Some of the same things that make us great salespeople also can make us great sales mentors and leaders.

It's all about trust. It's this human connection that we get. And this is something that companies forget about, why they're hiring salespeople.

It's not for service. It's not for scaling. It's not for scaling. It's about connecting

with their clients. People want to buy from people. If they could just buy off of a website,

they would. But most of the stuff that we sell in B2B, business to business,

requires communication, requires an understanding, requires a vision of the future, and how

their life is going to change. And that requires conversations. It requires trust. It requires empathy and curiosity.

All of these characteristics we need to both sell and to lead. Today's interview is a little bit

different. We've got a great guy who came over to the U.S. at 16 to play soccer.

And I think we all know how those athletic stories end up in sales.

And he had a, you know, started in retail.

A lot of great people, including me, started in retail.

And it's a great training ground,

a lot of quick human interaction and dealing with people, and then became a great rep.

And then he made the decision.

And sometimes this decision, I think the key is having interviewed all these great sales leaders comes down

to one major thing. What is their motive to get into leadership? And most of us, the motive is,

well, we see it as the next step. We see it as the progression in our career. We're socialized to move up in the organization.

But that's not the reason you should do it.

That's the worst reason you should do it.

The best reason is that you really get that reward out of helping people,

building something, mentoring people, developing people,

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