Episode 136: Building Trust – Jason Treu

Predictable Prospecting
Episode #136: Building Trust - Jason Treu
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How does trust between team members translate to better communication and higher performance? And how can you translate your trust-building skills to your sales calls in order to build rapport quickly?

To explore these questions and more, Jason Treu joins today’s podcast episode. Jason is an executive coach who works with teams to help them build trust and communication skills and increase performance. He’s also the author of the book Social Wealth. Listen in to hear what Jason has to say about the top issues in the sales industry today, how to turn a team into a cohesive unit, and how to build rapport in the first few minutes of a phone call.

Episode Highlights:

  • The top issues Jason sees in the industry today
  • The importance of hiring
  • Whether any type of team can be turned into a cohesive team
  • Where to start in building a trust mindset
  • The trust-building process
  • Building rapport in the first few minutes of a call
  • Jason’s book, Social Wealth: How to Build Extraordinary Relationships By Transforming the Way We Live, Love, Lead and Network
  • What can be done to start getting teams to high performance

Resources:

Jason Treu

Social Wealth: How to Build Extraordinary Relationships By Transforming the Way We Live, Love, Lead and Network

Marylou: Hey, everybody. It’s Marylou Tyler. This week’s guest is all about trust. Trust, high performance, teamwork, and I’m very happy to have Jason Treu. Pronounced as Troy but it’s T-R-E-U for those of you who are looking him up. It’s Jason T-R-E-U. It’s pronounced Troy. He’s an executive coach, works with teams to really get our teams at high performance, great communicators, and most importantly build this trust that’s necessary.

All of you know, top of funnel where we work, we have a real issue with keeping people engaged and keeping teams together and high performing. Jason is all about that. Today, we’re going to talk about the work that he does. Some things for you to consider as you’re putting together these teams for business development in creating a high performance, highly interactive, highly engaged team. Welcome, Jason, to the podcast.

Jason: Thanks for having me on the show and speaking to your fantastic tribe.

Marylou: Let’s figure this out. Where do we begin? What are the biggest issues that you see in general? If we can focus on top of funnel because that’s where my teams are—is the sales executives that are working in business development—what are you seeing as some of the biggest issues that if you’re listening to this podcast, you want to be able to isolate what are those top issues that I’m dealing with and how do I resolve this? Let’s start with, what are the top issues that you’re seeing in the industry today?

Jason: I think bottomline is people are not just performing as high as they could be, that’s one issue. Underperformance is pretty rampant. I would also say that few people who are working at their highest level. Gartner, at a stat, […] self reporting only 16% is employees said they were putting force their maximum daily effort.

I would say then the other part is obviously employee retention. People are leaving jobs all the time and it costs anywhere from 100%-300% to replace those individuals. Also, I think, you see a lack of trust going on from the customer side of the issue as well. People just don’t trust working with individuals in an organization today, probably more than ever. That all hurts your model and how you’re working with those individual external to your organization.

The other part of it, I’d say the 5th one really agile teams. Meaning, today, teams are having to be thrown together and put together on the fly. Not a lot of teams are together for a long period of time. Unless you build a significant amount of trust, caring, connection, and belonging, you can’t ever reach the ability you have them operate at their highest level together. That’s where the magic begins.

When you start to take a look at all of those issues, they’re pretty significant because the teams and the organizations that can master that can compete on a significantly larger playing field. At the end of the day, beat organizations and lead them 5, 10, 15, 20 times bigger than the they are because they won’t have that. They’re working at such a low level that you can out blank them and people will want to work with you so much more because the relationship they have with you is so radically different. Not only then they view against the competition, but really anyone they’ve ever worked with.

Marylou: In your experience, is this a hiring issue to begin with or are you comfortable that you can work with teams that have been, like you say, bootstrapped together, don’t necessarily have the skillset within the organization that they’ve been put into at this point in time? Or is it hiring the issue? Or can you take any type of hodge-podge team and create a cohesive, trust-driven team out of this band of misfits, if you will. Where does that lie along the spectra?

Jason: That’s an excellent question. On the hiring side of things I think the challenge begins with you got to have more team dynamic question. I would say, the more question that get people character value, communication, collaboration than what most people ask. At the end of the day, when you look at core hiring, the biggest hire you’ll ever have a problem with is—and I have this in clients and they’re extremely difficult to get rid of—is extremely high-performers you don’t buy in the vision value and go off with reservations.

The fear is, how can I have someone who’s crushing it? How could I ever fire them? But because you didn’t do a good enough job of really on the frontend examining who they are as a person, you just let them in. Now, they’re a cancer in the organization but how do you get rid of your number one salesperson?

The other point, how do you keep them because it’s killing the rest of the organization? I do think on the hiring side of things, you do have to start asking a different set of questions. The reason that questions like that work as well is that if you ask the question like, “What’s your greatest strength?” Everyone listening to this would have that someone asked this question. You’re on autopilot, you’re on robot mode. But if you ask someone a question like, “Tell me about the worst thing you ever been on and how did you handle it? What did you? Did you try to only engage […] people motivated, or just work with them?” Your performance wouldn’t fall off.

They’ve never been asked that type of question before, so that helps you to start to evaluate. But on the other side of it, on the flip side of it, they’ve done tons of studies where they looked at all-star teams versus hiring just B-players. They found that B-players often will outperform all-star teams. In fact, most of the time they will because people who are all-stars have hard time working and coordinating together. They also did another research study for doctors where they put an all-star team of doctors together in cities to do operations. They compared that again to doctors who went from hospital to hospital and brought their core team that they’re working with, they weren’t all-stars. They found that the team that travel together and work in other hospital, in other setting outperformed all-star doctor teams and people significantly. The amount of patient […] is another thing that went on.

The more important thing is what do you do with the team right now to build extremely high level of trust with them and how do you do that in order to get the things that are necessary? The reason that trust works is the precursor for everything that you do. The bottomline is in your head personally, it goes off and says, “How much do I trust that person on a scale of 1-10?” Because that’s who you share your most intimate details with, the people that are your best friend, family, partner, or whatever. You don’t go to Starbucks and just walk in line with someone and tell folks who are complete stranger,well, I guess there could be someone that does that, but probably […] no one else. Some of us wouldn’t do that.

That’s really the first thing that you have to do in an organization is to be able to skyrocket trust in minutes with people. The problem is most teams, and the data shows, it will take you somewhere between 200-400 hours to form a very close working relationship with someone. Because the time is necessary because most people follow the path that, “I’ll be vulnerable and share with you only after I trust you.” It’s an extremely slow process because I have to get know you, there’s a time element. Well, again, we really don’t have that in today’s world. If you go back on all the clocks in the ‘60s, yeah, you can do that because most people work in a place 20, 30, or 40 years. If you don’t have years to warm someone up and have that leeway. You now have to do that instantly. If you don’t, you’re underperforming from the get-go.

B-players are just as effective as all-stars if you add in the trust element. Even probably more so because there’s a lot less issue going on in terms of, “I’m right. I’m really good. I’ve got to get someone to bend other people.”

Marylou: Wow. My head’s spinning because there’s a mindset in our industry that you leave the all-stars alone. You leave the outliers alone. They’re performers, we don’t know how they do it. They’re not necessarily nice people, but they get done job and they’re contributing to revenue. This is a big mindset change for leaders saying, “Wow, B-players. Can I really make them into a cohesive high performing team?” If I have a band, I have my two outliers and the rest of the 80% are the B-players, where do we start in developing the skill set or mindset to have this trust that you’re talking about? Are there exercises you work with clients on?

Jason: There are. The one thing that I look at is that you have to start off with the trust building process because [..] before the phone call is that when there’s a communication problem between people because this happens in a lot of organizations. They’ve got more team with a large oil and gas organization, they have other divisions. The company is doing very well but other divisions are talking to other people because they don’t trust them. They don’t want to let secrets out. They’re all little package for the most part.

The problem with that is there’s a lot of knowledge transfer people are missing that practices can help, that they aren’t leveraging which means they’re underperforming what they could be doing if they actually got together with people and had people to call up when they had a problem or an issue or they were unsure to do. They could bounce things off, start to ask people, and get to know people throughout the entire organization.

That may look like it’s communication, collaboration, and teamwork problem and it is but we don’t know until we build in our trust, the problem solves itself. A lot of times, if you do this, people just start communicating and collaborating. You don’t even need to do that work. If you solve the root problem, now we’re not looking at the leaf on the tree, it’s not a hiring problem anymore if you solve it in the onboarding.

I’ll tell you what to do because I’ve tried about everything and looked at it. […] a day which starts to happen with trust is that what’s game changing about it is vulnerability. When you can get people to be vulnerable with other people, you then can rocket trust. We’ve all done this because we’ve all met someone within 5 or 10 minutes and felt like we’ve either known them our entire lives or known them really well. What happens is, someone’s vulnerable and shared something, whatever that was—when they were weird, their experience. I don’t know. When the other person […] and what happens is you stair step up vulnerability and rocket it. You did in that one conversation what most people do 20 or 30 times.

The problem is we’re not doing it all the time. It’s more haphazard than it’s anything else. If you take that as an example, when I ask people the most vulnerable times in their lives, it’s always with a conversation in words. If the person that you cared about the most, if you could never tell them, “I love you,” they would never know. If you went to a wedding and you can never say, “I do,” it didn’t matter that you did the wedding. The word solidifies the relationship.

Marylou: Exactly.

Jason: People do all these other exercises and activities to try to build teams. At the end of the day, it’s just a waste of time. What you need to do is to get people to know your experience, your emotions, relate to you deeply, and understand that quickly. The only way you do that is by asking questions.

What I found that’s even more powerful, you can do one on one and it can work really well, but the most powerful way to do it in the organization is in the team. If you do it by a team, you can relate to a few people. Let’s say, you have five people like we talked about before. If you have five people and you’re sitting in that group, four other people in front of you, to create a strong group environment, I don’t need to connect with every person in that team, the four people.

Let’s even say there’s several group of people, you don’t have to participate. What you need to do with those four other people is to connect to probably two of them in a way either through experience.  If I asked you, “Tell me about the most important lesson you learned. Who’s your personal hero? Tell me about the biggest setback you had in the last five years and how you dealt with it? Tell me about some time when your heart was broken?” You just have to relate either experience or the emotion. It would probably […] and you start to feel this connection in safety with the people that you’re at and it’s called […]. Neurologically, biologically, and chemically, now, you feel safe. They call this psychological safety.

When you feel like that, what starts to happen is those people in your group, let’s just pretend it’s the first time you ever met them. You’ll put them in your inner circle. Psychologically, if you will, because those people now when you ask questions like that and ask probably a several more, more information that even the people that are the closest in your life now, and that anyone else in the planet know. Even though, the time element isn’t there, the feeling that they know you is there. They have that information and you know them.

Then, what happens is you’re more open to them. You can take the time element of what would take 200 hours and do that significantly faster. Literally, probably, hours where you can feel the same way with those people especially if you’re with them six months or a year, you can speed up that process pretty radically in order to feel extreme closeness towards them and this tight bonding where then you can be at that performance level that you need.

I’ll say the last thing is there is a research study by professor Arthur Aron who did it back in 1997 which was the thing that really made me open up my eyes to this. He was trying to create close relationship with people in 45 minutes. He had complete strangers ask questions, this was just paired, they didn’t know each other. Ask 36 vulnerable questions over 45 minutes. What was crazy was at the end, they surveyed preimposed, and what they found out was 30% of the people created the closest relationship in their life in 45 minutes. […] dozens and dozens of times over the year since that time.

In every environment, with every age group, in every geography, it didn’t matter where or what. I found that out myself by trying to do this. That’s really where the magic starts and ends. It’s quick, it’s not hard, and there’s pre radical results going on because of it.

Marylou: Wow. This is great for teams. My mind is, again, spinning about this. In business development, what we’re doing in working with new clients, we’re looking at trying to build that rapport. We’re on that first conversation, it’s not 45 minutes, it’s maybe three or four. In that space of time, do you think it’s possible for us to establish rapport in that small window of time with people we don’t know?

Jason: Sure. When I tell people they only have a couple of minutes, I ask them to ask uplifting questions and they dig into people that make them talk about gratifying things, or things that they’re proud of, or things that are meaningful to them so you can understand what’s going on and open the door to have more conversation. Questions are like, “What are you most excited about in your life right now? Who’s your personal hero? What do you most grateful for? What’s the greatest achievement that you had?” Even a question like, “What’s the important lesson you learned over the last year?” You can even say at someone like, “I want to ask you a couple of questions to get to understand you more as a person. Here’s some questions that I actually saw from the game. I’d just like to ask you them. Would that be okay?”

They always say, “Yes.” When you say it like a game, everyone wants to because they’re like, “Oh, a game. I want to play.” It’s also for the fun and it opens the door because the fear of missing out is so high in today’s world. People can’t say no. If they would say no, you know you’re in trouble because then you know your relationship is really […], where they really don’t want to talk to you about something. It’s more transaction-driven.

I haven’t had that happened but I guess it’s possible. BUt then when you do, you can get to know them and over time you can ask other questions. You can start to realize that understanding the things that they value and their experience and getting to know them is particularly important. Then, you can relate to them and make comments. It’s more important for them to share with you because they’ll see a lot […] through you.

Obviously, you don’t want to make this an interview. You want to get them talking more so you understand what’s going on. Because then you can start to ask questions like, “What are your pet peeves? How do you best like to communicate with individuals?” I want to know, “What would be the best way for me to work with you?” Then, you […] phone calls, texts, emails. A lot of the things that go on I find is it’s not both side that don’t want to do great work, they just operate differently. You don’t ask enough questions to understand that. You think when you send long emails to people, there’s a lot of people who only want an email with three sentences. You do more than that, they get annoyed. They get annoyed because you haven’t figured that out. Obviously, there’s no way for the people listening to this to magically wake up and figure that out except by asking.

You have to start to get to know people in a deep way and start to ask these questions over time, you can’t ask them all upfront. You have to start building the rapport. In building that deep trust initially, so they’re more willing to do that. Why is that important? Think about it this way, if you get mad at someone you really care about, there’s a lot more leeway, they’re willing to let things go and forget it. Why? Because the relationship is more important than the argument.

When you start off with someone who doesn’t know you, that’s not true. It’s in your best interest to do that because you can test more things, if they’re more willing to take leaps of faith. The requirement is, if I can build higher trust with you, then all these stuff goes better. Everyone listening to this, think about the best client engagement you’ve had, think about the best team you’ve been on, and think about how you felt, think about what you can do, think about all those results. Another way, if you can replicate that experience over every team you’re on and every client you’re with, think what that would do to your business and your career. You could imagine…

Marylou: Yeah. Game changer, 100%. I’m sitting here thinking, “Wow.” The folks that are listening to this call, we talked about over and over again, humanizing the sales conversation. We can leverage technology. We can do as much as we can but at the end of the day, it’s that belly to belly, even though it can be virtual or the phone, it’s that conversation that gives you that wealth of information, that rapport, and trust. You have it here.

Let’s talk about your book, Social Wealth. Tell me about what got you interested in that. Putting this out there is great for people. For those listening, Social Wealth is the name of Jason Treu’s book. I think for us in business development, this is a must have resource for us to be able to read, understand, and start. We apply everything, Jason. We read something, we apply what we’re learning in that sales conversation. I think this type of book is all about building extraordinary relationships. That’s really what we’re trying to do is transform that conversation in that first call where we only have a finite period of time to start building that rapport. Tell us about the book.

Jason: I started to write this book because obviously, all my clients wanted to build great relationships for some reasons. While I was looking at all the rest of the books, there were books by Keith Ferrazzi, at that time, Never Eat Alone, and a lot of great books, but the problem is they were […] story, they weren’t really a blueprint. I thought to myself, “Get rid of the story. I’ll give you a blueprint.” It’s 90% content inside of there that you can use in a way that you can reference it chapter by chapter. You can go back, start to leverage it, and understand how it can start to work for you, and where to go to meet people both personally and professionally at the same time.

And then things on how to go a conference and how to leverage that as well because there’s a lot that you can do inside of a conference. For instance, one of the things that I do with people, my own clients—which surprisingly almost no one does every single time—is if you contact the speakers ahead of time or if you get a list of the people and contact them for meetings, you’ll be amazed with how many meetings you get because people never contact them. I know it seems like hard. Like in hunter.io, you can actually get all the email aliases to contact people. Most people are pretty open in meetings because they want to be more successful and get more out of these. No one does it. I typically will go and help people do this. Like my clients who went to real estate conference that got significant amount of funding in meeting with people just by sending an email.

If you start to figure out things like that and then start communicating with them, and these conversations being much more vulnerable in getting to know them, you can really change the game on what’s going on. When you do those things, you lead with giving essentially. Giving can be listening because it’s what the people in your inner circle do. When you can start to mimic that and do those things with acquaintances, the human brain does not know the difference between reality and fantasy. Meaning, that the people that you’ve known for 20 years or for five minutes, they can’t tell the difference. That’s why when you met someone in five minutes, it’s like you’ve known them forever. Your brain doesn’t know the difference, so you feel the same way. What you do is you have to act the same and then those things can really be sped up.

Throughout the book, I try to help people get through a process where they can create familiarity with people, create an open space dialogue, where people care about them and they care about other people. That creates more of a contribution mindset where you’re less attached about what you’re getting, and more of a helping other people, and rolling people in your success and their success, and doing it in a way that sets more of a win-win situation for the most part. There’s always going to be challenges. You’re going to be able to do that much more than other people will. You’ll stand out because you’ll be doing significantly different things. When you’re dealing with a lot of the people that people here you’re dealing with, they’re getting phone calls all the time. If you’re in a room like that and you stand out differently than the other 99% of the people, how can you not help by being successful? Because those people will want to do business with you.

If you ask someone a question early on, they’ll get to know you more. “What is it that you care about?” […] would you ask other questions like that? Well then, they’re thinking, “Only people would ever ask me like that are the people that really care about me. Because why else would they do it? What could their agenda be?” Then, that person’s like, “Wouldn’t it be great to go work with that person or atleast explore them more?” Then, you have their sales skills and other things come into play. But before then, you […] that opportunity because again, the first question someone’s asking themselves all the time is, “Do I trust you or do I not?” That’s the gatekeeper question in the back of our subconscious mind. You have to get by that person. If you don’t, you won’t be successful. It’s going to be really difficult to do that.

Great salespeople do this in another way. I’ve spoken to them and asked them about some of the things I’m doing and they do it in another way, but it’s unique to them. It’s hard for them to share it with other people because it’s part of who they are, not the […] that they’re using. That’s where the challenge comes in in building trust with people.

Marylou: That’s exactly why they’re outliers. They can’t be calm. You cannot build a process around them. You can’t build a series of skill sets around them. For these other, 80%-90% of the people in sales who you want to be high producers, there is a process and method—a series of teachings—that they can learn in order to become more productive in whatever job that they’re looking for. That’s where your work is just wonderful for the folks that are in that market of the 80%, which is most of us anyway.

Jason: It is. That’s the thing that’s great about it. The other thing that starts to happen too is if you start to talk to people who are really good sales people, they’ll walk in the door, they’ll pickup the phone. Those are calling people. Because they look at it and saying, “I don’t care if 30 says no and one say yes.” But other people don’t. By doing other activities such as getting into a sales huddle and asking three things that you’re grateful for can cause a state change when you look at the abundance of the world. All the other people do something where they’re bringing up a photo of the people that they love the most or […] experience and giving them 30 seconds to a minute in a group and just sharing it. That makes everyone feel good and gets to know each other. You can do something like text someone else in the organization or just share in the group how someone helped you and thank them for it and what impact it’s made.

When you start doing that, the first thing that you do, it will change how you approach the phone in your engagement because your mind is changed. It can take a minute a person and that’s all you need to do. There’s so much research behind all this stuff and people doing it. I see the difference in it. I think people can take a […] of their time and realize that when people come in or do stuff, even if it’s just a remote thing, you can do all this stuff too. It really doesn’t matter. But you’ve got to help people along on this journey. Then they will shine and come out.

Again, my belief is and I’ve seen this happen is that B-players can crush it as much as all-stars can and even do a better job. They just need a little bit more help to get there and to show them the inside of what does is look like to be operating in the top 1%. What does it feel like, what does it look like. Then, people can find their way. You just have to give them a popcorn trail. Then they’ll be able to flourish on their own because they’re be like, “Oh, that’s what it feels like.” That’s how it is. The other […] you still know. What you said before now wires they do but their brain works so much differently that when they try to communicate to other people, it gets lost in translation. Those people actually even feel more confused when they’re trying to explain it. They’ll like, “I just don’t get it. I’ll never be good at this.” That’s the worst thing you can do.

Marylou: The downward spiral. They feel defeated. They’ll feel like, “I can never measure up.” Managers and leaders who are listening to this phone call, this is the issue. We can’t necessarily calm the outliers and make everyone else be like them. We have to create just a way of learning and teaching for the B folks to be able to perform at optimum. It’s right here. Jason Treu’s book.

To finish up here, let’s talk about how people can get ahold of you, what we can do to start working on getting our teams at high performance? Where’s the best way we can engage with you to do that?

Jason: Sure. You can go to my website. It’s jasontreu.com. I have my teambuilding game. It’s a free one called Cards Against Mundanity. I just came out with an actual physical poker style card that are brand new, that I’ve tested, that’s solely for purchase, and I do for workshop and other coaching for people so you can just go there and get all the details on it. You can use the PDF […] and the other one, there’s instructions to use.

I just want people to get out there and you’ll be […] and start to understand it because teamwork is the most important soft skill out there. Period. A team is not just necessarily the internal team. The team is the relationship you have with outside entities such as customer’s prospect, partners. If you don’t understand how to do that, you’re putting both hands behind your back. It’s the least understood out of all the soft skill by far because people just think that it’s just magic and that people understand how to do it. I’d even say it’s more important than self awareness although self awareness is really low, it leads the conversations people are having.

Teamwork is one where we’re having, that’s much further down the pipe. We’re looking really at the leaves and no one’s really looking at the root and that becomes a massive problem. The people you’re talking to would get significantly higher results. Pretty much almost overnight. They would see it if they start to indoctrinate this more and more inside of their organization. It’s not that expensive either. A lot of these stuff is essentially free. You don’t take people off site and do a expensive things. In fact, it’s like when you do a trust call or something, all that is is sending money to do an activity to have a conversation. Why don’t you just have a conversation to begin with and then you don’t need the activity.

Marylou: Right. I think this is a nice tool. A lot of it feels like there’s no process or method behind it. It’s either you have it or you don’t. I think what you’re sharing with us today is that there is a process, there is a method, there’s a series of exercises one can do. You don’t necessarily have to be inherently capable.

We have a business development team. We have eight people on it. One guy is the outlier, but the other seven, they’re all coachable, trainable, we can get them to be high performers. Don’t give up on them. But we need to have a series or method of being able to get people comfortable and try these things in a setting that is safe. That way, they can be their true self but yet excel in the role. I think that is the biggest gift that you gift to your audience, Jason. It’s the ability to know that, “I can achieve what I want to do in my career, but I need some tools to do that,” and you have some of those tools that are vital to the success of the business development team.

Jason: Yeah. Since you’re a manager and you have extreme trust with people, which are very high level, your employees will be eight times more engaged which leads to significantly higher performance. You have to have a very high level of trust. That’s what people misunderstood. There’s a recent study that just came out, people want to scale 1-5 in a Likert Scale. If they rated it three or four, meaning 5 would be extreme for us and 1 would be no. They rated you a three or four. It would be just having trust, slightly above average trust, it’s the same thing as having distrust if you have to score a five. If you did not score a five on the trust scale, it doesn’t matter. Your team is not operating at the level it could be operating at. I think that’s pretty eye opening, what you have to do in order to make all of this happen.

Again, when we get in more of the data in the research, we really dig in and see this stuff is extremely important and it’s something that we overlook. That’s why conversations like these are important. There’s a lot of road to get there but you just gotta start somewhere. You have to have a people strategy and a structure to do this which isn’t that hard or time consuming, but you have to have it in place because otherwise, you’re just not getting those people. Part of the other thing that starts to happen too is that people, when they leave the office at six or seven o’clock, they’re going to go home and listen to a podcast. They’re going to read more. Why? Because they care more and they want everyone to be successful. They care about their managers’ success. They don’t want disappoint other people. It’s not just what they’re doing at work. […] too because they want not only themselves but everyone else successful.

When you get in a contribution mindset, you now are more willing to take a leap of faith, and you’re doing crazy stuff like when mother’s lift up cars to save their kids, when you start getting more […] in the head, again, it’s completely game changing on the results that happens inside of the team. It’s all possible. As I’ve said before, we’ve all been on teams where we’d accomplished amazing things either personally or professionally that we never thought were possible. […] replicate that.

Marylou: Exactly. This has been a wonderful conversation. I hope those listeners really take to heart that the success of our business development teams is people, process, and technology. But the people component is where we struggle the most. The ability to retain the team, the ability to be able to reach out to customers and prospects, be authentic, and be able to have those conversations—this is the foundation to be able to build that within your teams.

Jason, thank you so much for your time today. I very much appreciate it. I’ll be sure to put all the links for everybody in the page for the podcast, his book, contact information. I really suggest that you contact him to work with the teams that you have in place right now especially if you’re struggling and not meeting your monthly numbers or even if you’re at a point where you’re at a status quo and want to take it to the next level. He’s the perfect person to be able to take those teams and grow the team internally, so that they’re the high performance team that you’re hoping for.

Jason, thanks again for your time.

Jason: Thank you for having me in the show.