This is the sales gravy podcast. I'm Jeb Blunt, bestselling author of fanatical prospecting

and sales EQ, and I'm here to help you open more doors, close bigger deals, and rock your commission

check.

In sales, trust is everything. Without trust, relationships collapse and when probabilities crash.

Without trust, stakeholders erect emotional walls, discovery is shallow, next steps are denied,

objections become immovable obstacles and deals stall. Without trust, you have nothing. We'll do a deeper dive into building trust in just a moment. But if you're getting tired of getting shut down by

objections, if you're tired of not knowing what to say or not knowing what to do, it's time to stop.

I want you to go right now to Barnes & Noble or wherever books are sold and pick up a copy of my brand new book objections.

It's a number one bestseller and it is taking the sales world by storm and objections is the one book that I guarantee you will make you more money this year.

You know, despite the perception that salespeople will say or do anything just to get the deal, most salespeople do the right thing, keep their promises, tell the truth, and believe in what they're selling.

The trap that salespeople fall into, though, is the belief that good intentions are enough.

It's important to understand that your prospects are not judging your trustworthiness based on your intentions.

They are judging you based on your intentions, they are

judging you based on their own intentions. They're scrutinizing you. They're looking for

congruency in your words, nonverbal communication, and your actions. In our hyper-competitive global

marketplace that is dominated by disruptive change, buying a new product or service or switching

vendors, carries real

risk for the stakeholders in your accounts. When they rely on you to deliver on promises,

they're putting themselves in a vulnerable position. Buying from you can mean putting their

reputation or career on the line. Should you fail to perform, the impact on their business,

company, career, or family could be extreme.

Now, in the stress-filled atmosphere, you'd think that stakeholders would rely strictly on empirical evidence and data when choosing vendors,

...