07: How to Make Your Sales a Conversation Instead of a Pitch With Jill Konrath

“If I did things differently, would my life be different? Would I be able to make more sales working less?” – Jill Konrath

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How often do you feel like you just don’t have the time to get everything done? This happens to all of us, and then we get stressed out and overwhelmed.

Jill Konrath, leading expert in sales and author of four books on the subject, is here to share her expertise on what you can do to improve your sales, in less time. It’s all about preparing for conversations and coming with questions and showing your value.  

We’re also getting into what Jill learned in writing her newest book, “More Sales, Less Time” about how to focus your day before you get started, staying mindful, and letting yourself take breaks.  It’s not how much time you spend, but how much energy you bring to the task!

This is a great episode for anyone who sometimes feels like there’s not enough time in the day.


“Sales,to me, is about a conversation and not a pitch.” 

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  • Mindfulness will help with your sales. Slowing yourself down allows you to clear your thoughts and then really engage with the task or person in front of you.
  • Only about 10% of people are naturally “time management gurus,” able to perfectly manage themselves and not struggle with sleeping in, etc.
  • Focus yourself. In the morning, think about the one thing you need to do today for everything else to follow through.  Do it first.
  • When you need to take a break, get up from your desk or computer. Move around, talk to someone, go for a walk. You’ll be more productive.
  • Sales requires many touches. Make a plan in advance for how and when you’re going to contact people so you don’t lose time and energy regrouping.
  • When making pitches, always keep the business value that you can provide in the forefront.
  • Prepare for your sales conversations in advance. Think about the conversation before you have it and decide what you’re going to be focused on.
  • Come to meetings with questions for potential clients about what specifically their company is looking for and how you can fill their needs.





(NEW!) More Sales, Less Time

SNAP Selling

Selling To Big Companies

Agile Selling 




Kim Orlesky: Welcome back, listeners. Today, I have a special treat. Jill Konrath is joining me. With over a quarter of a million LinkedIn followers, Jill Konrath is recognized as a sales leader in selling today. She’s recently named one of the top seven sales influencers of the 21st century. She’s an internationally keynote speaker and bestselling author of four books: ‘Selling To Big Companies,’ ‘SNAP Selling,’ ‘Agile Selling,’ and her newest book, ‘More Sales, Less Time’ which will be out on December 6th. Welcome, Jill.

Jill Konrath: Hello. I lost you.

Kim Orlesky: What happened there?

Jill Konrath: I lost you.

Kim Orlesky: Oh, okay. We’ll just continue to record, but I’ll do the intro all over again, okay?

Jill Konrath: Yep.

Kim Orlesky: Okay.

Jill Konrath: [inaudible].

Kim Orlesky: Yeah. You can always edit the first minute out.

Welcome back, listeners. Today, I have a special treat. Jill Konrath is joining me today. With over a quarter of a million LinkedIn followers, Jill Konrath is recognized as a leader in Selling Today. She was recently named one of the top seven sales influencers of the 21st century. Jill is an international keynote speaker and bestselling author of 4 books: ‘Selling To Big Companies,’ ‘SNAP Selling,’ and ‘Agile Selling.’ And her newest book, ‘More Sales, Less Time’ will be released on December 6th. Welcome, Jill.

Jill Konrath: Thanks for having me. I’m delighted to be here today.

Kim Orlesky: Well, I’m so excited. So let’s start by talking a little bit about your new book, ‘More Sales, Less Time.’ What can readers expect to get from this?

Jill Konrath: They can expect to save an extra hour to a day to free it up for more selling time. Then they can expect to have a clearer mind so that they are sharper and more strategic and more creative in everything they do.

Kim Orlesky: Yeah. And I was very fortunate enough to read your book right before the actual launch date which I–thank you so much for that. Near the very end, actually, you talked a lot about mindfulness which is something that I also like to definitely encourage people to do. How does mindfulness really play into sales?

Jill Konrath: It plays into it in a lot of ways. First of all, just the fact that you are quieting your mind in and of itself allows so much [inaudible] to come in. Just quietness is so important in this chaotic environment that we have. So it slows you down, it allows you to get more in touch with things, but I think the only thing that comes into it is when you are like that, you’re in touch with a different part of your brain and you actually, literally think differently. And you think better. And you think more clearly. And you’re more tuned to everything that you’re doing. So even if you’re more mindful when you’re with clients, you’re really there. And you’re in the conversation and having right now, and you’re not trying to think of your agenda and where you’re trying to go. You’re there.

Kim Orlesky: Yeah. I know even myself–like I notice a massive difference like when I started meditation and everything. That when I would have that conversation, I was entirely focused on the person, versus the thought process that goes in the back of our mind about what’s next and what’s the next question I ask.

Jill Konrath: I think that’s always in the back of people’s minds if they’re–I’m not confident about where they’re going. It’s like there’s a cycle going on, and it interferes with our ability to really listen, to pay attention, to really hear the nuance and what people are saying so that we actually miss important signals and forget to follow certain areas, and we go down the wrong direction. All because we’re nervous and we’re focused on our agenda.

Kim Orlesky: Yeah. I mean, when we talk about focus, we have that internal focus, but how can actually focusing even on time itself help a person make more sales?

Jill Konrath: That’s really interesting. I’m going to say right up front. I have really struggled with time in the last five years. It’s been a real battle with me. I have never had productivity problems before. But I have slowly but surely watched my days go into nights, and round the clock. And I feel like I’m working an eternity. Because of that, I’ve been carrying a burden of stress that I’ve never really felt before, but it’s always been there because I think I’m constantly online and doing things. So I just had stopped to think that that was just the way it is today. That we’re just operating, and they’re always on [inaudible] till I reached the point where I was just sick of it, and then I stepped back, I did a ton of research on what was out there. Because I actually wanted to change my own life.

What I found was that–how we use our time is a function of getting caught online in stuff that really isn’t all that important. It sucks us and it drains our energy. It oozes out our best thinking power and we actually lose ourself. We’ve become much less productive. So when I realized this was happening to me–it was happening to my brain, it was happening to my body, it was happening at every part of me, I literally said, “Woah. I have not stopped to think about the issue of time. I’m just being reactive about it. And if I did things differently, would my life be different? Would I be able to make more sales working less?” I mean, that’s an interesting challenge for any of us to address. So I became addicted to it. You need to know, too–this was kind of funny to say. I pretty much hated time management gurus.

Kim Orlesky: Yeah.

Jill Konrath: They’re the kind of person that if I had them over to my house, they would want to go through my drawers to make sure they were organized properly and in my class to see if I had my shirts hanging by color coding and things like that. I mean, to me, that’s who they are. And I’m not like that. [inaudible] end result, but in my mind, time management gurus–I mean, like they were born with this ability inside of them to block their time and do things nicely–and I wasn’t one of those people. I was really productive, but something [inaudible] wasn’t. So I didn’t like those people, and I particularly hated those people who were so self-managing that they didn’t have this problem. I found them detestable.

Kim Orlesky: Yes.

Jill Konrath: That’s not fair. You say, “Oh yeah, I decided that I was going to get up at 5:30 every morning and work out for an hour and then I’d do this and then I’d do that.” I [inaudible] my time, I’m like, “I am Mr. Cool.”

Kim Orlesky: Yeah.

Jill Konrath: I hated those people. But I have to tell you, my research show that that’s only like 10% of the population that I’m talking about. But I hated them with a passion because I wasn’t living that life. So when I did focus on time, my goal wasn’t to be like one of those because I’m incapable of that. My goal was to be a normal human being and to be able to do my job in less time, to be able to sell more without working my butt off and working in day and night.

Kim Orlesky: Yeah. And it’s so funny because I constantly get into these spurts where I am committed to waking up at 5:30 every morning and taking my dog for a walk and everything, and it never seems to consistently last. But I mean, a lot in your book–there was that at least if we focus on the one thing that we needed to accomplish. I mean, you mentioned Gary [inaudible] big question. What could we do is one thing that would make us so accomplished that everything else would become unnecessary? How did that kind of change for you?

Jill Konrath: Let me go back a little bit to the meditation part. The one thing was very focusing question. What is the one thing that if you did it, everything else would follow through? It’s a very focusing question. So if you start every morning quietly, but not open up your laptop and [makes pounding sounds] and the email [inaudible], and by 10:30, you look at the clock and you go, “What just happened? Where have I been?” But if you start the morning slowly and just sit down and quietly think– “What is the one thing that if I do today, everything else will be much better?” And when you just sit there with that question for a while, some options pop up–and more than one option pops up–but if you just keep focusing, you’ll say, “What is the one thing that if I really do this today, it will really change everything?” And then things become clear.

I mean, that’s the reality. When you focus that way and keep asking that question, it keeps sorting out the [inaudible]. You know that there is something that you can do today that will matter. When you know that, you can start on that as opposed to not getting around till 4:30 in the afternoon and then going, “What the hell happened to my day? I haven’t done anything. My to-do list is longer now than it was [inaudible] start with.” And I go home with an additional burden on my back feeling guilty that I’m a lousy person because I can’t manage time. All those things are [inaudible] inside of me, but the reality is asking that one question, just consistently asking it to yourself at the end of the week, start of the week, on Sundays. It really keeps you focused on the kind of thing that will really truly make a difference in your business.

Kim Orlesky: Yeah. It’s not about just focusing on working through all the way. Getting on that task and sticking with it for 8 hours, 7 hours, whatever that looks like. You also encourage a lot of break time as well. How does incorporating breaks into your day help actually create more focus and more results for somebody?

Jill Konrath: To me, it was fascinating. I spent a lot of time immersed in all sorts of books and studying neuroscience, brain science, cognitive science, psychology, sociology–I was like a total nerd–how my brain actually worked and what it meant because I needed to understand. You could tell me what to do. By the way, I have read everything about what I could be doing but I wasn’t doing. So back to your question. Ask it again because I was–

Kim Orlesky: Yeah, no worries. Just about how do we incorporate breaks into our day and how was that–by incorporating breaks, how does that actually make us more effective?

Jill Konrath: One of the things that I discovered in all those researches that–we have a certain amount of energy, and we are like batteries. We wear it down as the day goes on. And we don’t realize that we’re actually wearing it down. Many of us are glued to our computer just trying to plow through whatever it is that we’re doing. And we start thinking something’s wrong with us because I can’t focus. By the way, the brain works in cycles. It can pay attention for a certain period of time, and then the brain says, “I’m really tired.” But it doesn’t say it’s really tired. It stops focusing. And then it starts distracting itself because it can’t handle this many pots. It just exhausts it. So then it says, “Oh Jill, why don’t you check e-mail? Maybe something’s there. Maybe it’d be fun to hop onto Facebook for a while.”

Kim Orlesky: I’m terrible at that.

Jill Konrath: It turns you into someplace else. That’s because it’s worn out its energy. So what we need to do because the energy is a renewable resource, we literally need to [inaudible] breaks into our day at regular intervals. There’s a couple of different methodologies. I mean, the one thing that was fascinating to me was that [inaudible] group. They did the time management study and they really want to find out what differentiated their top 10% of their employees from the other employees. What they found in their research–and they were doing time tracking of how they were spending their time–is that these employees, the top 10% were working for about 52 minutes, and then they were taking this 17-minute break. They weren’t sitting at their computer taking their break, they were literally [inaudible] moving, talking to people in the office, like having a good time, going off for a walk–anything but not working. Then they came back and they threw themselves in and kept right on going. They didn’t even complain of stress. They did more work than other people with less stress. But we don’t do that, we’re slave drivers to ourself. We for ourself. “I got to finish. I got to finish.” Well, we would be much better served if we would say, “It’s time for a break.”

Anytime I feel like I’m [inaudible] power through something–if I just get up and go out and do something different away from the stupid computer, my energy will come back. By the way, once I detach from the project, my brain switches into a different mode. It switches from the task-focused mode into a higher level way of thinking that kind of takes more of a 30,000-foot perspective. If we’re struggling with an issue while we’re out taking that break, our brain is actually working in the background going, “Is there anything else stored in here?” I can’t tell you how many times I’ve gone on walks. Work for a while then go for a walk. I get about 10 minutes into my walk, and suddenly, it’s like ideas emerge that I didn’t anticipate. And they’re much better than the ones I could have thought of on my own. They’re so much better.

Kim Orlesky: Yeah, absolutely. I wish that study was around back when I was working in corporate sales because I think a lot of my managers would often call me a slacker–but it was true. I mean, not that I was slacker, but I would actually consistently take these breaks.  Or I’d find time for a mid-day run where they thought I should be spending all my time prospecting. You’re supposed to be like, “Today is dial for dollars day, and you need to be absolutely in there.”

Jill Konrath: In there pounding the phones. Except your brain wears out. It literally cannot stay focused that long. It is begging us [inaudible] to take care of ourselves, to feed ourselves. And we literally wear down the food in the brain. I mean, our brain really needs more food. When we go out and move, we get more oxygen into our body which gets us–bring more food to our brain so there’s literal physiological reasons. It’s important.

Kim Orlesky: It stirs up the creativity and everything. Kind of going back onto that prospecting side of it, one of the things you also say is that for people that are kind of building up that sales funnel, building up those prospects, you’re saying prospecting is no longer this one-time thing. It’s actually a system. So there’s multiple pieces that are involved in that that we need to take into consideration. What are some of those pieces that we need to think about when we’re pros–because it’s not just about networking and reaching out, there’s more behind the scenes as well.

Jill Konrath: Yeah, there’s a lot more. Research right now shows that–I mean, it’s taking 8, 10, 12 touches meaning any way you connect with somebody before you actually get to set up a real meeting with that person. It would be an email that you might send, you might meet somebody at an event, follow up with a phone call. When you go back and forth with all these things, you might see them on social media, comment on a post that they–or something on Facebook or something that they posted on Twitter. I mean, there’s so many ways to connect with people today. But the reality of it is it’s multiple touches.

What I see most people do who are in sales, and even people who are professional sales people, not entrepreneurs who are trying [inaudible]–they literally think of it as a one-off activity. “Ugh, I got to make some calls today.” But you know what, they had to make some calls yesterday and the day before, too, and they’re trying to get into certain companies. If they’re smart, they’ll have targeted certain businesses that they want to work with, and that would be businesses that are really aligned with the direction they’re going [inaudible] have problems that they can solve. And to think that–”Oh, just [inaudible] pick up the phone.” No, no. If you think I’m going after this company, I really want to do business with them, I drive past them every day–

I mean, we need to know who are the people in their organization that you might want to touch. And then we do research because we want to have a smart connection, we want to sound like an intelligent human being. So we do our research and then we have to craft the message to send out in the universe. If you’re smart, you’ll realize that it’s going to take multiple touches from the get-go. So why don’t I just sit down and think about how I’m going to do this put together system? Because if you don’t, what happens is–you call Jennifer and leave a voicemail, but she doesn’t get back to you. So then you send her a quick email a week later, but before you send that email, you have to stop and think, “What did I say to her before? Maybe I should check out if anything’s new. Let me look at her LinkedIn profile.”

Kim Orlesky: We’re doing the cyberstalking at this point.

Jill Konrath: Absolutely. And then you’re [looking at?] all this and then your head is gone and then you check email and then you don’t get around to it and then you have to come back to it two days later because now you really have to get up [inaudible]. But you waste so much time when you’re trying to be productive

and get more done, and you say, “I’m going to get going. Well, I have to have as many touches–” Why don’t I just plan them all out right now? A framework for these touches, these emails and voicemails and other outreaches. You can’t find social media because that will come on the side. But can plan email and voicemail or phone call. Messaging.  You can plan it and you can map out what you’re going to do. And have a plan, and then you just implement it as opposed to stopping every single time and having to think about– “Now what?”

Kim Orlesky: It’s been a while since I’ve heard from Jennifer, right? I have to go back to get to her, which actually leads to a lot of sales cycles actually get stuck. Sometimes we have some really good meetings, we have some really good conversations, and then all of a sudden, things just stall for various reasons. What advice could you give about how helping to move this forward?

Jill Konrath: Well, there’s a lot of reasons that decisions get stuck. It sort of depends on where you are in the process. If you’re early on and just had a first meeting–if you don’t get a second meeting–by the way, a ton of first meetings don’t turn into second meetings. To me, that is not a stock issue, that is a quality of meeting issue. I mean, I hate to say that, but if the first meeting is not turning into a second meeting, there’s a high likelihood that what you did during the first meeting did not either peak curiosity out of that person or get them really interested in advancing to the logical next step. So you honestly have to look at yourself and say, “How am I have to do things differently if I want to do it different?” No. To me, you’re always better off if you do it right the first time and don’t go into rescue mode–so that’s why I’m saying that.

However, sometimes, you have to go into rescue mode. And to me, it’s always a function of coming back to business value. What difference that you make and the business reason why we should reconnect again. So I might contact you back and say, “Kim, last time we talked about doing some coaching with your organization, you said how important it is to drive sales for 4th quarter.” And probably talk about getting on this fairly soon if you want to start realizing some of these results. So you have to not just check in and circle back and touch base because then you’re just worthless. You have to come back to the business value that you can provide and keep that in the forefront.

Kim Orlesky: Yeah. Absolutely. I mean, I spent a lot of time talking with my clients about creating that value and that proposition. For anybody who is either a first time sales person or an entrepreneur, what other advice would you give them about kind of getting started when it comes to creating sales or those relationships?

Jill Konrath: Sales, to me, is about a conversation and not a pitch. I think we need to remember that. Usually when I talk to entrepreneurs, they think that when they move into sales mode that they have to start pushing their stuff. It’s like they put on the sales hat and become a caricature of this most disgusting salesperson ever existed. That’s so wrong, but yet I’d seen entrepreneurs do that probably a gazillion times in my career because that’s what they think it means to move into sales. What they don’t realize is it’s truly about the conversation, it’s truly about the business value that people have. Until and unless you talk that way, you’re wasting their time.

Kim Orlesky: Yeah. Yeah. It’s funny you mentioned the character shift because even in your book, you talked about that as if. We have to act as if we’re already something. So not as if–I’m not sleazy used car salesman, that iconic person that we visited, but as if I already can provide my client’s value or as if I can already provide them something greater.

Jill Konrath: Yeah. Or as if I’m a consultant who’s just having a business conversation with someone. I’m just having a business conversation about something that–it’s likely that you’re struggling with, and that I could actually help you with. If I can act and keep in my mind that that’s all I’m doing, I’m not trying to pitch, I’m trying to have a conversation to see if we can solve it. You know what? Virtually, every entrepreneur that I know is capable of having that conversation. They really are. What they are not capable of doing is just not having a willy-nilly without any forethought. So to me, the key is if you’re an entrepreneur, to think about having that conversation–I’m going to be meeting with this company soon, and this individual soon, what should I be focused on at the beginning, what questions should I be asking?

Everybody talks about listening and how crucial that is, but I would say that which comes first, the chicken or the egg? Listening comes second. Listening can only be done in the context of a quality question. So somebody who invests time thinking about: “What really should I be asking them to find out how they’re currently doing things if they’re–what their goals are, what their priorities if they might be having issues in a certain area that I can address?” I mean, if that’s the conversation, people will be with you and they will want to talk to you. By the way, they will invite you back another time because you’re talking about what matters. But most people don’t write out the questions. One of the things I’ve always advised people to do is to put together a list of ten questions that you could ask, and not stupid questions like, “What does your company do?”

Kim Orlesky: Yeah. You could find that out.

Jill Konrath: [inaudible] right now, I mean, you don’t belong there. The reality of it. Assuming that you’ve targeted the right people and you’ve done your homework that would be relevant to their business situation today and would probably reflect some of the typical challenges and issues that people in that position would likely be facing.

Kim Orlesky: Yeah. That’s a great point because I also tell a lot of my clients to also think about those questions. And feel free to open up that notebook in the middle of the meeting with the questions written down. It actually makes you look like you’re prepared for the meeting.

Jill Konrath: I know. Most people don’t realize that, but that’s one of the smartest things you can do.

Kim Orlesky: Yeah. No, absolutely. And kind of going back a little bit, I mean, you talked about kind of putting on that consultant hat and everything. I kind of want to go into a little bit of your background. We share the experience of working for Xerox, and I know you worked for a few different organizations, and at one point, you actually made the shift to go from selling somebody else–some company services solutions to now selling yourself, your expertise. What was that transition like? Did you find any difficulty with doing that?

Jill Konrath: It scared the living daylights out of me.

Kim Orlesky: To be honest, right?

Jill Konrath: I mean, it really does. It’s one thing to be doing really well out there for a company pitching, talking, selling their products or services, but it’s another thing when it’s personal. Because it does feel like it’s your baby. And it’s like, “I want to bring out this pictures and show you that my–look at my baby. Cute!”

Kim Orlesky: Yeah. Don’t tell [inaudible].

Jill Konrath: [inaudible] my baby and say, “Oh my God, that is like really nice, Jill.”

Kim Orlesky: Just brings a tear to your eye.

Jill Konrath: It’s really scary from that perspective. But I think, if you have a very focused target market and you know who you’re going to go after as opposed to trying to be all things to all people–you can’t do that. It’s impossible and it’s [a route?] failure. You have to focus in on somebody so you can be what they need. That’s [inaudible] because you can’t just keep bouncing around. It was really scary. There was a lot of self-doubt along the way. I honestly didn’t know if I’d make it.

Kim Orlesky: Yeah. And now you’re an internationally recognized sales leader.

Jill Konrath: [inaudible], believe me.

Kim Orlesky: If you can think of just even one, right, what was, like, kind of your biggest failure that you remember doing during that entrepreneurial journey that you went on?

Jill Konrath: That’s really easy to answer. And it changed my life. No, after many years, I left and started my own business and was doing consulting, primarily, and product launches to Fortune 500 companies, specifically based in that Minneapolis-Saint Paul area which is where I am. And there’s a lot of corporate headquarters here. And I had two large clients, and they were both big companies. I was in multiple divisions running multiple projects with these clients as a consultant, and both of them came under pressure from Wall Street at exactly the same time the economy was struggling. They were told by Wall Street to cut their expenses. As an external resource, I was the first thing to go. I literally wiped my business out. 95% of my business walked out the door with them.

Kim Orlesky: We’ve all suffered.

Jill Konrath: I mean, I thought because I was in multiple divisions, it would only happen if there were bad things. It would only happen in the business unit where there were the bad things going on. But these were like across the board cuts that wiped out–I had five months worth of business booked out solid that went away. And everybody just [inaudible]. I had worked with these clients for a long time. It was more word of mouth agreements at this point. I had projects lined up. We were ready to go. I wasn’t taking any new business and literally nothing.

And I walked through the valley of death for way too long after that happened. First, I said, “We’ll be back, we’ll be back. Hang in there.” So I’d hung in there. After a while, I started to realize that hanging in there was getting old. I knew how long it took to create new clients. So then I didn’t know what I wanted to be when I grew up. So I went through a major identity crisis, and then finally hit me what I wanted to do. I went back to the market, but it was devastating. Wiped out a couple years of my time where I was going. But what I did is when I finally got ready to go back to the marketplace because I knew the direction I wanted to follow. I picked up the phone to try to connect with buyers, suddenly nobody answered the phone. All calls rolled to voicemail, nobody returned my message, and I went, “Ugh, what in the world just happened? I used to be really good at this stuff. Now, nobody’s calling me. It’s like [inaudible] get back to me.”

So I literally had to go and figure out what did I need to do in order to set up meetings again. I spent a lot of time studying it and experimenting to try to find the right way. I’m an experimenter by nature. I like to try new things to see if I could find the answer to my puzzle that I’m trying to solve. But the [inaudible] of it was is I did find duplicatable, repeatable way. When I did that, suddenly I realized that everybody else was struggling with the same issue. And that’s when I wrote my first book, which was Selling to big companies which was really all about how to get your foot in the door of the larger company. I [inaudible] that’s what all I had to say. The next problem hit and then the next problem hit and everytime I ran into a problem, the second problem that hit was suddenly was everybody was crazy busy and they disappeared into a black hole. Where they heck did they go and why wouldn’t they get back to me?

Back to your earlier question. Then I spent almost a year studying crazy, busy buyers and how to be effective with them. And that resulted in SNAP Selling which is focused on selling to the crazy, busy buyer. After that, I ran into another problem. People said to me at that time, “Jill, but I am crazy busy, too. What do you have for me?” I just kept saying, “Well, I don’t know.” Don’t ask me that question. I thought, “There is something that I do know that most people don’t.” From my consulting days, I had to handle so many projects at once that I mastered rapid learning. And I knew how to jump into a new sales job because I would help these companies launch, these new products. And I was doing 10 or 12 launches a year. I knew how to jump into a new industry, figure out what needed to be learned from the sales perspective fast in terms of the customer and the product, and then take the sales training methodology and create a go-to market strategy for sales people.

[inaudible] I don’t know many people that were launching 10 or 12 different products to totally different markets every single year. But there is a rapid learning methodology which I wrote about in Agile Selling. How to get speed fast. And then finally, this last one I finally [inaudible]– “Okay, I’m so crazy busy. I’m crazy busy. There has got to be a solution for this.” So literally, I’ve been on the experimentation binge for the last couple years in terms of finding out how can you get back control of your time and your mind because my brain is scattering, our thinking is fragmented. We’re not focused at all. And yet, we’re trying to go forward, and we’re all exhausted. It doesn’t work when you’re exhausted. We have to change things. So that’s how I got where I am today. One crisis wiped out my business and set me off in a whole new direction.

Kim Orlesky: Wow. It speaks volumes on perseverance and tenacity. Fantastic. Jill, I’ve had a fantastic time. Your new book ‘More Sales, Less Time’ is being released on December 6th. Where can our listeners find that book, and how can they get it?

Jill Konrath: They can find it–virtually, it’ll be at any bookstore at that time, but it is available–I know most people go online through Amazon or Barnes & Noble or [inaudible] you go. I mean, it’s from a New York publisher so they got it out everywhere, and a lot of people have preordered it now.

Kim Orlesky: Wonderful. And if people want to find out more about you? I have to say, your website has so many fantastic resources. I encourage your people to go check out your website, and that is. . .

Jill Konrath: jillkonrath.com. And can I say something? Because I want your listeners to know this.

Kim Orlesky: Absolutely.

Jill Konrath: Most people think that everything I do is for the big corporate clients, like for the IBMs for the world. It’s not. My heart and soul is with the small business. So everything that is on my website–the stuff that I’ve learned, and I’m freely sharing it with people. It’s the same stuff I use with my corporate companies. It’s the exact same stuff. So I encourage people to go on and check out the free resources under the Resources button. Because there’s tons of stuff. And I think, based on our talk today that it really supports everything you’re doing with your people.

Kim Orlesky: Thank you so much, Jill. Listeners, I have to just say, amazing resources. Everything from PDFs to videos to podcast of herself. So go check–



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  • John Dailey

    Fantastic podcast. I like the conversation you had with Jill. Good takeaways. I highly recommend that sales reps in any industry give this a listen. Thank you for sharing.