Accelerate Podcast with Andy Paul
October 25, 2017

#588 The Simple Formula for Success at Work and In Life. With Keith Ferrazzi.

Keith Ferrazzi, Founder and Chairman of Ferrazzi Greenlight, and author of NYT bestsellers, Never Eat Alone: And Other Secrets to Success One Relationship at a Time and Who’s Got Your Back: The Breakthrough Program to Build Deep Trusting Relationships that Create Success and Won’t Let You Fail, joins me on this episode of #Accelerate!


  • Keith says the single biggest challenge facing salespeople today is loneliness. Sales is a team sport and not enough salespeople know how to lead sales teams and to collaborate and elevate individuals critical to a sale.
  • Sales today is focused more on the activities, metrics, and methodologies and less on the relationships to create. Keith sees an awakening of salespeople to creating value for people by being of service to all the parties to the sale.
  • Keith describes the first question a salesperson needs to consider at the first prospect meeting, “How do I make their career successful?” It means recruiting them as an evangelist of a solution that lets them look exceptional.
  • Have you earned the permission to shift the way they buy? Relationships include permissions, and even forgiveness if you misstep and ‘stub your toe.’
  • Keith creates a pyramid of value for a sales rep to work through: social value, product value, and co-creation value, to make the client personally successful. The pyramid combines personal and professional value.
  • Too many reps don’t believe they have enough to offer. Don’t rely on charisma. Sit your team down with the client team and ask what value looks like to them. The art of the facilitator is the art of the salesperson.
  • Keith explains what drove his search for authentic relationships from a young age, and how that has become his business success. Keith gives a thumbnail sketch of the chapters of Never Eat Alone and his success.
  • Build relationships abundantly with meticulous planning. Build a strategic alignment of your goals and your relationships. Be generous, authentic, humble, and vulnerable. Your relationships do not let you fail.
  • At some point in a strong enough relationship, you can be vulnerable enough to ask them for help. That solidifies the relationship. Keith talks about asking for help. Keith does deep talk, not small talk, creating mutual empathy.
  • Keith says networks replace what we used to depend on from company loyalty. Relationships between companies consist of individual humans, not the companies themselves.
  • Connecting with others is the most challenging part of sales. Keith tells how he will manage a 15-minute introductory call with an important prospect. It’s all about the prospect. Let them ask about you when they’re ready.
  • Keith talks about his practices in reaching out to people. Build your brand. A sales rep must be a thought leader. A LinkedIn link isn’t permission. Find more joy in your life and more abundance through leading with relationships.


For Vice Presidents of Sales of high-growth SaaS companies and software service companies — Andy is teaming up with his friend Jacco van der Kooij, founder of Winning by Design and author of Blueprints of a SaaS Sales Organization, to launch the Sales Leadership Accelerator Mastermind, an intensive 12-month learning, coaching, and mastermind program for the Vice Presidents of Sales of high-growth SaaS companies. If the responsibility sits on your shoulders to scale your revenue team, to hit the $100 million mark ARR and beyond, then the Sales Leadership Accelerator Mastermind will help you transform how you sell, scale, and develop the capabilities of your team to crush your goals. Enrollment is limited to a very small group, so go to now, to learn more and enroll today.

October 11, 2017

#582 The Uniquely Human Behaviors We Need in Sales. With Geoff Colvin.

Geoff Colvin, Senior Editor at Large, Fortune Magazine, and the New York Times bestselling author of Talent is Overrated: What Really Separates World-Class Performers from Everybody Else, and Humans Are Underrated: What High Achievers Know That Brilliant Machines Never Will, joins me on this episode of #Accelerate!


[5:43] Geoff says the single biggest challenge facing sales reps today is fully understanding and appreciating the degree to which they are threatened by technology. Forrester Research predicts that by 2020, 20% of B2B sales jobs will be eliminated. [8:14] The single largest employment of males in America is truck driving. Driving is threatened by technology. An autonomous truck has already made a commercial delivery.

[11:01] The industrial revolution put artisans out of work. The arrival of electricity put education in the forefront. The technological revolution is now lessening the strength of a college education, as knowledge work is being automated.

[14:24] Employers require administrators to have college degrees but college skills are not needed for administrative tasks. AI technology now does what young lawyers used to do — discovery of documents — better, faster, and cheaper.

[17:18] Law school grads are hunting for jobs. The meaning of being a great performer has changed. Technology can do the repetitive work, and even more complex work. Instead of being more machine-like, we need to relate more humanly.

[19:19] To look into someone’s eyes is the key to creating value. Talking face-face with someone literally synchronizes both brains. Turning away stops the synchronization. Various visual cues combine to build trust.

[21:03] In SaaS, close rates are not very good. SDRs burn through hundreds of thousands of leads to get the deals. Andy suggests for high-value deals, get on the plane and meet the contact. Conferences are becoming more important.

[23:03] Oxford Economics reports that employers will be looking for more right-brain employees in the next few years. Other research shows that empathy is trending down among students. These are skills needed for teams and leaders.

[26:57] The greater value an employer puts on empathy, the greater value it is to hire women for those roles. Geoff talks to students and asks whether men or women are better at deep human interaction. He gets one answer.

[28:17] Training and ongoing education of sellers has to focus on these selling habits of building relationships, not on tactical skills. Some employers think people cannot be trained in these skills, or don’t know how to train for them.

[30:39] These skills, added to product knowledge and customer knowledge, are your path to a long career in sales. Knowledge is being commoditized, but skills of engagement are still uniquely human. It’s all how you sell, not what you sell.

[32:38] These capabilities are in us. We can change our habits to build relationships. “Just think of what we’re being asked to do — to become more essentially human, to be the creatures we once were and were always meant to be.” — Geoff Colvin.



This month we are celebrating the 2nd Anniversary of Accelerate! Accelerate! has been downloaded well over one million times and recognized twice by Inc.! Andy would like to hear from you about your favorite episode, guest, or topic. See the complete list of episodes at Leave Andy a message about your favorite episode to receive a free signed copy of Amp Up Your Sales: Powerful Strategies That Move Customers to Make Fast, Favorable Decisions, by Andy Paul. You will need to provide your physical mailing address to receive the book.


October 9, 2017

#581 Develop the Habits That Can Change Your Life. With Marshall Goldsmith.

Marshall Goldsmith, one of the most influential business thinkers in the world, the number one leadership thinker in the world, and the author of multiple books, including Mojo: How to Get it, How to Keep it, How to Get it Back if You Lose it, What Got You Here Won’t Get You There: How Successful People Become Even More Successful, and Triggers: Creating Behavior That Lasts — Becoming the Person You Want to Be, joins me on this episode of #Accelerate!


[6:37] Marshall says people have become more sensitized to the importance of interpersonal behavior, and are seeking to create positive, lasting change in their behaviors. Managing knowledge workers requires managers to be more adaptable.

[7:44] Marshall notes the difference between common sense and common practice and the gap between knowing what to do and doing it. We over-estimate the importance of willpower. Most don’t think they need the help of others.

[9:54] Admitting to a vulnerability or a weakness still carries a stigma. If the top tennis players have coaches, why shouldn’t the top CEOs have coaches? Coaching is to help winners get better. Coaching is more accepted now than 30 years ago.

[11:17] A trigger is a stimulus that might impact our behavior. One unique perspective in the book Triggers is its focus on interpersonal interactions and perception.

[12:45] Marshall fines clients $20.00 if they start any sentence with “no,” “but,” or “however.” At dinner, one CEO had to go to an ATM to cover his conversation. Change that habit. A rep must help the customer succeed; not focus on themselves.

[15:24] Charles Duhigg proposes three parts of behavior change. For interpersonal interactions, Marshall adds awareness, a deep breath, and choice. After a trigger, think, pause, and make a considered choice to change behavior.

[20:19] Marshall examines a case study of a man choosing to honor his wife instead of competing with her about whose day was harder. He chose empathy and he improved the marriage.

[24:40] The planner and the doer are different. The planner thinking about a diet in the morning is not the same as the doer at the end of the day staring at a chocolate cake. Marshall lists some delusions about planning that sabotage success.

[26:20] We need to realize how difficult it is to achieve goals, how easy it is to be thrown off course, and that we need much more structure and direction than we admit. Marshall explains the daily question process and gives a listener assignment.

[29:11] Active questions start with, “Did I do my best to…” Marshall describes four qualities to a good, hard question. He supplies six great questions to ask yourself daily. He adds that even the greatest sharpshooter can miss a very big target.

[34:06] Read the book and study about the daily questions. Get an accountability partner to call every day and go through the questions. Marshall talks about how going over the questions daily saved the life of his accountability partner.

[35:21] Anyone can be your accountability partner, especially if they are motivated to do their own questions as you do yours. Marshall has paid someone to be his partner. Checklists save lives, and the daily questions are like a checklist.


October is the 2nd Anniversary month of Accelerate! Accelerate! has been downloaded well over one million times and recognized twice by Inc.! Andy would like to hear from you about your favorite episode, guest, or topic. See the complete list of episodes at Leave Andy a message about your favorite episode to receive a free signed copy of Amp Up Your Sales: Powerful Strategies That Move Customers to Make Fast, Favorable Decisions, by Andy Paul. You will need to provide your physical mailing address to receive the book.


August 22, 2017

#548. 4 Cornerstone Habits That Drive Our Success. With Randall Bell

Randall Bell, CEO of the Landmark Research Group, and author of Me We Do Be: The Four Cornerstones of Success, joins me on this episode of #Accelerate!


[2:22] Randall says the single biggest challenge facing sales reps or sales teams today is keeping it simple. Have a direct message that is simple, well thought-out, and to the point. It takes time and work to get to the simple messaging.

[6:08] Randall wrote his book after a career as an economist, traveling to disasters (WTC, BP oil spill, Chernobyl, etc.) to assess damages. The book is a formula for avoiding disaster and building success. He wrote it in 25 years of experience.

[8:43] Randall wrote, “Today’s habits are tomorrow’s destiny.” An ocean is filled with drops of water. Your daily habits add up. You build wealth a dollar at a time. Simple straightforward steps create authentic growth.

[9:56] Randall’s four cornerstones of life are Me (mindset), We (connections), Do (productivity), and Be (our future and legacy).

[11:20] Me refers to habits to improve the quality of your thoughts, beliefs, and feelings. Read to think more. Develop a mission and philosophy. Know and understand your feelings.

[12:33] Andy shares quotes on thinking and life. Randall recommends to leaders to take time in the early morning to develop their Me cornerstone, before the day’s distractions.

[14:48] Randall conducted a rich international survey of the four major English-speaking nations on success status and their daily habits, and correlated the habits with successes. He notes statistical success habits. (E.g., read, and be honest.)

[16:39] The survey was by self-assessment. There were some very direct questions on honesty and integrity. Andy’s father was a tremendous role model of integrity.

[18:02] We refers to building relationships. Randall ranks social capital higher than financial capital. Randall has a network of contacts all over the world, and they are critical to his work. He reciprocates as well.

[19:45] Randall’s success circle are 20-25 long-term contacts and friends who have been greatly successful. The advice they give is smart and reflects their success. We habits include being mindful of being kind. Watch your tone of voice. Wave.

[24:58] Randall explains social exchange. For every negative thing you say or do, say or do six positive things to counter it. Studies support a six-to-one balance of positive-to-negative to maintain social capital. Don’t create a bad first impression.

[28:05] Humility is another We habit. Authentic humility is attractive. A Type A personality needs to be mindfully humble. Randall talks about one of his humility heroes, Leo Fender.

July 29, 2017

#524. How to be resilient when life sucks. With Allison Graham.

Allison Graham, consultant, and author of Married My Mom Birthed A Dog: How to be Resilient When Life Sucks, joins me on this episode of #Accelerate!


[2:07] Allison thinks the biggest challenge facing sales reps is the noise in the marketplace. Allison started writing a column in 2003. It took her five months to get the job. Today, anybody can publish anything, with little or no merit.

[5:10] Allison suggests a remedy. Salespeople need to flip their script. Talking about their company and product is of no interest to the prospect. Talk about the specific problem you are going to solve for the client, and how you will solve it.

[6:39] Then, get eye-to-eye with the right buyers, make an impression, and talk their language about problems they are having. Let them know you’re the solution provider, and make it irresistible. Tie your product to their problem.

[9:34] Allison has written about resilience. She based a book on her work/life experiences of the first ten years of her sales career. Her sales were good, but her health was miserable. [11:36] You can become a victim, or you can become the Resiliency Ninja. Step into your full potential, your full success, no matter what challenges come. If you can’t bounce back from a low quota, that will influence your ability to sell.

[13:31] A 50% close ratio means 50% “No.” SDRs hear “No,” maybe 90% of the time. Not hitting your numbers twice, makes it tough to bounce back. Getting a “No,” is better than a “Maybe.” Buyers need to decline, until you earn their “Yes.”

[16:30] Resiliency is a skill that applies to both big and little issues. Too many little hurts can become a big hurt, if you are not prepared with resilience. Process issues as they come.

[18:47] Big issues like loss, disease, and divorce, impact performance. Allison created the Resiliency Ninja Formula for the book. It combines self-awareness, strength of heart, body and mind. She developed tools to build strength.

[21:21] These tools fight our internal messenger of BS that always says the worst. Allison describes a writing exercise to enable seeing self-judgments objectively. Flipping the internal script is key to becoming resilient.

[24:00] Allison claims positive thinking will make you miserable. She explains how. Positive thinking without basis leads to despair when there is a problem. Optimism is hopeful, and seeing the best. This is good.

[27:41] Acknowledge problems, and share them thoughtfully with trusted people. Share by giving hope and tools, not sorrow. Share successes with prospects. Allison describes the Continuum of Challenges: stress, obstacles, and adversity.

[36:19] We tend to minimize big things, and overstress day-to-day stresses. We are taught this from youth. We need to acknowledge big hurts, and give less power to little pains. We must learn to process adversity.

July 28, 2017

#523. Coping with the Ups and Downs of Sales and Life. With Bridget Gleason.

Bridget Gleason is VP of Sales for and my regular partner on Front Line Fridays.


[2:14] Bridget cites a book about living a good life by not stressing about the less important aspects. Pay most attention to relationships, health, family, and purpose.

[3:19] Andy refers to another book with the same lesson. It’s easy to obsess about sales performance. Andy remembers his blood pressure going through the roof at age 23 in his first management job. Do the best you can, and let go of it.

[5:45] Calmness comes with age and practice. Surveys taken in retirement say retirees’ biggest regret is having worried too much. Worry is worthless.

[7:15] Bridget’s nature would be to worry. She works against that tendency, using mindfulness and meditation deliberately to calm the mind. She aspires to not go up and down with the sales number.

[8:43] Andy spent about a month doing little because of sickness. When he started to worry, he engaged in meditation. Bridget relates how she coached a new rep having a low quarter. It’s good to be resilient.

[11:24] The highs and the lows are transitory. Other things in life can compensate. If you put in the basic work, the score takes care of itself. Have patience during longer sales cycles.

[12:44] A man once worked for Andy who had a nervous tic when he was worried about his performance. He had good reason to worry. We need to get out of our own way. We may need to be shown our blind spots.

[13:56] Sales coaching is being neglected, which means reps are looking for direction from a trusted source. This should be their manager.

[15:48] When Bridget is being direct, she is giving constructive criticism, not destructive. She also appreciates that her team shares direct feedback with her.

[17:47] The most difficult conversation is to fire someone. Bridget had to fire a top rep, who had sabotaged the system so he got all the leads. She hopes he learned from it. Andy has had to fire people who had just experienced family tragedies.

[23:16] Though a termination is a business necessity, it is a hardship to the person terminated. The company should make every effort to coach the person before a decision is made. And they may go into a situation that is a better fit.

July 17, 2017

#512. 10X Your Effectiveness with Engaged Leadership. With Stephen Moulton.

Stephen Moulton, President of Action Insight, and author of The CEO’s Advantage: 7 Keys for Hiring Extraordinary Leaders, joins me on this episode of #Accelerate!


[1:25] Stephen says constant pressure from managers puts sales reps in a panic, which makes them ineffective.

Pressure has always been there, but a slump can put them under extreme pressure. Then they enter fight-or-flight mode.

[4:00] When people have a positive outlook at work, they are 31% more productive. If they interact positively with their team, they are 10X more effective than people who are neutral or disengaged. Leaders affect engagement.

[5:58] Individuals need a supportive environment to be more productive. Managers needs to know their people, build trust, and develop a team ethos to build up each member.

[8:50] Senior management focuses on numbers. Direct managers need to be leaders and put coaching, training, and leadership development of their staff first, before numbers.

[10:41] Managers manage things, leaders lead people. In reality, managers fill both roles. They need to spend more time inspiring and helping their people than working the numbers.

[11:25] Focusing on numbers and the mechanics does not produce the kinds of sales experiences that customers want, that will grow business. Managers need to coach their people.

[12:25] Onboarding should include leadership training. Many companies don’t want to invest the time. Stephen tells of a past manager who discouraged his successful behavior.

[15:02] Managers may get uncomfortable when their people perform in ways outside the process. Instead, they could support the individual skills and strengths people have, and leverage these strengths for achievement.

[16:29] Effective selling inspires customers to go on a buying journey with the rep. People want to be motivated. Reps want to be motivated to be leaders.

[17:19] Emotional intelligence can be learned, if the person has motivation. It is a set of competencies. Stephen gives an example of how he would teach a behavior within an area of EQ competency.

[22:11] Leaders need to lead by example, not by control, but by modeling the standard of expectations. Stephen asks his team to call him out if he falls below his standard. Leaders need to be open to feedback.

[26:49] Hiring is challenging. 95% of biases are unconscious. Have a structured process to measure specific required competencies and behaviors. Test to get information, then evaluate afterward. Stephen’s system has over 90% reliability.


July 15, 2017

#510. Coaching Digital Natives to Make Human Connections. With Dan Negroni.

Dan Negroni, Founder and CEO of Launchbox, and author of Chasing Relevance: 6 Steps to Understand, Engage, and Maximize Next Generation Leaders in the Workplace, joins me on this episode of #Acceler


[1:28] Dan sees the single biggest challenge facing millennials, including millennial salespeople as being bombarded with too much opportunity. They need to find the path that works best at that moment for who they are.

[3:08] Dan suggests the process is to figure out who they are, and then to articulate it. The best behavior for them is to ask themselves questions to become more self-aware about their strengths and values.

[4:14] Andy cites Dan’s article on coaching Millennials. Challenge Millennials with great questions to help them think deeply about showing up, and being present, real, and authentic. How am I going to serve?

[5:33] Dan describes authenticity as Millennials see it —  Something real, with no other intended consequences other than helping them, connecting them, or delivering to them. Someone genuine, with real integrity — a mensch.

[7:14] Andy cites The Complacent Class, that says society and our economy are becoming less dynamic, blaming it on technology that keeps us in comfort zones, and not exploring. Dan sees more positives in future tech, connecting humanity.

[10:48] Human-to-human connections are the most important. Dan agrees tech is numbing Millennials to human connections, but when they are taught to focus on others, they are eager to connect. Schools are not teaching them to connect.

[12:29] The Launchbox Inside-out technique connects the dots, starting with the dot inside, using Strengthsfinder assessment; then teaches them about their skills, values, and passions, all focused on others, their brand, and connecting by stories.

[14:02] Employers of Millennials need to provide four things: the ability to learn and grow, authenticity, feedback and communication, and a purposeful, transparent workplace environment. Millennials need to articulate, this, and create it.

[16:54] Data is part of the comfort zone. It is not personal. Feedback involves goals, ambitions, and how to achieve them. Some VPs are removing one-on-ones from the equation. Dan notes statistics on employee disengagement, based on that.

[19:09] Andy cites The Boomerang Principle, about people coming back to the company, and referring customers. Millennials want to work for companies from which they would be customers.

[20:44] Many Millennials think they have the right skills to be a leader. The gap between their ideals and skills is where to coach. They need to be responsible to grow. They need self-awareness. Mixing generations is where magic occurs.

[24:47] Sales Technology enforces conformity. People need freedom to find their way. Sales managers need to coach to individuals’ strengths. Dan cites a Harvard 75-year study.

July 11, 2017

#506. The Swagger Mindset of Top Performers. With Joe Gianni.

Joe Gianni, CEO and President of 2logical Inc., a training company, based in Rochester, NY, and author of Swagger: The Way of the Sway to Sales and Life Success, joins me on this episode of #Accelerate!


[:58] Joe says the single biggest challenge facing sales reps is coping with the pressure to change and keep developing themselves to sell. There is tremendous competition. You need extreme talent to win. Find your potential “to be lethal.”

[3:40] Sales reps are heavily steeped in skill and process training. Only those with the highest motivational intelligence master the fundamental skills of peak performers to become the 20%. Joe calls motivation the heart of the champion.

[6:09] Motivation can be developed through a thought sequence that leads to a recognition of core fundamental things. Joe explains these fundamentals, starting with creation.

[8:00] Creation can be asking a sales team: Instead of the least they can do as a team, what is the most they can do? Do they envision themselves as being the number one salespeople? The ‘top’ are the ones who think about it when they wake up.

[9:37] It’s easy to follow the path of least resistance. People don’t recognize that they can dream big, and follow those big dreams. Dream based on who you need to become to make the dream happen, not on who you are today. Have self-belief.

[13:52] Swagger is the difference in the mindset shared by peak performers in any walk in life. They have a different way to interpret the environment. They don’t react as others do in challenges. They have a different internal dialog of risk taking.

[14:52] Arrogance is not the intended meaning of swagger. The most successful people have a different way of dealing with their environments, that they use to develop to their full potential.

[15:51] Swagger is a tolerance of ambiguity. Masters in sales have mastered the fundamentals. It is not magic, it is the mastery, first of their own thinking, and then of the fundamental skill sets of success.

[16:38] Governing core beliefs: Creation, Unlimited Potential, Results are a Consequence of Cause and Effect, (regardless of how uncomfortable the needed cause may be). Luck only works when it means Laboring Under Correct Knowledge.

[20:19] The fourth core belief: Self-esteem/self-efficacy. To kick people to a higher level of productivity, kick their self-concept to a bigger level. Big sales are made by big people. Big opportunities are captured by big people. Learn and win.

[23:22] Feedback needs to be integrated into what you do. Invest in your personal development. Before you can have, you need to become. You need to the talents that lead to what you want to have. Joe tells a client story. Get out of your way.

[29:08] The fifth core belief: Break out of your comfort zone. Be comfortable being uncomfortable. A comfort zone is an imaginary self-limit. You are capable of so much more. It is necessary to face fears and push against them.

July 10, 2017

#505. 5 Proven Habits of Number One Performers. With Scott Ingram.

Scott Ingram, a practicing salesperson in his day job, and moonlighting as host of the Sales Success Stories Podcast, joins me on this episode of #Accelerate!


[1:13] Scott sees the single biggest challenge facing sales reps as overwhelm, from responsibilities, confusion on tactics and ideas on how to get the job done, and trying to maintain focus in a very noisy environment. Scott has turned off notifications.

[4:53] Scott began the Sales Success Stories podcast to learn what the very best salespeople do. Superior salespeople are too busy to write books. Sales Success Stories offers a forum to the top sales contributor in an organization.

[7:05] Scott has learned that the best salespeople believe in the value their solution brings. They believe it is best in class. Scott explains this is through their passion for their solution.

[8:56] Some sales reps land on the one-in-a-million solution that takes off like crazy. That is a best-in-class case. Competing solutions are also being sold by passionate sales reps, who believe they represent best-in-class, as well.

[9:50] You have to believe in the value you deliver. Scott says the best reps believe in themselves, and have confidence and trust in their process, and their ability to execute.

[13:18] Top performers focus on their clients and care deeply about their results. Scott says the conversations smash the stereotype of top performers. They are passionate on helping their clients and building long-term relationships.

[16:17] Top performers surround themselves with the best, and grow themselves. When they start at an organization, they find the top people for role models of what works. Scott gives an example of one practice. Scott’s podcast is for this purpose.

[18:44] The broadest theme shared among top performers is they have a deep level of self-awareness, they know their strengths, and they leverage them creatively.

[21:52] Find your comfort level. Most organizations have a strict program for sales. Highly successful people who stretch the process may be seen as disruptors, not as cultural fits.

[24:04] Sales is not an assembly line. Bombarding the market more with ineffective calls does not sell. Scott’s most effective SDR guests have been creative, not compliant. Make ‘dials’ more effective, not more numerous.

[29:39] Top performers orient around goals, and develop habits, routines, and actions to make them happen. They understand that a goal is not enough. Routines support goals. Optimize everything you do.

[31:56] Habits are routines. Confidence is built on habits of achievement. Instead of spending all your time halfway engaged in activities, do one thing at 100%, finish it, and do the next one. SEAL Jocko Willink said, “Discipline equals freedom.”

[35:46] U.S. Soldiers are so well trained, and unambiguous about their jobs, that they make the right decisions and take the right initiatives on their own. Andy cites books on WWII by Stephen E. Ambrose. Scott is from a military family.