Mercy Bell, Analyst at Dogpatch Advisors, joins me on this episode of #Accelerate!
It’s time to Accelerate!
Hey, friends. This is Andy. Welcome to episode 736 of Accelerate! The sales podcast of record.
As always, I have another great episode lined up for today. Joining me as my guest on this week’s Accelerate! is Mercy Bell. Mercy is an Analyst at Dogpatch Advisors. Now, in this week’s episode, we’re going to talk about new business development using what Mercy calls Intentional Outbound, which is a way for outbound reps to creatively form human connections with their buyers.
While we talk of Mercy about the unusual path she herself has followed to build her sales career. So in this conversation, Mercy and I dive into why the whole B2B sales profession is in need, maybe dire need of greater diversity.
And of course, great diversity from the composition of the sales teams, but also diversity in terms of incorporating diverse points of view that come from having greater diversity among our sales profession and fresh perspectives. I mean, if you spent any time at all on LinkedIn following sales thought leaders still know exactly what we’re talking about there.
We’ll talk about Mercy’s unique path into sales from working in a call center in college, tried to raise wealthy money from wealthy alumni. We’ll talk about why creativity is so important in sales. And this is a favorite topic of mine. We’ve talked about many times in the show, immerses can share how customers first impression of you really speaks to your creativity or your lack thereof.
And we’ll get into how sales managers can encourage this creativity in their sales reps and help their reps learn how to improvise within their structure of sales process to improve their performance. We’ll get into that and much, much more.
Let’s Meet Mercy Bell!
Let’s jump into it. Mercy. Welcome to the show.
Thanks so much for having me, Andy. Glad to be here.
Great pleasure to have you on. I’m always excited to talk to new young voices in sales. It’s not the sole purpose for having you here, but certainly after we met it became clear that we want to record something together because I think it’s so important as, I don’t know about you, but I miss Hunt’s funny coming from me, but I sort of despair when I read new sales because I read dozens of sales books every year, oftentimes preparation for people on the show.
And the irony is this is very few that have anything unique to say that are being written by people under the age of 40. And I just want to hear your take on that. I mean, it’s it’s sort of you know, I hate to say it, old white guys and old white women writing these books.
There’s an echo chamber for sure. And it’s probably true for all of business, but we see it particularly for B2B tech and for sales. That there’s a certain age you must be to earn the right to speak a maybe a certain background. And certainly visually it looks somewhat homogenous. And on Linkedin there’s definitely an echo chamber on there. Definitely men over a certain age with a certain level of experience.
For yourself as a young woman of color in B2B sales, which is fairly unusual. What’s that feel like? As you’re trying to learn. Obviously, there’s certain things that are common across the board. But what do you see, as you say, okay, well, I want to learn. I want to grow. You’re ambitious. You’ve done great so far. I know you’re looking to continue to grow.
What do you look for as resources to help you do that?
It’s an interesting perspective I have now. Some 29, as you mentioned, I’m a woman of color. And it’s really interesting that I’ve had a full decade now in sales. In terms of experience, the advantages and potentially some of the pitfalls of carrying that identity into every sales conversation, into every job I’ve had.
Working now as an analyst and an adviser with Dogpatch. I don’t experience that the same way as I did as a rep, but people would often be confused as to why I was doing so well. You know, I had this memory about why you’re doing it all.
They’re confused about why you’re doing it at all? First of all, women and sales is not a huge population, women in tech sales is a smaller population. Even people of color, let alone women of color and sales in the tech field, also not a big population.
Well, it’s an interesting, visually, of course, I was an outlier, but my performance was also a little unusual. So I had graduated from college and gone to a startup as a second hire. And by the time I was 23, I had a 3.7 million dollar year in enterprise sales.
Coming from a background when the first to graduate high school, college, first person to actually have a desk job. It’s a really interesting thing that happened when my performance started to show up is when I started to get a lot of questions about how did I come to be here and why was I so good.
I didn’t even know what a red line it is when I went in for my first negotiation. Capital One, I hadn’t even heard the term. There was so little exposure in my home life growing up in the middle of a city with a single mom, like no one knew how business was done. And I didn’t have the lexicon, the vocabulary to even describe what I was doing. I was just doing what I knew to be successful in my human experience.
Call Center Girl
Well, what were those things that you thought? So you have a very unique experience, compared to most people in college and that you worked in a call center for your university. You and I share the same Alma mater.
There GoStanford. And you were doing fundraising and that certainly this was a new development after I was there. They have this formal call center and list students to work at. So you got paid. I take it, right?
Yes. And the reason for it. Talk about where some of the best sales people come from. It’s often individuals who’ve had the experience of truly being hungry or not having resources. I worked in a call center because I had to I needed some way to pay for books, which I couldn’t believe the price at. I felt like I was able to maintain some level of success. And to me, it was a little maturely driven at the time.
At school, you won’t be able to go out with friends. You’re going to have certain basic things, books, for instance. And I know that there’s all the resale markets that have sprung up. But I also know that they discourage those as well by changing the textbooks every year and so on.
Exactly. So here I am. It’s 2008, the Great Recession, and I’m in charge of calling New York. Wall Street is my territory.
Stanford graduates in New York and Wall Street. Okay, yes, of which I’m sure they’re many.
Of which they’re many would given like $10,000 or more the previous year. But I’m also calling Lehman Brothers. I’m calling people who’ve just lost their jobs, lost everything in the last three weeks. And I’m calling to ask them to renew their gift and that experience the type of no and rejection I received in that particular workplace.
And I worked there for all four years of college. By the time I came out of college, I was more prepared, though I had no experience on my resume and “nothing to tell anybody. I knew how to do sales.” But I’d really experience.
I thought you’ve just done it for four years.
Exactly. And I think that what’s really interesting about that call center, even though Stanford’s very prestigious, it was all of us first generation college students, all of us who were on scholarship trying to make that little extra bit of money.
That’s probably where a lot of the talent lies, like outside of this traditional competitive athlete profile is just the young person who is hungry, who has had to explain themselves again and again on the phone or in life, no matter what color.
Those are people who come from. Yes, disadvantaged, you could say. Or maybe it’s an advantage to have not had the resources or had to be creative about how we make money or make a living.
I think that and it’s a universal experience. That we go through life answering the question that people ask us all the time, which is why you, right?. And so but how we answer perhaps is different, but giving that experience early on in order to do that as you had to do. So what what was that like? What what did you learn about how to answer that question?
What’s really powerful in this is something we see all the time when we’re working with the Best Reps. A Dogpatch is that there is a moment creative decision. There’s a decision tree that happens inside of a great rep’s brain, which is who am I talking to?
And what is the “why me” for this specific person, for this specific context and company like how do I best position myself or obviously it’s usually a software or some type of technology.
So, to answer your question directly, I have been doing this “why me” question my whole life? I mean, my biological mom is white. And I’m, of course, brown skinned. My first memory is literally being a young kid next to my mom and people saying, where’s your parents?
This constant habitual explanation of self. Which is unique to almost, I can’t speak for people of color generally, but in professional environments were often asked, oh, How do you come to be here? I mean, that is a constant “why me” exercise that helps when I’m in a sales conversation.
So when you’re asked that question, do you feel like it’s a sincere interest or what do you think the motivation is not solely for that question?
No, I’ve given up on trying to understand the motivations of individuals when they ask questions like that. I end up spending more time with myself thinking about, why me?
So I’m so confident inshore and certain of my that I’m okay to be there. When people asked, I just answer the question flat and straight. But I’ve given up on that process of I wonder what they meant by that.
I think back to two well predecessors even I remember my sister, her first job out of college, she went to work for John Deere and knew nothing about tractors, agriculture, equipment, anything. And they shipped her off to this remote location in North Dakota where her job was to be the factory rep for dealerships.
And you could have asked for some is more out of water, perhaps, unless perhaps you’d been there yourself. But she was completely always fending off that question is why are you doing this?
It’s things most of us don’t really have to deal with in the work environment, which is why you’re doing this? Where do you come from? Pretty straightforward.
Yes. I know. When I think back of my career, I would sometimes put my personality first, but what actually would end up lending itself to the most success when I was selling would be to actually have the company almost as this, can’t say it’s a mask, but the technology I was selling, letting that be the first experience.
So really getting creative about, okay, how am I going to describe and position what the different data sets I’m going to put together in this email and Kraft is opening hooked up and then let my identity be second.
In most cases, it’s an advantage to visually look different than most reps. Right? I’m more memorable for that reason, young black female. These are three qualities that ideally are setting me apart. Let it be positive.
But I do find like, now working in the sort of advisory world where we’re still coaching and training a bet. I’m always telling reps like the first thing is what you write. It’s not you yet. It’s not quite you yet. That first sentence. What we write here ends up being our first experience with the prospect. It’s not even with us, although we are very important as individuals.
If it’s a personal personal email, something it’s not a masked email is, it is about you, though, still even that first sentence.
I can see it both ways. I mean, our face on a professional one off email. Let’s say it’s a cold outbound. Our face is on that profile. Right next to our name and our signature. And I would hope, though, it may not always be true, that the quality and the content of that message is going to have more resonance with the prospect than how I look.
That isn’t still my belief. Whether that’s naive, it might be. But I still tell reps that is their first impression. That is probably where their personality can be infused short. But what they say and the quality and the relevance of that message is going to be the most important thing for them. And that’s within their control that no one can control. The other elements.
Just so we’re clear, I’m not saying that is the first perception of a person could come from that email. I mean there’s less emphasis on writing skills these days. I think you’ve raised a really important point because I think there should be more because I think we’ve reached the sort of inflection point and it’s not just in email.
You even see it in online media where there’s such an urgency to get a story out that they don’t do any but rudimentary editing. And yes, I’m not horribly persnickety about these things, but I’m reading something a journalist writes and there’s multiple spelling errors in a story or radical errors. It’s like I’ll fire the journalist. I know I was on deadline one to get that in, but I wouldn’t want that to go out under my byline.
With all those errors in it and so some are true I see this with because I purposely sign up for way too many lists just so I can get the emails to see what people are doing and still pay attention to that level of detail, not just what you’re saying, but how you say it, how it’s presented on the page, all that, none of attention to that.
I can’t speak for every single young sales professional of colors thinking about going into sales, but they’re all as image conscious. But I can speak for myself that, feeling the weight and the pressure of possibly being I mean at the mercy of the prospects opinion of him based on how I look.
There was a lot of extra time spent on the details. And one element is like there should be no errors. But what we see often is the most important thing and outbound is just that creativity, that willingness to think outside of the template in the box. But what this email should look like.
Drawing on our own experiences or standings of human psychology and then our personality too, so that the message reads authentic and it combined multiple disparate sets of information about the company and the prospect. All that magic happens like it has to be a creative process.
And unfortunately, when companies hire one type of person, one profile let’s say. You never get that wild experiment on how to write the first email. So in addition to it being maybe error prone, you get that formulaic hi first name. We think we can help company name, which isn’t doing anybody a favor.
So let’s talk about creativity, because I agree on diversity certainly as a fuel for creativity. But even within most organizations that are relying on sort of the product of outbound, SDR predictable revenue model, whatever they want to call it.
There is a certain uniformity to those messages that go out. There seems to be pressure on people to stick with the playbook. Use the templates even though they “been proven.” Yet we know win rates in general in SaaS are what I consider really low. So it’s not like it’s hugely successful. It’s just “works.”
So there seems like there’s this pressure to conform. So how are you working with companies? Dogpatch? What does an SDR rep have to do to break free and experiment and be creative and take risks when there’s so much pressure on them not to take risks.
Everything you just said is what we see at the companies we work with or even just to is there’s this incredible fear of experimentation and iteration, because if something seems to be working, to abandon it even for a moment could have some massive impact on pipeline or even just the activity levels. We don’t want to rock the boat.
Manual To Scale Loop
But what we often say and what we end up implementing as a process is what we call this manual to scale loop. The way to think about it is that the creative process happens one off, a rep in theory, if they’re told to really think outside the box, to really look for what information would really let me say something powerful one to one hyper relevant.
If we actually let reps do that, we can also assure them that there’s a process to take that manual effort that took time. That was an experiment that may or may not work, but if it does work, we can scale it.
So manual to scale loop is a process that we end up implementing and companies where we take with the best reps are doing it could be creative, it could be crazy, but it’s working.
And then we find a way to grab that data in probably a different form. Get to about. If not be same message. But now we’re sending at thousands of rows at a time rather than just once. So we think about this is like how do you get people to be creative?
You assure them that when it works, we can scale it. And that’s so rare for a rep to actually feel that they work inside of an organization where if it is working, that the company is going to support them and sending it more quickly, more efficiently.
So I get that. I like that, obviously.
But the thing that springs when we talk about is that creativity can be fairly unique to an individual. And I have to admit, a loud skeptic about this idea that you’re gonna sell it, take what works for one person and apply it in a blinkered fashion to other people.
Because the way people experience me is is completely unique from the way they experience you or anybody else in this world. So how do you do that? What you’re talking about this manual to scale in a way that that in an organization and say you have 10 or 20 SDR is how do you do that in a way that keeps it individual and unique for each of the reps?
I think what you just said is we have this association with scale. As sameness, so this idea of, if I was going to take with the best rep, did it make it possible to do it, adopt it for everyone.
Let’s say that we would lose the ability for it to still come from the individual. So one common template that we see begins with an opening hook. So that’s a sentence completely unique to the rep.
But what they’re going to write, though, it’s gonna be their own, is probably going to come from different signals that they’re observing, information that they’ve had to hunt, and fight to find. Go through rows and rows of data to say what’s going to be interesting to the prospect. So we want to give them time back to write it in their way, able to have all that information the different signals and information on the company and the prospect at their disposal.
So they can write that sentence significantly faster. So you could imagine a sales email kind of having a component that is fully human, personality driven even at the information that helps drive it is available for everyone. And parts of the template or parts of the message are just actually happening and being composed for them so they can spend more time on that first sentence. So that makes people open an email in the first place.
So, give an example, if you could.
So let’s do a little role play. I like to improvise. So let’s think that we’ve both read about probably this morning any B2B. Technology companies.
Go ahead. I’ve been head down working on my new book.
Yes, we work’s probably not responding right now, but I’m thinking of, you know, we work as a great example. They say technology company. And for me to write a message right now to them that really resonates with my own software that I think can help. I probably need to be aware of what’s happening.
You’ve got our scandals. They’ve got departures and new hires. So you could think about all these executives, all this information that would help me probably write a better opening line, something that actually speaks to what their company is experiencing.
Sorry. I’m sorry. Your options are worthless.
I feel bad. You know, I’ve been reading so much on them. It might be something a little more nuance straight.
I was more empathetic. I know.
Exactly. Now you hit it on the head. I’m an empathy salesperson. I try to imagine before I go into a meeting that I work for the company I’m selling to already. Though, by reading all that information. At Dogpatch, we would find a way to bring in all those signals. All that information, what was happening at we work.
So me, as a rep can actually create that first sentence in a powerful way. It might be simply looking and saying, as first name as recently departed and we know you’re facing X, Y and Z. But this is all data that we can get to scale. So that I can write the message in my voice as rep.
And while you guys just bring up some background creativity, because I know we are. But this is something that’s a big thing for me. And again, you guys work with companies. You guys, Dogpatch work with companies primer on the SaaS business, scaling companies, companies that are fairly good size already.
And you talk about how you like sales because the freedom to think outside the box. I want to talk about coaching and managing more specifically because we just start touching this before us is what do we do with the manager and level to get them to back off? To let people experiment.
Look, I’ve been on the staff role numerous, numerous times. I understand the pressure from investors and everybody else, but by the same token, I was growing sales teams is I want to preserve the ability, give people the freedom to fail. That’s a little bit of a cliché, but give them freedom to explore the other times you want to step in.
I wrote about this week, actually when my one of my post, is how do we really coach that level of talent? To say, I actually need to be maybe less engaged. Metrics are important, but the metrics aren’t everything because one of the symptoms we’re seeing, I think obsession over metrics and so on is that with these huge attrition rates coming through at sales, staff stay for a short period of time.
There’s something on LinkedIn this week where my friend Mike Weinberg posted some scenario about, if you’re talking to a prospect and they’re under contract, should you try to take the meeting?
There’s this huge by friction of opinion about. yes,Take the meeting, build for the future. And I was like, no, you don’t waste the time. But when you’re offering an environment where, again, maybe your tenure on the job is as it is for most sellers, less than 18 months.
They can serve you well, I would say I wouldn’t invest the time because but that attrition is also a very large part to the pressures of being put under by management. And that’s perception. So to scale up and 90 days on board. Nine days and ramp up, they’re out of here if you’re a rep, but you’re not making quarter after six months you’re out and all those pressures that create these behaviors that become self-fulfilling and self-perpetuating.
So how do we work with that level of manager to say you just need to back off. You’ve got you feel comfortable backing off.
Yes, there’s two approaches. One is to encourage a paradigm shift generally on the sales floor that there is time for creativity. So it’s like a cultural sort of change management thing, which I think is really hard. Another way is to actually build programmatically into the manager’s role, time they spend, workshopping, or working closely with their team to have these sort of creative moments.
So ideally write reps to just be doing things whenever they’d like, taking those moments to explore. But the next great play could be for them or some new technique to get that first meeting. But I think nine times out of 10, what really needs to happen when it comes to encouraging creativity from a manager is it needs to be practiced like habitually. There needs to be managers taking time to try new things.
There needs to be celebrations of wins that come from unpredictable or surprising approaches from other reps or just needs to be sort of. I guess it’s a sea change in how we operate. I think that most companies now are more interested and we see this typically in creativity when they figured out the data challenge.
When reps are spending all their time hunting for prospects, they’re more likely to be trying new and innovative things on the phone or an email or in their sales conversations.
When they haven’t identified list of people to go after.
Yes, the way we think about it, A Dogpatch is how this function which could exist in your org, which is called outbound operations centralized its all that management wrangling, lunging, sourcing, cleaning up data prospect information company attributes, signals that tell you a company might be ready or you are ready to talk to them.
If that is all managed centrally in the reps are actually able to just do the human thing. The calls, reply management, the opening hooks we discussed earlier. Yes, creativity just kind of becomes a no brainer. You’re not spending your time trying to get rows and columns sorted.
But there are those functions that exist like sales ops and a lot of companies, so help people understand between sales operations and outbound operations.
It’s a really good question because you can think of sales operations as often individual contributors working to make the CRM, more systems either talk better or work a little more efficiently. Outbound ops the statement by the company that actually reps will be out of the business of spending their time and spreadsheet.
So we know many companies and we work with them, but they do have sales operations teams or Rev ops teams. They still ask the rep to do some large amount of this data management data, resource sourcing. It’s often sourcing and also be uploading those contacts into a CRM or manually reading the rules of engagement and suppression so they know when not to reach out to a prospect.
All these manual steps that in theory feel like sales ops that reps are still doing, uploading into a sequence and uploading into the CRM. Things that traditionally you would hope your ops people have the time for. They may not. And when reps are left to do it, it’s kind of that robotic process.
Rules of Slick Suppression
And explain to people what you meant by rules of slick suppression and so on.
So let’s think about what a typical rep state looks like. We talked about the importance of creativity. Most reps are in charge of, not only finding their prospects, but organizing all the information about those prospects in their company.
They’re responsible, sometimes for prioritizing those individuals or those target accounts. And then they’re also either supposed to internally decide on or follow a set of rules about when to communicate with that person or company or to not. That might investigation the CRM. That might mean there’s a Google doc laying around somewhere that says, hey, you got to wait 90 days after ex-wives the opt out before you can send a one off.
Well, why? Who made those rules?
And so two points and I love where you’re looking. That’s like one, those rules sometimes feel very arbitrary and they are. And two the more rules you have that actually require a rep to follow that manually. How are they expected to actually have the time to write that killer opening hook?
We see companies will invest in all these data providers. They’ll build these gorgeous, flexible and dynamic templates with us. But their reps might not have the time yet to write that first sentence that’s going to blow the prospect away. That’s going to make them open the email and read the rest of the relevant text.
So, we deeply believe at Dogpatch, that data is magical and it’s important. And then getting the humans back into doing the human stuff. Creative writing, creative communication is so quarter what makes sales go. And to your point, that’s not how it feels for most reps today.
So serve just to branch off from that then. So, yes, it’s been a repeated theme both when I spoke with your colleagues, Ben and Kyle, an earlier episode and now with yourself is this idea of this blending the data with the human. They taught the importance of that. They are the hook and the creative process. So maybe the last question before I finish up.
Who Sales Managers Should be Hiring?
So what does that say about who sales managers should be hiring?
It seems like that if this associate coming into an SDR roles we’re talking about primarily, but it’s not exclusively it could be, if it’s a place where there’s an ease of responsibility prospecting as well but seems like that’s a different set of skills than not necessarily on the chart sort the ones I see on job descriptions.
So what should be on there now. How should people be broadening their horizons? May hiring managers be broadening their horizons.
I feels like. I’m surprised, but it’s delightful to think our conversation just came full circle because it is this idea of if the rep that is going to be most successful. And let’s actually add another controversial word which is happy. There could be retained by the organization and they’re going to perform well and they’re going to feel good in their role.
That creativity and that sense of being fully supported by the organization to be creative and we don’t mean it simply in the sense of like trying a bunch of stuff, but being willing to take bold risks and how they write, communicate and how they find information. Managers should both be looking for that, not a hunter who kills what he eats.
They should be looking for someone who writes and expresses in a really thoughtful, an interesting way and to support that type of professional, the company actually will have to look at itself again and say, do I really have a sales organization set up for that role?
Do I actually have the ability to take a creative presence in the office? Who’s going to try really innovative things and actually scale some of what they do? Do we have the data set up that they could just be really what reps are supposed to be doing, which is communicators? And it’s really, really tough.
Even some people that may consider themselves somewhat enlightened them, where they perceive the type of people that they would hire is because old stereotypes come into play. Well, if I’m hiring, so that’s a creative thing. I pick up the phone to make calls.
Are they emotional or hard to manage because they’re creative. Creative doesn’t have to mean an artist means that they’ve exhibited time and time again a willingness to experiment and iterate outside of rules.
And I get to see if any company looks at their best outbound deals, there’s at least one example of something out of the box. I’ll never forget being young in sales. Twenty two. Coming up with a concept for a Ping-Pong belt for a CEO of a very large technology company. We sent him a ping pong belt championship belt of pop pink. Only because it had so many conversations with him about the sport that opened up a deal that was multi year and multimillion dollar like that type of thinking we need in sales.
You should read my friend Stu Heinicke’s book Contact Marketing How to Get a Meeting with Anyone and his new book, which I just caught another interview will be on shortly.
This is I think is really sort of the key point to get back to and to finish up on, is that as much you get stuck in a process in terms of how you sell. We also get stuck in processes in terms of how we hire and again, we have a sort of full circle with us in the conversation.
But I think this is really the important thing for managers is they feel these conflicting pressures is we talk about how successful salespeople and you just referred to this, and I’ve preferred to it many times as is successful sellers, typically the ones that bend to break the rules, managers, you’ve got to have the same level of courage.
Some speaking to the managers directly hears that are listening to this is is to try something different, in terms of the profile food is that you’re looking at is what do the customers need? It’s not just what you need, but what are the customer’s needs.
Tactically speaking I know we’re almost done. One of the number one recommendations I give when people are writing their open rack is to have it sent to 15 different people, not in their industry, and ask them what they imagine when they close their eyes. The perfect candidate to look like if everyone comes back with an elite athlete from a Tier 1 university, chances are you haven’t quite opened up the language enough. You really need to be open to what’s the right hire is for you.
And it’s not to say that Tier 1 or divisional athletes can’t succeed to sales.
No, in fact the opposite, but that homogeneous instant response tells you might want to switch.
I go the other direction. I say that or a different direction would say it, which is if you’re going to ask anybody, I’d go ask some of your customers and say this is what we’re thinking of hiring. Do these attributes sound like they would add value to you and what you need to accomplish, which in terms of gathering information to make a purchase decision and and I think is a high bar because believe me, your customer doesn’t care one iota whether someone’s a hunter,or an extrovert, aggressive.
They don’t care. What about a go getter? A go getter. They just don’t care. It’s not relevant to them. If you say, look, what we’re looking for is working for curious open minded problem solvers, then your customer says, Yes find people that fit that and you can find those people that will make calls and do what they need to do to become great salespeople. But they have the attributes up front, including, I think if they do tend to be curious and open minded, they’re more likely to be creative types is it’s a different profile you’re looking for.
And this is a source of unending frustration to me, and I have it even with clients that I have, that you won’t work together, do a job description and then go hire somebody that looks good and presents well, those are the D-1 athlete type profile.
It’s not what we said we’re gonna do, but people just have a hard time breaking free from that because that seems safe. So we talked about today and in general in sales is that people want to be safe. I’m trying to do that’s safe. And so I know if I hire that profile that seems safe.
There’s a podcast on that. A culture fair concept, and how startups are so committed to singleness of purpose. And it gets conflated with just loneliness of identity or this person reminds me of people that I hang with. That has nothing to do with really singleness of purpose as a company growing. And then, I don’t know that difference that would make a better product or team.
Wrapping Up The Episode
Yes. Well we’ll come back and we’ll have you come back. We’ll talk about that, too. All right. Well, Mercy. It’s great to talk with you. So tell folks how they can learn more about Dogpatch Advisers or get in touch with you.
Sure. Well, I can be reached at [email protected] That same site is where Dogpatch lives and encourage everyone to check out our blog. We write on just about everything, outbound and outbound operations, particularly next generation playbooks.
Excellent. All right. Oh Mercy. Thank you very much.
Thank you so much, Andy.
Yes, Look forward to talk again soon.
Okay, friends. That was Accelerate for this week. First of all, as always, I want to thank you for joining me. And I want to thank my guests, Mercy Bell.
Join me again next week as my guest will be Chad Sanderson. Chad’s a managing partner at Value Selling Associates and we’re going to talk about what Chad calls the sales singularity, which is the combination of sales, tech tools and human relationships to optimize the best elements of both in your sales process.
After all, technology needs to amplify the human element in sales, not replace it, which as many of you know as what my favorite topics to talk about. So you’ll definitely want to check this out. So make sure you join us next week.
Before you go, don’t forget to check out The Sales House. Your success in sales and life is all about human connections. Selling to humans, something yourself, to humans. In The Sales House is my online trading platform for B2B sellers, just like you really have to learn what it takes to successfully sell to another human being. So for more information, visit TheSalesHouse.com. And look forward to seeing you there. So thanks again for joining me. Until next week, I’m your host, Andy Paul. Good selling, everyone.