Casey Jacox will teach you six common-sense strategies to overcome business adversity, improve your sales skills, and build MORE relationships yielding you a growth mindset.
Casey is now the founder of Winning The Relationship, LLC, a consulting firm providing sales leadership and coaching. Additionally, Casey is the host of The Quarterback DadCast. A podcast for fathers looking to improve their leadership skills and emotional intelligence.
Join us to find out more!
Casey Jacox: And I just got a notification on my phone that there's, there's quite a few people on this call, which is awesome. So thank you for if you're on the west coast for waking up early in one specifically. I think if you're on Lisa Crawford she hired me 20 something years ago. So Lisa shout out to you girl.
Thank you for all the opportunities. But today I'm excited to talk to you about the, the, the foundation of what, when the relationship, not the deal means. I want to talk to you about some stories personal of my journey over the last 25 years or so. I already spent 20 years combined that hall Kenyon shout to the old aged cares and then all my time at K force as well, but as, as amazing time.
But with that let's get started. Before I present, I always like Sharon, a little bit pictures about me, my family. Just to kind of get you into, to know a little bit more about who I am. So the upper left is actually a few years ago. My daughter's, my daughter's grown, but that's, that's her and her basketball team.
There are some feisty ladies. I would not want to mess with them. So if you're, if you're a Hooper and you see her on the court, I would not accept that challenge because the squad will take you down. My kids were younger. We were up in the San Juan islands, beautiful place up in the north, north north Washington area.
If you get the chance. And then in the theme of relationships, the, the, the dude, the big dude in the middle, not me, the other guy with glasses, that's my offensive lineman from central Washington university way back in the day. And below is my, my family were all messed up. Last summer. We headed out to the east coast.
It was kind of the first time traveling during this pandemic, but it felt good. I get out. And then there's proof in the middle. I always got to give a shout out to uncle Rico and Napoleon dynamite moment. I did play football in college for the record, which I always like making fun of myself on like on my podcast, which we can talk about later.
There's a view from a place we stay at on the Eastern east coast on the island called Cuttyhunk island off the coast of Massachusetts. If you're ever out there, check it out. And then lastly, me and my son I'm, I'm on a couple boards at central Washington university. And that was the very first home game brand new stadium.
And we got treated very, very well, but it was a cool moment that I'll never forget. So, All right.
Well, let's get started. So who am I a little bit about me? We'll make this quick. So I, like I said, I spent 20 years at, at, within the mix of Hall Kenyon and K Force. You know, he'd shout out to a lot of people who, who taught me so much, you know, from Jeffrey, Neil, Kim Mitchell chat, shout out to Donald Harvey de Dunkel Jolie, Victoria, the list goes on forever.
Kelly Hanson for getting me involved. I, uh, I was, thankfully lucky enough, I had some amazing teammates. I had a right guy, right time. I was the number one producer at K Force nationally for 10 straight years. Moved into an executive role later where I had to do had the opportunity to do a lot of coaching speakings.
Really acted as an executive sponsor for some of our largest customers and really helped move us into more services based out of staff augmentation. Now I'm a sales and leadership coach. If you had told me, I'd be doing this six years ago, I don't know if I would have believed you, but I, I can't tell you how much fun I'm having right now, working with some amazing clients.
Shout out to a clear edge. Leslie Megan McCann and McCann Partner. Just a few well where I really teach the power of asking great questions. I'm also the host of the quarterback, dad cast. This has nothing to do with football. Sometimes people think it is, but it's really about helping dads become better leaders at their homes.
We inspire dads to share stories. I learn about their ups, their downs. We have dads share what, maybe a gap in their dad game that they're looking to get better. And it's been a very fun journey. So if you're your dad and you're looking for some, some laughter, maybe some tears and some good advice from some amazing dads I've talked to please check it out.
We're on all the major podcast players. And lastly, I am the author of when the relationship, not the deal, something that's a book I'm extremely proud of. We're going to go into a little bit the pillars of each chapter today. And I hope that after this, after this webinar that you might, you might be so kind to go check it out on Amazon and then also connect with me on LinkedIn.
I love connecting with people. I'm ridiculously curious.
So with that, let's get started. My expectations for today. I want us to, to learn and interact and I can't see you from, from my, from my view. So Jakob's gonna be so kind to help kind of monitor some of the chat and, and share with us. I want to remind us that the fundamentals will always rule rest in peace, Kobe Bryant, Kobe Bryant would shoot thousands of free-throws thousands of shots before each basketball game.
People who are elite at what they do. It's not luck. It's not just a miracle. They're doing things behind the scenes that most people don't see they're doing. They're, they're making the choices to do, you know, whether it's documenting in our CRM, whether it's making call lists, whether it's making the calls, whether it's going to networking events, whatever it may be.
It's the little things that maybe you don't always see that differentiates them. And so we'll talk about that. And I really hope you can leave inspired with action, something to either make you have that aha moment. Like man, how was I not doing that? Or, oh, that was a good, good piece of advice. Because for me, when, anytime I joined trainings or webinar, Sometimes it's just a good refresher about these reminders that we need to be doing that we're just not doing.
So let's keep going. So I found this school and I really liked it. So I think about in the spirit of, of the little things and accomplishing great things. I said, this says, discipline is the bridge between goals and accomplishments. If you think about, when people say, man, I need to work out, how do I need to start growing my business?
I should, I should do more of those things. But I do me this favor, like write, write down the word. If you're in front of your computer right now, write down, need to, should two and have to real quick. So need to shift to have two and then put big X's and all three of those phrases. And I never want you to say those words again.
I want you to say I will, or I won't, that's simple and be comfortable with that mindset like you will, or you won't. If that's simple, either you, you will make time to go work out. You will eat healthy, you will get on the phone. You will reach out to more people and linkedin or you won't right. We all have the same amount of time in a day.
We're all given 1,440 minutes. It's just up to us to figure out what we want to do differently with each minute to be that much more successful. So what that always like sharing my goals with people. So you think about when you share a goal, it's a little scary because now it's out there and sometimes we have 60 to 80,000 thoughts in our mind.
Each day, science says of those 80% are negative, kind of a scary thought, right? This negative self-talk I have it all the time. Just like you guys do as well. I'm sure. But when we share our goals with our peers, our leaders, now we have someone who can help hold us accountable, not just to scare us, but to inspire us, to help us get there, to help be our coach to figure, okay, what am I doing differently?
What do I need to do differently? What do I need to stop doing? So that would encourage you. And also give a shout out to Angela and Ronica of you're in this call. She gets, she taught me this thing about vision boards. I'm looking at my vision board on my wall and to be proud that we're still doing it, I'm still doing it.
And when I first heard about it, when I was like, in my mid twenties, I was like, man, what is this arts and crafts? Some kind of arts and crafts time. I thought that were in the business world. But vision boards are legit because it, you, you visualize, you see it all the time and when your thoughts become things, and when you see something, when you want to do something and actually happens twice once in your brain, and then once when you go do it.
So I would encourage you if you're not sharing your goals, do it, do it today. Cause you'll find it to be success.
All right, Jakob, your time to help your brother. So quick icebreaker. I want you to tell me what is your equation for leadership, right. Just a quick, maybe if you think about a couple words that come to mind, I'm going to show you what mine is.
So, if are sales leaders, if there's recruiting leaders, if there's ops HR leaders, you know, leadership, to me, the same thing about sales leadership aligns directly with team leadership. And I'll, I'll explain to you why, so I'll give you a few seconds, Jakob, you can start just maybe reading some of these that come through for it'd be helpful for me.
Jakob: And consistent picture from this , inspiring
Emily. Welcome mile vision and company leading by example
Casey Jacox: Perfect. I'll keep, I'll keep, I'll keep going. I'll keep going Jakob. So like for me, everybody, I, mine is H plus V equals leadership. An H stands for Humility and V stands for Vulnerability, best leaders I've ever worked for had those qualities and uncle Rico moment from Napoleon dynamite coming here.
So when I played football in college, my quarterback coach Bo Baldwin, who's now the head football coach at Cal poly San Luis Obispo. He said, Casey, if you're, if you're good, you're going to tell everybody, but when you're great, they're going to tell you. And that that really always stood out to me because I think about, you know, what, I think what helped me stay at the top from a selling producer perspective at K Force for so long is I, I never, I was so scared it was going to be gone away.
And I was so inspired by doing the little things. I never wanted it to be taken away and I never wanted to be known as someone that was like that dude in the cigarette boat, you know, tattoos everywhere, chains, velour suit, Lisa, if you're on there in K Force, you guys might know what I'm talking about.
I never wanted to, I never wanted to be that dude and right. And, and vulnerability to me is, is so powerful for leaders because as a leader or a seller, when you're building relationships with people, if you don't know the answer, it's okay to say, I don't know. Right?
One of my, one of my mentors in life, John Caplin, he said, it's okay. Not to know every answer. It's just not okay. Not to do anything about it. Right. So to ought, to not think about it, if you're, if your Account Manager, Account Director on this phone, you, you might've been in your, you might've been in front of a staffing technology manager. They're talking about all these crazy technology terms.
You're like, well, what is those? What do those mean? Do you shake your head? Oh yeah. And pretend, you know what you're talking about, or you say, wait, can you hold on real quick, Mr. Man, Mr. Mismatch, tell me more about that. That technology. I'm not familiar with it, right? We're not, we don't need to be experts, right?
You need to be great relationship builders. And sometimes being vulnerable to show, we all can learn from people. And when you're, when someone knows something a lot about something and you ask questions, high percentage of the time, they're going to keep wanting to talk to you about it. Okay. So I would encourage you to, to really study and think about those two words, humility and vulnerability.
Okay. Anybody know who this is? Jakob. See if anybody can, can in the chat, anybody know who this is. I'll give you guys a couple seconds.
Casey Jacox: John wooden that's right. He talks about the little things. So for those that, for those that don't know, John wooden, he was a coach, a basketball coach at UCLA, multiple national championships. One of the all-time greatest coaches in the history of college basketball. I was fortunate enough to interview a guy named Swen Nater who played for coach wooden.
One of the most amazing conversations. If you want to check out it's, you can go to my website or you can find it on iTunes or wherever you consume podcasts. And Swen wrote a book called you have not taught until they have learned. And the little things that coach wooden and talked about were, so you think about you're in college basketball, you got a D one scholarship, the first practice, he taught them how to put on their socks and tie their shoes.
Now, when you're first getting the NCAA used to UCLA, you're like, what is this dude doing? Like, why, why are we working on that? But he wanted to make sure they put on the right socks. They wanted to make sure they tied their shoes to correctly. So they wouldn't get blistered. Because they got blisters they can't practice.
So I love that. I love telling that story because it's about the little thing, little things they matter. And for us in the staffing recruiting business, there's always little things we can be doing, right? It's not going to be just lucky that someone's going to be successful. So we'll dive into that. But his quote says, it's the little details that are vital.
Little things, make big things happen. And I, and I, I so wholeheartedly believe, believe that. So hope, hope you can take time to research one. He's a great, great man of wisdom. So when the relationship, not the deal, it's, it's on Amazon right now, but I want to talk about where this idea started. It really started from a trip I had in Dallas and I was when I was at K Force, I was, I used to travel quite a bit and one of our largest customers in the telecom industry communications industry, we, I was down really opening up our, our Dallas relationship base with them from Seatle.
And spend time with a lot of folks. And there was a gentleman named Rob Cornwell. Who's still K Force, great dude, and him and a few other people who did not have a lot of experience with meet with me at the time they were so anxious and I could see it in their face. They were green. They wanted to eager to please the guy at the company that was the more senior to them.
They wanted to win every deal. They wanted to win every person. They were just like so competitive, which I love. But sometimes it was, it was to their detriment. And I said, guys, I want to try to explain this to you. We're not going to win every deal, but I want you to expect to win every deal. We say that again.
I want you, you're not going to win every deal, but I want you to expect to win every deal. However, I want you to win every person. And I just stopped. I stopped and looked at him. I said, tell me what that is. Yeah, a lot of them were, were confused. I said, let me give you an example. Let's say that I'm still at, at, I'm saying I'm an ABC staffing company and we, you know, Jan's, Jacob at Gustav there.
They wanted to hire three Java developers from us. Let's say that I can't, I don't, I don't get it done our team. Doesn't get it done. And Jakob and team hires three from Susie's recruiters, shop, whatever they're called right now. Here's where I would. Here's where I would when people and managers time and time again.
So after we lost, I would follow up about a week later. And I would say, Jakob, man, thank you again so much for the opportunity to compete on bomb that our team wasn't able to get it done. And I wasn't able to get it done for you, but I just wanted to follow up to make sure that you got everything you needed from Susie shop.
And I wanted to make sure that the talent you hired is everything that you thought it would be. Now that might seem simple. That might seem redundant. That might, but I can tell you the number of times I did that and that the client would say. Man. Casey. Thanks. Thanks for following up. I really appreciate that.
Or they'd say, you know what, Casey, your timing is great because the two people that were supposed to start didn't show up, are your people still available? And before I would call, I would make sure I talked to my recruiting team or my delivery team to ask them that question. And there was a numerous times I would pick up easy free deals just by being proactive, following up and winning a relationship, not a deal.
So I hope that's one little small tidbit I did along the way. Hold on. Quick little shot of coffee here that helped me that I'm so, and I'm still using that whole phrase thing and I'll share a story here later. So we think about this in the chat, just again, a few seconds. Why is the, why is it so important to win people versus deal?
In the chat. Maybe Jakob, just share with me, give us like maybe 20 seconds or so. I'd love for you to hear what you guys think. What, what comes to mind and why that's important to win deals versus a transaction
Casey Jacox: That's a good one.
Jakob: Deals come and go. People remains.
Casey Jacox: Boom love. Who said that?
Jakob: That's from Darren Bitter
Casey Jacox: Well done. Darren
Jakob: Relationships are forever, short term versus longterm deal. As a event relationships, a lasting.
Casey Jacox: Love it. Love that one.
Be yourself. Always be yourself. That's right.
Jakob: They will remember you for the next order. The follow up is key.
Casey Jacox: Yup. I love it. All right. Let's keep going. All right. Golden rule chapter one talks about the golden rule, right? This is what we call treating people the way we want to be treated. I don't know about you, but when I was in kindergarten, when I was, when I was young, my, my mom's, my mom and dad and mum said moms, hadn't had two moms came out wrong.
My mom and dad and my, my teachers, they said, treat people the way you want to be treated. I don't care if it's your sister, your brother. What's funny though, is when we get to be adults that that's not cool anymore. You know, someone cuts us off. We get mad, someone cuts in line. We get mad finance, doesn't get us, our commission report on time, we get mad production doesn't happen.
We get mad recruiting doesn't get me more candidates we get mad. We don't stop sometimes to think about giving people the benefit of the doubt. Right? I used to joke like when things did not go my way, I stopped myself and I said, do you think. Do you think they woke up that morning and said, man, I can't wait to get to work and ruin Casey's day.
This is going to be awesome. I'm gonna do everything I can to make Casey mad. I'm gonna frustrate him. I'm gonna make his day horrible. Right? Hope obviously I'm being sarcastic, but no. And but when we have that mindset and freeing of a forgiveness versus a judging watch what happens? So we do that sets the tone, right?
One of the exercises I liked I'd shared in the book. If you guys decide to check it out is tell me the last time you walked into an office or your, or what's the zoom call and you just, you started with the appreciation for someone, right. Just being positive. We think about the story. When you, last time you go to Starbucks, if you're in the, in the, or wherever you get your coffee and in the, in the person in front of you buys, buys your coffee immediately sends happiness to you.
It's like, wow. It was nice. And then in theory, what do we do? We most likely buy coffee for the people behind us. Sometimes what I like to do a shake it up. I'll buy it for the next. Now I would encourage you to do that. We'll be out of business, but Starbucks stock will go through the roof, but I wouldn't.
But, but what's, what's fun about that is it's just, it's paying it forward. I call, I call it throwing boomerangs. You're throwing boomerangs of, of positivity because when you throw boomerangs of positivity, they always come back to you, right? Uncle Rico moment coming here. So when I entered the huddle in college with confidence, with positivity, a higher percentage of not, we're going to have a successful outcome or successful play.
And I have to believe what I do matters. And I have to believe what the coach called, just like our leaders are going to call plays. We have to believe what they do and buy into it. And when we do that at sets positivity for our culture, the more we can be positive as sales leaders, as salespeople, as recruiters, people are going to want to be around people who are positive, not negative, bringing negative energy, energy, energy to the room, right?
Like I said, it creates positivity. We want to be around that. Does anybody know who this dude is? I'll give you a few seconds. If you can, you can kind of read his career. But Jacob is anybody writing names in, in the in the chat.
Perfect. Perfect. We're going to learn some today. So in 1897, this dude, my research for my book is it's Orison Swett Marden he created a magazine called success magazine back in 1800 years over 500,000 subscribers. So think about that. No internet, no fax machines, anybody know I'm going to be old enough to know what those were.
I got a great fact story. Everybody wants to hear it after this. He, he was someone so passionate about the golden rule back then, and that's why he had so much success, right? This guy wrote his first book at 44, lost everything in a file. Rerouting the next book you wrote essentially rewrote. It had no script had to outline.
He just was in his head. It was in his heart and he wrote it. Right. It's so one of the quotes he said is he goes to the golden rule for every business is as put your, put yourself in your customer's place always. And that's something that I did forever. I always treated my customers. Like always, how would I want to be treated?
And I always, then I would challenge myself. Imagine if I was selling to my mom or my dad or my wife, like, how would I treat them? Right. And when we at sound might sound, seem corny and simple. But when we think about slowing down and think about the other person, the other side, and not like John Wooden said the little things, are we going to send a resume that has typos, are we going to send a resume or a consultant profile to a client that you know, we're going to send three resumes?
Do they all match? Do they look the same? Does our logo the same spot? Right? Does the summary of our candidate skillset look the same? Or are we just winging it? Right. Think the little things matter. Right? So think about that. This dude, like it says Orison Swett Marden I talk about him in my book. I wish I was, I mean, look at that stash too.
I mean, if you did not get a stash like that in this age, think about, think about the success you'd have with that bad boy.
All right. Chapter two's about always setting expectations. Again seems simple, but think about how often than not. When people show up late, what does it make us feel like? I don't know about you, but I hate it.
Client shows up. If you show Blake your client, you're already off to about bad start, simple button packful stuff. If you, if you tell a client you're going to call them on March 15th, call them, March 15th and say, Hey Jacob, it's Casey. With wilnning the relationship. I want to follow up and call you per our last conversation. You told me to call you on March 15th is now a good time. Seems simple. Right? I can tell you that a lot of people I coach and I see around that I've experienced working with. They don't always do that. They don't document. They forget they don't remind the customer when they're, why they're doing it because deals are won or lost, always in discovery.
You know, so salespeople that think, well, I did my part it's recruiter's fault. They, they didn't, they didn't give me the right candidates wrong salespeople. I will challenge you if you point the finger at yourself and always take accountability, just like a quarterback has to take accountability. Watch how much harder your team will work for you.
Right. And set expectations. And if you're going to set them, make sure you fall through, can say that that not only does expectation set expectations, that sets positivity sets great relationships provides clarity. I don't, I don't know about you, but I I've never been on a flight where the, where the flight, the flight deck, the flight crew just took off without a flight plan.
I would not want to be on that flight unless they had a lot of, lot of drinks in the drink cart. All right. That's gonna be a rough flight, but I mean, obviously I'm joking mean sarcastic, but if you think about. It builds trust, right? Hey, this is where we're going. This is, we got weather ahead. We're going to be dodging this, dodging that.
And we're going to get you there safely. At least we know. Right. But when clients, when we, when they don't know what's, what's going on, let's say for example, we were struggling to find candidates for, for a client. And do we, do we call the client and tell them, Hey, does it set expectations and let them what's going on?
Or do we just like, eh, I don't want to call them. I'm scared. I don't want to make them mad. I don't know what to say. I think they're gonna think I'm dumb. Get ahead of it. Sometimes I would just call it as a Hey, Mr. Mrs. Manager. Just wanna let you know. We're we're we're working hard. We've made about 58 phone calls.
We've connected with 83, but whatever mean people nothing's quite met our our standard of what we want to present to you, but just want to keep you in the loop. Let you know what's going on more often than not. Again, I'm not providing really any information other than I'm providing them no information, which is better than nothing.
The silence is not good when you don't do that. I saw numerous times in my career. So again, an easy takeaway. Get ahead of it, set expectations, always because you will find they will build stronger relationships. So if you think about this, well, I'm going to skip this because then just from the spirit of time.
But if you have examples of, of how you've set expectations, maybe you can just write those down. Think about times where you have set expectations and worked or transversely. Think about a time maybe you didn't set expectations. And what was the negative outcome for you, your team, your client that might make you think, oh, I wish I would've done that differently.
And throughout, like I said, throughout this book that I have exercises where you're going to go through these types of things and write them down. And one of my favorite clients actually give her a shout out. Tish, if you're, if you're on this by chance she works at a company called Aim Consulting.
She was my client for years. After she read my book, we met over zoom during the pandemic and she said she had a page full of notes. She goes, Casey Jakob's sorry, I'm gonna drop an A bomb here. She goes. You just kicked my own ass. Why did you do that? I'm like, oh, I'm sorry, what, what she's like, no, you made me think I wrote down all these notes.
It was such a fresh reminder of the little things that need to be focusing on. So that, I mean that, wasn't my goal to make people think that way, but I wanted people to think in a very conversationalist style. All right.
Chapter three is about listening versus hearing. So there's, I don't know about you. So hearing a hearing is a subconscious. We hear everything. We hear the birds chirping. We hear sometimes are we can block out noise listening. Is this I'm looking at you in the eye, Jakob, what can I do for you? How's going, yeah. What's going on? Listening is not this. Yep. Yeah. Wait what'd you say, wait, wait, what?
Right. We humans. We're not good at multitasking. We think we are. We always talk about multitask. But if I'm talking to you right now and you hear the keyboard pounding, that's annoying to listen to, right? If you're going to type, while you're talking to your client, you're going to take a notes, let them know, Hey Mr./Mrs. Client, I'm going to be taking notes in the background just to make sure I capture everything we're talking about. If you hear the keyboard, just want to let you know, back to setting expectations, right? Get ahead of things that you know, your clients are already thinking about before they judge you and put you in the same bucket of every other average salesperson or, or recruiter or leader, right.
Listening, you actually can get better at it's a skill there's proven exercises that would encourage you to research those. So we think about it like the feeling I just described. Think about last time you called a tech support line or you call the and they're following the, you know, the, the rep their call.
They're following the script. They're, they're answering questions. You didn't ask. They're telling you things you didn't ask. Right. Versus I just want someone to listen, listen to me, right? Because silence sometimes from a seller's perspective and your clients talking. Listen, right. It's a gift. It's a, it's one of the best gifts we can give any relationship.
And when you don't get people to listen to, it's one of the worst things you can rode relationships. So I really hope you take that to heart. So the negative consequences of listening, right? I mean, I can, I can think of numerous times when you, when you let's say, for example, you're on the phone with your client.
You're, you're taking requirements down for a project you're making sure you understand the top three things that, that the set of project managers or business analysts or developers need to be successful. Now, you might've heard something, your recruiting team might've heard something, but instead, why don't we, before you break that room or the zoom call and say, Hey team, well, what did everybody hear?
Let's let's let's, let's make sure we're all on the same page. What are three things? We heard that at the top three things that our client needs out of all this, all the talent we're going to present. So they're, they're gonna make them sucessfull seems simple. Most teams aren't doing it. I can tell you I've seen it for years, right?
These are little things like the old John Wooden stuff. Like we're going to keep talking about throughout this, this, this presentation today, clients want to work with people who are easy to work with. When I manage this large team, I always told our large account team. When I was at K Force, I said, I want, I want us to be known as two things.
We're easy to work with and we're flexible. And when you listen and you make life easy on the client, you get ahead of it. You treat them well. You're setting expectations more often than not. They're going to pick you first. All right. Ditching the ego ditching the ego is something that we all unfortunately focus too much on.
And I used to joke when I was a hall, Kenny and I used to talk about a hat rack out with my some old hate H cares. All H cares are here, but we would talk about Uh, the, the, the hat racks, not for hats, it's for egos. So before you walk in that door, before you had your computer, before you, before you joined the zoom call on your computer or whatever it is, realize that you're going to learn something today, right.
Listen to learn versus than to persuade. Right? Think about, it's not always about you. Right? One of my favorite piece of advice, someone, someone gave me a long time ago, and I know that there's people that know me. You know, what I'm going to say is you can be right. Or you can get what you want. Rarely do you get both.
Okay. And as we think about relationship building, it's not always about being right about trying to find a solution that, that, that brings positivity to everybody involved. Right? So you gotta be self-aware you gotta understand that if you don't know, and if you're arguing, arguing for the wrong reasons, if you're trying to convince a client that, that this is the perfect candidate that they have, all the skills, my first question would be, how do you, are you are you a computer science major?
Did you go to, do you have development skills? How are you? Are you, are you just thinking they're perfect because that's what the resume says is what they told you. Did we do, did we do the extra step? Do we, do we verify reference that we talked to some people that might know that person? How do we know?
Right. We don't always know. Right. So be self-aware and let that ego go. The other thing I like talking about as relates to ego is practice. Now practice. When I say practice, most salespeople, I'm sure if you're on this call, you're you, you, you got tense this now you're like, Ooh, I don't like role-playing.
I don't like role-playing because I don't like role-playing because I don't sound like that in front of my client. I never, when I practice it's different, I'm way better from the client. And I would call BS. I've seen it. I videotaped people I've been videotaped. And the analogy I always like to do when I would travel to Tampa to, to, to my friends at K Force, which I love dearly and miss them and wish them all the, all the, all the best is, you know, you think about practice like the Tampa bay rays with the Seattle area.
They take batting practice four or five times a week. They get paid millions of dollars. I used to joke with people cave. I said, okay, man. So we're we're professionals in our industry, they're professionals in their industry. They practice four to five times a week. We don't practice four times a week.
They make millions of dollars. We don't make millions of dollars home. Cause I'm confused. What makes us so elite that we don't have to practice. And I would just look at them and there'd be like this kind of awkward stare. Like why, why are you going to be a, you know, what case am I? I'm not trying to be a, you know what, I'm trying to prove a point that if we aren't practicing with each other on our craft to build better relationships, we're practicing on our clients.
So if we're comfortable doing that, Let's start leading with that. Hey Ms. Clients, Casey, ABC company. I, you know, it's funny, I have no idea what your company does. I'm just winging it today. And I was going to practice on you and ask a lot of questions that might not make sense. I might get frustrated in my blackout.
I might not listen. And, and I'm hoping at the end, I'm gonna ask for the exclusive, because our, my managers told me to ask for the exclusive a lot, cause I'm insecure about, competition. And I just want you to give it be all your business, right. Obviously of sarcasm, but that's, that's not the point.
The point is practice your craft practice asking, asking great questions. And one thing I learned in my career, which is called Ted based questions, which is absolute gold, which stands for tell me, explain, describe, I would challenge you every time you ask questions at your career at your company, whatever, whatever, whatever product or service you're selling, whatever offering the company does understand.
It's not. Yeah. Oh, you sell it. The problem you sell, it's a problem you solve. That's what we're doing. That's what great sellers do there. They listen, they ask great questions. They make sure they under, they have uncovered a pain or a problem. And then tie that back to how does that impact the business?
Not just a body, not just that you needed to fill a role, fill a position. It's how are you, how are you understanding their business? Right? And by practicing, it's amazing how, how good you can get. And, and so leaders back to my humility, plus vulnerability equals leadership. If you're going to role-play, I challenged the leader or the top salesperson in your office, you go first, let them know this is what, this is how I got to the top.
Don't be afraid to mess up. And if you mess up, have fun with it. Cause I'd tell you, I'd rather mess up in front of my peers than my client. Now we're never going to be perfect. Right? There's going to be opportunities when we do mess up, but our, our high, a higher, higher chance of success. When we practice with our team, it's going to create a learning enviroment.
You're going to have fun. I used to make up crazy names. I used to, I mean, I used to make it fun, right? Because in the end, that's all, that's all we got. We got attitude and effort each day. But if I can, if I can cultivate a learning environment like chapter one says golden rule, bring positivity to these practice sessions and watch how much fun you have.
One thing I also learned late in my career is this thing called give to take to I, I, this was mainly for internal purposes only where we'd say, you know, tell me two things that went great. Two things I need to do a better job of. I learned this from a guy named John Kaplan, and I took this actually to another level.
I actually start asking my clients this, even when we would win a project, when when, uh, when a role, when it, whatever you guys call it. Hey, Mr. Mrs. Client, thank you for the opportunity. I'm so excited that we were able to get the job done for you in the spirit of learning. We're we're always watching film sports analogy that we're always trying to think about ways we can be a better version of ourselves.
So you think about that. What are, what are two reasons why you chose our company and two reasons maybe you wouldn't next time or, or what are two things that we could have done differently. And then when you hear that, then you apply Ted based questions to learn more about that problem, right? Because what happens is most likely sellers we sell, I can tell you early in my career, I went, I remember going to my first meeting.
If Andrew was on this phone, it was, it was the most bizarre meeting we met. It was a startup world. We went to this random office. Like I thought I was in this, like, it was like almost like going to a drug deal. It was like scary. And the dude was in no joke in a wheelchair with like, with like racing gloves on.
And I went and presented everything about hall canyon. I was like, man, I killed that. It was awesome. And just like, what'd you learn. Hmm, good question. I didn't learn much. Right. But the, the power of asking for help, the power of understanding what we can do to get better, right? Like the quote I said earlier, it's not okay not to know every answer, just not okay. Not to do anything about it. Right. Shout out to John Kaplan, ask questions, always seek that ability to learn because when you do, you're going to learn about other things. You're going to make sure there's no gaps untold. And we, and if we, if we ditch that ego, we're, self-aware about what areas of our own game we can do to get better.
Watch what happens your culture. Watch what happens to the relationships you're going to build. And I can tell you guys, this is not stuff I'm just making up. And I wrote this. These are the things that, and the people on this call who work with me. I know you can say he's, he's not, he's backing it up. I did these things day in and day out, which is why I was number one for so many years at K Force.
Last thing I wanna tell a quick story. And the spirit of being coached. So at the end of my K Force journey, we were part of a, I was a part of a, a small team where we were leading a sales, a big, big sales training event. We traveled all over United States and part of our training, we had to get certified to learn about a new offering.
We were going to be teaching real, real, roughly about 800 reps in our company. And we were working with this firm and I was down in Dallas and the gentlemen, his name's Ray, and we were in a room with our, my CMO, a few of my peers and we had to present was a two day presentation. The first day I had to present on one part of the, part of the information and I did, and I, I prepped a little bit, but I knew it. I mean, I was like, oh, I got this right. And I wasn't arrogant about it. I just, I, in my mind, I thought I knew it. And I went down the next day I presented and I got in and body language is great. People are smiling. I felt, I mean, the room felt good. Ray goes, Casey, how'd you think you did?
I'm like, you know, Ray, I thought, I thought I, that had a pretty good I mean, I've hit on the key topics. You know, I read your body language, you were smiling a couple of times and he looks at me, he's like, Casey. You know, what, what, what, what I've heard about you is that you're elite. And that, that was nowhere.
Nearly I'm gonna pass you. It was good, but I expect better from you. Who's next. And I was like, wow. And so back to this ego thing, I had a choice. Do I get mad? But I blame him and he say, screw you, dude, I'm the number one guy. K Force. Why are you talking to me? Thank God. I'm not that way. Thank God. I was teammates, coaches, leaders, people around me, how I was wired.
I said I was so mad at myself, so mad at myself because I let him down. I made him think that I wasn't prepared, which is BS. Right? So ended the end of the day. We get done a few of my buddies, like, Hey, casey gonna grab a beer at the bar. I'm like, hold on guys. I got to go to my room real quick, grab a few things.
I'll be down in the sec.
I got to my room now from sick. I grabbed, I had a room service delivered from six o'clock, six 30 or so until 10 30. I practiced session two in front of the mirror over and over and over and over. I mean, if the room service came in or the house cleaned, they would've thought what is wrong with this dude?
He's he's got a screw loose. He's talking to himself in the mirror, but I did it because I did not want to let Ray down and I didn't want to have anybody think that I was either too big to practice. I was not prepared. And it was such a good reminder lesson. This is like late in my career. Like you're 18 or 19 that next morning I wake up and I'm so jacked up.
Ready to go get an elevator. My CMOs, like, yo, all right, dude, what's going on? But you know, I'm good. I'm just ready to compete. Just ready to go. I was mad fiery, you know, not to a bad thing, but I was just ready to go. And then my friend at the time, Sandy, he goes, you raised all right. It's how are you going to go first?
I'm like, you know what? If it's, if it's okay, Ray, I got to go first. Sorry Sandy, I'm going, let's go get the timer going. And I just went into fricking compete mode and I went day two in my mind. I know I killed it. And all Ray looked at me. He goes, Casey, that's what elite looks like next, let's go, Sandy.
That's all he had to say. And I, to this day, we're still friends. I wrote about it in my book. I share that story often with whether I'm talking to companies, college teams, sports teams, because we're all replaceable. Every single one of us, even though all the success I had a K force. Guess what guys they're still, they're still doing great.
Some of the people there probably forgot even worked there. Right? Unless your number, unless I dial your number is 9 1 1. You're not that important. No one is. So come with that mindset of stay humble, right? Your change is going to happen. We either get deal. We deal with change. We get dealt by it. But if you can check that ego at the door with our relationships, whether our teammates do go out of your way to make life on your teammate easier and watch what happens to your culture.
All right. As a competitor, this is, this is my struggle that I always have to that's I always have to work on is patience, patience, patience, patience. I journal about it. I pray about it. I'm always talking about patience. So success takes time and not just the light switch. Not gonna be like, Hey, today I'm successful.
It's going to happen over time. You're going to start feeling it, but you got to buy these little things. John Wooden says, like I say, it's going to take time. Malcolm Gladwell. I don't know if this, if the stat still is, is true, but I believe in it, he talks about in his book outliers, it takes 10,000 hours to be an expert at something or to become elite.
And I think with, you know, with flow state and flow science, they're actually saying, once you can reach flow, you can actually cut that in half. But in the end, I always like to say 10,000 hours, you got us put in the time, the effort, the work to become good at what you're going to do. And Tommy Lasorda talks about good, great, and elite.
He talks about there's people, three types of people in life. People who watch things happen, people who wonder how things happen or people who make things happen. So when you make things happen, it takes time, right? Relationships are not going to be forced. I share a story in my book shout outs and a Dean took me five years to meet with her five years.
She ended up being one of my most strongest relationships to this date and believe it or not, I'm having coffee with her tomorrow. And I left K force over two years ago. So she and I are still friends to this day. And that takes time because I did the little things the way I built the relationship, all the things I'm talking about were because of, because of that, I always say, I like this equation to says commonality plus rapport. Plus trust equals relationships. When we think about commonality, this is what the power of LinkedIn is. I didn't have LinkedIn. When I first started, I had a phone book and white, the white pages Lisa Crawford, if you're on this thing, I know you can back me up on that.
So when, when you're on LinkedIn, when you're on social, whatever, we're going to be doing, try to find some commonality, something in their profile, something that, that, that maybe there's something there they're quoting they're commenting on something that comes to mind for them that you can actually say use it.
Like I said, a Ted based question to inquire more about what is important to them, right? Because with commonality, you leads to rapport. You're not even talking about yourself yet. Right? You're even talking about your business. You're talking about them. Ask questions about them, understand their business, understand their problems, understand what's making life not good for them right now.
Understand where they want to go understand what makes our team successful. Understand how do you measure success? Right. Ask great questions and watch what happens to the relationships you're going to build. And now what, what a better perfect time than right now. So if you're not doing any of the, any of these things I've shared with that helped me for 20+ years, I would encourage you to take this serious.
I would encourage you to check out my book and read it. It's a very easy read. I've had people say, Casey, who trained you to be a conversationalist writer? I said, I have no idea what you're talking about. What does that mean? And when I think about being a conversationals writer, the number of business development emails I had to write over time, I always want to focus on tone.
And I know Hannah Pryor for her on this thing, you and I are such messaging. You know, passionate people tone is everything right? If you have the right tone over time with patients, you're going to have success. So get uncomfortable. Some of the stuff might be easy. Some of them might be refresher for you on this call if it's not get uncomfortable, because when you get uncomfortable, that's when growth happens.
When you try new skill sets, that's what ha that's what happens. I, before I became a podcaster, I was uncomfortable. I was a little bit scared. Like, well, how do I do it? And how do I edit it? And what am I going to do? And I don't know, excuse, excuse, excuse, excuse, excuse. And I finally said, I will, I will be a podcaster.
And my friend, Ty Nunez came to my house and we literally spent two hours put, put the equipment together. You're looking at it right here. Next thing I know, 10 episodes later. Next thing you know, I'm producing episode 86 on Thursday. I have episodes booked through July right now. So it takes time, but it was uncomfortable.
But I can say once I got through it, Best feeling ever, you know, as an author, I proved that football guys, we can put sentences together, sarcasm, shout out to the football players out there. Right. But the only one only reason I put that book together is because from call it April or may through July or August from nine to 1130 each day, I wrote every day, it was super uncomfortable.
It was hard, not fun at times. I thought, man, this is going to be good. The days that it was good, it sucked the days I was horrible. It was in my best days writing. Right? So all of these things we're talking about, about relationships, about the, the, the, the fundamentals you need are so important and they're there for a reason.
And you look at anybody who's successful. If anybody's a soccer friend, Beckham, one of his number, one things, he said, the number one things he said that led to his success. One of the most highest paid from premier league soccer on the highest paid and the last guys ever practice. It's the number one thing.
That's what, that's what his secret sauce. So Jacob, you, if there's questions, I'm more than happy to we can stop sharing. Now. I'd love. If we ever want to put questions in the chat, I want to be respectful of people's time. We have about 15 minutes left, I believe. But I want to say thank you. If you want to learn more about me, you can visit my website.
I have that below. Do you want to look at check out my book and the re the, the, the, just the humbling reviews that people have taken time to leave an Amazon. Thanks. Thank you. If you've been one of them and if you're a dad out there, even a mom, you want to hear what dads are thinking about. I'd encourage you to check out my podcast.
That's lie. Like I said, that's on all major podcast players. It's easy. If you hit subscribe, they come right to you every Thursday morning, but it's been an honor to speak with you. I hope that you have learned a few things or relearn a few things. And I will, I also want to give a shout out to to Jan and Jakob at, at at Gustav.
I was introduced to them recently from, from Hannah Pryor yeah. I was immediately impressed by their software tool that I went through. And I was immediately impressed by, you know, for not ever being a recruiter or an account manager. Like I was like, wow, these guys, they put a lot of effort into it. They, they, and I wish I had access to a tool like this back when I was, when I was working.
So I would encourage you if you haven't checked their tool out, take time to do it. It's a really slick tool. One. I'm done checking. So if anybody has any questions I'd love to, I'd love to hear from anybody.
Yeah. Great question. Great question. So for me, when I, as I think about I'm, I'm, I'm building relationships too. I mean, I'm, I'm meeting with people on LinkedIn. I've never met before, right? We're in this virtual selling world. It's tough to get phone numbers, but to me, I've found a lot of success this year when, as I built my coaching business I joined, a networking event online and then showed up every, every Friday it was called the shift, the shift up the shift or shift up.
So Evan, Tobias, green, shout out to you. And I, and I literally showed up every week without, without a reason. And I, and I just started asking questions and trying to serve others. And the number of people that have sent referrals my way by doing that are countless and the number of doors that have been opened up because that group countless.
So even though it's hard, I just challenge yourself. It's hard. It's hard right now, but it's hard for everybody, right? And so the, the time I'm going to spend less time thinking about this sucks, I can't figure out ways to get in touch people. And distance said, change my mindset in the morning to like, I'm going to go find ways to connect.
I'm going to join network. I'm going to join groups, LinkedIn groups. I'm going to comment on peoples. I'm going to just find any, any way I can to be creative, to get my foot in the door. Because a lot of, a lot of these companies you're competing against it's a highly competitive space. They already have sustained relationships.
So when you think about the give to take to, it's a great question. You can ask clients where they're already have a vendor list. Tell me two things you love about the 10 suppliers you have. And two things you wish to change, because if you, anybody you get on the phone or you engage with, you have to find a problem.
You have to, you have to expose a problem. Ideally expose a problem that highlights some of your value or the problems that your company solves. So those would be, those would be the things I'd be thinking about and getting my foot in the door with other companies.
Thanks, Ross, Ross, the shout out, buddy. James, what can I do for you? Love that, man. I love I serve others. Just if you check out my book, if you want to connect to me on LinkedIn, man, I want to learn. I want to learn and love. I like to learn about others too. So, hope this is not the first time we're we're going to be talking to Michelle.
Thank you for your kind words. Kyle. What is your tip for not sounding sales, pitchy, or robotic right off the bat. Kyle, I would practice the best thing you can do. Record yourself on your phone. Do you sound salesy? Let, let, let the phone say it. Practice with your practice with a friend, spouse, wife, a leader, whoever may be the more that you practice, get your reps in, in the end.
You're not selling anything right. You're selling a problem. Think about it's an end. And I always tell sellers, I want to hear two things. I want to hear two words when I meet with somebody. I want to hear the words. Great question. So Kyle, when, when you hear great question, now, I just made them think I made them think.
And if I make someone think back to my friend might not my friend. I wish he was my friend, the great Maya Angelo. She says not what you said, how you, why you set up. It's how you said something that made people feel when you leave the room. If we ask great questions when we're pitching something, we're, we're trying to explore a problem or something.
That's not going right for a business. They're going to remember you that much more versus this PowerPoint presentation I've given. Now, you're not going to remember a lot of this stuff. Hopefully you will, your members stories they shared with you questions. I said, reminders, I told you about, so those would think belts to be things that'd be thinking about.
If you don't know the person you're writing to intranet, what tone would you emulate also? Thanks. Thank you so much. You did. I, I liked again, I, I always say be yourself because everybody else has already taken. I assume that I know everybody, not, not in an, in an arrogant way, but like when my son was seven, I told him I made friends for a living.
Right. And so I would encourage you. When you, before you do any sort of outreach, don't assume that you can help people. Don't assume that you can solve problems. The number of LinkedIn requests, I get that, that tell me, they're going to guarantee me making 40 grand a month by all the coaching stuff they're gonna give you.
How do you know, ignore? I don't accept those ask. Hey, Casey, I want to connect with you. Cause I was interested about your 20 year career of K Force. Well, how'd you make it what'd you do, right. Ask me a question that makes me want to engage with you, right? Ruben, what is one interview question? You would ask a recruiter account manager.
Ooh, I love this one. Ruben. My favorite one ever. I would ask this, I would say out of the gate, I would say, is it more important for you Mr. Candidate to be right or Mrs. Candidate, do you want to be right or get what you want? You can't get both. Rarely do you get both? And the reason why I love asking that question Rubin is because you're going to learn about if someone's got ego, they say, I want to be right.
I quickly would shut that down. Or I like taking people golfing when I interview them. Because on the golf course will you'll learn a lot about someone's character, easy to cheat on the golf course. They, they, they make six. Yeah. Mark. Now for a birdie. He didn't your lion, right? How do you, how do introvert people build confidence to speak openly and build solid relationships that she's, I would still practice in the end.
Everybody wants to laugh. Everybody wants to smell. Everybody wants to share their story, but what questions do we ask to allow us to get those out? And the more you practice, the more your confidence is going to go through the roof. Right? So I would, like I mentioned at the end that that confidence piece and that on getting uncomfortable, just get uncomfortable, do it right.
And what helped me figure that out, as she says, either I was going to either I'm going to get uncomfortable, do it, or I'm gonna allow my competitors to do it and watch them out, compete me. And that quickly motivated me not to want to let my beat me, Bobby Burchard, shout out to the H1B guy. I think that's what he calls himself now.
He says keys to better digital engagement, interaction, be authentic be consistent, posts of value. Don't just. Share content that you know, your clients are going to want to learn more about ask questions, the best part about social, social engagement that I'm jealous of everyone right now who's building they're their business.
The clients can't stop you from commenting on their posts. So if you're thoughtful, if you take a minute to say man, great posts, if there's a manager you're trying to meet and you see them comment on some comment and say, man, great post. I learned a lot. That was really good insight back to treating people the way you want to be treated lead to the positivity.
Watch what happens. We treat them like that way. What was your most difficult sales call and why? James? Great question. I would say a mistake I made earlier in my career. I was trying to call a I was trying to call a Healthcare client and I told the manager that, Hey, we're working with these people in this group.
And in my mind, I was like, we're not. Like we were, we were supplying consultants or contractors to these other groups. He took it. Like, I was assuming that I was already working with I was working internally with them. Like I was, he thought that I was like saying I was an internal employee and I still remember his name, his name's Michael Hoyer it'll haunt me for days.
And it was totally, I misspoke didn't mean to say it a certain way. Took a, he took what I said out of context, again, my fault, not his, he never took my call again. So that lesson early in my career, like 23 years old, I was so focused on every word I say matters. Every word I type matters and make sure that I focus on those because those will impact my relationships.
And I would just on top of that, say around messaging your email signature, better match your email signature on your phone. If those of you have on your email that says on your iPhone or smartphone, excuse my typing please. Excuse from typo sent from iPhone. That's lazy. Take that off. Don't that's that's that's telling someone you're going to make mistakes.
Take time to make sure you're doing the little things like John Wooden said. What else? Anybody else? This has been fun. Jacob, do you want to take it over?
Jakob: That was one question like a Q/A chat at Casey referred to Nadine in his talk and the Nadine who,
Where is that one?
Jakob: In the Q /A chat. Can you, can you see it?
Casey Jacox: Is it recently, did it just come through?
Jakob: No, i, and it's, it's a special chat on the, on the right side, but may be, I'm the only one to see as host.
Casey Jacox: Now I see a bunch of them. So the Nadine was the vice-president and then Dean was a vice president and a client. I worked with she had 5, she had like 5 or 6 managers we worked with.
We had, you know, 15, 20 contractors. She would never take my call. But once I started working with our team, then I used that those stories to follow up with Nadine as the vice president. And I just made it about our team. It wasn't about me. I just want to say Nadine and it's Casey with K Force. I'm just so thankful for the opportunity to serve your team.
I just want to let you know, here's some of the problems we're helping resolve here. Here are the ways we're engaging your team. Here's some of the metrics that we're really focused on helping drive value back to your organization. If you have a minute, I'd love to find time to just introduce myself. I know your schedule is busy, but we met.
If I texted her right now, I bet she'd respond back. If I FaceTimed her, she'd take my call right now. I haven't worked years. Right. I know our daughter's name. I know her daughter does. I know what her husband does and over, she likes to visit and I to, I love her. She likes to travel. Right? Look, when you hear people say businesses and personal PS, it is too.
It is personal. It's about personal relationships, right? It's about being authentic. It's about don't again, be yourself in the sales journey and the number one reason to be yourself as, because everybody else has already taken, don't fake it till you make it. If your boss is telling that, so worst advice ever leaders, if you're saying that's your team, stop, don't fake it till you make it.
Let people learn. Let people grow. Sorry. I'm getting fired up. This is fun, James. You're probably fun too, buddy. I'd love. How can we streamline or put a process in place to make sure sales team is being effective at building relationships? I would go, I would ask to go on meetings with them. Not because you want to manage them because you want to learn more about the clients and figure out ways to support them.
I would encourage practice and make a part of your daily, your daily, whether it's virtual practice, whether it's uh, whether it's, you know, internally or externally, you know, the, in the, in the model of give to take two, I want to, when you're doing pipeline reviews, tell me one thing that you're excited about your pipeline, and one thing you wish you'd like to change about your pipeline.
Right? And so what I always, when I'm coaching sales teams and what that question was from Nehal, we either can be honest with ourselves and that our, our pipeline is really, really good. Or we can, we can lie to ourselves and say, man, yeah, my is legit. I got all these deals are gonna close this day. This day, this day in the end, you're lying to yourself.
And we have to encourage as leaders to ask for help and let them know the only way I'm going to help you close more deals. If I understand more about your business, understand more about the customers you're working with, understand more about the problems they want to help solve. I'm not here. So leaders remove fear from the workplace, the days of making your, your sales team so scared.
You're actually hurting them. This isn't 1926, right? Inspire your team. Use the fundamentals I talked about in part of this presentation, right? Create, create, and cultivate a learning environment. So they, it can be their best and watch what happens, the relationship building. Josh, what advice would you have to university students?
Well, I love the ask this question just because one of the reasons I wrote my book was for university students. I think too many, too many colleges, too many parents, too many companies are saying you've got to go out and build relationship well, well, of course you do, but how do we do that? I mean, it's, it's, it's tough to keep texting your relationship.
Right. Pick up the phone and call somebody, practice your tone practice. The ways you communicate. I can tell you the number of people that at the end of my journey, K Force where my clients let consultants go. Cause they couldn't talk. They'd know how to interact with people, right? If, if, if I'm sitting next door to my buddy and I'm texting him, that's a problem.
I'm texting my dad from the front seat. That's a problem. But the phone down interact with people, right? Be curious, Josh, learn about others. There's a great book by Stephen Covey. I read it in my twenties. It didn't make a lot of sense. I re-read it again in my forties, one of the best books I ever read, Stephen, Covey's seven habits of highly effective people that books timeless so much wisdom in there.
I would highly recommend you to look at that. You deed it says, wait, don't fake. What? Don't fake. You know, something there's a phrase is don't fake it, fake it till you make it. If you don't know something, ask for it. Don't don't fake. Like you understand what the client's talking about. If you don't know, right?
The more you can be prepared for a meeting, but sometimes you have to show vulnerability to say, Mr/Mrs. Decline. Not sure what that says. Talk to me more about it. I did that numerous times when I would hear technology terms that I was uncomfortable with or unfamiliar with, because two things happen either.
I pretend to know what the client's talking about. Cause I don't want to look dumb. And then I go back and tell my recruiting team, Hey, we need ABC skillset. And they're like, what's that? I'm like, I don't know, go look it up. That's transactional. That's not relationship. That's not value based. You're roading your value.
When you do that. Hurry. What is your advice for recruiters selling a job? Well, I would make sure I understand what's important to my, to my candidates. I would, I would, I would make sure I'm understanding with my account manager. I want to know he or she tell me why someone loves this place. Tell me why people leave this place.
What is, uh, what, tell me what a day in the life looks like at ABC company. I would talk about, again, the problem. So if you think about when you're, if I meet with a candidate and he, or she tells me, these are the why I left this company, this company, this company, like find out why those things are, and then try to match that.
If you can uncover that problem at the place where they're going on on ways that that company does it, doesn't do it the same way the person already came from now. You're all you're doing is just being a storyteller, right? You're not selling anything, right. If we're having to sell or force someone to do something, most likely they're going to resist us.
Selling's all about asking great questions of value. So your idea becomes their idea. That's value-based selling,
Casey Jacox: People have other questions. I know, I know Jacob, you got to get to your stuff. If people have any additional questions, please connect me on LinkedIn. Reach out, send me an email. I'm here to support. I'm here to learn. I I'm, I have a full plate right now, coaching other companies. But if, if you are interested in learning more about services, I provided love to build a connect with you, Jacob.
Thank you for the opportunity.
Jakob: Thank you for being a speaker here. It was awesome. We had nearly 150 people joining us, so awesome. Awesome job. I think everyone there under lot. So a big thank you to you.
I will just share my screen to give a quick demo about Gustav. If anyone is interested. So we just launched a new product, which is called the Shared List. And can you see my screen?
Casey Jacox: Yup. Perfect.
Jakob: What we basically want to do it is to build a better way for staffing staffing companies to share the available candidates online with the end clients.
So how does it work? Basically all you have to do is add your candidates by dragging and dropping the candidates to be in here or connecting good stuff with Bullhorn or in the future, we will add other ATSs and then you can, we'll get a list which you can share in a second. You can share, which you can share with your end clients.
So here they can see all the available candidates you have for them. And if they're interested in their candidate, they can click on the candidate. Request to kind of that CV from your team and even check with your team in the chat here. So if you're interested and want to learn more, more about our new product just let us know by, um, by, voting in the poll or connecting with us on LinkedIn with the Gustav team or with me.
Yeah. Thank you everyone. Thank you again, Casey.
Casey Jacox: Jakob, hold on real quick. I'm going to, I'm going to challenge people who are still there. I want, I'm going to ask them for some feedback to give to you in the spirit of feedback. So give me, let me finish my typing here real quick.
You got to go give to take you baby.
Casey Jacox: It's happy hour in Austria. It's almost time for night, night time for you
Jakob: time for it.
Casey Jacox: So yeah, I'd love any feedback. And if anybody, a huge favor, I will say, if you have read the book or you decide to read the book, it would be an honor. If you just go to Amazon and leave an honest review I can take direct feedback. So if you thought it was the worst book ever give it one star and tell me why. If it was the best book ever, please tell me why as well. That would be, that would be huge honor.
Jakob: And for anyone who's interested, I will just share one more time. The link to Casey's book in the chat.
So it's just a click to buy it.
Casey Jacox: Thank you, Karen. Thank you, Pam.
Thank you, Harry. Thank you. Rubin
Sumaya. Did I say that right? It's an awesome name. Love that.
Thank you, Liz.
Jakob: One more thing. If you're interested Gustav about Gustav you can go to Gustav.app to learn more as well. So that's our website. I we'll just share it in the chat as well.
Casey Jacox: And Jacob, I'm not just saying that because I'm speaking. Like I told Hannah just for everybody to just, and this is me being brutally honest and authentic. I was surprised that you guys did not come from the industry. And the fact that you've, you've put so much thought and detail into the requirements of the, of the software.
So shout out to you guys. That's exciting to see. I was talking to Bobby Bouchard on this thing and when he and I used to work together and he and I are gonna connect later this week or next week, and he said he's been using your product for many years. So, that's, uh, there's an authentic testament for you to keep up the great work.
Jakob: Thank you. Yeah. Awesome. Thank you. And for anyone interested as well we are hosting, a session with Maurice fuller next week as well. I will share the link to that one as well again. So if you're interested in this one yeah, please join us as well. It's about the journey, how you, how to successfully digitally transform your staffing firm.
So, I think that would be interesting for some of you as well.
Casey Jacox: Thanks, Mason. All right. Are we done, brother? Thank you.
Jakob: Yeah. Thank
Casey Jacox: Crush the week will or you won't go get them, everybody. Yeah.
Jakob: Thank you. And there's time for networking. If you want in to your left there's the networking tab. If you click there, you can get randomly matched up with somebody else.
So you can network a little bit longer.
Casey Jacox: All right. I'll stay on network. See this. I'll give this a go.
Jakob: Awesome. Thank you everyone. See you next week. Hopefully.