Episode 2: DISC Personality Type – Dominant

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John

Welcome to the show everybody. This episode, we take a deep dive into the D portion of DISC. And we talked about Clint’s history. What makes him successful, where he struggles. Key points that I want you to take away is, as a D dealing with other D’s, how Clint has got to put his ego into the backseat. So that way he can focus on the relationship and getting to the goal, which is making the sale, talks about how he interacts with people above him in his company. And you know, some of his struggles, because with pluses, there are minuses, so there’s all that and more. If you have feedback, please leave a review. Reach out to us on all the social media. Everything is at Sales Throwdown. Thanks a lot.

Announcer

Ladies and gentlemen, welcome to the main event. In the D corner we have Clint “The Cleaver” Bigelow. In the I corner, we have Al “The Gambler” Daniel. In the S corner, we have Nan “The Promoter” Fallman. In the C corner, we have John “Small Mountain” Hill.

Let’s get ready to Throwdown!

John

Episode Two, right? So we’re going to be taking a deep dive into D and what that means and Clint as well. So that way, you know, you know what you’re listening to. Right. But before we start that, let’s talk a little bit about what DISC is. I don’t mean to cut you off, Nan.

Nannette

No, it’s fine. You said deep dive and we’re talking D, love the redundance.

John

Alliteration is my friend.

So, if you’ve been in sales for even probably two weeks, you might have heard about DISC, right. And what it is, is a personality assessment. And what it’s meant to do is it’s meant to show you what areas you’re going to do very well at and where you’re going to struggle as a salesperson. And it’s not really meant to be a black or white thing. But it is really great to highlight that you’re not the only person out there, right? That’s what it did for me. Whenever I went through the assessment and learn who I was, it really kind of shed the light on that I wasn’t the only person who felt this way about myself.

Al

But you’re talking about personality style. Absolutely. Yeah. Okay. So that, you know, people out there know, and then that’s what this DISC is about.

Clint

Yeah. Not academic. It’s not academic, it doesn’t scale you in that way. It just tells you who you are as a person. Absolutely.

John

Yeah. And, and conversationally, yeah. Right? Because that’s, that’s important, right? Because sales is a conversationalist game. If you can’t have good conversations and ask good questions, then you’re not going to be successful as a salesperson. So, the way that we typically break that down is that there’s a vertical axis and a horizontal axis. On that vertical axis, you have D’s and I’s, which are gut driven. They will make big assumptions based upon how they feel about it in the moment, S’s and C’s, which are me and Nan, take the opposite approach. We want facts. And we tend to second guess ourselves. And that can lead to some negative things as a salesperson. The horizontal axis puts D’s and C’s on one side of it, which means we’re task-driven. Like, I want to get to the finish line. And so does Clint. I’s and S’s, which are Nan and Al are people-driven. And so that whole mix makes a huge change about who we are, and the day to day role as a salesperson.

Anybody have anything to add to that?

Al

No, no, you hit right on the head.

Clint

Always right.

John

C’s are always right. C’s are always right.

Nannette

They are, I love C’s.

John

So today, we’re going to talk about D’s and Clint specifically, right, who Clint is what he does.

So he’s always so excited.

Nannette

Well, because D’s love themselves.

John

That’s true. Well,

Alright. So Clint, what do you do now?

Clint

Okay, so for my role, currently, I do business development, sales. We’re going to we’re going to use sales, because that’s exactly what it is. I do sales for a company that does commercial and industrial construction. We build a lot of hospitals, high rises on the commercial side, mechanical systems to be exact. On the industrial side, we do a lot of manufacturing. So we are installing mechanical systems for robotics or piping systems or, you know, cooling towers, cooling water, but a lot of a lot of intricate mechanical systems.

John

Okay, what’s your annual quota? Right now? I’ll speak currently to this year, our quota was 25 and a half million you say was, yeah, we’ve surpassed that.

That was that was specific to me. So

Al

So when you say we, it’s not a we, it’s a you? That’s your quota?

Clint

So, our group in our company, that was our goal, at the strategic planning of 2018, to come into this year was to grow from about 21 million to 25 and a half. And that was a very achievable goal, that we thought, and we’ve surpassed that now in July. Well done. Good. So we’re looking we’re looking forward to kicking open some doors kicking open some doors, yeah.

Al

Now, who do you traditionally call on when you make a sales call?

Clint

As far as personalities or or?

Al

No, just did?

Clint

Okay. So a lot of it is estimators what in construction, we would call an estimator project manager. One of those two very analytical people they like numbers they like facts. So, would you say they’re like a C that you call on mostly? Mostly, mostly is a C, I deal with a few D’s. I don’t deal with a lot of typical kind of sales people. It’s more of they’re trying to gather facts from you. So yeah, so a lot of C’s, John, a lot of people like yourself.

Al

Do you get shocked a lot or talk about that? Because sounds like in your area? There’s a lot of we know this, we know that. So you would then think that they’re digging for information, maybe some free consulting, something like that. How do you how do you prevent that from happening? Or does that happen?

Clint

Yeah. So almost everybody wants free consulting, right? They want to, they want…

They want to ask you for a number.

Al

What do we think about free consulting? Horseshit. It’s, don’t do it! Don’t do it.

Clint

Yeah. So. So I think a lot of people expect because of traditional sales and the tone that set over the years that, hey, I need your number, you’re going to look at my bid package. And you’re just going to give me a number and I’m going to, I’m either going to agree with you or I’m not. And if I don’t, then sorry, you lost the job. That’s a pretty typical sales cycle for myself.

John

For yourself or for your industry?

Clint

For industry, okay,

John

Yeah, just wanna make sure.

Clint

Yep. For myself, I think that we’ve kind of broken that cycle a little bit toward you. We talked a lot about partnerships, right? We talk about that here a lot. And, but I truly mean that in the fact that I have people call me now versus three or four years ago, where we’re actually dealing in, Hey, you guys did a great job. In the last two projects, we’re not looking around. We just want this to be successful, because success has always brought us money. Right? So we’re dealing with a lot of those customers now. But we had to, the proofs in the pudding, right? So we had to perform those things.

Nannette

So what you built was trust.

Clint

Very much so.

Trust and

Nannette

Hugely important.

Clint

And do what we say we’re going to do, that that’s a big deal. So if you don’t do that once, and you don’t do that twice, there’s no trust there. So that’s the kind of realm that I’m dealing in is that you can promise the world, and you can give them the best price on the planet. But if you don’t perform what you say you’re going to do, it doesn’t add up at the end of it all. And so you’re not going to get that call back on the second job.

Al

Right? But then that would, to me seem to me, your team shows up and delivers what you sell.

Clint

Correct. Yeah, that’s big factor for me is that I have to have, I have to have a company that backs everything that I say, the values that I preach. We talked about customers for life, we talked about that a lot in my company, we talk about do the right thing. If people don’t do that, after I sell a job, then what I say means nothing,holds no weight.

Al

Which brings a little bit of a segue, a quick story. So, I go to buy an appliance, right, from a major department store. And, you know, I spend a little bit of money, washer, dryer and refrigerator. And so it comes out and there’s something not right with it. So I pick up the phone to call the sales guy. And it’s like, I can’t get anywhere with it. Right. And I’m getting furious. So I call the service department. And the guy goes, “oh, those douchebags?” Yeah, they’re they’re wanting none, right? As you call me, right. And oh, I just literally wanted to go to the president of a major department store and wring his neck.

Clint

So so that’s a good point, Doc, that that’s something that I live in every day that I’m trying to turn the tides of that to where, even when something goes wrong or awry, people are still calling the sales person, which is me. Absolutely. I want that because I’m, I am your liaison in my company.

Al

And you would want to know it? Or I would.

Clint

Sure

Al

From a sales standpoint, I want to know, good, bad or otherwise. So, that I can change and make some you know, adjustments.

Clint

Yeah, yeah, when you sell them the next job, you gotta understand what you can and can’t do. And that’s only through experience.

Al

Which I think is why you sometimes people have or, you know, when you’re a vendor, or you’re going into a big, you know, situation, that negative connotation is because of the bad taste most people have had in their mouths by that dude or that gal that just didn’t get it done. They sold you into a project and then forgot about you.

Nannette

What you’re doing is creating value. You have to create value. And if you don’t do that, then you don’t get the trust, then you don’t get the business and you don’t keep the business.

Clint

And then what you’re talking about in our world is this post sale, right? So, so you can promise the world and you can do all these great things, selling to somebody. But if you don’t follow through with that…

Nannette

You gotta deliver.

Clint

Yeah, you gotta deliver, that’s a good point. If you don’t deliver, then everything you said is nothing. And that word, in our in our world travels really fast. This is my world.

Al

Well, but a key point is people are inherently lazy, right? Or I see a lot of it out there. And in sales, you can never be lazy, or you’re just going to suck at it, you are just not going to get it done. And you gotta juggle, and you got to wear a lot of hats, and you gotta be there for you know, because it’s not like you have just one client, right? Now, a lot of times you’re selling into, you know, multiple accounts, and you got to stay on top of it, you got to be organized, you gotta be well put together.

Nannette

I think if you make it personal, then you you feel like this is your baby, your proverbial baby, then you’re gonna take care of it.

Clint

So that works really well for you. For me, to be honest with you

Nannette

That’s what I was wondering.

Clint

Yeah, so. So for me, it’s about, I can only promise you things that I’ve done that I can deliver on forever for as a D, that’s what I can say is that I promised you something, damn sure I’m going to get it done. That’s a fact. What I said was factual.

John

What happens when it doesn’t happen though? Right? Because like shit happens, right? Things don’t go according to plan, especially in your world and construction. How do you, because one of the things about D’s is, you like taking that ownership role, right? Because let’s spend a little bit of time talking about what a D is right? A D will plant their feet, they’re going to have the hard conversations that are really hard for people that are I’s, and S’s and things like that. But the thing that you mentioned a moment ago was, you have got to work with a company that can deliver on the things that you’re talking about. Right? Like you see a ton of value in that. What happens when that doesn’t go well?

Clint

So for me, it’s really important to already have established trust with my customer. So that when it doesn’t go, right, we understand that exactly what you guys just said, it doesn’t always go right.

Nannette

And it doesn’t fall apart.

Clint

Yeah, it doesn’t fall apart. We’re going to fix this, we’re going to make it right. So that’s the key. So, I can give you an example. Just the other day we we promise something to a customer. We delivered on it very well. We had a superintendent on a job site that didn’t deliver exactly what I said we can do. I don’t know this guy’s name. So there’s a big disconnect, right? It’s a big company, I don’t know this guy’s name. So I’m selling something that I don’t know if these guys are going to perform it or not. I just know the value of my company, that they’re going to live up down the chain of command to do what I say, right? Because we’re so we’re all one big team. And he didn’t do that. So, in that fact, we made it right. We took a took a hold of the situation, got rid of the guy.

John

Did you get the call?

So they called you directly and said, “Hey, this is not right.”

Clint

Correct.

John

And then, I’m sure you being you and you being a D that, did you go directly to that superintendent who you don’t even know their name?

Clint

I mean…

Al

Was this a subcontractor of yours, somebody that you were paying, or were you…

Clint

No, vice versa. So actually, somebody had hired us to do this job.

Al

So this is a guy who should, that’s technically…

Clint

Yeah. So somebody hired us to do a job.

John

Let’s not get too deep into details. Yeah, for the sake of maintaining relationships. Sure.

Clint

Yeah. So somebody hired us to do the job. And, you know, basically, in a roundabout way, I told me, you know, we’re the big boys in town. This is what we do. Don’t worry about this. And and we didn’t perform on that level. And I got a call from our customer that said, “hey, look, guy, you told me this, you didn’t deliver on this, what are you going to do?” So okay, no big deal. Let me handle this. If you’ll let me handle this. Let me call you back in 30-40 minutes. So of course, that’s, you know, phone calls to our people or general superintendents and whatnot. Hey, what’s going on down there? Has anybody been down there? Find out that it’s just it’s kind of a bad egg. So bad apple. And we have this, everybody has this.

John

What do you mean about a bad apple?

Clint

He just wasn’t experienced to, you know, we hired this guy.

Al

My question is, oh, so the guy works for you.

Clint

That’s correct.

Al

Not somebody from the other team or a sub, this guy’s directly one of your employees?

John

How much do you hate that though, as the D who vouched…

Clint

Especially somebody that can perform the work himself, right. So it’s, it’s not like I grew up in sales. And that’s all I’ve ever done, I actually came from the field into sales. So I’m, I’m pretty proficient on exactly what they’re talking about. And so that really, really bugs me.

Clint

My instant action is to go down there. But I didn’t do that I am. I talked to my boss, our general superintendents, kind of worked through some situations, found out that he’s not all he’s cracked up to be, got rid of the guy, replaced him, fixed it on our own dime, what we did wrong. No, you know, brought it to our own customer, hey, this is our fix. This is what we’re going to do. So that’s, that’s doing what you’re saying. And it’s not always going to work out, right? There’s no doubt No, no matter what business you’re in, no matter what kind of sales you’re in, it’s not always going to work out correctly. But at the end of the day, are you going to make it right? Yeah. Are you going to do it? Are you going to do what you say you’re going to do? Are you going to do it on your dime, no cost to the customer? Because you said you’re going to do it?

Al

Now, you had the luxury of being able to or you work with a company that will stand behind you and follow that lead? Right. And I’m sure there are people out there.

John

Is that true?

Clint

That is true.

Al

clinking A little rattle back there. What’s in the styrofoam cup?

Nannette

Bottled water.

Clint

From 1932.

John

We call that go-go juice.

Clint

Yeah. You know, so yeah, I do have a great company that will back me up in stuff like that. And I get what you’re saying, not everybody’s fortunate in that. And I would strongly suggest that as a person, as a salesperson, you got to find that.

John

For sure.

Clint

Absolutely. You can’t just work for anybody. You can’t be a salesman for just any Joe Schmo.

Al

Well you can. But you need to recognize when you work for the wrong company that it doesn’t fit.

John

Or, or the other thing about that is you got to be the right personality type. Because there are mercenaries out there, right. But they’re mercenary salespeople.

Clint

There’s some really high I’s, and I mean, really corner I’s that they don’t give a shit. Oh, yeah, they don’t care.

Al

I’m dealing with one right now.

John

I don’t think they’re I’s. I really don’t. I think they’re more like you.

Clint

Wow, no, no.

John

Because hold on. There’s one thing we talked about at all yet, right? Is that most people are two letters. You have a dominant letter and then secondary. Yeah. Secondary letter. So are you anything other than a D?

Clint

I’m an I. I’m a DI.

Nannette

About 2%?

Clint

Yeah, maybe okay, but maybe, but the point of it is, is that if I had to pick a secondary letter, to slide to comfortably, it would be an I, there’s no doubt. You’ve seen me in social settings. I like to have fun. I can slide that way. And the same as Doc is, he’s probably on the charts an I but he can slide to a D?

John

So we’re gonna talk more about this on the next episode. But Al has done a really good job. And I worked for Al, right. So let’s talk about that. Because I worked for Al before I went out and started doing doing my own thing. And we’ll talk more about that later. But Al does a really good job of hemming in his I, and going to a D and being task-oriented and locking all that stuff down. But socially, Al is nothing but an I. Let’s just be honest.

Al

But the truth of the matter is we all need to suck in close to that center right. The more that I can pick up of your traits, the things that Nan brings to the table…

Clint

Because, is that true? Because if you’re dealing with the high C, do you need to slide to the center? Or do you need to slide to a high C?

Nannette

I do think you need to acclimate? I do you think it’s really I…

Al

I can’t go across the line. But I can go up to it. I gotcha. And then, because a lot of times, it’s kind of like, think about when you’re in junior high, right? I mean, this is kind of a stupid analogy.

Al

Hard time in your life right?

John

You get hair in weird places. It’s very odd.

Al

Exactly. Right. You’re going through puberty, that kind of thing. Sales is a lot like going through puberty, right? Try just trying to figure out where you fit in.

Clint

I always, always compare trying to pick a girl up at a bar to sales.

John

It’s a lot like dating.

Clint

It’s very much like dating.

Nannette

Can you elaborate on that? I’m not really sure…

John

The I’s getting us way off topic, right? Like this is a much more about D than anything else. So. So let’s back up a little bit, Clint. So let’s talk about the strengths of the D. Goal-setting.

Clint

Yeah, decision making, goal setting.

John

Conciseness. Blunt. Let’s talk about the weaknesses. Because you are in an industry that’s got a very long selling cycle.

Clint

Very much.

John

You don’t have that many partners that you can partner with that are going to bring you jobs.

Clint

12, 13 months sometimes.

John

So you have got to maintain these relationships, which is not the D strong point. D will kick down any door on the planet.

Nannette

Can I say one thing? Last week, we talked about a little bit how your strength is also your weakness? For sure. Oh, that’s what we’re getting into right now.

Clint

So, so I’ll say D, just so we’re clear, stands for dominance on the spectrum.

Al

And you love that, don’t you?

Clint

So, so the reason I’m saying that is because I want to get away from that word for a second. Okay. So dominant, dominance. That word is a tough thing for other people to hear that are not in that spectrum. Right? For a D to hear the word dominant. We love that word. That’s fantastic. For you guys on on the other side. That’s not a good word for you guys.

John

For sure. Okay, look down on… So, so honestly, not to interrupt you. But when I realized that I gotta deal with the D, up until the point that I met you and realized that you can be a D and be self-aware. I didn’t enjoy those interactions. Sure. So we’re not going to get a human connection. And that’s important to me as a salesperson.

Al

Well, and consider this. A lot of times as a salesperson, when you go into talk to the D, you’re talking to the C-suite, and he’s not in sales. He’s in decision-making, he’s in busting balls, he’s in charge. What’s the bottom line? How are we going to get paid and I got bills to be paid, narrows gotta be met.

John

ROI is got to be there.

Clint

Yeah, one of the things that I wanted to touch on in in this topic is that dominance is not what you are as a D, it’s what what you naturally want to be. Does that make sense at all?

Al

So you’re saying you’re a top?

Clint

I’m just saying that people? See, so people that are a D? When they answer the questions on the DISC test.. that was terrible.

Al

Moving on.

Clint

When you take the DISC personality test, and you come up as a D, you can come up with that with a with a couple of ways. That’s what you want to be, or that’s what you truly are. I think most D’s, that’s what they constantly want to, that’s what they feed off of, right? They feed off being a decision maker, an influencer, to they feed off being these guys that you ask I tell. You want a decision, I make it.

John

So you’re saying it’s hard to fake?

Clint

I think it I think that it’s really, really hard to fake. Because there’s always results that can prove, right?

Al

And I agree, and there’s always a risk of being wrong. Yeah. And go to a four way stop. And watch that action. Right? Do I go?

Clint

I’m the guy that blows through, I don’t give a shit.

Al

It’s my turn. Yeah, F you, I’m going.

Clint

I don’t care if I’m the third person there. I’m going first.

Al

Well, you gotta follow the rule.

Clint

No, I mean, I get it. But when I was, but listen, when I watch two people trying to make a decision, I’m going.

Al

Does that not infuriate you? It’s like, screw you guys. Right?

Nannette

And I’m an S and I don’t, I don’t do what you would think y’all are saying, Oh, well, then the S and the C are like contemplating, the S is going “ohhh.” No, I’m like, here’s the rule, you go. I go.

John

Okay. So, in that exact instance, right, if I can push back on you, Nan, just a little bit. You’re in a car around people, you’re never going to see you again. Right? That’s a difference between, you know, potentially blowing up a relationship that you’re gonna have to deal with every day. Yeah. Do you agree?

John

Okay, so, so the car analogy works, but it’s not a perfect metaphor.

Nannette

Yes.

Clint

Yeah, cuz by blowing through the stop sign, you also blow up relationships.

John

But it doesn’t matter, right? It doesn’t

Clint

Because they’re in there in the rearview mirror at this point.

Al

Okay, so then you’re good with a no, you’re good with calling it over, you’re good with calling out somebody who’s just jerking your train, making you, you know, do the dance but not willing to buy.

Clint

So I’d love to give you guys some, some kind of quick buzzwords of what a D is.

Clint

A high corner D is very one-sided. There is no other side. You’re on this. You said it last week, John, you’re on the side or you’re not. You’re either on my side or you’re not. One-sided. We’re very, we always challenge the status quo. That’s probably my favorite statement about a D.

John

Explain that a little bit more.

Clint

So if you tell me that the sky is blue. I say, “Okay, it looks blue. But I’ll get back to you.” Or I’ll just say no, bullshit. it’s light blue. Something in those regards, but I’m always going to challenge you, whatever you say I don’t take the heart.

John

So okay, so right as a salesperson, right, sometimes you’re going to get into, for lack of a better term, ego battles. Right. You know you’re right. Because…

Clint

Correct. D to D is a very hard sell.

John

Yeah, it’s very hard. I’m curious to know, how, how do you rein that in and those moments whenever it doesn’t serve you to be conflict driven? Instead be curiosity driven.

Clint

That’s a really, that’s interesting, because I will say that I have to curb my ego. And that’s not easy. So one of the things is a D that I have to do to another D as I have to take my ego, shove it in the backseat for a minute. Let that guy’s ego run it.

John

Are you good at that?

Clint

I am good. Only because I realized that…

John

Nan gave me a look because we both know Clint really well, yeah.

Al

Well, but in the back of your head, you’re thinking I’ll take an ice pick? Yeah, fuck this guy up. You know, you just sit on it for a second, right?

Clint

No, you’re right. So what I want to say is don’t give up your dominance as a D, don’t give that up. That’s crazy. That’s the greatest tool that you have at the table. Take a backseat on your ego, on you. Just I I I. Take that and throw in the backseat. But keep your dominance because your dominance is what’s going to get you to ask the hard questions to a D. And you’ll get answers, right.

Nannette

Break out of your paradigm. You’re like, I’m going to do something different.

Clint

That’s right.

John

So right now you’re in mechanical engineering, construction sales. What’d you sell before that or is this your first sales role?

Clint

So I started off as a as a helper in construction.

Al

Get out

John

Really? Talk about time in the rain. Good for you.

Clint

Yeah, I’ve painted handrails.

AL

I love it.

Nannette

That’s how you succeed.

Clint

I’ve tightened bolts.

John

Did you want to do that?

Al

Listen, folks. Yeah, you start where you start. It’s not where you start. It’s where you finish.

Nannette

I mean, corny but..

Clint

We’re talking, we’re talking nine years.

John

Nine years? You painted handrails for nine years?

Clint

No, I painted handrails nine years ago. I wasn’t gonna put up with that shit too long.

So my first job was, so I was in. I was in school for mechanical engineering, Southern Illinois University. I looked around the room one day, and I just said, this is not me. I mean, this is just, it’s not my people. It’s not what I want to do. I want to build this stuff that we’re talking about, everything that’s on the board and everything you guys are drawing out. I want to build it with my own two hands. I don’t want to talk about it. I want to build it. I want it. I want to be quick to action. Right? Yeah. So you guys talk about all this stuff. I want to build it. And so that got me passionate about construction. My father built homes for a living. He had his own business, residential construction, very successful. I grew up in the construction field. So when I got out of, I dropped out of college, I actually took some welding classes. And just because that was the thing there the oil and gas boom was huge.

John

Were you still in Missouri at this time? Yeah. Okay.

Clint

Yep. So the boom was big. And everybody was going to North Dakota and Odessa and, and all these places and down to the to the Bay. And they were they were making six figure salaries. You know, at 21 years old, being a welder. Yeah. So for me, that was a huge driver. Man, how do I get there? Luckily, for me, I had a family member, that was a, there was a pipe fitter. And he brought me on as a helper. And so I got on a crew, I painted handrails, I tightened bolts, I handed people tools for about a month. Right? And I, I couldn’t take it anymore. Because at some point, you start to realize, and I’m not saying I’m smarter than anybody, but you realize your talents, okay? That guy just messed that up three times, I would have never done that. You start building that kind of confidence in your head.

John

That’s also your D-ness though.

Clint

Sure. Absolutely. So so I’m not scared to take that chance, at all.

John

Because once again, Clint is gut-driven, if you see someone else making mistakes, he is absolutely confident in his ability to not make the same mistakes and that’s important to kind of talk about.

Clint

That’s a really important clue. Because one thing that I do is I study, I’m a very, I see everything going on around me, as a D, that’s pretty, your awareness is big. You’re seeing a lot of the little ticks that make everybody work. And as you do that, you’re going to see a lot of weaknesses. And you’re going to see that, okay, well, if if he’s weak in that point, I’m going to take a, I’m going to take that, and I’m gonna learn from it. And I’m not going to do that. So when I get the chance to step up, I’m not going to make any of those mistakes. That’s, that’s a very D task. That’s why I think a lot of your D’s sit on C level positions in companies, I really do. It’s not that they’re smarter than everybody, because they’re willing to take the chance, one, and they’ve also studied everybody along the way, and they’re not going to make that mistake.

John

The studying thing is kind of an interesting thing because I don’t believe to that assumption whenever I’m thinking about a D. I think about them being wrapped up in their own shit. And I got to make shit happen. And if you’re not going to do it, get the hell out of here because I will make it happen.

Clint

Buddy, I drive down the highway. I see people in the oncoming lanes. I see what car just passed me. I see where people are going to go. That could be me personally, I’ll give you that. I think that most D’s that I know, almost all D’s I know have that similar trait.

John

Really? Yeah, it’s interesting.

Nannette

They’re going to be judged, so they want to be judged at a high level. They want to always be ready. I think you’re always..

Clint

I think you’re always, as a D, are always trying to be the best in the room. Right? Exactly. You’re always trying to be…

Al

Not today, Chief.

Clint

How could you be the best with Doc Al in the room?

Al

Man, you know?

John

So what happened? Right so you see people making mistakes, you’re a helper. You don’t have any skin in the game as far as like like skins on the wall from like a social have nots. You just walk in and you say hey, mother fucker, let me sell this.

Clint

You know, a guy told me Hey, I heard you’re a pipe fitter. My brother in law lied for me. He said, Clint’s a pipe fitter, man. You gotta get him like some welders up there tomorrow. He’s trying to get me up the scale. Okay. Luckily for me, that worked out he said, I hear your prefer. And we’re most personalities would say, I got one. Yeah, that’s me. I didn’t I didn’t do that. I said, fuck yeah, bro. And he said, Well, that’s great, because I got three brothers coming for you today. And I said, Bring it on.

Al

So we got three welders meaning guys coming to work for you?

Clint

Yeah, coming to work for me and do some and I know, I knew nothing. I knew nothing. And I…

Al

Okay, so walk us through what you do to bring yourself up to speed.

Clint

YouTube. Google, whatever whatever tools you could pull. Okay, fake it til you make it. You said that.

Al

Oh, absolutely. But we live in an age, guys, where you can.

Clint

Yeah, right. You can find information. And this was this was not a smartphone days. Yeah, this was go home and Google years.

John

What year was this?

John

2010? Maybe.

John

So, how does that but that’s still not a sales role? No. Okay. It’s not so. So how do you get into sales?

Clint

So, let me give you the skinny. So after that I got I got into, I got into a lot of stuff in construction. And and they became pretty quickly aware, like, Hey, he’s just going to take charge of this situations. He has no fear of going and talking to a customer, plant engineer, or plant owner, he has no fear. And so I’m a pretty, I’d say smart because a pretty smart guy said, Hey, man, you got a knack for sales. You got a knack for dealing with customers. You can talk to them, you’re not scared them? Because that’s that’s a big factor. Yeah. Don’t be scared. Business stature Do not be scared of people. They’re just, they’re just human beings. They work a ladder, you work in a ladder. You’re there. So I didn’t have that fear. I still don’t have that fear. I I really don’t care what your title is, I’m going to talk to you like you’re my best friend, or my worst enemy. Right? So that’s what got me into sales a guy and said, Hey, you know, I think you need to chase this avenue, I’m in this, you fit well in it. And it didn’t work out.

John

Really

Clint

It did not work out. I because I still had a very doer mentality. Had a very, I can do this myself. That’s not sales. That’s not management. That’s not anything. I can’t do all this myself. I can’t sell a million dollar mechanical job and go do it myself. Right. And that’s, that’s the development from who I was as a salesperson from day one. And today, you know, seven years later…

John

So, so question about that. Is that part of being a D? Or is that part of you working like in the field, as someone who painted the handrails and had seen all this stuff?

Clint

Yeah, I think it’s a, I think it’s a mix, a lot of people that are going to come from the field in my game are going to have a chip on their shoulder a little bit. And that’s going to come off as a D, a lot of times. But that doesn’t always mean that’s who they are, they just have a chip on their shoulder. I know. Most people in project management in the construction industry have come out of the field. That’s the way you made it out of the field. That was your path. So once you got there, then you realize there’s a lot of politics involved. There’s a lot of I can’t say that to those guys. I can’t say these things in that tonality to those people. And that’s, to me, that’s kind of politics. And once you once you have to play by rules, by somebody else’s rules, you have a chip on a shoulder, and that comes off in a very dominant trait, but it’s not a dominant trait. It’s just a chip on your shoulder. That’s all it is.

John

So okay, so to recap, right? You get invited to be a salesperson, you take it, and then you fail.

Clint

Yeah.

John

What is that failure look like? Like, did you get fired or did you just not hit goal? Was…

Clint

I think it was, at some point, it was worded as, hey, we just need you to go make money. And the way you make money is not in sales role. It’s in the field. You made great money for us. And now and I need you to, they wanted to push me back.

John

What did you do?

Al

Was it because you weren’t performing in sales?

Clint

Yeah, it was like, Oh, I didn’t know I didn’t know anything about sales.

Al

You had some some rough patch. When you got into the sales side.

Clint

I had no idea what sales were okay. I didn’t even know what it meant to say. I didn’t even know how to I didn’t even know how to do it. They told me Hey, you’re a salesperson. And here’s the computer and so I come back. So, for me, they asked me to come back to the field, I just said no, not gonna happen. I think I’m good at this.

John

So you were gonna you were ready to quit? scorched earth?

Clint

No, I was ready. I was ready to take on a new challenge. So because I felt that I was good at this, but I didn’t know anything about it.

Al

But they were telling you you weren’t.

Clint

Okay Clint, let me give you some news. You’re right. People, everybody told me that like maybe this isn’t your bag baby, get out.

Al

So then, what did you do?

Nannette

You can only promote a D.

Clint

So I went to a new company, the one that I’m currently at, at this moment.

Al

Did you get fired, or you leave on your own accord?

Clint

It’s a mutual separation.

Clint

Nobody fires this guy.

Al

Guys, he got fired.

Nannette

It’s alright, Clint.

Clint

Nobody fires Clint.

John

If he’d been there for one day longer he would have gotten fired.

Clint

So luckily for me, I landed in a pretty good company.

Al

Did you take all the pins at the end? And notepads?

Clint

I did have like 600 business cards that I threw in the trash.

John

Okay, so you’re in Missouri during this?

Clint

I just moved. So that’s what’s hard is I just moved like for the fourth time for this company, on my own dime. I moved my family around. And they had moved me to Texas to try to set up a satellite office, so to speak, like, get some sales going. Let’s open up a shop. Let’s get this all built around you down here. And I failed as a salesperson to get that going. And once I did that, it was kind of like, shut down operations pull it back. Let’s see. Oh, so I was in a hard spot.

John

Oh, so you’re out on a limb?

Clint

I was completely. So it was kind of a it was kind of one of those deals where I was like, hey, if you want to, if you want to come back to Missouri, and work in the field, we’ll have you. Yeah. And I just said, Hey, I just moved for the fourth time for you guys, lost so much money over the years.

Al

They’re like we did too.

Clint

Yeah, yeah. Don’t get me wrong. It’s a mutual, mutual loss.

John

Keyword, mutual.

Clint

I’ll never blame them for that. It was a mutual loss. But, you know, I felt that I was I was at a place where I wanted to dig my feet into something a career. And I felt that why I watched a lot of sales people run around in my career, promised a lot of things weasel their way in and out of things that bothered me a lot. And I didn’t want to be that person. I thought I could kind of change the game. Right?

John

That gut is so strong. Yeah.

Al

Because those are big words.

John

Yeah, I can’t tell you how many times I’ve had a successful week. And I have one little thing and it makes me second guess myself. You don’t appear to have that whatsoever.

Clint

No, you know, I love chaos. Don’t forget that. As a D, I love chaos.

John

Explain that.

Clint

I love chaos and the fact that…

Al

Okay, Donald Trump.

Clint

Thank you.

Nannette

I think this is very important to share what you are.

Clint

So I like any chaotic situation where everybody else frazzes and loses their mind. I feel that I’ve always been a collective person where I can kind of make the best decision for everybody based on look, everybody’s going crazy right now. That calms me down. I know that maybe not work with a lot of you guys. When things get chaotic, and I watch everybody scrambling around like chickens with their heads cut off. That actually calms me down my heart, my heart rate drops.

Nannette

Because I can save the entire world.

Clint

And but but that’s a that’s a pretty clear change. I know outlook on what I think. Sure.

Al

Now are you wearing your superhero costume?

John

Underwear outside the pants.

Clint

I mean, you guys act like I don’t have one?

Al

I know you do.

Clint

But that is but no superheroes a good word. Because I do believe that in a lot of things.

Nannette

Don’t make fun of him. I think it’s true.

John

Yeah, so let’s stay on track. You know…

Al

You had to hold that in so hard.

John

So I’m a little curious. Right. So you take this job, you stay here, you know, it’s great. And they and things are going well, how long you been with the new company or the company with now?

Clint

You know, a couple years? Three years?

John

So couple years? Yeah. So what did that first year look like?

Clint

Terrible. 9% hit ratios, total failure.

John

So explain hit ratio for people that…

Clint

Okay, so hit ratio, you bid 10 jobs, you get one? Your 10% hit ratio to be? Does that clarify it? So when we talk hit ratios for me, I don’t want to talk about you know, the numbers. I don’t care about sales, I don’t care about bottom line, all those stuff for people over the top of me, I care about hit ratio as a salesperson. Yeah, I care about hit ratio, because that number proves to me that I’m doing everything right as a salesperson. I’m developing relationships, I’m vetting all these bad jobs out of the door. So one of the best ways to increase my hit ratio over the years has not been to do anything different other than drop bad customers. Right? So if I had 1000 customers, and 90 of them were terrible customers, you never made money with them. You bid 17 jobs to em you never got one, they always shop you out. They always use your number. They shop you out to the world. And you drop all 90 of those people today. Boom, click, drop em.

Nannette

Can you explain shop?

Clint

Shop us out so what I what I mean by that is that I give you a bid. And they said no, I don’t like your number. Let’s go get three more numbers from somebody else. your competitors.

John

Or, it might just be their process.

Clint

Yeah, we talked about this today, John. Right. So some people literally have to get three numbers for their company policies, which is fine. That’s fine. That’s the that’s the nature of the beast. I play that game every day. I’m okay with being one of three, what I’m not okay with is being one of 10. I’m not okay with that.

John

Why? Why what? What’s the difference between three and 10? In your world?

Clint

Because three, I think they’re searching for value. You vetted some people, you vetted 10 people to get three that are qual-? Because look, I could tell you that I’m the greatest thing ever. The fact is, is that there’s a lot of people that are the greatest thing ever. There’s a lot of construction companies that can do what I do. There’s a lot of construction companies that can say exactly what I say. And also performan it, just at the same level that I am to think that you’re a one off is crazy in this business.

John

But how do you balance that with being a D? Right? Because isn’t success and being King of the Mountain like kind of part and parcel of being a D?

Clint

I think to an ignorant D it is.

Nannette

Also, based on what you just stated, it appears that it’s just based on the number, where there’s so much, much more involved than just the bottom line.

Clint

Well, my whole deal is how do I get?

How do I get the customers that call me. And when they call me they’re planning on doing work with me, not bidding me. They’re planning on getting a number for me to do work with me that that’s my goal. That’s easy to say, right? There’s a lot of work that goes into that they’re not to mention that you have to have successful projects over and over and over again, to have repeat customers. You can’t just expect somebody off the street to pick up the phone and call you.

Al

And that brings a good point. I mean, I think regardless of your personality, you have to show yourself and you have to show your organization success. And then you use that forward momentum to go get your next successful…

John

For sure. No, I agree.

Nannette

So if you’re a D, and all they’re talking about is money, how do you win?

Clint

That’s a good question. Can you can you elaborate on that?

Nannette

Okay, so you were just talking about everyone turns in bids, you have three people giving a bid, then you have 10 people giving a bid? Well, naturally, when you get to the 10 that would make me feel like oh, you literally are just looking at numbers. You’re not looking at personality or anything.

Clint

So I won’t bid that person. Okay, I won’t get that job. I won’t even talk about it.

But I have to find that up front.

John

Do you get Okay, so so I’m gonna interrupt you. Do you get pushback from your company? About not bidding every job that comes in the door?

Clint

Yeah, there’s a lot of misunderstanding in that.

Al

Polite way to put it.

John

Can you speak a little bit more to that like, like, how do you deal with those inner office politics? Because the thing you’re good at is making a decision? It’s also your weakness.

Clint

I can tell you, proofs in the pudding. Tell me that my hit ratios down. Tell me that what I’m not saying is right. Because look, John, if if my hit ratio was at 10%, across the board all the time, then I would have to take advice from somebody else because it’s low. I’m failing. I’m not doing well. But when you’re successful, and your hit ratio is in the 70, 80% ratio. Don’t tell me, don’t tell me about it. Because I obviously I’m doing something right. I’m obviously doing something correct. I’m working through the process. I’m doing all these things. And you should listen to me. Because I’m obviously I’ve been successful because of my track record. And sales. There is no better way to judge somebody than your track record.

Al

Absolutely. I completely agree.

Nannette

But that’s so convoluted, because Who are you talking about? Are you talking about your company judging you? Or are you talking about the customer judging you at that point?

Clint

No, I’m talking about like, I’m talking about my company. But all Yeah, good point. John is also myself, I’m talking about my success. My my hit ratio is in my own mind, to be honest with you Nan, the customers opinion… Those things, you know, when I’m searching out people to do business with, the customers opinion, is the last thing on my mind.

John

Really?

Clint

Yeah. Why? Why would it be anything different?

John

What do you measure success by?

Nannette

Yeah, mine is the complete shift.

John

Well, of course it is. But yeah…

Nannette

So I’m like, Whoa, so explain that.

Clint

Um, so I believe I said it pretty candidly, last week that? You know, for every person that doesn’t like me, that’s fine. I’ll go find nine other people that do. Yeah. So I believe that, it deep down, I believe that there is no one person, when you come to me, and you present this great big job, and it’s great. And all you should do this. Man, that sounds great. But as I qualify you, and you don’t fit my company, I’m very quick to drop you and I don’t care, I don’t have any feeling towards it. Because I’m going to go find somebody that does, because my track record proves that I can. Right? And once you have that inkling of success, and let me tell you guys, my hit ratio went from nine to 68, 68 to 72, to from 72 to 78, to 82 to 78 percentages, my hit ratios. So it’s not like these are 10 year things that you have to work at, you can literally increase your hit ratio by totally dropping all of your bad customers tomorrow, you can do that I did that.

John

It’s the 80/20 rule

Clint

It is.

John

80% of your business comes from from 20% for clients and vice versa. So do you get, how do you handle though when your company comes back? Right? The president owner, whoever your whoever supervises you in your sales role, and says, hey, why aren’t you bidding to these people? We’ve got estimators on staff and they’re here to bid jobs. Why are you sending jobs to those people?

Clint

Man? That’s a good question, because that happens a lot.

Clint

My first question is, because we’re in that we’re in the question business. Yeah. My question back is, why do you think that they’re good customer? Why do you think that I’m not chasing them for you? There’s a reason that I’m not obviously involved in this. If you hired me to be a, your sales representative. And you’re telling me that you’re bringing me a job? Well, well, first of all, that probably failed by not knowing about the job. But that’s one. And that’s okay. Because you’re not going to know about, you’re not going to know about everything, people are going to have different leads, project managers, field personnel, people that you live three doors down from are going to have leads on jobs, and they’re going to bring them to you that you should have known about, but you didn’t. And that’s just the way the world turns.

John

So but hold on, because I think that that’s important thing to consider, because that’s not the norm. Right? I mean, I don’t think that that happens in Al and Nan’s business, it definitely doesn’t happen in mine. If someone decides that they want to, like, change how they think about selling and institute some process. I don’t know about that. But because, because the role you play in, there’s only a certain limited number of people that are taking these jobs, and you’re subbing from them. So there’s an appreciation to the industry there.

Clint

100%. I always throw props at my industry because I think we touched on this maybe a couple weeks ago. My industry, I’m very fortunate. It’s really a small world, as big as construction is, I mean, you’re talking hundreds of billions, billions, billions with the B a year in construction, it’s still a very small world. There’s only so many big players that do all this work, they may sub out a lot of this stuff, right. But you get to know the general players, especially in your area, especially in your industry.

And when those people, they start talking to you about partnerships and values and all this stuff, some of them mean it, some of them, they say it to get you on the hook. And that’s the process that you have to push them through to weed those people that don’t mean it out. So when my when my C level guys, or my vice presidents or or bosses bring jobs to me and say, hey, why aren’t we doing this? These are our best customers. And my challenges? Well, there’s a reason that I’m not. And I can show you the proof because you have to have that. John, this worked very well, for me and you because we’re very task oriented. But we’re also pretty analytical people. Yeah, I can show you the proof on why I’m not bidding this. Yeah.

John

How many numbers do you want?

Clint

We’ve bid, we bid 30 jobs to them. Last year, we only got one, the one that we got we lost 10% on? Why are you counting these? So those are my questions back? Why are you counting them as a good customer? Because to me, on paper, analytically, these guys suck. And I don’t want anything to do with them. So drop them. Now, could you repair that relationship? Could you build a lot of stuff with those people? Yeah, that’s possible. Mind personality is quick to drop.

Al

Well, but then they would have to be a different customer. Or you’d have to train them. Yeah, exactly. You can bring them upscale, you can point out some things and show them how to cross the…

Nannette

So, across the board with every type here. You always have to know your customer. So you’re identifying your customer and releasing them. Where I think some of us…

Al

Hold on to them a little tighter.

Clint

Well, I think our think our industry is a big player in that and how hungry you are. Right? So if you’re very successful, and you’re selective, you’re successful. And because you’re successful, you can be selective, which is, which is a position I’m in right now. I’m not starving for jobs. I’m not out there. You’re beating down doors.

John

We’re in July and you’ve already hit your annual goal, correct?

Clint

Yeah. So I’m not you know, I’m not beating down doors trying to find the next big player. I’m not doing a that. So so I’m very selective. And when you’re selective, that’s a different mentality.

Al

Well, then, okay, so then speak to the listener who may be going shit, I got nothing, you know, and I’m expected to, you know…

Clint

Oh, I got a good point that Doc, I would tell you this, if you’re looking at 10 customers today, and you’re hungry, and you’re beating down doors every day, you got 10 customers that you’re like, man, I gotta make one of these happen. Pick the best one out of the 10 and make it fucking work. Make em work?

John

How do you define the best one?

Nannette

Thank you. That’s what I was gonna say.

Clint

That’s why I think research has a lot to do with it. Right? So do you have.. So the upfront qualifying, the upfront qualifying, that questioning all that stuff? Or do they have, do they have a budget? What is that budget? Are they serious about spending the money? If you’re not asking those questions to those people? How do you know? I don’t know how you would know, I don’t?

Al

So then do they have a need for it?

Clint

True, right? Do they? Are they have you taken them down the pain spectrum?

Nannette

Where you ask them the appropriate questions?

Clint

Sure. You gotta you gotta work them through the sales process. And when you get to a certain level, your sales process right before you decide you’re going to close on these people, instead of trying to close on 10 people and failing at all 10. Let’s focus on one or two that are actually real commitments. And if you can focus on those and put all your energy and all your time and effort and show them that you truly care, and you’re going to do exactly what you say you’re going to do. My belief is that you will close more.

John

So you’re not a fan of the mile wide, inch deep?

Clint

No, I absolutely hate the fact that people call thousands of people to get one close. Okay, because that’s successful. That’s a successful model. Don’t get me wrong.

John

It’s successful. Because it’s a behavior. It’s not efficient.

Clint

It’s not efficient.

John

It’s not efficient. Absolutely. So for the second time, right, we talked about some of the strengths, talking about the weaknesses, right. And we talked last week about how the strength

Clint

I got a lot of them.

John

Absolutely, right, the strength is the weakness, right? When you when you make a decision about someone, and you’re better than most to you, because you’re pretty self aware. They’re dead to you, for all intents and purposes.

Clint

Through time and a lot of self awareness. Of course, that I’m I’m a different person, but a couple of years ago. No, I wasn’t when my hit ratio was at a rock bottom, when I was failing. I was not a self aware guy. Well, I was a typical, I’ll call it a douche bag D.

Yeah, I mean, I think doc would agree with that. Right?

Nannette

And so what, what did you do then? Tell us.

Clint

So I think you’re quick to just bang on this guy doesn’t, right? He doesn’t get to do business with me. F that guy. See you later. You say all those things. I still say those things. But I truly mean them. I truly have reasons to backup why they’re not going to do business with me. And I’m the customer. I think as a salesperson, we forget that people need us.

John

Yeah, that’s a good point.

Clint

I think you forget that. Hey, man, if I sell couches, on both sides, yeah, both sides. If I sell couches for living, and you need a couch, you need me. I sell couches, right? You need me, and then…

Al

I’ll sit on the floor.

Nannette

I literally even think that as an S. If you don’t think that, you will not be…

Clint

That’s just straight confidence.

John

The both sides conversation that I said a moment ago, the corporate, they’re not going to make couches if there’s not a demand. So there’s, stimulating demand, you know, getting into these conversations, then nothing ever moves. And then you got to be the liaison between the company who no one really wants to talk to, right? No one wants to talk to you an engineer who’s like designing this stuff at at the end of the day? Nobody. Nobody does, right. So we’ve got to be able to qualify that. So you know, for the second time and not talking for three hours, because we can about each one of these different things. Right? We’re going to start to kind of wrap up. Before we do that. Al and Nan, you guys have any last questions before we end open season on Clint?

Al

No, I think you summed up what you do well. I mean, I’ve been around you long enough to understand that you mean everything that you just said. Right? And that you’ve found a pathway from not being successful to being very successful in a short amount of time. Right? I was gonna say that you shorten the learning curve and you honed in. So you know, again, Ithink, you know…

One of the traits, one of the traits of a of a really high D, which is where I’m at in the spectrum, top corner D. I like the word top corner.

John

Of course you do. Right, but just so everyone knows Clint’s sister is a higher D than he is.

Al

Yeah, so it’s not a male. Yeah, that’s not a male-female thing.

Clint

Let me tell you, my sister will put me to shame when you think about a high D. Yeah. I mean, she’s, you talked about scorched earth all the time.

John

Only in relation to you, buddy.

Clint

She’ll do that the DNA relatives.

Not, you know, and that’s true. The female/male high D’s, everybody kind of gets this notion in their head that it’s this suit wearing, powerful guy. You know, this is a C-level of a big firm in New York or whatever, that when you say high D, that’s what I think of, even me being a high D. That’s what I think that’s really funny. Yeah. Well, Donald Trump, right. I know, you don’t like to talk about it. But the point of it is, is that he on that spectrum is there?

Al

Crazy as hell, but anyway.

Clint

So um, so that’s, that’s the notion that you have but I know so many man. I know, I know so many women that are cutthroat. They are so cutthroat. They put me to shame in the high D category.

John

And one day, we will take the deep dive into how, like how that shows differently for men and for women. But for the sake of time, we need to wrap this up, out. Good. Nan, do you have any questions?

Nannette

I’d just really like to know, Clint, what’s your favorite thing about being a D?

Al

Everything!

Nannette

No, no, no, I, I think there’s something that you go, I’m so glad I’m a day, but there’s also something that you go crud, this doesn’t really work.

Clint

You know, if I have to answer your question honestly, which I will because I’m a D.

We don’t lie. I will say that, one of the things that drives me the most crazy is people that can’t make decisions. People that analyze data, and they sit there and they think, man, I’m not sure yet. We’ll talk about tomorrow, John raising his hand.

John

I’m raising my hand because I’m that guy.

Nannette

So, that’s your weakness?

Clint

No no, no, let me finish.

John

It drives him crazy.

Clint

It drives me absolutely crazy. So one of the things that I love the best is that I’m quick to that decision. I see it, a gut feel, I see it. Okay, this is going to work. And you know what, if it doesn’t fuck it, we’ll figure it out. We’ll figure it out along the way.

Don’t even worry about it. You know, being a combat veteran was very much everyday was that way to combat vet guys? Anybody that’s that will know that it’s like, if you can make the best plan in the whole God dang world. It doesn’t always work out. What are you going to do when it doesn’t work out? So you’re talking about what’s my favorite thing about being a D? My favorite thing is that when those situations arise, that chaos, that total chaos, I’m calm, I’m cool. I’m collective. Let’s get this done. Let’s, let’s focus everybody. Get behind me. Follow me through the door. Let’s get this done. That’s my favorite thing about being a D.

Nannette

Cool, I love that.

John

So I got a question before we before we wrap up, right? When you took your DISC assessment, the very first time, you came back a high D, was there anything that surprised you?

Clint

Um

John

About the strengths or weaknesses or where you’re going to excel or struggle? any of that stuff? Because if you take one of these tests, one of the important things to consider is there is some there’s differences, right? There’s that secondary letter, there’s your need to adjust in the workplace, things like that. Was there anything when you sat down and you were working with whoever you worked with to kind of go over this information with you? That blew you out of the water as like something you didn’t know or something that was validating?

Clint

Yeah, I think, I think that there was no surprises. To be honest with you. I was pretty self aware that I was that I’ll call an asshole. Because that’s that’s kind of the way…

John

That’s how you come off, right? Especially if you’re someone like Nan, right? So S’s and D’s typically have a hard time getting along together.

Clint

I’m very blunt. I’m very, you say it a lot. I’m very brash.

You ask, I tell. Sometimes when you don’t ask, I tell.

I always know that about myself, there’s no doubt. So that’s no surprise. What’s surprising to me is that somebody told me in order for you to kind of deal with other personalities, you’re going to have to come down the spectrum, you’re going to have to change a little bit. And not change you as a you as a as a heart and soul kind of guy, but change in the situation to be able to handle it. And so as people told me, to, hey, you might want to slide towards an I a little bit, if you slide to an I, you border, that I-D line, you, you’ll go as far as you want to go. And that’s a problem for me. Because naturally, I always slide towards an I. That’s not my point. The point of it is, is that I want to slide away from an I, naturally, so like naturally, and this is confusing shit, maybe, naturally, I slide towards an I in a social situation. I want to be the center of attention. I want to be that guy that has fun. I want everybody to, don’t worry about money. I got this, let’s do this. That’s kind of that D/I in me, right now slide to towards that I but in a business situation, I don’t want to lose that. That D, I want to stay in the corner. And, and unfortunately, one thing that I that I’m learning is that if I stay in that corner, I’m not as good. Right? As a salesperson.

John

That makes sense. Awesome. Alright.

Al

Well done.

John

Yeah. Good job, man.

Nannette

We love you so much.

John

Not as much as he loves himself, but it’s close. I think.

Clint

You love love like I love myself.

John

Alright, awesome. So next week, we’re going to be taking a deep dive into I and Al, specifically, his history who he is, and why, why he’s here, right?

Clint

Be strippers and booze

John

Gonna be crazy.

Al

Hardly.

John

So follow us, right. We’re on all the social media. We’re on Facebook at Sales Throwdown. If you see this logo, that’s us. We’re on Instagram at Instagram. We’re at Twitter on Instagram. Apparently no one else had the audacity to come up with this name before we did. So we’re pretty lucky there. So go follow us. Sign up for our mailing list. That way you can be on tap and subscribe. And we’ll be back next week.

Nannette

We love you and we want to work together.

Clint

Sales for life.

Al

Hashtag it. Let’s go have a drink.

John

Absolutely.