Jim Padilla | The Park Bench Sales Approach

Jim Padilla, business coach, sales expert, and founder of Gain the Edge, says most people are going about sales all wrong.

For one, they buy into a myth about how a business is supposed to grow that actually stalls growth – and causes unnecessary stress and worry.

If you’re uncomfortable with sales… if you feel you must follow a rigid sales system to be successful… you need to hear the alternatives Jim advocates. They’re more effective – and easier to do too.

Listen in to find out…

  • How to ride the Sales Waterfall
  • 5 things you must understand about your prospect
  • Ways to overcome the fear of rejection in sales (that you don’t know you have)
  • The 4 stages of the sales process – and the stage to always skip
  • And more…

Episode Timeline:

00:11 Today Steve speaks with Jim Padilla, the founder of Gain the Edge and THE go to guy for sales and leveraging your business.

01:08 Jim talks about his very tough beginnings from being born to teenage parents, child abuse, homelessness and jail.

03:31 Jim explains how his rough childhood taught him to be able to push his boundaries.

06:38 Jim tells us how he found out the importance of delegation and to stay in your role.

10:36 Jim explains how we are all in sales and how we should treat people like your clients before they become your clients.

13:51 The Noble Clause.

15:35 Jim tells us how to sell everything, including paperclips!

17:27 Steve and Jim talks about the problems with scripted sales.

20:03 Jim talks about Truth, Clarity, and Certainty.

24:57 Jim talks about finding what stage the client is at so you can best sell to them.

27:59 Jim tells us about one of his successful client.

30:09 Jim tells tells us to go read your clients diary!

31:55 Jim tells us how best to get in contact with him.

Mentioned in this Episode:


Welcome to The Unstoppable CEO Podcast. I’m your host, Steve Gordon, and we got a dynamite interview for you today. I am talking with Jim Padilla. He’s the founder of Gain the Edge, and he is known in the personal development and the business coaching world as the go-to guy for all things sales. He’s a master collaborator, and his purpose really is to help entrepreneurs leverage the power of collaboration to scale their business so that they can impact the world the way that they intended.

He is really known for instilling into his sales team that it’s not what you say, it’s who you’re being when you say it. I just absolutely love his approach to sales, and I think you’re going to learn a ton today. Jim, welcome to The Unstoppable CEO.

Here we go. All right, thanks for having me on, Steve. Appreciate it. Glad to be here.

Yeah, this is going to be fun. I know we got a ton to cover, so give everybody just a little snapshot beyond the bio, so they have a little bit of context for how you got to this stage.

Yeah. Well, I hate to go back to childhood because, you know, you hear stories all the time, “Well, I was born as a sharecropper’s kid,” but it’s relevant to who I am today. I was born to teenage parents who were pretty unfortunate at the time. They met in an orphanage. My dad took off. He was 17, my mom was 16. They literally had no business having a kid, but you know, we’re all very glad they did.

My mom responded to a difficult situation with a lot of rage and anger and fear, and so I grew up getting abused pretty heavily and it was, you know, broomsticks, plates over the head, closed fist, you know, a baseball bat one time, and so I always … I was in foster care at 13, literally living on the streets at 16 and in jail at 19. The reason I share all that’s because the thing that was learned for my first 20 years of life was dependency on being able to engage and influence my environment to lean my direction, because that was the only way I could survive.

I spent literally every waking moment of my life trying to figure out how to get these people to not see me as a threat, so they would lower their guard, and then I wouldn’t have any problems. You know, little did I know that, you know, 25 years later, I’d be making millions of dollars teaching other people how to impact their environment to not see them as a threat, so that they can lower their guard and then want to be able to buy from you, because they can trust and you hear your message.

It’s one of those things where it’s an amazing skill set. Obviously, there’s a lot of things that were skipped in that story, but that’s where the essence of this is, something I’ve cultivated over an entire lifetime.

Wow. That’s a tremendous story, and I’m sure there’s a lot more behind that than what you share there, but thank you for sharing it. I think that’s going to fit right into my next question, which is as you came through all of those experiences, how did you keep going? What were the methods that you used to just keep pressing forward? You’ve obviously created a tremendous life from that beginning, and that doesn’t happen by accident.

Right. Right. Well, the thing that I learned early was, you know, as a kid, our parents tell us all kinds of silly things to try to protect us, like, “If you watch TV too much, your eyes are going to go blind,” or you do things, “You smoke marijuana and you’re going to die,” you know. Well, once you watch TV long enough and you realize your eyes aren’t going to go out, or you go out and get high or you go drink and you realize that you’re not going to die or kill somebody, then you realize that, “Oh, what they said wasn’t true, so now I can push the boundaries further.” That’s what kids do.

What Doesn’t Kill You… Makes You Stronger

Well, I kind of did the same thing in my own life. It’s like I realized that these were horrible situations that I was in that I didn’t like, but none of it killed me. I realized, okay, what else can I take? Now, I know that that’s not a normal default response. I mean, I could have shrunk. I could have gone to a lot of different areas in life, but I just thought, “Well, if that didn’t kill me, then maybe this won’t kill me either,” and it just became part of my default. I’m always in that place where I’m always looking to expand the boundaries, and if it hurts it hurts, but I have yet to find the thing that’ll kill me.

That’s a fascinating way to look at things. I know we’ll get into this as we talk about sales, but so many people are almost afraid to sell because of the rejection that comes along with it, and there’s often a negative stereotype with people who are selling. It requires you to almost do that same exercise, like go out a little bit from what you’re comfortable with, where you’re sort of stable, and see what happens and then continue to do that.

Right. You know, it’s interesting because one of … I’ve always thought of it like this, but I’ve never really articulated it until one of my clients did recently. We were working at an event and she was speaking on stage, and she was explaining it like an expansion and a contraction. She was like, “You have to get big,” and she did this visual on stage, and then back down. You know, you expand, and then it’s kind of like two steps forward, one step back, five steps forward, two steps back, ten steps back.

You know, but it’s never this straight line, and I thought, “That’s exactly it,” right, because I mean, I pushed the boundary, but it doesn’t mean it worked when I did it. I fell on my face, I got hurt, something stumbled, something broke. Then what we’ve learned is the ability to step back and assess really quickly what didn’t work and then push through the next level, whereas a lot of times those things can make you retreat completely and not want to do it again.

Yeah, totally. It’s the old hit yourself in the thumb with a hammer and you don’t want to go hammer anything anymore, because it hurt. To be able to understand that that’s part of the process, I love that analogy, the sort of expansion and contraction, because we all go through that. We feel like it’s easy to look out at what other people are doing and think it’s all expansion.


They don’t have the two steps back in there anywhere, you know?

Well, and the other thing that I learned really young is that there’s always somebody else who either knows more or is willing do it better. It’s interesting because you were talking about the hammer. You know, if I hit my thumb with a hammer … I’m not a physical guy, I work with my mouth and my brain. I totally envy guys who are just the brawn guys, who go out and work hard for a living, because that’s just never really been me, not in the physical capacity. But anyway, hitting the hammer, to hit my thumb with a hammer, I would be more likely to hit that nail harder the next time, because I would think the reason I hit the thumb the first time is because it took me 12 times.

How about if I do it in three tries? Then I won’t hit my thumb. Then the next time I do it, I’ll go, “How about I’ll just get somebody else who knows how to do it, and then I can go over here and do the thing that I need to do?” Those are things that I started looking at very young in life. Well, who’s the person … I don’t like this, it didn’t work well for me. Who else could do that for me, that I could just be the person who makes sure they stay straight?

For those of us who run businesses, that’s often the best answer.


You know? I see so many business owners making this mistake, and it slows them down I think because they think, “I’ve got to do everything,” or at least they’ve got to do everything the first time, you know, and then teach somebody how to do it, and there’s no way to grow doing that.

No. Our operations manager, I got scolded one time because I saw somebody do a webinar, which led to an InfusionSoft presentation on something that was happening with tagging in the system, so I’m up there at one in the morning watching this training video. It’s like a 30-minute training video on tagging. I’m like, “This is great, we should be implementing this like this.”

I sent an email to my ops manager at one in the morning, and I’m thinking she’s going to go, “Wow, that’s a really good idea,” or, “Hey, we’re already working on it.” Instead, the response I get is, “Why the hell are you wasting your time looking at this stuff at one in the morning? Because that’s not making us money.” You know.

Yeah. What a profound and correct point, you know?

Exactly. She said it should have been, “Hey, this is interesting, why don’t you guys check this out?” Instead I’m like spending all my time trying to figure it out when I don’t … you know, it’s not my expertise. The whole company knows that we make money when I’m being visible, when I’m sharing, when I’m speaking on stages and talking to clients. Other than that, they don’t want me doing anything.

That’s the right attitude to take. If you can get your team thinking like that, they can actually manage you so much more effectively.


I love that, and I love this whole idea of being aware of the expansion and contraction and being observant of both of those and reacting quickly. I think that’s huge, and I think that’ll help a lot of people. I want to take a quick break, Jim, and we’re going to come back and we’re going to talk about your very unique approach to selling, and I think that’s going to be a huge help to everybody listening. We’ll be right back with more from Jim Padilla.

Hey, welcome back. This is Steve Gordon, and Jim, we left off, and so we’re going to kind of change course and talk a little bit about sales, because it would be crazy to have you on and not talk about that. Give us kind of just the high-level view of your approach to selling, because I know it’s very, very unique.

Everybody Is in Sales – Embrace It

Well, the thing for me is that I believe … first of all, everybody listening to this podcast, you sell. I don’t care what profession or what industry you’re from, we are all in the game of sales. When you were a kid, you sold your siblings on why you shouldn’t have to ride on the hump in the middle or you get shotgun, right? You sold your spouse on why they should marry you. You’ve sold your kids on why they should eat their vegetables. You sell your friends on why they should go to a great movie or go to a restaurant that you’ve been to, because you influence the situation.

The thing is, we don’t realize that we’ve done it because it’s just part of our DNA. What I focus on is getting you to replicate that on purpose, right? It’s not by using steps and 10-step formulas and systems, it’s by just really understanding clearly who’s the person you’re here to serve, what is it you can do for them, why, how and when, and what’s the most important thing for them to gain out of the situation?

We really just teach a “park bench” approach to a sales conversation, in that you should be able to sit down on a park bench with a random stranger, and inside of 30 minutes you should know what they want, why they want it, what’s in the way of them getting it, are they seriously committed to actually solving this problem, and when are they ready to get started?

Those are things that you would do in a natural conversation, but we get in a sales conversation, we all of a sudden think we have to be something that we’re not, instead of just being your natural curious, concerned, helpful self, you know? If I’m talking to you and you’re a great friend of mine, and you’re telling me that you’ve got a real problem … you know, my business is just not working right, something’s off, and I’ve been thinking about doing something about it but I think I’m just going to wait ’til next year … well, as a friend I’m going to say, “Steve, that’s ridiculous. Why would you wait? You need to solve this today.” Right, because I care about you.

Somehow when I’m all of a sudden selling you something potentially, I’m a potential solution for you, now I have to regulate my response. Now all of a sudden, I’m not supposed to tell you, “Hey, what do you mean you’re going to wait ’til next year? Why on earth would you do that? There’s people who need the message you share, and if you don’t solve this, they won’t get what they need. What are you talking about, waiting until next year?” Right, but we think somehow that’s crossing some line of being pushy and obstinate or “salesy,” which I’m so tired of that term, because we’re all salesy. We’re all salespeople, right?

Here’s the thing. My personal belief on this, here’s my philosophy. If you treat people like they are your clients before they become your clients, then they will be your clients.

Yeah, I think that’s brilliant. We talk about the idea of purity of intent, which I describe as basically just kind of showing up with, yes, you have something to sell. Yeah, sure, there’s a transaction maybe somewhere if there’s a fit, but showing up first and foremost with the pure desire and the sincere desire to help the other person. If that kind of comes first … I think that’s what you’re really getting at, is if you focus on that, the rest sort of can take care of itself.

Right. We have people that’ll say to us, they’ll say … they’ll give themselves a noble clause. We call it the noble out, because when we tell ourselves, “I’m not going to say what I really should say here because I don’t want to … you know, Steve’s been through a lot and I don’t want to make him feel bad.” What you’re doing is you’re making yourself look noble, so then your subconscious thinks, “Oh, wow, you’re noble. I have nothing to solve here.”

What I try to inject into this conversation is more true. The reason you’re not telling them the truth is because you don’t want to feel uncomfortable. Now all of a sudden, your subconscious goes, “Oops, we have something to fix,” and now your subconscious starts getting to work on finding solutions, or wrestling you out to find them, right? Because we have to get to that place where that’s the only thing that matters, is getting to the truth.

Again, you said it perfectly, intent is the gig. It’s all about where it comes from. I don’t apologize for any words that I say and I don’t ask permission to say them. I just speak them. You’ve given me implied consent by the fact that you’re on the phone with me trying to solve a problem, which means I can now say anything I need to in order to help effect change. If we both know that I’m coming from love, I’m coming from the right place, I’m not abusing you, I’m just sharing you exactly what I see.

How do you get someone to understand that, when you don’t have maybe a deep relationship or any relationship beyond the fact that you’re on the phone for the first time right now? I mean, people are skeptical. They’re getting sold now in more ways and more places than ever before, so how do you overcome that and get to the point where you feel like you can offer that advice?

You really have to do some work on your own to understand what’s at stake, what is at stake here. It really should be on any level, even if you’re selling paper clips. I have a client who actually was selling paper clips. He was like, “Well, paper clips aren’t going to change anybody’s minds.” I said, “No, but do you care about how their business runs? Do you care about the effectiveness and the efficiency of who they are, so that they can show their people and serve their clients well?

“That’s what you need to have come through every single conversation that you’re in, but the reason I’m telling you this is because it matters. The reason I’m sharing with you what I see here is because I’ve helped hundreds … or thousands or dozens or whatever that number is … of people, and I already know what’s going to happen if you don’t solve this problem. Are you ready to see what’s going to happen?”

I don’t need to know you for more than 10 seconds. We can be in the conversation for 60 seconds as strangers and just sharing a deep, intimate moment that can bring you to tears. You don’t need to know somebody to have intimacy, and that’s what people forget. People think it’s somehow systematized, and it’s not. That’s the biggest problem with following those scripts, is they’re trying to tell you what to say. You know what to say to your client, I don’t. You know who you need to be, I don’t, so why on earth would I spend my time trying to tell you what to say or who to be? My job is just to help you remove the crap so that you can stand tall.

Because the one thing I do know is when you’re at your best self, you’re going to inspire people around you to be at their best, and from that place is where people make great decisions to change their lives. If they’re stuck down in the nonsense, you don’t make good decisions down there, because they’re all based on fear and pain and frustration. We want to get them up out of that and help them see. Look, one of the biggest gifts that I was given was a treacherous childhood, because I know everything is overcomable. I don’t care what situation you’re in right now. That can change if you decide it’s going to change. You’re only a victim if you choose to be.

Yeah. I would imagine very few people can give you any excuses around things that they can’t change, right?


Sales Scripts Don’t Work

Yeah. You know, you talked amount ago about scripts, and I can tell you the biggest disaster I’ve ever had in sales was about two and a half years ago, getting convinced that we should use a highly scripted approach to sales conversations. While we did win business out of that, the business that we won wasn’t good. It wasn’t … yeah, we closed deals and all that, but most of those clients aren’t still around.

They weren’t good clients, you know, which is one of the reasons I was so excited to have you on, to get this message out to people that if you really can just kind of be yourself … and I know you have a structure for how you want people to talk through those conversations, but it’s not a script, and they’re very different. It’s different to have a structure and things that need to get covered, different than having a word-for-word, “If you say this, you’ll pin them down and they’ll make a decision,” and that’s the way most of the scripts are geared.

That’s how people promote. I can’t tell you how many times I’ve seen on Facebook in the last week, “I have the six golden questions that lead to million-dollar revenue.” Anytime somebody says, “If you do this every time,” just automatically delete that message, because there’s no such thing. There’s 350 million people in this country, which really means there’s 350 million different types of responses that can come from the same exact question, and people don’t say that. They want you to think, well, this is how it works.

Now, also don’t get me wrong, scripts are fine. I’m not knocking them. For some people that’s ideal, but all I’m saying is they’re not required, and they will limit you.

Yeah. I think for most of the folks that I know listen and a lot of the businesses that we talk to, one of the reasons they get uncomfortable with a really scripted approach is they feel like that when they’re dealing with a client, everybody’s situation’s a little bit unique, and they feel like being penned in doesn’t give them the opportunity to sort of roam and really discover what is important to that client. As you are working with someone and coming up with a structure, what are the few things that in a sales conversation need to happen? What are the things that they need to cover as they walk through that?

Well, basically everything needs to come down to truth, clarity and certainty. Now, people always talk about you’ve got to uncover the pain, you’ve got to find the pain points. I don’t necessarily believe that. I believe clarity is what has to come. When you get clarity, it might reveal pain. It also might just reveal the fact that there’s something not working, which doesn’t necessarily mean pain. It just means a problem to solve, right?

Don’t get hung up on that piece, but also understanding that the whole conversation, the whole body, the whole human experience, has to come into the conversation. What sounds different about what I’m saying? What do you see as a possibility, now that you know this problem can be solved? You know, what does it smell like when you actually can wake up every day and know that you’ve got a predictable revenue now because your sales problems are solved? There’s no more good month, bad month. It’s good month, better month, but you can put yourself on a salary, right?

You start putting … you have to get people into a place where they can get everything involved, because we’ve all heard the term that, you know, we buy with emotion and justify with logic, but it’s also way much more than that, and sometimes we try to focus on one or the other, hit them with all the facts. That’s great, but now you’ve got them in their head, and people in their head can get gridlocked, because now they can start overthinking things and making wrong decisions.

Don’t let them purely make an emotional decision because that’s irresponsible, right, but we do need to make sure. I mean, that’s the biggest thing we have in us, that if we trust what we feel and what we know and that this feels good, there’s many times your feeling will override a logical decision if you can’t connect the dots. It could feel good, it could feel bad. Our job is to be able to pull that all together, and here’s the piece where people get nervous.

I’m never here to tell you what you say. I’ve got a billion responses in my brain. I can overcome any situation or circumstance in a sales conversation. I probably can speak about your clients potentially better than you can, only because I’m so involved in sales conversations all the time. I know what logical things are there. However, you know your people better than I do, and you’re going to know what needs to be said. All we have to do is just survey the landscape and be able to see that what’s happening is ideal and is what needs to happen.

If you’ve done the work ahead of time to bring in the right people at the right stage of business, so that you’re actually having the right conversation with the right person at the right time about the right thing, then it really doesn’t even matter what you say. That’s why you don’t need a script. Most of the problem is solved at that level. It’s really understanding what stage is this person in.

The 4 Stages of the Sales Process

I’ll share one thing that is more important than even what it is that you’re saying. We call it the stages of readiness, need and desire, and it’s based on a waterfall metaphor. If you’re far enough upstream, you’re floating, and when you’re floating, you’re not aware of dangers. That’s stage one. That’s one stage to be in.

Stage two is when you’re coming up on the falls and you see that you’re about to go over the falls, which is where a lot of us find clients because they’re easy to find. They’re jumping up and down and they’re crazy. However, they’re usually broke, they’re not trusting, they’re freaked out, and you’re trying to have … just even in those two stages, those are two completely different conversations. One has to be one about education and increasing urgency. The other one has to be about, “Get me out of this danger that I’m about to go into.”

We spend our time trying to educate somebody when they’re about to go over the falls. They’re like, “Dude, I don’t need a lecture. I need a hand. I need a rope.” You could be having all the right conversations, just with the wrong person in the wrong stage of the game. Even though you’ve identified your ideal avatar, you haven’t identified the stage of business or stage of urgency or readiness, need and desire that they’re in.

Then the next stage when you go over the falls is devastation. When you’re in the middle of the falls, you’re being ripped apart and shredded. You need to be a crisis actor. You need to be great in an emergency, and everybody is not. If you’re not that person, don’t solve problems for people in that place, because it’ll stress you out, wear you out and burn you out.

Then the next stage is recovery. If somebody actually manages to survive the devastation, now they’re like, “Oh, my God, we went through that, we never want to go through that again.” Now they need somebody like you who can come back and put them all back together.

You need to figure out where in those four stages … floating, falls, recovery or devastation … are you most suited to serve in. Those things will then change the conversation that you’re having with people, which will put them in a better position to actually relate to what you’re saying. Now you’ve demonstrated that you understand their pain, and you can articulate their problem probably better than they can, so they will also give you credit for knowing the solution.

That’s a brilliant way to break it down. Talk a little bit about when you’re working with your clients. How do you help them identify which stage they should be in?

Well, we go through an intensive exercise around it, but it first starts with understanding which one you’re most suited to serve. Like myself, I’m really good in a crisis, but that’s not my perfect, most ideal situation. I like to do recovery. I love working with people who’ve already been through it and realize that they now need to listen to somebody. My least favorite is floating, because I don’t want to have to convince you that you’ve got a problem coming. I can do it, but it’s more work. You have to understand which place are you best suited to serve in, so that’s the first place.

Then the key to understanding the stage is once somebody is in that stage. You can do a typical ideal avatar exercise, and it talks about who they are, where they are, what they’re doing in their life and all that. When you start thinking about the stage that they’re in, it breaks it down into typical day patterns, right, and problems that they would be solving. Because if somebody is in floating stage, they’re not aware that the problem is really existing, or they’re just in denial about it, so you can’t talk to them the same way that you talk to somebody who’s about ready to head over the falls, because they’re looking for something different.

When you can break that down, then you think, okay, what are the pains they’re experiencing? What are the things they’re not aware of? What other things are they likely focusing on instead, and who else is in their world at that stage of readiness, need and desire? That’s how you start finding good partners. I find partners who are willing to work in that stage and help educate people and solve their problem, and then the next stage they’re ready for is me, because they’ve already elevated into something different.

You just have to start understanding what are those players, who are the players, and what are the problems that would likely have to be solved at that particular stage of their growth, or of their problem cycle.

Right. That’s brilliant. We deal with so many businesses who are trying to go out to the floating stage, you know, and they’re trying to educate someone who is … to use the metaphor, they’re lying on the raft. They’ve got, you know, their cold beer on a rope. That’s what we do in Florida. We go down a river, cold beer trailing on a rope, and they don’t have a care in the world. They don’t know that the problem even exists yet.

What tends to happen with those people is they get really preachy, because they know they’ve got a solution and they know that there’s danger ahead, but they get really preachy and it doesn’t connect, and they get very frustrated by that. The way that kind of manifests itself is with often a service provider going, “You know, everybody should be doing it this way. I know the right way to do it.” You know, they might not say, “I know the right way to do it,” but you hear the word “should” in all of their communications over and over, and to me that’s the trigger.

The other thing that makes it … it’s hard sometimes to think about what could I do to be of service, because I don’t want to beat them over the head to help them get knowledgeable. Now, you can help educate them by giving them a lot of free content, but now that’s something you have to create. What you want to think about is, is your business model ideally suited for that?

I have a client who … he does health care. His clients are hospitals and he teaches cleaning for hospitals, because like they’re massively regulated. He catches people way upstream, so that he can help them understand that by hiring his company for $100,000 a year, they can avoid a half a million dollars a year worth of fines that are instituted by the … AMA, whatever the words are that oversee that stuff, and that it’s not possible to happen, it’s going to happen, because they fine everybody. “The only way you don’t get fined is if you are in my system, because this way you can show the State that you’re part of our certification plan, you’re aware. We help keep you up to date.”

That’s getting upstream and helping them understand, because if that company gets to the falls or devastation, that company’s going out of business. They’re not going to recover. You just have to think about what it is. Do you have a subscription-based service that educates people? That might make sense further upstream.

Yeah. Yeah, absolutely. You know, it really takes stepping back and thinking about not only where your prospects are in these stages, but almost now rethinking how you approach the business a little bit, so that you’re aligned with the appropriate stage. I think that’s … I don’t see that as an easy exercise to do, and I know you’ve got a lengthy process that you take people through to get there, but I think it’s an eminently important one. I see people selling all the time, trying to sell outside of what would be their stage. It just is so much more difficult, because your offer doesn’t match, your communications don’t match, and so nobody really is paying attention and hearing what you’re trying to communicate to them.

How to Reach Your Prospect at a Deep Level

Right. Yeah. Well, one of the best terms that I have heard, from a colleague of mine who was talking about, you know, you want to speak to them in a language that makes them believe you’ve been reading their diary. When you’re talking to them, “Oh, my God, have you been reading my dark secrets at night?” You know, because you understand them so acutely. When you’re trying to serve all people in all of those genres, remember, that could still be the same person.

When we focus on the avatar, we’re not focusing on what stage of the game they’re in. An avatar’s great, but that’s only the beginning. You want to be able to … the more acutely you can focus on which position they’re in, then you can really dive deep into this and start figuring out what are all the types of problems. What are chances of recovery? What are the things they would likely be spending money on right now, that you can be speaking into their mind like, “Wow, I just did that last week and that didn’t work either”?

You know, you’re starting to bring in this cadence that helps them go, “Yeah, this guy really knows what the heck I’m thinking, so I need to talk to him.” Then when they talk to you, they’re coming to you as the expert, because you’ve already positioned yourself that way. Then as David Nagel says, you know, your offer should never be a surprise. It should always be the logical conclusion to the conversation you’ve been having, and that will happen when you’re really refined in this process.

Yeah, that’s brilliant. Well, Jim, I think we could probably go on for days on this topic, because it’s fascinating to me and I know it’s fascinating to you, but I want to make sure that we let everybody know how to get ahold of you if they need help, where they can find out more about you. I know you’ve got just a fantastic podcast as well that they can find, so where should they begin getting into your world?

Yeah, the two places I suggest is, one, definitely check out our podcast, the Sales Unscripted Podcast, and it’s just about sales, scaling and leverage, and me going on rants about different things, having and interviewing amazing guests. Then the other place, just jump into our community. It’s on Facebook. It’s called “See You at 7,” S-E-E, Y-O-U, at, the number seven, and the whole goal here is we’re just trying to help people scale. We’re trying to help people go from six to seven, or go make that next seven.

You can jump in with a lot of like-minded entrepreneurs. You’ve got access to me and my team in there and they’ll answer your questions, and we do a lot of different contests and promotions and things to try to keep you engaged and challenge you. We’re actually going to be doing … I don’t know when this is going to be released, but we’re getting ready to do a two-day strategic sales planning training in the group, so that everybody can start to make sure that you’re super-intentional about the sales projects you have on the plate for 2019.

That’s brilliant. Yeah, everybody, go check those things out. We’ll link those up in the show notes, so you can find those with this episode at UnstoppableCEO.net, and again on Facebook, that’s “See You 7,” is the name of the group, or “See You at 7”?

“See You at 7.”

**”See You at 7″ is the name of the group, and Sales Unscripted is the podcast. Jim Padilla, thank you so much for being on The Unstoppable CEO. It’s been a lot of fun.

All right. Thanks for having me.

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