sales leadership. Today's guest is Brad Farris, who helps business owners break free from the bottlenecks at their desk and step into being the leader that their team and their sales engine needs. Brad has seen firsthand that when leaders stay buried in client work growth stalls, but when they evolve their presence and leadership, sales teams thrive. We'll dig into how your presence shapes buyer, trust the high status behaviors that move deals forward, and how setting boundaries can actually elevate your value. And to wrap things up, we'll hit Brad with a rapid fire round on sales trends, client dynamics, and the leadership habits he thinks every sales professional should adopt right now. So let's get started. Brad, welcome. How's it going?
[00:01:41] Brad Farris: Oh man, I'm so excited to be here. This is gonna be great. I'm fired up.
[00:01:45] Hayley Parr: too. I am too. One of the things we're gonna talk about today is energy, and I can just feel it coming from you from a fellow mid-Westerner to another. It's so great to have you on.
[00:01:55] Brad Farris: Thanks.
[00:01:56] Hayley Parr: So I, I wanna just kind of give the team a little taste of what we're going to cover today because we've been anticipating this conversation for a long time. It's all about presence, how
[00:02:08] Hayley Parr: presence shapes trust in sales, some high status behaviors that signal confidence. One thing that you. Kind of coined, the red velvet rope mindset that, uh, shapes, boundaries, raises value, and something that I've heard about, but I wanna learn more about because I wanna take it away and start using it immediately to protect my calendar a little bit better.
[00:02:32] Hayley Parr: And
[00:02:32] Hayley Parr: that's a simple start, stop, continue framework for boundaries and sharpening leadership. Can't
[00:02:40] Hayley Parr: wait for that one. So, if you don't mind, let's start with the foundation, which is presence. And
[00:02:47] Hayley Parr: you say that presence is leadership. What do you mean by that?
[00:02:52] Brad Farris: especially in service firms. When someone is coming to you to help them out with a problem they have, they are hiring you and your firm to do something that they don't themselves know how to do, right? If they already knew how to do this, they would be doing it themselves, right? So the reason they're coming to you is to help them out with something they don't understand, and so they are looking for you to lead the conversation When we lead in that conversation.
[00:03:23] Brad Farris: That allows them to trust that we know what we're doing, which is what they want out of that conversation. And so presence is a sense of calmness, a sense of focus, being a hundred percent in this conversation, not multitasking, checking my email, looking at my notes like I am here for you so that I can be fully.
[00:03:46] Brad Farris: Connected with the challenge that you're bringing to me
[00:03:49] Brad Farris: that builds trust really quickly, and then as we lead that conversation, then they're more likely to follow us into the engagement that we're looking for.
[00:04:00] Hayley Parr: And how did this become a thing in your coaching career? Uh, maybe we should back up a little bit, and tell our listeners a little bit about your journey up to this
[00:04:11] Brad Farris: Yeah,
[00:04:12] Brad Farris: I started life as an engineer and, uh, engineers, you know, we like to solve problems. That was, that was what drew me into engineering. but at some point I realized that I liked solving people problems more than thing problems. So I started learning about what the business people were doing, you know, the people on the other side of the wall from the engineering department and kind of became the nerd that spoke business or the business guy that spoke nerd, depending on what side of that wall you were on.
[00:04:38] Brad Farris: and one of the things that I noticed early on was that the people that had the, the big offices, you know, with the walnut paneling and all that, they weren't running around nervous about things with when I was talking to them. I was there because they wanted to be talking to me. There was nothing else that they were thinking about.
[00:04:58] Brad Farris: They weren't ready to get to a next meeting. If a meeting went overtime, it would go as long as they wanted to have it.
[00:05:05] Brad Farris: the leaders, the people that I wanted to become, had a different presence than the people that I was coming from, or the people that I had been working with in the past who were more.
[00:05:16] Brad Farris: Service oriented. They wanted to run around and, and make sure that everything was going well, and, and that everyone was happy with things. And so just noticing that difference between the way the, leaders in the firm were acting and the way that people lower down in the firm were acting led me to think about what is going on there.
[00:05:35] Brad Farris: And, after working in that company for a a dozen years, I, I went on my own. And immediately going out on my own, I started adopting more of that anxious, desperate, you know, needy kind of, presence. And it did not work. It was a total failure. I found a sales mentor who reminded me of that, different way of being with people.
[00:05:59] Brad Farris: And when the results shifted dramatically, that became something that I focused on for most of the rest of my service career.
[00:06:07] Hayley Parr: so you mentioned it kind of started in the service space, but. You really honed that craft with a, a sales mentor. And at Integrity Solutions, one of our cornerstone products is, is sales training. I'd, I'd love to get your take on how a leader's presence can really impact the way sales teams could show up with clients specifically.
[00:06:28] Hayley Parr: you hit on a lot of things and it's not just. What you observed. But if you think about it on the other end of the conversation, it's, how you're making that other person feel
[00:06:38] Hayley Parr: it has on the outcomes of the
[00:06:40] Hayley Parr: conversation, which is at the end of the day, what happens with the sale.
[00:06:44] Brad Farris: That's what we're here for, is to help that other person get to the outcome
[00:06:48] Brad Farris: that. Is gonna be of service for them. I'm not trying to pull the wool over their eyes. I'm not trying to get them to do something that's not good for
[00:06:54] Brad Farris: them. As a sales professional, I'm trying to make sure that we're delivering the, intervention that's gonna get them the result that they're looking for, right?
[00:07:02] Brad Farris: And so the way that I'm being, if I'm being very anxious about that. It sets up a lot of questions in the buyer's mind, whereas if I'm being more in that leadership mentality, it allows their mind to calm down. But you asked about from the leader's perspective, how the leader sets that up for their
[00:07:20] Brad Farris: sales team and I think it's really interesting that, I noticed that there are some leaders who kind of transmit anxiety into their sales team.
[00:07:32] Brad Farris: Hey, where are we against the goal? What are the leads doing? Hey, the pipeline's kind of stalled out, like really focused on the metrics or the, creating urgency for buyers and when is this gonna happen? and that sort of anxiety about the sales process I see gets transmitted into the sales team where then they are, operating from that same anxious energy.
[00:07:57] Brad Farris: Whereas as a leader who has more of a, an abundance mentality who's focused on, I need deals, but I don't need this deal. Like, we have enough leads coming in, we're just gonna work these deals to the best of our ability and some will close and some don't. that leader can relieve that anxiety in the sales team.
[00:08:17] Hayley Parr: So then from the sales person's perspective, what are some actual behavior based ways that they can Tailor their own presence immediately to build trust in an interaction in a sales conversation.
[00:08:31] Brad Farris: one of the, the sort of the stereotypes that I like to call on is when you walk into a car dealership, right? And the typical car salesman is gonna walk up to you right away, as soon as you walk in the door, Hey, what can I help you with today? What can we get you into? Right? There's a desire on their part to be kind of dragging you along in a sales process.
[00:08:52] Brad Farris: And when a salesperson is, Inviting the prospect to move quickly, the response of the prospect is to want to slow down. Right? Like, I don't trust this. I, why does this need to happen so fast? what's going on
[00:09:06] Hayley Parr: Yeah, give him the stiff arm.
[00:09:08] Brad Farris: right. Exactly. Yeah. I, I'm good. I don't need, I'm just looking, whatever, whatever's going on there.
[00:09:13] Brad Farris: Right. Whereas if we walk into a doctor's office. If you walked into your doctor's office and your doctor was like, I'm so excited to heal you today. We're gonna get some surgeries done. I'm doing two surgeries for a dollar today. Like, we'd be like, get me outta here. Right.
[00:09:32] Brad Farris: we know when we walked into the doctor's office, the doctor, their first thing to do is diagnose. I don't know if I can help this person. So if we start with that energy of slowing things down Yeah, I, I understand. But let's, let's just see what's going on here. The more we slow the process down, the more the buyer then wants to accelerate it I really wanna make sure that this is the right thing for you.
[00:09:57] Brad Farris: Right. And so part of that is showing sort of a non-attachment. Not having this anxiety at the, how do I please this person? How can I be available for this person? I see it a lot in emails. You know, when you, when you read emails from sales teams and they're full of exclamation points and like, you know, enthusiasm and excitement all of that is, desperation.
[00:10:22] Brad Farris: and desperation is like client repellent. Nobody wants to, to be with someone who's really desperate.
[00:10:28] Hayley Parr: So slowing down, being aware of your tone, all of these kind of play into your presence and how that establish. Your leadership and your trust. I'd love to dig into another term that you and I discussed, which was high status behaviors,
[00:10:45] Hayley Parr: specifically how to leverage those high status behaviors
[00:10:48] Hayley Parr: to really reinforce that presence. you also talk about things like stillness,
[00:10:54] Hayley Parr: deliberate action, intentional space. How do these things play out in some of those negotiations and interactions?
[00:11:01] Brad Farris: So a lot of the way that, at least in the Western world, we signal status comes from, Probably two or 300 years ago, if if you've seen a, any kind of period drama where there's lords and servants, you think about the high status people in that culture were never in a hurry. The party wasn't gonna start without them because they were the party.
[00:11:26] Brad Farris: Whereas the servants, their desire was to scurry around and make sure that everything was correct and they moved quickly. They asked a lot of questions. Whereas the, higher status individuals in that society moved more slowly. They had a deliberateness to how they talked and how they acted.
[00:11:45] Brad Farris: The lower status people use more words, they speak more quickly. The higher status people use fewer words, they speak more slowly. And so that, pattern is sort of built into how we measure status. In Western society. And like I said, if, we're selling, particularly if we're selling services, we really need to lead that client.
[00:12:07] Brad Farris: That client needs to feel like we've got them. And so when we come in with those more high status behaviors, where we're speaking slowly, we're slowing the conversation down, we're willing to have doubt or, you know, question. Yeah. I'm glad you asked that. That's a really important question for us to talk about, and I, I might not be able to answer it today, being comfortable with those kinds of behaviors that is, playing into that high status behavior versus the, you know, we gotta get this done now.
[00:12:38] Brad Farris: you know, my calendar's wide open. When can I get you in? All of those kind of behaviors are saying I'm low status. I may not be able to carry this, I may not have the leadership to be able to support this engagement.
[00:12:51] Hayley Parr: And where does listening play into all of this? And, and at Integrity Solutions, one of our, eight Inc models really highlights the value of Frontloading more listening than you speak in early stages of the conversation, to uncover the, the real need to solve the need at hand. how does that come into play? With these high status behaviors
[00:13:15] Brad Farris: the high status person doesn't need to talk very much, They know that they're gonna get a chance to talk because they are the high status person in the room, and so they can wait for their turn. But more importantly, when we are really focused on the other person, in a sales situation, when we're really focused on the prospect, when we're giving them our full attention and listening fully, it actually changes the conversation.
[00:13:40] Brad Farris: People talk about things that they wouldn't otherwise talk about when we take the time to listen and really focus and part of that is playing back. so what I heard you say is, did I get that right? when we take the time to confirm those things back, that's demonstrating respect that I care about, making sure that I get it right.
[00:13:59] Brad Farris: there's an old saying that, A problem properly named is half solved. Like if we can get on the
[00:14:05] Brad Farris: same
[00:14:05] Brad Farris: page then it's gonna be easier for us to figure out what the solution is down the way. And so I don't have to put myself forward. I know that if I listen carefully and we get on the same page sooner or later, that prospect is gonna say, Brad, do you think you can help me with this?
[00:14:22] Brad Farris: And then it's my turn to talk.
[00:14:24] Hayley Parr: hi there. If you're listening to this show, it means you believe in making a difference in your customers lives and are looking for tools to grow in your career at the same time. At Integrity Solutions, we're changing the stereotypes about sales training in ways your customers will feel and experience every day.
[00:14:43] Hayley Parr: If you want to learn more about how we could help you and your team, go to integritysolutions.com.
[00:14:51] Hayley Parr: A problem properly named as half solved. I love that. How often is it? We're talking about the same thing here. We're just using different words and we're going in circles. That's incredible.
[00:15:02] Brad Farris: One of the things when I'm talking to a prospect, when I reply back, I don't always use the same words that they use. sometimes I'm looking at framing it in a way that that might be a little more. Consequential or like asking a little bit more of them, and if they accept that framing, now we're moving forward into a higher value conversation, right?
[00:15:23] Brad Farris: If they reject that framing, then maybe we're still in a more tactical place, and so it can be interesting to see how they respond to that reframing.
[00:15:33] Hayley Parr: we talked about presence, we talked about behaviors, that project confidence. I'd like to move into boundaries because really part of leadership and sales and, all sorts of areas of business is deciding who and what.
[00:15:45] Hayley Parr: Get a leader's precious time and attention.
[00:15:48] Hayley Parr: I think this is where your red velvet rope concept
[00:15:51] Hayley Parr: comes in. Could you talk to me a little bit about that?
[00:15:54] Brad Farris: So I talked about it a little bit before that, if we are accommodating for anything that the client is asking for, the prospect is asking for, that is one of those low status behaviors that says that I'm not really in control of this process. rather than asking, Hey, what time next week are you available, I might send an email that says.
[00:16:16] Brad Farris: Would you be willing to meet Thursday at two or Friday at 9:00 AM Those are the times that I have available. it's a subtle shift. It does two things. One, they can just say, yes, I'm available at 9:00 AM on Friday. Right. We don't have to do this back and
[00:16:30] Brad Farris: forth. But also I'm letting them know that I have other things to do that, that there are only a few times that I can meet.
[00:16:40] Brad Farris: Similarly if they're like, well, when can you get back to me on this? I might not reply back the next day. In fact, when I get an email from someone, even if I know the answer, I'm often waiting a few hours before I respond because that availability, if we're too available, again, it gives off that desperation signal.
[00:16:58] Brad Farris: And so thinking about if you were talking to, I'm gonna say Bill Gates, right? Bill Gates would not be available at any time that you want him to be available. He wouldn't be responding back right away. you are valuable. they're coming to you again because they want to solve a problem that they don't know how to solve.
[00:17:18] Brad Farris: You have something that they want. So we can take our time, we can set some of the rules, and particularly as we get later and later in the sales process. You know, one of the big mistakes that I see people make is. Offering proposals too soon. once I offer the proposal, I've lost a lot of leverage.
[00:17:36] Brad Farris: So you'd like me to give a proposal? Sure. Let's talk about what the information that I would need in order to make a good proposal. Have we talked about budget? what sort of budget range are you looking for and how would you define success in that? So again, once they want something, there are things now that I can ask them for that might have been difficult or they might not be willing to give me at a different time.
[00:17:59] Hayley Parr: I see. So would you consider your start, stop, continue framework, an extension of a boundary of time? Because it's thinking through what you can and cannot do within the bounds of your day, essentially.
[00:18:21] Brad Farris: Yeah, so, let me clarify what that framework is about
[00:18:24] Brad Farris: So when I get off a call, I want to immediately reflect what went well in that call. What do I want to keep doing? What didn't go so well on that call? What, what do I wanna stop doing, and is there something that I should have done that I haven't done?
[00:18:41] Brad Farris: So, start, stop, continue. What do I wanna start doing? What do I wanna stop doing? What do I want to continue doing? And to have that little bit of reflection at the end of a call. Or if, you know, I have a day when I have multiple calls, maybe I'm doing it at the end of the day. To have that little bit of reflection is a way for me to check in on my leadership.
[00:19:02] Brad Farris: Am I leaking into that place of desperation? Is my anxiety starting to be communicated or am I staying in that place of leadership? And so by taking a little bit of time to reflect, I can make those little adjustments that help keep me on the path. So I'm currently teaching my youngest how to drive.
[00:19:21] Brad Farris: And one of the things that, that I talked to him about driving is that when you're driving, you don't wanna make big adjustments with the wheel, right? You don't wanna be going from curb to yellow line to curb to yellow line. You wanna be making small adjustments.
[00:19:35] Hayley Parr: in those Chicago winters when the
[00:19:37] Brad Farris: um,
[00:19:37] Brad Farris: well in Chicago roads and there's people everywhere, it's, it's nuts
[00:19:41] Brad Farris: but if you're making small adjustments, the way to make small adjustments is to make them more frequently. So if after every call or at, you know, in the middle of the day, and at the end of the day, if you can make a little bit of adjustment, then before you've gotten too far away from the center line, you get back.
[00:19:58] Brad Farris: So the trick is not to be perfect. The trick is to constantly be readjusting back to where you want to be.
[00:20:04] Hayley Parr: So it's not so black and white. See, when I was thinking through this, I was thinking about it from a very. Activity-based tactical standpoint, like, I need to stop doing this activity. I can delegate this. But it was very much a to-do list based exercise in my mind.
[00:20:21] Hayley Parr: But I like your thought process of it being. An adjustment coming back to center. Small things, behavior based things, little tweaks. but in general, do you think there are overarching things or, or maybe there's one or two things that you think from a sales perspective? I wanna
[00:20:44] Hayley Parr: put a, a sales lens on this that you think. Most salespeople should stop or adjust right now in their day to day.
[00:20:55] Brad Farris: I have two things that came to mind, but they're gonna be really controversial.
[00:20:58] Hayley Parr: Uh oh.
[00:21:00] Brad Farris: You ready for this?
[00:21:01] Hayley Parr: I'm ready. Let's hear it.
[00:21:02] Brad Farris: I think you should never email a proposal ever
[00:21:05] Brad Farris: under any reason. Any circumstances. Do not email a proposal.
[00:21:09] Hayley Parr: Elaborate.
[00:21:10] Brad Farris: When the proposal lands in front of your prospect, they're gonna have a reaction. Might be a great reaction, might be a negative reaction. They might have questions, whatever it is. When you email a proposal, you are not there to notice what that reaction is, to adjust, to comment, to lead through whatever that reaction is.
[00:21:34] Brad Farris: And so when we email a proposal, even if I have a time set up to talk to them about it later, Hey, I'm sending this to you so you can review it. We're gonna talk about it next Thursday. the reaction that I'm gonna get when I get on the phone with them is gonna be different. From the reaction I get if I present that proposal to them live.
[00:21:52] Brad Farris: yes, it takes more time. Yes, it's asking them to show up for another meeting. Yes, I want the decision makers there and not just whoever's administrating the process because if I can't get those things, I am probably not the favored supplier and I'm probably wasting my time.
[00:22:09] Hayley Parr: My next question was going to be, so what should they start doing? But it sounds like taking some of those face-to-face calls, that would normally be an email on the flip side of that stop activity of sending over the PDF proposal, just to get
[00:22:26] Hayley Parr: your email out the door.
[00:22:28] Brad Farris: so you are triggering one of my soapbox conversations, which is
[00:22:33] Brad Farris: Sales is conversations.
[00:22:35] Brad Farris: That's what sales is. Sales is not emails, sales is conversations. There are a few exceptions. You know, if you're selling some consumer good or whatever, that people can click through and buy, but if you're selling services, high value services, people are buying those services in conversations.
[00:22:52] Brad Farris: Why would I ever reply to an email? Why wouldn't I just call, get them on the phone, have a conversation about it? I'm gonna take my ability to move the sales process further ahead. Is 10 times greater on a phone call than it is in an email?
[00:23:09] Hayley Parr: And a lot of the things we talked about today, you know, your presence
[00:23:13] Hayley Parr: can be much better discerned.
[00:23:17] Hayley Parr: Either face to face or on a phone call than in an email. There are certain things like exclamation points that. that tell you something about the sender on the other end of the email, and everyone's different.
[00:23:30] Hayley Parr: Everyone has different preferences and everyone interprets
[00:23:33] Hayley Parr: things differently, but I I I totally hear you. It's, it's conversations and depends on what you're selling, but, at the end of the day, we're human and we respond to human behavior. So, I hear you I really kind of stuck on your analogy of the start, stop, continue, because I've totally shifted my thinking on it based on today's conversation
[00:23:53] Hayley Parr: before.
[00:23:53] Hayley Parr: It was, like I said, it was very much
[00:23:55] Hayley Parr: my to-do list and delegation, and now it's
[00:23:58] Hayley Parr: just these little shifts
[00:23:59] Hayley Parr: in shifts and adjustments. So thank you for, helping me think through that. we hit some big themes today. We talked about presence, we talked about high status behaviors, boundaries, daily practices. It was a lot, and I thank you especially because. Mental Selling listeners. Brad insisted on going off the cuff today. I said I can send you my questions ahead of time. but he wanted his presence to be authentic and, uh, speak to what was true to him and did a absolutely fantastic job. So in the spirit of authenticity, we're going to do some rapid fire round questions that Brad
[00:24:33] Hayley Parr: has never seen.
[00:24:35] Hayley Parr: Okay, so this truly is knee jerk reaction to some fun, rapid fire questions. And then we will wrap for the day. Are we
[00:24:42] Brad Farris: Okay, I'm ready.
[00:24:44] Hayley Parr: Okay. What is one leadership habit that instantly makes a salesperson more trustworthy?
[00:24:51] Brad Farris: silence.
[00:24:55] Hayley Parr: Just like a pregnant pause.
[00:24:59] Brad Farris: Well, you saw it just there. I said silence, and then there was. There was a pause, right? There was a, there was some time waiting. I could have tried to fill that time
[00:25:09] Brad Farris: But that's the point. When you fill the time I am in the leadership position, you've put yourself in the follower position, right?
[00:25:17] Brad Farris: And so being comfortable just leaving a little bit of silence, particularly after you say a number.
[00:25:24] Hayley Parr: crushed it Made. Made an example of me so. Great job, Brad. Next question. What's one thing sales leaders should stop doing that's holding their team back
[00:25:40] Hayley Parr: from a leadership perspective specifically?
[00:25:43] Brad Farris: the thing that I would say to sales leaders is the way that you are being with your sales team is the way that they are going to be with the customers, Thinking through how can you model the leadership that you want them to show when they're talking to prospects and customers? And so if you, again, we talked about this a little bit before, but if you have this hype, anxiety, numbers oriented, they are gonna transmit that into the sales conversation, which might not be doing you any good.
[00:26:14] Hayley Parr: I like that lead by example. Yes,
[00:26:17] Brad Farris: Yes, be the change you wanna be in the world.
[00:26:19] Hayley Parr: Okay, last one. If you had to pick one high status behavior that
[00:26:26] Hayley Parr: wins deals, what would it be?
[00:26:30] Brad Farris: Slow down.
[00:26:31] Brad Farris: I had a, a meeting with a client a couple of weeks ago and it was my first meeting, so this was just sort of a get to know you. It was going really well. We went beyond the time that we had set for it. He had brought his business partner in, like, this is a conversation that's going great.
[00:26:47] Brad Farris: And at the end of it he says, Brad, I could see us working together Shortly after that, he asked me to send him a proposal. but that relationship was not ready for a proposal yet. I did it because he was giving me all these buying signals and I bought his story of he's ready to buy.
[00:27:05] Brad Farris: but I knew after I presented the proposal, I knew that that was too fast. Had I slowed that down a little bit and said, Hey, I would love to, to present a proposal to you, but you know, I think we really need to have one more conversation where together we talk about what this work needs to be. And I wanna make sure that whatever proposal I give you is lined up with your expectations for budget and for deliverables and for success.
[00:27:32] Brad Farris: So let's schedule that. And so by slowing that down, even when he was giving me those buying signals that. Builds a ton of trust. Like he's saying, I wanna buy from you and you slow it down. Whatever comes after that, he's gonna trust so much more.
[00:27:49] Hayley Parr: I love that. That's hard to do.
[00:27:52] Brad Farris: it's really hard to do it's a lot of training in terms of. We know that, that the story that the client is telling us is just a story. We know that once we get in there, we're gonna find out all kinds of different things, right? That is also true in the sales process.
[00:28:06] Brad Farris: The story that they're telling us about their budget, about their urgency, about who's on board and who's not on board. All of that is also a story.
[00:28:14] Brad Farris: when I start buying the story, they're telling me in the sales process, that's when things can go wrong.
[00:28:19] Hayley Parr: Yep. a story, a perception, and just one slice of the buying group pie.
[00:28:25] Hayley Parr: that's absolutely correct. Brad, this has been a fabulous conversation. I really appreciate you coming on today. any final thoughts, anything you wanna plug for the Mental Selling listeners?
[00:28:37] Brad Farris: Well, what I'll tell you is, on my website, if you go to anchoradvisors.com/self-leadership-assessment. There's just a quick, like 10 minute assessment there. and you don't have to gimme your email address or anything. You can just get the results right at the end of it. And what it helps you to see is where is it that you are okay with managing your own emotions, mindset decisions and actions and where things might need a little bit of work.
[00:29:08] Brad Farris: the kind of leadership that we're talking about. Requires you to be able to lead yourself before you're able to lead the prospect. And so this is just a, a quick assessment to help you to improve your own leadership so that you can do a better job leading the the prospect.
[00:29:23] Hayley Parr: We'll be sure to drop that in the notes. Brad can't thank you enough. This was great.
[00:29:27] Brad Farris: Thanks for having me.
[00:29:28] Hayley Parr:
[00:29:30] Hayley Parr: Thank you for joining us on Mental Selling. If today's conversation resonated with you, be sure to subscribe, leave a review and share it with your network. For more insights on how to go beyond winning deals and build real customer relationships, visit integritysolutions.com. See you next time.