Ep 133: Mastering the Art of Relationship-Based Selling with Brooke Greening

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Feeling awkward during sales conversations? You're not alone. For consultants, coaches, and creative professionals who love their work but break into a sweat at the thought of selling, this episode offers a refreshing approach to authentic selling.

Brooke Greening, co-owner of Building Momentum Resources and relationship-based selling expert, shares her proven SERVICE framework that transforms uncomfortable pitches into meaningful conversations where both parties feel valued. Rather than relying on manipulative tactics or memorized scripts, Brooke's methodology focuses on preparation, active listening, and genuine problem-solving.

The conversation reveals why winging it on sales calls almost always backfires, and how just 15 minutes of thoughtful preparation can dramatically improve your confidence and results. You'll learn why the first problem clients mention is rarely their core concern, and how to skillfully uncover what's truly motivating them through validation and clarification techniques.

Perhaps most valuable is Brooke's practical advice for preventing endless follow-up cycles—a common frustration in B2B sales. By establishing clear next steps with specific dates and times while still on the call, you'll close more deals and waste less time on prospects who aren't ready to commit.

Whether you're an established service provider looking to streamline your sales process or just starting out and feeling intimidated by selling yourself, this episode provides actionable strategies that feel authentic and get results. The goal isn't just to make more sales—it's to create such value that clients actually thank you when they pay.

Want to transform your sales conversations? Subscribe to Tiny Marketing for more practical, implementable strategies that help B2B service businesses do more with less.

Brooke Greening

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I’m Brooke, and my approach to selling is a little… different.

I have a Master’s in Counseling, which means I know a thing or two about how people think, how they make decisions, and why they sometimes say “I need to think about it” when they really mean “I don’t know how to say no.”
 I also have 20 years of experience in sales, where I’v

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Today's episode is for theconsultants, the coaches, the
creatives who love what they dobut feel the awkward as hell

(00:42):
when it comes to selling it.
If the word sales conversationmakes you break into a sweat,
you are not alone.
That's exactly why I brought inBrooke Greening.
Brooke is the co-owner ofBuilding Momentum Resources and
a total rock star when it comesto teaching relationship-based
selling.
It comes to teachingrelationship-based selling.

(01:03):
She helps service providersditch salesy, sleazy tactics and
lead authentic, effective salesconversations that actually
feel good on both sides.
In this episode, brooke walksus through why winging it on a
sales call usually backfires,the simple prep you can do in

(01:24):
under 15 minutes to show upconfident and in control of the
conversation, and her signatureservice framework that helps you
lead without dominating theconversation.
We also talk about follow-ups,proposal traps and how to get
your clients so happy.
They say thank you when theypay you, so let's dive in.

Speaker 2 (01:47):
Hi, my name is Brooke Greening and I am co-owner of
Building Momentum Resources andI help people in their sales
conversations and just helppeople to not be salesy.

Speaker 1 (01:57):
I'm super excited about this conversation.
I talk about sales all the time, but I'm definitely not the
sales expert.
I've just like stumbled intolearning how to do it, so let's
get into it.
Can you tell me what is thebiggest mistake that people make
when they're going into a salesconversation?

Speaker 2 (02:20):
Yeah, I would say there are two biggest mistakes,
but the first one is thatthey're not prepared.
They're just trying to wing it,because a lot of times they
feel like, well, I don't want tobe scripty, I don't want to be
pitchy, but yet if they're notprepared, that's not serving
their customer or themselvesvery well either.
And then, on the flip side,when you're not prepared, you
end up talking way more thanyou're supposed to be doing.

(02:42):
And so the other piece is wetalk way too much.

Speaker 1 (02:46):
Ah, yes, and that leans into the first learning
point we have today.
Before we get into that, though, I want to get into that
scripting and being prepared.
So when you say being prepared,are you talking about, like,
understanding their company, orare you like the structure of
the call?

(03:06):
Is the preparation?

Speaker 2 (03:08):
I would say both.
So we've created somethingcalled the service sales
framework, and so that issomething that you use in
regards to being able to preparefor what you're going to say
and also the homework in regardsto knowing about their business
and how to be able to have goodconversations and good
questions to ask them.
So it can take like 10, 12minutes to be able to do that

(03:30):
well, so that you're not justwalking into the conversation
and winging it.

Speaker 1 (03:35):
Okay, so the prep takes less than 15 minutes.
Can you walk us through thatframework a little bit Like
nothing that is stealing yourbrain.

Speaker 2 (03:47):
No, it's my pleasure, so it's, I'm happy.
Do you want me to share all ofit?
You would just want me to walkyou through it.

Speaker 1 (03:52):
Yeah, I'm curious.

Speaker 2 (03:53):
Tell me yeah, no.
So we created the service salesframework.
It's an acronym for service,because it's really important to
know when we're in a salesconversation.
It is not about us, it is trulyabout who we're talking to, and
so I did that intentionally toremind us from the very
beginning that this is aboutthem and we're going to be
serving them in thisconversation.

(04:15):
It's not about me trying to geta sale, it's not about me
trying to win something, it'sthem.
So S is set expectation, e isestablish rapport, r is
recognize the problem, v isverbalize the value, I is
identify objections and C iscreate urgency and E is explain
next steps.

(04:35):
If you have that framework,then that's how you're going to
be able to serve them, and whenthings kind of go off the rails,
you have somewhere to go backto.
So setting the expectation isone of the very most important
things, and a lot of timespeople just don't do that at all
.
So then the other person endsup running the conversation and

(04:55):
taking control of it.

Speaker 1 (04:57):
Yeah, that can be problematic at any point in your
relationship with a client.
When you're the expert, you'resupposed to be in that
leadership role, and if youdon't take ownership of that,
it's off the rails.
Then too, even when it's clientdelivery work, we're talking
about.

Speaker 2 (05:16):
Yes, it's not just the very first conversation you
have, it's every conversationthat you're having that you're
using the service framework inthat, because things change and
sometimes when we're in oursales conversations or maybe
we've talked to them a few timespeople start to get like that
glazed look in their eye andthey're not really that engaged.
It's because they really don'thave any idea what to expect.
They don't know what's going tohappen.

(05:37):
And so if you tell them, hey,we're going to talk about your
business today, learn about someof the issues that you're
having, see if I can be able tohelp you.
If I can, great, talk about theinvestment.
If I can't, great, then we'regoing to introduce you to
someone who can.
Then they're ready to listen.
Then they're like, oh good, Idon't have to get on another
call to talk about theinvestment.
I don't have to wonder ifyou're going to tell me what you

(06:00):
can do to help me or not.
Like they, they're moreinvested at that point.

Speaker 1 (06:04):
Yes, okay, I was just going to ask what is the
process of setting expectations?
Is it a little a little, justone to two sentence brief, of
what's going to happen in thatcall.

Speaker 2 (06:16):
Yeah, no, when I work with my clients, because it's
really important like I can givepeople ideas of what to say,
and I do that a lot, because alot of times in the beginning
they're like well, you say itand it sounds good, I say it and
it sounds like super clunky andwe don't know what we're doing.
But you just want to askyourself truly, what do you want
to cover in this conversation?

(06:37):
Just so many times I feel,sarah, that we have like our
regular conversations out herein the world and then when we
have a sales conversation, wefeel like all of that goes out
the window and we have to liketalk in a different way and we
have to respond in differentways instead of having just
authentic human conversations.
And so you're just gonna askyourself what do I wanna

(06:57):
accomplish in this call?
What are we gonna be talkingabout and what can I help them
to know that we're going to bedoing so that they're ready to
go?

Speaker 1 (07:05):
Yeah, and that same sort of framework with setting
expectations goes through oneverything, including your
website.
Yes, the best thing to do ishave like these are the steps it
takes to work with me so peopleunderstand the expectations.
They come in with a knowledgeof the process or the journey

(07:25):
they'd go in with you and itmakes it a lot easier to say yes
when you have that in yourbrain already.

Speaker 2 (07:33):
Yeah, and it's a lot easier conversation to have too,
because if they have looked atyour website and they already
know what's going on and, for mein regards, they have an idea
of what's happening with theinvestment and all of that then
you can have a much betterconversation instead of just
trying to figure out.
It's like the way you don't setexpectations is saying so tell
me where you're calling fromtoday, so tell me about your

(07:56):
business, Like those are notsetting the expectation, those
are saying I clearly don't haveany idea who I'm talking to or
what we're doing, saying Iclearly don't have any idea who
I'm talking to or what we'redoing.

Speaker 1 (08:08):
Yeah, that sounds like a mass webinar, ama or
something, the first thing yousay.
So tell me where you're comingfrom.

Speaker 2 (08:20):
Yeah, I was just on a call, probably about a week ago
, but it was just a one-on-one,and they asked that and that's
okay, like we always try to wantto establish rapport and I talk
, ask that, and that's OK, likewe all, we always try to want to
establish rapport and I talkabout that.
But my idea of establishingrapport is a little bit
different than like talkingabout the weather, necessarily,
or or where people are callingfrom or things like that.
But they did, and then theysaid so you know, I wonder what,
what?
Why did so-and-so want you totalk to me and so want you to

(08:41):
talk to me?
And in my mind I knew I waslike you don't, you don't have
any, you don't have any idea whoI am or or what we're doing.
I'm sorry, I this is a good time.
Should we reschedule?
Um, so yeah, I think it's justcalls like that, yeah, and
sometimes we do so it's it's nota judgment, it's just it's just

(09:04):
knowing that if you're wantingto really set up your call for
success, that's not the best wayto start it.

Speaker 1 (09:11):
Yeah, that makes sense.
So let's get into a little biton how you can lead the
conversation without taking overand talking too much.
So how would you guide atypical client through that?

Speaker 2 (09:26):
Yeah, I would.
So we do use our serviceframework through all of that.
But the main piece for this isjust making sure you have good
questions, that you can be ableto ask them and that you are
making the decision on your own,before you even get on the call
, that if we start talking andthey start sharing a problem,
you're not going to talk for thenext five minutes, you're going

(09:48):
to let it go.
You're going to look at theclock and you're going to be
like, okay, it's 2.09.
I'm not saying any.
I'm really bad at math.
I'm not saying anything until2.16.
That's what you're going to do,and you're going to ask
clarifying questions as they'resharing things, but you're not
going to try to solve theproblem.
You're just going to listen andunderstand, because what

(10:12):
happens is we hear one problemand then we just want to try to
solve it immediately, answer itfor them, tell them what we can
do to fix it, and that'sprobably not actually what's
really even bothering them.
That's just the first thingthat they've shared.

Speaker 1 (10:25):
Yeah, that is valid.
So you have questions preparedand you have this framework
you're working through.
How long is the typical salescall that you would recommend?

Speaker 2 (10:37):
Mine are short 30, 45 minutes, depending on where
they're at and how comfortablethey're feeling during the
conversation.
But I feel like if it's tooshort, it's really hard to

(10:58):
figure out how you can helpserve them best, because we
don't really know.
We can assume what theirproblems are, but if we don't
actually give them the space tobe able to share, it's going to
be hard on our part than to say,well, this is what we can do or
can't do to be able to helpthem, yeah, so let's talk about

(11:20):
that a little bit, because Ihave a different sales process
than you and I'm curious how youwould recommend someone
diagnose a problem within those45 minutes, for example.
Yeah, absolutely so, go ahead.
You share your process.
That's what you're asking inregards to how I would recognize
the problem.

Speaker 1 (11:39):
Yeah, I know that mine is completely different
than yours, so it starts withlike a 15-minute connection call
more of like a vibe check andfiguring out who they are and
what problem they're dealingwith.
And then we'll move into thegateway offer where I'm with
them for like 90 minutes andthat I'm interviewing all of the

(11:59):
stakeholders.
I walk away, build an entirestrategy, then we come back
together and go over that andthat's where we're doing the
objections conversation andgoing through what their journey
would look like if they decidedto move forward with me.
And then the sale happens.
So it's like a four-partprocess.

(12:22):
Yes, completely different thanyours.
So if you are doing it within30 to 45 minutes, how?

Speaker 2 (12:32):
30 to 45 minutes, how Well?
I think the first one is likethat first call, like when you
call it a vibe check, is likeyou're qualifying them right,
like you're just trying tofigure out like, is this a, is
this a good fit?
And that makes perfect sense,because as you start to have
more and more leads coming inlike that, that makes sense in
regards to being able to do that.
But then after that, then that90 minute call is basically

(12:56):
probably where you're figuringout, but you're also helping
them at that point, right.
So your 90 minute call is likekind of a strategy call.
Is that right?

Speaker 1 (13:04):
At that point.
It's a lot of questions.
That's the listening.
So I'm interviewing them andall of the stakeholders involved
in that problem, and that'slike listening for 90 minutes
and then I walk away and buildthe strategy.

Speaker 2 (13:20):
Do you mind if I ask you do you charge anything?
When it comes to the 90 minutes?
Yes, is that your gateway offer?
Yeah, that's my gateway offer,okay.
So you're in the first 15minutes, you're giving them a
check vibe and then you're like,hey, if you want to continue to
move forward, then this is whatit's going to, this is what
it's going to look like, yeah,yeah.
So then the difference is we'rehaving that conversation and

(13:42):
saying, okay, as we're doinglike the 45 minutes or whatever,
we're beginning to understand,okay, where are their problems
are at this point, we've vettedthem.
So we aren't doing that 15minute check.
We're just truly understandingwho they are, what their
business is and how we can beable to help them.
And it sounds like for you,your process is okay, we do a 15
minute check, then you can payme and we do a paid discovery

(14:05):
and that's what we're doing,which is awesome and then we go
through it.
The next step that works Ifyou're not doing a paid
discovery.
That's how the serviceframework could work.
In regards to, okay, let's talkabout the problems that they're
having.
For me, I'm a sales coach andthen I help with marketing
consulting, so we're talkingabout what's frustrating them
and their business, wherethey're getting stuck and how we

(14:27):
might be able to help them.
Then we're bringing in like theoffer that we can do and I have
a little bit of a gateway offerand that's to move on to the
next piece.
So probably for you, your 15minute goes into the gateway,
For me, the 45 minutes can gointo gateway or longer versions.

Speaker 1 (14:43):
Does that make sense?
Well, I have one question.
Yeah, no, go ahead, it doesmake sense, but I have a
follow-up question.
So, in your gateway offer, isthat where you are building out
what the roadmap of working withyou would look like?

Speaker 2 (15:01):
So for me, my gateway is I can coach people through
the service framework in fourweeks.
So that's the gateway offer.
So they can join that and we doit either in small group or
one-on-one.
That's the first piece.
Then after that, after they dothat, then we can start saying,
okay, this is what it would looklike if I came on as a
fractional sales officer for you, or it would look like if you

(15:22):
wanted to do one-on-one coaching.

Speaker 1 (15:24):
moving forward, Okay, that makes sense.
So generally people will startwith the program and work
through that and if they needadditional support, or maybe if
they're a larger company, thenthey would need you as a
fractional.
Yes, and the way we'reapproaching.

Speaker 2 (15:42):
Exactly, and the way we did that is because I would
come in and I would, before westarted doing the like it's
called the sales accelerator lab.
Before we started doing that,you would come in and you would
be trying to help them and you'dfeel like we have these like
gaps, like I know what we needto be able to do and I know
where I'm going at in regards tomoving them forward, but they

(16:04):
weren't sure, and so the bestway for me to work with me is
let's learn my framework andthen we're off to the races and
we, we can, we can get a lot ofstuff done.
I share with them.
If you have leads, I can makeyou money very quickly.
If you don't have leads, thenthat's going to take a little
bit longer.

Speaker 1 (16:22):
Okay, so within the accelerator, are they learning
how to generate leads?
Yeah, they are.

Speaker 2 (16:30):
Okay, they are, because there's that also piece
in regards I'm a story brandguide and so we talk about that,
but a lot of it is where I docome in is I'm helping them as
they're having that conversationof the lead has come.
How are we leading thatconversation?
Because I think a lot of timespeople have more leads than they

(16:50):
think, but sometimes for themit's like, well, it's just one
conversation, maybe I'll sendthem a proposal Now I haven't
heard from them for a goodlittle bit and it's done,
instead of saying no, youprobably have more leads than
you think, so let's look at thatfirst.

Speaker 1 (17:06):
Yeah, Okay.
That leads really well into thenext learning point, which is
the follow-up.
How do you prevent it lastingforever?
A lot of the people that listento this show.
They're in the B2B space, and Imean the process that I have
keeps it tight, but atraditional process can take

(17:27):
three to 18 months in B2B.
So how do we prevent that?

Speaker 2 (17:31):
Yeah, and I do not disagree with that, because I do
know that sometimes the biggercompanies you go into, the more
people that you're talking to,and so there are some things
that are not in your control.
But I do 100% believe half ofthe time, or even more than half
the time, things start gettingvague, or we call it like being
ghosted or I call it landing upin follow-up land, whatever you

(17:53):
want to do.
Yeah, because on our salesconversation we weren't entirely
clear of what we needed to donext, and so I always share in
regards to how do you not dothat three to six month
follow-up?
They need to walk away with twothings, like when they've had
their sales conversation.
They have to know number onedoes my client know exactly what
they need to do next to moveforward with me, exactly, like

(18:17):
date and time?
And then you need to know thisis where it gets all sorts of
vague Are they going to do it?
If so, when and if not, why?
Because for me, as I work withmy clients and they're having
these high ticket conversationsa lot of times they'll just be
like oh, that sounds great, sendme a proposal.
And that sounds great, send mea proposal is not a good sign.

(18:40):
That's usually someone beingvery gracious and saying, no,
but this is how they're going toend up doing that.
But then people feel like,great, I'll send you a proposal,
I'll follow up with you nextweek and see if you have
questions.
Well then what happens ismiracle of all miracles.
You get a hold of them and youcan talk to them and say, hey, I

(19:01):
sent you my proposal, justwanted to see if you have
questions and see if you got it.
And they say I got it and Idon't have any questions.

Speaker 1 (19:08):
Yeah, that's the nightmare You're like.
Now you're done, going nowhere.

Speaker 2 (19:13):
Absolutely nowhere.
And so so, for, like you,you're you're obviously doing it
Like you have it set.
You're like here's our 15minute call, this is what we're
going to do next.
Are you going to do it?
If so, when?
If not, why?
Okay, then off you go.
It's it's the same thing forthem, like you have to know.
Sometimes I think people arejust nervous.
They don't know how to ask.

(19:33):
They're nervous about askinginstead of just saying, okay, it
sounds like this is a good fit.
The next step to be able towork with me is so, if it's a
proposal, to say, I'm happy tosend you that proposal.
The way that will work is we'regoing to schedule a time right
now to be able to review thatand I'll send it over to you and
we can get going.
Like that's, it's those pieces.

(19:56):
But I feel like people justdon't.
They don't like confrontationsometimes.
They don't want to come acrossas pushy.
A lot of times, like with ourB2B, it's their business, it's
their baby, and they do not wantto have anything connected to
that that looks pushy or salesyor whatever adjective you want
to use, and so that's why theyjust don't, they don't ask, and

(20:18):
so half the time it's just likeif you ask, you'll make more
sales, absolutely.

Speaker 1 (20:31):
That went through a period where I had more clients
than I could handle and I waslike so when new leads would
come in, I didn't do theproposal conversation because I
was like I just don't have timeand I'm not sure if I have the
bandwidth for this anyway.
Yeah, but I also noticed likethere was a huge dip in new

(20:53):
incoming clients.
Because of that, it makes Iwould say it increases your odds
by at least 30% to do that liveconversation, to go over the
proposal 100%.

Speaker 2 (21:06):
Yeah, 100%, and there's a little bit of a
difference.
So sometimes I'm working withpeople and they have really high
ticket conversations.
We're talking $100,000.
That's what they're doing.
And so just to encourage people, you have to be able to talk
with them and you have to beable to guide them, because
they're looking to you to helpthem in their business and if

(21:28):
we're not guiding them in thatsales conversation, there's no
way they're going to trust us toguide them in fixing whatever
it is that they need for theirbusiness.
And so I always just encouragethe onboarding starts on the
first sales conversation, notwhen they start signing a
contract starts on the firstsales conversation, not when
they start signing a contract.

Speaker 1 (21:54):
Yeah, yeah, I absolutely agree with that.

Speaker 2 (21:55):
Okay, so the big tip for not having that long
follow-up is setting dates whileyou're on the call, yeah, and
making sure you know if they'regoing to do it or not.
That's the one piece.
So when people are saying, hey,I'm going to give you a call
next week, that's not what we'retalking about.
We're saying I'm going to callyou, let's get this set, and
that we're both verballycommitted yeah, to doing this

(22:15):
and the calendar invite.
Yes, exactly, and a lot of timesjust do it right on the call,
just right there.
It takes like 30 seconds extra.

Speaker 1 (22:23):
Yeah, I always set the calendar invite while I'm on
the call.
Yeah, and you can even justlike wait until it's accepted to
send the proposal.
I think that a lot of peopledon't understand how long it
takes, like the process ofdeveloping a proposal can be
intensive, and if they're justblowing you off by saying, send

(22:46):
me a proposal, they don'trealize that they're also eating
like eight hours of your time,potentially A hundred percent.

Speaker 2 (22:53):
And so if they do say that, you don't just have to
say okay, yeah, like we cancontinue the conversation and
say I'm happy to do that.
The way that that works is, ifI send a proposal, we need to
set up a time right now to beable to review that in person.
And then if they say, oh, no,no, no, no, I'm not ready to do

(23:15):
that.
You didn't lose them, theyweren't ready to go, you already
had, they were already gone Atthe moment.
Yeah, and so I think it's justgood for people to know like
it's okay to guide theconversation and help them to
know.
Nobody knows what your salesprocess is unless you tell them.

(23:35):
And so, for like you, it'snailed down, You've got it set,
it's ready to go For a lot ofpeople.
They don't have one, they'rejust like okay, we have an idea
of what it is, but it's notentirely clear.
And if it's not entirely clearto them, it will never be for
their potential clients.

(23:55):
And then you can't scale atthat point because you're just
trying to reinvent the wheel.

Speaker 1 (23:58):
every single conversation you have yeah, and
you'll look back on the clientsthat you closed and you're like
what did I do?

Speaker 2 (24:12):
What did I do that time that worked so well?
Right, exactly, exactly.
Yeah, we don't want that.
We want to know exactly whatworks, yeah.

Speaker 1 (24:16):
It doesn't have to be a guessing game, no, okay.
So let's get into your lastlearning point, and that is how
do we get our customers so happythat they bought from us, that
they're saying thank you, yeahbecause I really think it's
important not just to be able tohave people buy from us.

Speaker 2 (24:38):
And I know people are like you're a sales coach.
You should be like superexcited about sales.
I am, but I am not excited ifthey're not excited and I'm not
excited if it's not going to bea sales coach.
You should be like superexcited about sales, I am, but I
am not excited if they're notexcited and I'm not excited if
it's not going to be a good fit,because we all know what
happens when you have a client.

Speaker 1 (24:52):
that is not a good fit and that is not it's tension
the entire time.
It is.

Speaker 2 (24:59):
And then sometimes it doesn't even get the results
that you're hoping for, becausenobody is really on page,
nobody's on the same wavelength,it just gets kind of messy.
And so when I say we want tomake sure that they're thanking
us as they buy, that really goesback to okay, what are the real
problems that they're having?
Because if they are giving likea surface problem and I'm

(25:20):
saying, okay, I can fix that,but that's not really what's
actually bothering them anddriving them, I still did what
they asked me to do, but they'renot happy and that is a problem
.
And so when we're workingthrough our service framework,
we're really looking at what isit that the problem that they
have?
Because they're going to sharethe first problem nine out of 10
times.
It's never really the big issue.

(25:41):
It's not the thing that'smotivating them or having the
emotions behind them deciding tobuy.
There are other underliningissues, but they're not going to
share those immediately.
That takes trust to build withthem and to have those
conversations, and so, as youunderstand what those are and
then you can say, yeah, I canhelp with those.
That's when they're thankingyou as they buy.

(26:04):
But if we're trying to solvejust that first problem both of
us are going to get frustratedbecause we're like I did what
you asked me to do, but inreality that's not really what
they wanted.

Speaker 1 (26:14):
Yeah, that really comes down to being the expert,
because clients will always cometo you with a potential
solution in their mind becausethey've been thinking about it,
they've been working through itin their heads.
But that doesn't mean that it'sthe correct solution or that
they even are aware of what thetrue core of the problem is.

(26:38):
It's your job as the expert tobe able to look at it and
unravel that onion, to figureout what that center is, what's
actually causing this issue.

Speaker 2 (26:50):
Yeah, and to do that.
I always share that.
We just we want to validate andclarify and validate and
clarify, because the last thingwe want is to come across as
like, well, I don't think youactually know what your problem
is or what the real issue is,Because that won't go well at
all in any conversation.

Speaker 1 (27:06):
Not very likable.

Speaker 2 (27:07):
No, or trustworthy or any of those things.
But when we validate and we'relike oh man, that sounds really
frustrating.
How is that affecting dot, dot,dot dot?
Or tell me a little bit moreabout it.
That's when they start to openup and have that conversation
that's when they start to openup and have that conversation.

Speaker 1 (27:28):
Yeah, that makes sense.
So if people want to work withyou, how can they reach out to
you and get involved in youraccelerator?

Speaker 2 (27:33):
Yeah, so the sales accelerator goes on each month,
so our next one is going to bein April April 21st and 24th so
we have an afternoon one, anevening one, for what people are
needing, and so you can find meon LinkedIn I'm there and then
buildingmomentuminfo slash salesis also where you can find

(27:54):
information for that, and then Ido have a resource if it would
be helpful for your audience,and it's that conversation
assessment.
It just helps people to knowwhere they're at in their sales
conversation, and so I've sharedassessment.
It just helps people to knowwhere they're at in their sales
conversation, and so I've sharedthat.
I've created the serviceframework so we work through
each of those steps in regardsto how they would be applying
that in their own salesconversations, because our

(28:15):
conversations matter.

Speaker 1 (28:17):
They do.
Yeah, that would be awesome.
I am sure that everyone wouldlove it.
I only let's see, I have theSales Accelerator Lab.
Is that the correct link?

Speaker 2 (28:28):
Yep, you can go there and then if you do
buildingmomentuminfo slashassessment, then you can grab
the assessment there.

Speaker 1 (28:35):
You love all things tiny marketing.
Head down to the show notespage and sign up for the wait
list to join the Tiny Marketingclub, where you get to work
one-on-one with me withtrainings, feedback and pop-up
coaching that will help youscale your marketing as a B2B

(28:56):
service business.
So I'll see you over in theclub.