Adam Torres and Tim Kintz discuss motivating teams.
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Show Notes:
A motivated and effective sales team can mean the difference between success and failure for a business. In this episode, Adam Torres interviewed Tim Kintz, President of Kintz Group. Explore what it takes to motivate a team and the new book Tim released, Mission Matters: World’s Leading Entrepreneurs Reveal Their Top Tips To Success (Business Leaders Vol. 10, Edition 17).
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About Tim Kintz
Tim Kintz has been in the Automotive industry since 1990. Tim started his career detailing cars and worked his way from lot porter to sales where he was a high achieving salesperson with a track record of success. From sales Tim was promoted to F&I where he excelled as the Top Producer with his Dealer Group. Then he worked his way to Sales Manager, General Sales Manager and General Manager. Tim also attended the NADA General Dealership Management Academy and graduated in 2000, where he gained a working knowledge of the daily operations in all aspects of dealership management.
About Kintz Group
At The Kintz Group, LLC, they believe that one size does not fit all when it comes to training. Nobody knows better than you that your business opportunities and challenges are not the same as everyone else. They identify the factors that make your dealership unique. They generate training programs for you that perfectly fit what you sell, how you sell and to whom you sell, generated to your specific needs.
The Kintz Group was founded by and is led by Tim Kintz. For years Tim has been one of the most sought after trainers and speakers in the industry and is an Amazon Best Selling author of the book Frictionless, Closing and Negotiating with Purpose. His personal experience includes 5 NADA Annual Conventions, multiple RVDA National Conventions and the Digital Dealer Conventions in Las Vegas and Orlando. Tim has also worked to help numerous State ADA’s, Dealer 20 Groups, IADA’s and has presented 1,000’s of live workshops across North America, Russia, Mexico and Puerto Rico. Anyone who has seen Tim speak knows firsthand the passion and knowledge he brings to a training program – The Kintz Group is no different.
Full Unedited Transcript
Hey, I’d like to welcome you to another episode of mission matters. My name is Adam Torres. And if you’d like to apply to be a guest in the show, just head on over to mission matters. com and click on, be our guest to apply. All right. So today’s a special episode. We’re welcoming back to the show, Tim Kintz, who is president of Kintz group.
And I’m proud to announce he’s become an author and our best selling business leaders book series to add to his collection of other bestsellers. I’m fearless and. Frictionless. First off, Hey, Tim, I just want to say welcome back to the show. Great to be here, man. Thanks for having me. It’s an honor every time.
All right, man. I always have fun every time I’m learning nuggets and for, for the, for all the audience listening, just so you know, Tim is an expert in sales. You’re going to see as you, as you stick with us through this episode and you’re going to pick up nuggets all over the place. I always do. I’m sure you will as well.
Well, Tim, Tim, you already know the drill. We’ll start this episode the way that we start them all. With our mission matters minute. So Tim, we at mission matters, we amplify stories for entrepreneurs, executives, and experts. That’s our mission, Tim, what mission matters to you? It’s helping salespeople who rarely get the help they need, helping them get the tools to succeed.
I think everybody has more potential than what. They’re achieving at any given moment. And I think, I think having the resources for them, because look, face it as a salesperson, we don’t always have great managers and great leaders. So somebody needs to be out there giving them help patting them on the back, encouraging them.
That they can achieve their true potential in life. Whatever that is. It’s great. Love bringing mission based individuals on the line. And for, for all our new listeners that maybe didn’t catch some of our previous work, Tim, I mean, like, when did this when did this obsession, if, if, if, if I may, or this, this love for sales, like, when did all that begin for you?
Man, I, you know, I, I never grew up planning on being in sales. You know, I always. I ended up in car sales and I always joke around that selling cars. It’s, you know, you never grow up wanting to be a car sales person. It’s like, you never make reservations at Denny’s. You just end up there at two in the morning.
It’s the same thing. You never, you never plan to get in the car business. Just kind of end up there. And just the whole series of events in my life. Had me end up in a dealership as a detailer and seeing how much potential there was in sales. And I transferred that competitiveness and, and fun from the baseball field to sales.
And I think that was really the foundation, you know, the fun, the competitiveness, the wanting to win, right. And learning from every loss that kind of made me enjoy selling. Cause when you’re selling horrors, man, you’re going to fail. Seven or eight out of 10 times. And it’s really, it’s not anybody can handle success.
It’s how, how you bounce back from failure is what really going to make people great. I always, I always remember my first day of practice in college, went out to Arizona, played out there. Our coach got us all together. First team meeting said, look, guys, you guys are all good. Or you wouldn’t be on this team.
And we’re not going to spend a lot of time talking about all the things you guys do. Great. You wouldn’t be here if you didn’t do great things. What’s going to make us the national champions is how we bounce back from adversity. That’s going to be the difference. And I, for whatever reason that stuck with me for.
35 years later, I’m still, that’s still my mindset. Yeah. So that concept of competition and team and all the things that you brought over from sports like you found that environment in sales, is that right? Oh yeah, it was all about competition, fun. I mean, every, to me, every customer that walked on the lot, it was a challenge.
How can I win the game? Was there a moment when you kind of, or was it a progression when you, when you figured out, obviously you figured out your, your methodology and you figured out what worked for you, what was, was there a moment or was it a progression when you were like, you know what, I want to help other people do this as well.
Like you’ve been blessed and you wanted to bless others. I don’t know if there was that one aha moment. I think it was a series of aha moments. One, I was blessed or lucky to have really good managers. I had, you know, what, it was Dan Schumacher Ron Downey, these guys that I would work with and managers that I had, they really, they really had the mindset of they cared about me getting better more than I cared about me getting better.
Right. They spent time with me and they had fun doing it. And we got along outside of work, but we also got along really good in work. And I think that fun and the training they gave me kind of laid a foundation. And then I was in Alaska for 11 years and I was ready to get out of Alaska. I kind of did my time, as I always say.
And there was a training company, a big training company that, that offered me a job. And at that time I was scared to death talking to. Groups of people. I mean, I didn’t, you know, public speaking is the number one fear in life. Oh, cause at that point, because at that point, correct me if I’m wrong, you’ve done more one on one or small groups.
Cause you’re in the dealership setting. Yeah. I could talk to my 60 salespeople. I mean, I could fire them if they didn’t like what I said, it was easy then, but speaking to me, it’s, it’s like Steinfeld always said, number one, fear in life, public speaking. Number two is death. Most people run to be the dead guy in the casket.
Then the guy standing up talking about the dead guy. So it’s, it was kind of the same thing. And I thought, you know what, I’m scared to death to do that. I’m going to, I’m going to do this. I’m going to try it. And then again, I was blessed enough to have a, a manager, Kathy Ripmaster, who was, she was unbelievable, great coach, great trainer, and really she made it easy on how to learn.
She was hard on me, but she, she understood what it took to be good at. Public speaking and spent a lot of time. And I had bad trainers that tried to help me within that company, but I always had that anchor person, man, that really pushed me to do it. And I think one, you know, it clicks once you start having fun, it’s, you know, they’ll do what you love and you’ll never work a day in your life.
Kind of, but sometimes you got to do what you hate and then potentially see if you love it, because you don’t know if you always stay in your comfort zone, then you’re never going to grow. So you’re in this this apprenticeship phase and you’re, you’re learning, you’re, you’re figuring it out. And at some point you choose to launch, you know, to go the entrepreneurial route and launch kids group.
Like what was taking that leap? It was, it was a big leap, 13 years doing it with this company, traveling the world, holding seminars. I mean, they were all like workshops and seminar style. It was like concerts. I was same class, different city all the time. And it was kind of groundhog day for a while.
So I left and went, actually went and ran a dealership, a Ford store. And then I realized how. My training had become, or the company’s training that I had worked for, you know, it was the IBM in the digital world type of thing, and it hadn’t evolved. And I think the best thing I did was leave the training industry for a year, realize how digitized sales has become and how the customer had changed so much.
And I realized at that point, you know what, man? We need to get some good training, some relevant training into our business. And that’s when I decided to start the Kent’s group because I saw the need for it, man. I saw salespeople struggling with old school tactics that didn’t work on modern day selling.
So what was that? What would let’s stay in? Like, I obviously know about your work now, but what were those early years? Like, like, like how did that work out? Yeah, man, it was a lot of referrals. You know, I had lots of friends in the business, been around for a while. I had a lot of guys say, Hey, I saw you left, left the dealership.
Why don’t you come train our salespeople while you’re figuring out what you’re going to do when you grow up? Cause you’d already had a community, right? Like, yeah, I had a lot of, you know, the car business, it’s a big industry, but it’s very small as far as the circle of influence. And man, I had a bunch of dealers say, Hey, why don’t you come train our store?
And before you knew it, I had. Eight to 10 dealerships I was going into every month or every other month. And then the Kent’s group just happened. It wasn’t something that I decided it was going to be the Kent troop, but I knew that we needed to have an evolution in it. And it was really from the friendships and relationships I had built with all these dealerships and dealers that allowed me to build the Kent’s group up.
It wasn’t just sitting in a room with a bunch of bunch of different people and brainstorming about some. Theory of starting a training. It was, you know, I was boots on the ground. I was rolled the sleeves up. Let’s get it going. I understood them. They understood me. We had a relationship. The trust was already there, right?
And then it feels like we talked about before we started the, the episode was you have to build trust. Any sales is all about trust, but it’s earned and not given. And I think that’s what really. Kind of catapulted, if you want to call it that against group into being, you know, a, a strong profitable company now.
Now I know you as a as a content making machine, high quality content, but also in quantity. So meaning books training, I know you have a training coming up pretty soon, which you’re welcome to talk about. I think it was train the trainers, something like that nature, correct me if I’m wrong on the, on the title.
But like when did the. The content portion of it, like when did you kind of make that shift? And you’re like, you know, I gotta be, I gotta be top dog in this. Was that from the beginning? It might’ve been from the beginning. I don’t know. It was from the beginning. You know, starting out with my initial road to the sale type of mindset, right?
What is, what is the up to date road to the sale from the point of customer walks on the lot to the point that they’re burning gas and busting bugs down the road motors and, and developing that. And then. Develop in what I call the leadership quadrant, which is learning how to lead, manage, train, and coach.
And it just evolves into realizing that, okay, within leading, managing, training, and coaching, those are all, that’s four separate skills. I got to be great at as a leader. You know, we always look at selling skills for salespeople. Sometimes we forget about the leadership and management and training and coaching skills for management.
You know, managers very often are the least trained people in any company. You know, they were. They got minimal training most of the time when they were selling. And then they got promoted because they were the top salesperson. And then their management training consists of spreadsheets and, and all the detail type stuff, but there’s very little people training in there.
And then they’re told that you need to train your sales team. Okay. And most people are never trained on how to train. Yeah. And most training. Within companies, so often it turns into should be right. It’s you should be doing this. You should be doing that. You should be treating everybody like a buyer. You should be following up.
You should be, and we should all over them, right. Instead of it’s not the how tos, right. Okay. We need to do follow up. How do we follow up? Right? In training, if it should be, it’s not training. It’s just telling it’s because as a trainer, and that’s what the train, the trainer workshop is all about. It’s not becoming a trainer with me.
It’s becoming a sales trainer. I’m not trainers. Tell sales trainers sell. And so often we tell salespeople what to do instead of selling them on what to do. They’re told instead of sold, if they don’t buy in. Then they’re not going to use the techniques that you’re teaching them. Right. So as a trainer, as a manager in a store that holds training, you’ve got to think I’m a sales trainer, my salespeople are my customers.
So number one, I have to lower their guard, meaning I got to take away their defenses on why not to do what we’re talking about, then I have to get, then they become open minded. So now they’re at least going to listen to what I have to say when I’m giving them some skills or tactics on how to be better at sales, once they’re open minded and they start seeing how, wow, this can actually work, they become confident in you as a manager or as a trainer, and then they trust you.
And like I always say, trust is earned, not given. How do you earn it? Lower the guard. They become open minded, then they’re confident in you because they see you care about them. And then they trust you. So really training, no matter what your industry is, is all about selling and not telling. And it’s, it’s, it’s really questioning your way to training, not telling your way to training, right?
And that’s, and it’s a hard thing to learn, but I mean, it’s as simple as. As should, and this would be the car business example, but should we ask a customer if they want to go on a demonstration drive, or should we assume that most people want to go on a demonstration drive and they’re going to say, well, we should assume they want to go on a demonstration drive.
And I’ll say, yeah, it works better that way. Doesn’t it? They’ll say yes. And whose idea was, it wasn’t my idea. Yep. I gave choice. They picked the common sense one, I I agreed with them. Got a tie down and now it’s their idea. Right. Yeah. And that’s, that’s what selling, when you’re holding training is all about mm-hmm.
And I think that’s, it’s so, I don’t know if it’s underrated, but it’s, it’s a skill that’s under-taught Yeah. To so many managers in so many industries. And I don’t blame the managers for it. It’s not their fault. It’s just. You know, we, we would rather spend a hundred thousand. And it’s also like you said, they were, they were given, you know, the position cause they were good at their job.
It doesn’t mean that they were given the tools and what you’re doing is you’re giving them the tools. That’s right. So how often are managers told that you need to hold one on ones every day with your people? Okay. But what did they talk about? Yeah. Right. It’s you should hold a one on one. Yeah. But what do I cover?
Well, just see what they got working. Okay. But that only lasts for a couple of days and then it’s the same stuff they got working that week. Yeah. By the time I get the Wednesday, it’s pretty much. What do you got working? Nothing. All right. Well, you better get aggressive and get out there and start prospecting.
Okay, boss. But there’s nothing in there on motivating them. There’s nothing in there on looking at their goals, tying it to their vision, looking at their leading and lagging indicators to find areas of opportunity that you can do some personal coaching on their skills. I mean, there’s a whole series of events that should happen in a one on one.
And they don’t have to be 30 minutes, but every day you have to spend time with your people, right? It’s always say people don’t go sideways and wake up one day and say I’m quitting. Yeah, people go sideways a little bit at a time And then they end up leaving your company and if you spend time with them every day You can eliminate some of those challenges that you have It’s awesome.
So speaking of motivation and motivating your team, let’s let’s talk a little bit about the book today. And for everybody watching, just so you know, there’ll be a link in the show notes so you can pick up a copy. But let, let’s get into the book content a little bit. So motivate the unmotivated.
First off, what, what was the inspiration for, for this content? A lot of different ways you could have went with it. Cause it’s a challenge that every manager is dealing with in today’s world. It’s, I mean, every one of us go into stores or restaurants and you’re trying to do business with unmotivated employees on a regular basis.
I mean, you go, how many, when’s the last time you went into a restaurant and felt like you were interrupting the waiter or waitress? And then they, they all have the 30 percent little tip button on every one of their you know, on the credit card readers now, and they’re expecting it, but they’re not delivering the exceptional experience.
So I think as managers, it’s up to us to have motivated people because they’re unmotivated on their own, right? It’s that internal motivation versus external motivation. Yeah. Internal motivation is what we have to create external motivations. What we do. So, you know, that internal motivation it’s created over time, it’s helping them have a purpose and tying them into the company’s purpose and, and something bigger than collecting checks.
External motivations that rock, that new rock knee pump up, Rob, Rob, running out of tunnel with your hair on fire. And that’s something we have to do on a regular basis, but both of them are important, you know, internal motivation that’s given them a purpose, long term external motivations, keeping them pumped up.
And I think the external motivation that I think it’s underrated with a lot of people, cause I had a manager say this not long ago, he says, you know, I’m not into the Rob Ross stuff because it doesn’t last. It wears off and it’s like Zig Ziglar used to say, so does bathing and eating, but we recommend you do it every day.
Love Zig. Love that one, by the way, it’s the same principle, man, just cause it wears off because it wears off. You have to do it more often. That’s true. We have to get good at catching our people doing things good and not always catching them doing things bad. And a lot of managers out there are really good at catching them when they’re doing something bad and always correcting them, whether it’s.
Whether it’s on a one on one basis or whether it’s in front of their other peers, but man, that’s not, that’s not creating that, that internal motivation that we’re looking to create. And it’s actually doing the opposite. It’s in the, in the book, I talk about the emotional bank account, right? And everybody’s got an emotional bank account and as managers, our job is to.
Is to build that emotional bank account up as much as we can. We got to make deposits on a regular basis. And that’s what, that’s what catching them doing good things are and giving them public recognition and having fun and competition within the company that creates that, that adds to my bank, my emotional bank account.
And then, and it’s going to happen all the time when I have to make withdraws. Yeah, when I have to when I catch them doing something wrong or I have to kind of lock their heels for something Then I have enough in their emotional bank account that I can make a withdrawal. Yeah very often Managers are overdrawn because we’re not making deposits.
So we’re overdrawn in our people’s emotional bank account and that’s really truly something that That we need to be conscious of as managers. That’s, that’s the whole mindset behind the chapter in the book, man. Is, is look, you can create, you can, you can motivate the unmotivated, but you have to do it with purpose.
It’s not, it’s gotta be intentional. It’s not going to happen on its own. So I wanna, I wanna stick with that emotional bank account theme a little bit longer cause I, I found it super interesting. Where do you, where do you think that you know, a lot of people go wrong? So, like, is it, is it, cause I was thinking about this and I’m like, intuitively, I feel like nobody, especially if somebody’s working for you, like, you, you don’t, you don’t wanna get rid of somebody.
You don’t wanna let them go. You don’t wanna, like, even just the thought of having to train somebody else. Like, most people would, if they hired that person for a reason in the first place. first place. They’d love to make it work. So if they’re, if they’re taking out more of the emotional bank account versus what they’re putting in and they have that imbalance that leads to possibly, you know, the relationship ending, like, where do you think people kind of go wrong with that?
I think there’s a couple of things. One, we’re never We’re never taught that when we become managers. Right. So we don’t really understand, maybe naive part of it a little bit, a little bit of it. Naive, lack of training, lack of understanding. It’s, it’s, you know, or maybe they didn’t get it. Maybe they didn’t get it when they were like coming up to the ranks.
Right. Yeah. I think some, some people become managers and they become power hungry. Mm. Right. I’ve, I, I had the person working for me and, and that person, they just, They were told that they were in charge and they became like, I mean, they, their, their whole mindset was, let’s demotivate everybody to make sure they know I’m the boss.
Sorry. That doesn’t help. Yeah. You know, it’s, it’s, you, you never know until you know, right. It’s a, you don’t know what makes that person tick necessarily. Some, sometimes there’s good hires, sometimes there’s bad hires, but, but it’s, it’s, some people are the wrong person for management and they get in there and they want to be the boss.
Other people, they got great intentions. They just. Don’t know how to actually execute it. And education fixes that once they can be educated on, okay, this is how people’s motivation works. They’re not all motivated. Like you are, they’re not all motivated. Like I am. So it’s learning what makes person of each person tick and then using that.
The help, help them really see why everything you’re teaching them is going to help them get to where they want to be. I think it really starts with, with having structure on what you’re doing and why you’re doing it right. As a manager, every quarter, I believe that salespeople or managers should sit down with their sales team individually and they need to.
They need to one, come up with their longterm vision or purpose, whatever you want to call it. Where do you want to be in a perfect world? Where do you want to be in three years, five years, 10 years, whatever timeframe you want, but it needs to be passed a year or further out. And that gives them that longterm purpose.
It doesn’t have to be real. It’s in a perfect world. If everything. If everything was the moon, stars, everything lined up perfectly, what do you want your life to look like in three years or five years? Because here’s what I tell people all the time. Look, if you don’t sit down and write the story of your life…
It may not be your, your current story, but the story of where you want your life to be, if you don’t sit down and write that, then somebody else is going to write your story for you. The problem is you’re just going to be a character within their story, helping their, them achieve their purpose. So it starts with sitting down and identifying your purpose.
What is your long term dreams in a perfect world? Do you want your life to look like in five years as a manager? I want to know that because now I can tie everything that we’re doing today into where they want to be in, in three years or five years, because now. Now it’s not just a task. Now it’s something they are doing to achieve what they want in five years.
So then every quarter I’m going to sit down with them and I’m going to do my quarterly goals. And we’re going to look at their wigs, their wildly important goals, professionally and personally. We’re going to drive that down to leading and lagging indicators that we’re going to start tracking. And then every day I’m going to be able to look at, are they on track or are they off track?
So often though, it’s kind of that rudderless ship, right? We’ve got so many salespeople that are rudderless ships, right? Just they go wherever the tide or wind pushes them. And, and it’s that game called someday, someday I’ll set goals. Someday I’ll create my purpose. Someday I’ll start tracking. Someday I’ll develop my skills.
Someday one of these days, one of these days turns into none of these days. And they keep. And the same thing, and they get in a rut and the problem with the rut, eventually it turns into a hole and then becomes a grave. And that’s when they jump ship to find the new groove and go into another company. So it really backs up to identify their purpose, break it down to their wigs or wildly important goals, identify their action or create their action plan with leading and lagging indicators and sit down every day with them to make sure they’re on track or off track.
It’s great, great advice. A lot to unpack there. And I will, I’m going to pause on this particular book because I do want to give some time to, to some of the other works that you have, that you have out there. And again, for everybody watching this, like, like pick up a copy of the links in the show notes.
So let’s start with the start with fearless leading and managing unbreakable teams. Maybe tell the audience a little bit more about that book. So this was the second book I did. Yep. I wanted it to be my first book. This is on leadership, right? It’s it’s for managers, because again, like I said before, I think there’s so many managers out there with good intentions.
They just don’t know where to start and what what to do every day. And with my goal with fearless was was to have A book that was going to be something that could be sitting on their desk, have, have, you know, the pages being tattered, have sticky notes in there, highlighted it, folded over like an old Bible that people were bringing every Sunday to church.
Because I didn’t want. A whole bunch of theory on leadership and don’t get me wrong, but there’s a lot of great books out there on leadership. But so often it’s, you know, it’s the 13 characters that are, you know, 13 characters that you need to have to be a great leader or qualities of elite. Those are great, but.
When you read ’em, it’s like, yeah, that’s cool, but how do I, how do I apply that in my real world? Yeah. How do I do that? I got this in the morning. Yeah. I come in in the morning, I got my boss screaming at me. Mm-hmm. , I got 800 emails I gotta look at. I got spreadsheets that need to be done by the nine o’clock manager meeting.
Mm-hmm. , I’ve got other departments asking me for things and. You’re like, and then I’m supposed to actually lead and manage my people. How do I pull that off? That’s what I wanted fearless to be. I wanted it to be that guide to help them identify the specific leadership skills that they had to work on, not just qualities, but day to day skills.
So they could really, so they could become that, that manager and leader that, that their team needs and deserves. That’s what fearless was all about. All right. And then the first book, so frictionless closing and negotiating with purpose. Give us more on that one. So number one, my timing sucked on it. Okay.
Because this came out in February of 2020. And it’s all about face to face selling. And then we had the pandemic, which we couldn’t face to face sell for a year or so. So the timing wasn’t great, but now it’s kind of a relaunch of it because we’re back to basics, right? Now it’s more relevant than ever, because now everybody forgot how to do face to face.
So they needed help in the first place, but now the ones that could do it forgot. We’re rusty, like it is what it is. So go ahead. Use it or lose it. Right. It’s, yeah. The veterans who were selling pre, pre pandemic Yeah. They, that’s like, okay, I used to be a great golfer, but I hadn’t golfed in three years.
Well, I’m gonna suck. Even though my mind knows what to do, it doesn’t mean my body’s gonna actually do it. For sure. Right. It’s, it’s the same thing with sales, and then we’ve got a lot of people over the last three years that have gotten into sales. And they don’t know what it was pre pandemic. It was order taking.
It wasn’t selling. It was, do you have the product? I mean, my, my wife, we’ve renovated our house. It wasn’t. It wasn’t, can I get a good deal on a Viking range and refrigerator and hood? It’s where can I find the damn thing and get it in time for the renovation and you paid whatever you had to pay. I wasn’t shopping a bunch of people, right?
So, so I think that it hits all demographics of people in sales in today’s world and it’s, it’s literally all about closing and overcoming objections and negotiating and it’s, it’s, I wrote that first. Because I saw the need salespeople had to learn how to negotiate was greater at that moment than what managers needed to become better leaders.
If that makes sense. It was, I think negotiating in so many industries is a lost art. I think people are afraid to negotiate. Well, we’ll just go to one price. Nobody wants to negotiate. Yeah. They come in and say, I want your best price. And then you give them the best price and they’re like, Oh, I’m not paying that.
I’ll give you this for it. I thought you wanted the best price. Look, everybody wants to negotiate. Negotiating is it’s, it’s just what we do. We’ve done it since the beginning of time negotiating. But my whole thing with negotiating is we got to negotiate out of inspiration, not desperation. And I think more people, when they negotiate are more afraid.
From the salesperson side of losing the deal, then they are inspired to make the deal. They’re playing prevent defense when they’re, when they’re negotiating. And with one of the golden rules in negotiating, and I talk about it, the five golden rules negotiating in the book is whoever cares least about a deal wins.
Meaning that customer needs to want to buy your product more than you want to sell it to them. Not that you don’t want to sell it to them, but I need to build the value so high, create the mental ownership where the customer already owns that in their mind, that now the negotiations are going to go a lot easier.
I mean, just look at Apple phones. Every time they come out with a new Apple phone, everybody’s got to have it right. It’s if you have a good realtor, they walk you through the house. They got kids picking out their rooms. You’re figuring out if your furniture fits in the curtains. And when you walk out of that house, you’ve already mentally moved your furniture in and you haven’t even made an offer on the house yet.
Right. So all experiences. Yeah, absolutely. Versus somebody begging you to buy it. You’re like, nah, I don’t really know. I mean, every have you ever offered somebody I’ll give you 100 bucks for that. And they’re like, okay, what’s the first thing that goes to your mind when they say, okay, I gave too much. Yeah.
Oh, I could have, I’ll let, you know what? I’m gonna talk to my wife about it. I’ll let you know. Yeah, because it’s, Oh, I could have got it for less. Right. So it’s how do I make somebody feel like they win? It’s that win win relationship you create, not just a win win negotiation. Yeah. So that’s kind of a. You know, a high level view of frictionless.
Yeah. Well, Tim, man, I gotta tell you, it’s always great having you on the show. I mean, I pick up something every single time we talked and not just, not just on the show, but in general. What’s next? I mean, what’s, what’s the future of the kids group look like for, for content creation, like what’s next, what do you got cooking?
One we’re busy is one, you know, one legged man and ask it in contest right now with, with the need for sales training, which it’s a good thing. But two, I’m, I’m in the process right now of putting together my next book, which hopefully will be launched. Well, you know, the process, hopefully sometime second quarter of next year, and it’ll be goal setting.
It’ll all be about goal setting and purpose and vision and real life on how to pull this stuff off with worksheets on and formulas on, on walking everybody through it instead of just a high level theory book and man, we’re just growing, having fun. Man, that’s awesome. What’s the best people, the best way for people to the audience to connect and to, you know, consume the content, connect with your team.
Like how do people connect overall? Kemp’s group. com. You go there, we’ve got tons of resources on there. You got blogs, got video blogs. You have lots of free downloads that people can get on. May have to may have tweak them a little bit. A lot of it’s made for the car business, but it’s still applies to sales.
A lot of free downloads on. Evaluate your sales training program, evaluate your sales team, evaluate and salespeople. We just put a new one on there on who’s making your money, who’s costing you money. So a lot of calculators and stuff we keep adding to it. There’s, I got about 20 projects right now that are being done to keep adding value to the site.
So keep an eye out for it. Keep going on a regular basis. Man, that’s awesome. And we’ll, we’ll put, we’ll put all that information in the show notes, of course so that the audience can just click on the links, head right on over to your website and, and also pick up a copy of that book and your other books as well.
Yeah, absolutely. And speaking of the audience if this is your first time with mission matters or engaging in an episode, we’re all about bringing on business owners. Entrepreneurs and executives and having them share their mission, the reason behind their mission, like what gets them motivated and fired up to go out into the world and to make a difference.
If that’s the type of content that sounds interesting or fun or exciting to you, we welcome you hit that subscribe button. We have many more mission based individuals coming up on the line and we don’t want you to miss a thing. Tim, as always, man, a pleasure having you in the show. Can’t wait till the next time we get to work with each other.
My pleasure, man. Take care.
