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Are You Shoulding All Over The Place?0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

In every walk of life, you hear people saying “I should have done this” or “should have asked that”, and a whole bunch of other should haves. We all have moments of realization after the fact, you leave a meeting and just as you get on the freeway, you remember you should have asked a question of the prospect, or you should have highlighted something. Worse is when you are sitting in the room, know you should ask or state or do something, but you don’t, only to rationalize later with the familiar tune of the “shoulda coulda woulda” blues.

So beyond the obvious question as to why didn’t you, there is the more important question of when are you going to? This question applies to both moving forward, and to recent events.

I often have sellers tell me they should have… something, usually in a way that suggests that they can’t change or remedy things. It is true that you can’t turn back the clock, but there is nothing that says you can’t go back and fix or redo. There is nothing preventing us from going back and asking for or just creating a do over. The fact is that unless you were rude and asked not to come back, not you right, you can go back, and often going back could be the difference.

If you do find yourself singing the “shoulda coulda woulda” blues, try this. Callback the prospect (or prospects) and tell them the truth, “you know Henry, I was thinking about you and our meeting yesterday, and I realized that I was remiss in …not asking, not discussing, not presenting, in rushing…” It never ceases to amaze me how responsive people are when you take this approach. First you are flattering them by not only telling them, but demonstrating that you were in fact thinking about them, their objectives, and how you can positively impact them. At the same time, you have an opportunity to introduce new ideas, and extend the conversation, and show how you are not like the others.

A slightly more fatal version of this is when sales people tell me that they know they should do something but don’t do it. This could be for any number of reasons, but it is usually fear or ego. While ego is important in sales, it should not get in the ways of success, a little humility not only goes a long way, but opens doors others don’t even see. If you know you should do something, be that something with a current buyer, or make a prospecting call, or anything, do it. As long as it is legal and ethical, the worst thing that can happen is the deal does not move forward, which no worse than not winning a deal because you should’ve. So stop shoulding all over your success, and do it, you’ll either win a customer or learn a useful lesson, and learning is something you should always be doing.

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Good Things Happen To Those Who Call – Sales eXecution 3290

By Tibor Shanto – tibor.shanto@sellbetter.ca 
Over and over different sales people tell a success story that starts with them saying “I got lucky the other day, I called this guy, and he is ready to move forward.” Or “I’ve been calling this guy every few months for the last couple of years, and I finally got a meeting with him.” While luck may have played a small role in it, especially the first scenario, the fact remains that even luck has to be met half way.

Timing is the second most critical element in the first case above, the most critical, was making the call. The simple reality is that if you don’t make the call, you can never take advantage of timing, whether by luck or by design, such as a trigger, not just a random event, but any trigger. Which leads us to one of the key flaws in the cold calling is dead argument. Cold calling here is defined as any call to anyone who does not have you in their calendar. This does mean there is no reason to speak with, it just means the call was unplanned, not unmerited.

For every stat that suggests that prospects will not take your call, there as many stats that show that decision makers and recommenders are open to input and are actively seeking expert advice in ensuring that they make the right choice for their company. Buyers are very much like sellers, some are lazy and go with the popular flow, others take their mandate seriously and consider all viable resources. The question for sellers is “how do I become viable or relevant to a prospect?” Calling with the usual script that sounds a lot like: “This is Us, We do this, you ready to buy?” will seal your fate the second you open your mouth.

As with any campaign, and that is what prospecting is, a campaign to engage with qualified potential buyers, the goal is to create buyers. Yes, prospects are created not found, and once you have a prospect, you need to convert them to a buyer. This is why those who wait for buyers to realize they want or need to buy, or who are 57% through a buy decision, end up dealing with order takers, not sellers.

The second scenario above is a great example of a prospect being created. A consistent flow of touch points, direct and specific communication, and regular interactions, lead to a prospect being created, without having to wait for a random event. Those calls spaced between other forms of communication add a dimension missed by those who don’t pick up the phone and call. We learn different elements and evolution in the prospect’s world. Each bit of information and intelligence gained is ploughed back into the campaign, each time making you more viable, more relevant and more on target. So when the moment comes that the prospect decides to engage, it is not just timing, not just persistence, that could be achieved through various forms of automation and drip approaches. It is the personal contact and added knowledge gained and the refinement of each call that makes one stand out from the also-rans.

Again, it is not this vs. that, you can work with marketing, leverage and be social, but if you don’t cold call, you’ll be missing a crucial element in creating a prospect. Sure, you can wait to be found, or you can put calls into the mix and make good things happen.

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Fear of

Which Fear Is Driving Your Results?1

By Tibor Shanto – tibor.shanto@sellbetter.ca 

One thing you have to love about sales is that while some fundamentals are constant, the execution continues to change and evolve. This evolution and change challenges sellers every day, taking them to new highs and lows depending on how they respond. A delicate balance that dares their abilities and preys on their fears. Top performer are not so much fearless, as they are people who leverage those fears, and channel the energy in a way that drives their success. The chronic underperformers, C players, are so far removed from the reality of selling that fear is not the main ingredient of their failures. Where fear is a silent killer is in the middle pack, the B players, usually the largest percentage of any sales team.

These are the ones you want to move up to be A players, and despite everything you do, replicating the very things you do for A players, sharing the observed habits and behaviours of A plyers, only a handful move up to the premier league, they spend their entire career being solid B players. The reason for this is most often the limiting factor of fear.

This explains the many “Motivation” pundits who line up to help you “crack the code” of changing the results of your B players. They offer to share their secret for motivating these players to new highs. But it’s no secret and plain to everyone once these “motivating helicopters” leave town, and the dust, noise and hype settle, these reps continue to bounce of the floor and ceiling of the B Zone.

These B Players are gripped by one of two fears. The first, common and relatable to many is the fear of failure. Given the peer pressure of not just society, but sales culture, failure frowned upon and limiting in so many ways. While everyone will talk about learning from your mistakes, the reality is that it’s not often tolerated. There is no doubt that there are many enlightened dealers who can take failure as a springboard to learning and development, the fact is that not many front line sales managers fall into that category, meaning a lot of lost opportunities for development, both for individual reps and their entire organization as a result. I have a unique vantage point on this, in workshops when people are asked to practice in “safe environment”, the fear is strong, many otherwise smart people, would rather look stupid in front of their peers, than face their fears and improve their skills and results. In the end it is easier not to, than fail.

The other fear is a mystery to me, the polar opposite of the above, and that is the fear of success. Yes, success. When the norm among your peers, the people you socialize with, participate in football pools with, is to be a solid B, you risk being cast out if you transform to one of those A’s. Not only is there one less B to commiserate with, but now you are one of those guys. Don’t believe me, watch the dynamics when someone is promoted to manager, see how their former mates respond. Fear of success thrives on tearing others, usually successful sellers, easier than elevating one’s own abilities. And again, it is easier not to, than carry the wieght of success.

The only thing I have been able to figure out is that success takes and brings accountability. Failure does not. Those who fail to take accountability for their activities and everything that requires, find it easy to not be accountable for the results. On the other hand, to be accountable for your success requires that you be accountable for all that takes. Something that is not for the faint of heart.

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Red chili peppers and one green chili pepper

5 Proven Ways To Blow A Sales Meeting – Part 20

By Tibor Shanto – tibor.shanto@sellbetter.ca 

In part one, we looked at how to encourage the prospect to share more meaningful information that leads to a mutually beneficial outcome. In this post we’ll look at two common, usually unintended mistakes sales people make. Today we’ll look at two other things to avoid.

Stop asking the obvious – While most sales people have bought into the idea that you catch more sales with questions than pitches, there is more to it than just “asking questions”. Buyers, influencers and executives are looking for different ideas and answers than the same old, we’ve all heard that they have more access than ever to information, what they are seeking is knowledge. The questions you ask, very much set the expectation of your worth and that of your potential offering. It is true that less sellers than ever are asking people what keeps them up at night, but many questions they hear over and over again, signal to them that they are speaking to someone no different than the last 10 sellers, even if the swag is better.

Many of the questions used by sellers, and encouraged by pundits, are very transparent in their nature and intent. All seem to be geared to get the prospect to yell “uncle”, and allow the rep to roll out their “solution”. Abetter course, is to formulate a set of questions aimed at identifying, understanding and addressing the buyer’s objectives. This however takes work, and is more difficult for many sellers and pundits, to leave your product or solution out of the entire discussion; to leave your product in the car, especially early when the buyer is evaluating you more than your solution.

The difference buyers look for is not in the product, but in how it is sold. If you are truly different, you can show it in your sales approach, but when you ask the same questions every other seller asks, what’s the difference?

Don’t focus only on the Grand Poohbah – Sales people are always told to focus on the decision maker, unfortunately that title does not appear on many business cards, directories or LinkedIn. As a result, many default to equate the executive ‘C Suite’ to decision maker. This of course drive behaviour. Sellers go hunting for executives, and when in a group or committee selling setting they focus a disproportionate amount of focus strictly on the executive, the senior person in the room, the Grand Poohbah, mistake.

There is no doubt you need to get their buy in and support, but there is a difference in approving a decision and making one, and with few exceptions, the Grand Poohbah is more likely to approve than make. They look to their teams to make the recommendation, in essence the decision, and often those people have teams doing the leg work and who have the understanding of what the product does and how. Senior people, being focused on objectives, are more likely focused on the outcomes, generally from an implementation that encompasses many products, most of which they are unaware of.

When presenting to a group, or working multiple conversations in a company, do over bet the executive, while they may like you and what you offer, they will look to their people to make a decision, and will rarely over rule them just because they like you or the colour of your widget vs. the next. Helping them understand that you can deliver outcomes that drive their objectives is great, but if the implementation team shows them they can deliver the same using something they prefer for whatever reason, you could be beat.

Think team coverage, think of selling to the organization’s objectives, and while you do what to acknowledge the Grand Poohbah and their importance, don’t forget the people who make the magic happen.

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A Sales Viewpoint – Sales eXecution 3250

By Tibor Shanto – tibor.shanto@sellbetter.ca 

With the election cycle in full swing in the USA, many (some) are reflecting on what their point of view is on key aspects of life to be impacted by the outcome of the election. This includes things like economic viewpoint, free market or centrally controlled economy; global viewpoint vs. protectionist, and more. The key here is not function or discipline in question, it is more that most people will have a viewpoint, and that view point drives their actions, and the result and impact of their action.

This fact is true for sales and sellers as well. A seller’s view point on sales, their market, their customers, and their sales methodology, will drive how they execute their sales, their success, and most importantly their impact on the success of their customers’ ability to achieve their objectives.

Unfortunately, as with political viewpoints, many in sales don’t ever develop and hone their own viewpoint. It is much easier to abdicate the work required to have a valid viewpoint, and they end up plugging into an outlet for their viewpoint and resulting action. Once they find one that is comfortable, fits well, they just go with it until it lets them down, be that the wrong guy getting into office or a loss of a big sales or significant existing client.

But when you take a close look you discover is an aspect of the old Pareto principle, where a large percentage of sales people, maybe even 80%, don’t really have a viewpoint. There is a large segment of this group that don’t see sales as their final destination, so why develop a viewpoint, “I’ll do that when I am in the role I really want.”

On the other hand, you do find the smaller group, let’s go with 20%, that have a specific viewpoint, and you see at the centre of everything they do in sales. This view point allows them to take the buyer and discussions with buyers to areas and depths that a viewless seller would not dare go, even if they were aware of them.

The important thing is that usually the person most aware of the difference is the buyer. They know when they are working with someone with a clear and centred sales viewpoint. Sellers with a viewpoint, one based on their standing as a subject matter expert, are in a much better position to not only help their clients achieve their objectives, but more importantly to influence the buyers’ objectives. Without a clear and strong viewpoint, you are left feature, benefit and groveling, oops, I mean relationship selling.

As a hiring manager you can begin to look for this in the interview process; are they telling you what you want to hear, or are they articulating a clear viewpoint on sales and how they execute on that viewpoint?

Given an equal set of skills and opportunities, the seller with a clear and thought out sales viewpoint will always outperform the one with out.

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How You Describe A Task Says A Lot About Your Results – Sales eXecution 3220

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Megaphone

It’s funny what you can learn from not just listening to someone, but actually hearing what they say. According to experts, you can tell a lot about a person by the words they choose. At a recent conference, two separate speakers, explained how the way people express themselves can tell you a lot about how to best communicate with them for maximum impact. For instance, if they say “here is the way I see it”, vs. “It sounds to me like”, it is better speak to the first in visual terms. This means your message will be better understood if you use visual references and use visual examples. Whereas with the latter are more auditory, as a result your communication geared to the spoken word, yours and theirs, leveraging sounds and noises to emphasize or accentuate things.

So what happens when we explore the concept a bit further and with respect to sales people, hiring and managing them, as well as to sales leaders. Not so much visual or auditory, but what telltale sign can their words or expression give? What can you observe from how they talk about their craft and work? What could we learn about their skills, how they execute, and as a result whether you should keep them (or hire them), and if so how to coach them to improve.

Again, this applies to sales leaders as well. Having spoken to my share, I find it interesting when they tell me “we’re doing OK.” Now this is not a cold call, there I expect that, and know how to deal with it too, but in conversation. Is that really the goal of a sales leader, to get his troops to OK? How do you present OK at a board meeting or leadership team gathering? When you ask what OK means, some redeem themselves with data and specifics, and can articulate what has to be done to move past OK. But when the response is ambiguous, almost surrendering in nature, surrendering to the reality of another missed month or quarter, OK, is not good enough or a plan.

Further, if you as a leader are good with OK, what will that say to your team?

The front line is often no different. Listen to a great sales person describe the role, vs. a veteran of 15 years, what I call one of the 80 Percenters. Not based on the 80/20 Pareto principle, one of those reps who may have met goal once or twice, but usually delivers 80% or so of quota. The former will tell you a key element of their role is to exceed quota, the latter will tell you “do what you can to try and hit goal”. Leading one to ask, is that 15 years in the business, 15 years of growth and improvement, or the same year 15 times over?

The former group can tell you exactly what they need to achieve their goal, right down to the number of prospects, and the effort it takes to secure those prospects. Ask the latter, and you get “depends”; on what? “You know”. I guess someone has to, but it is usually best if it is the person who has been tasked.

Words are a great window to the thinking behind the word, that thinking drives attitude, which in turn drives execution. Change how you describe your sales, and change the outcome.

Tibor Shanto

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Predictions to Results1

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Magical Fortune Teller

“I may make you feel but I can’t make you think” (Gerald Bostock IA)

This post was originally prepared for a site catering to sales professionals that I occasionally contribute to. They were looking for pieces on predictions for big things in sales in 2016. I thought it would be a big thing if sales people started executing and selling, and having real forecasts rather than just predications. They decided not to run the piece, and to quote: “The premise being that predictions aren’t a super useful exercise would cast a bad light on the rest of the posts on our blog that are predictions”. Well far be it for me to cloud the issue with facts, contrast the other pundits. But having written the piece, and being convinced that there is still room for realism in predicting, I will share it here, and wait for your verdict.

Have at it, and enjoy!

This time of year brings a unique blend of traditions and rituals, mixed with a sense of urgency for ending the year right, and wide eyed anticipation for the possibilities the new year brings. Wild ass unrealistic, and never to be validated or reviewed predictions is one silly and repeated ritual; after all the pundits get busy and caught up in the season, and what’s easier when you’re behind deadline for a post or article, than to make predictions for the coming year. After all, no one ever checks to see how they turned out 12 months from now, especially if you make them “feel good” predictions with just a hint of sugar-plums scent. The challenge with predictions in sales is they lack accountability, and as a result are usually more aspirational than material.

On the other hand, predictions can be used to drive sales results by taking the aspirational, and using them to create concrete goals and action plans. Many already partially do this in the form of stretch goals. Stretch goals are used and defined in a number of ways. Here are two to help focus the discussion:

Business Dictionary: Goals “That cannot be achieved by incremental or small improvements but require extending oneself to the limit to be actualized. Expressed in the saying, “You cannot cross a chasm in two steps.””

From THE PARADOX OF STRETCH GOALS: ORGANIZATIONS IN PURSUIT OF THE SEEMINGLY IMPOSSIBLE: “An organizational goal with an objective probability of attainment that may be unknown but is seemingly impossible given current capabilities (i.e., current practices, skills, and knowledge).”

As the authors of the above suggest “stretch goals could influence organizational learning and performance”, and while they go on to explore potential paradoxes, done right, predictions can lead to positive sales results.

Predictions by nature tend to reach beyond what most would accept as normal or easily accomplished. In the sales context, they also can be used as targets, which in turn require an action plan. The fact that they may be a bit outlandish, will force reps to develop equally eccentric action plans. If what we are doing today is allowing us to get to X, then what will we need to change to achieve X plus? This will impact reps’ individual plans for their territories and accounts, as well as their execution.

Having reps reexamine their current plans against “predictions” you make as their leader, will force them to explore how they need to extend their thinking (and activities), often forcing them to develop completely new plans, or even who they may target as prospects or upsell opportunities, to maximize their selling time in order to hit the prediction.

This also serves as a great coaching opportunity. As they revise or develop new plans, it will require them to do things differently than before, to do that they will need input, guidance, and encouragement, giving you the chance to establish a culture of learning and growing through planning and execution.

So while I predict that next year will bring a slew of predictable predictions, how you action them can also bring more sales and means of selling better.

Tibor Shanto

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Are Sales People Masochists?4

By Tibor Shanto – tibor.shanto@sellbetter.ca 

No Pain

Sales people are always looking for “the pain” or “pain point”. One reason I am told they are looking for the pain is that they can then offer up the cure along with an invoice, and have a happy client. Given that a relatively small part of the market will admit to pain, I am not sure this is the most prudent approach to starting a lasting relationship, but it is what it is.

Many tell me, backed by a string of pundits, that people will do more to avoid pain, than the steps or actions they will take to achieve pleasure. Theory being I am told, is if one can touch a raw nerve, a painful nerve, the buyer is more likely to act, and therefore potentially buy the “fix” for that pain from the seller. Given the choice, they believe that focusing on pain yields better results than focusing on pleasure.

I had one consultant, a successful one according to him, tell me that his role as a sales person is “to find the soft underbelly of the beast, stab it, and offer up the cure.” Nice, feel free to take a minute and wash.

This piece is not meant to debate that, but rather explore how this concept plays out when applied to sales people themselves, and their success.

I work with a lot of sales people, and have seen how willing or unwilling they are to take on new or alternate sales views, skills and practices. I know that when I carried a quota, the biggest pain I was trying to avoid, was the pain of not making quota. Not only because of the stigma associated with failing at your chosen craft, but because I had three kids to feed. Exceeding quota always struck me as a better alternative, especially not having to tell the kids they can’t eat this quarter. But let’s make like a pundit and pander to the masses and go to the pain side for a minute.

The Puzzle

Given that over the past few years the number of B2B reps to hit quota has hovered at around 60%, you have to wonder why those suffering the reality of not making quota don’t do much if anything to avoid that pain. If they saw their prospects “suffering” in this way, they would be advising them to change, and change now, relieve themselves of this unnecessary pain. Just the incongruity of that must be a challenge, imagine suppressing your pain as you look your prospect in the eye telling them to take action (buy your product) and address that pain.

I am not even going to get into the financial reality, but there is the tribal reality of being a burden rather than a contributor. Many of the sources that show that only about 60% make quota also show that a higher percentage of sales organizations are hitting their collective number. This means that these people are carrying those who fall short, more than carrying, making up for.

The Answer

The answer is not jumping on every selling band wagon that comes through town, but to refocus on the fundamentals. As Michael Jordan said: “You have to monitor your fundamentals constantly, because the only thing that changes will be your attention to them”. There is no arguing that Jordan can razzle dazzle with the best of them, deliver consistently, all by building on the fundamentals, not by avoiding them. There is no doubt that the coach had a lot to do with it, as did the process or system executed. But it was the discipline and focus on execution on the part of Jordan, and the others on the team that made the difference. There did not seem to be anyone carrying a team mate.

While some might argue, it starts with process. A clear road map of the buy/sale journey, including objectives for each stage, tools, measurements, contingency plans, and more. Think of it as your sales TripTik®.  But in the end, there is no escaping the fact that it does come down to execution. The willingness to put the system into practice. The ability to try, fail, try again and improve.

As we go into a new sales year, the question to answer is the following: Which pain are you willing to suffer, the short term pain of effort practice and refinement, leading to ongoing success. Or the pain of missing quota “one more again”, letting the side down and burdening your team mates?

Tibor Shanto

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Are You Selling or Visiting – Sales eXecution 3212

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Last week I wrote about the importance of words in the context of a sale, while in that case I highlighted the importance of words we select in communicating the right thing to the buyer. But the words we use also impact our attitudes, and our attitudes have a direct impact on our actions, their impact on the customer and sale, and ultimately our company’s and our own success. Yes, what you call something will drive how you prepare, how you prioritize, the actions you take, and the overall intent it communicates to the buyer and therefore their reaction and the progress, or often lack of progress, we make in the sale.

Here is a typical, often overlooked, but clear example. One of the common topics I speak about here is the importance and role of next steps. Part of whether you get that next step or not is how you view the appointment, your role in the appointment and how you approach that appointment. And while it may not seem big it starts with what you call that appointment, which in turn reflects how you are thinking and preparing.

This is why I find it amusing (and at time sad), when sales professionals call an appointment a “visit”; as is “I have a visit scheduled with Harry at XYZ Inc.” (And let’s accept that this is a rep in Toronto, not someone selling sweet tea in Chatom Alabama). A visit? Really, think about that. You are going to go and “visit” a prospect.

vis·it
ˈvizit/
verb
1. go to see and spend time with (someone) socially.
“I came to visit my grandmother” synonyms: call on, pay a visit to, go to see, look in on;
2. inflict (something harmful or unpleasant) on someone.
“the mockery visited upon him by his schoolmates”

So which of the above do sales people mean when they speak about a visit?

I know some will say it is only semantics, and I say they are right, but semantics count, as stated above, in a number of ways. Some say they are visiting because they don’t want to appear “salesy”, why not, is that not what you are there to do? Before you leap to answer that think about it, are your sales people always going in with a clear intent, focused on a specific set of possible outcomes?

Intent counts as much as words. Buyers can read your intent, and if you’re intent signals something other than what you are saying AND, how you are saying it, you’re beat. Buyers can tune in and pick up on that incongruity every time. So you may think you are selling, but if your intent, body language and words are saying “Visit”, that is what you’ll have a visit, not a sales call. As the authors of The Hard Truth About Soft-selling: Restoring Pride & Purpose to the Sales Profession, we have created a class of professional visitors, hoping that the order comes up as they “visitin’”.

Reps are not alone in letting this phenomenon to happen. Managers or organizations fixated on a specific number of calls regardless of the facts on the ground, very much drive sales people to have visits. After all, if I need 10 calls a week, and that number is not directly tied to my goals and conversion rates, but are high on my manager’s personal KPI’s, then I am going to hit that 10 with sales calls and visits.

So go and visit if you must, but for continuous sales success, you will also need to go on first appointment and sales calls.

Tibor Shanto

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How Do You Start Your Day? #FireStarters0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

FireStarter

Some of you are familiar with Miles Austin, if you are looking to learn about the latest tools and technology for sales and selling Miles is the source.  As a result, Miles is always trying out and introducing those of us in sales to new tools and apps to make selling more fun and profitable.

This month Miles is leveraging a new tool, Blab, and he is using it to help share ideas and best practices from people from all corners of sales.  What makes the whole process cool is that he is focused on a single theme, by asking all of us who participate the same question: How Do You Start Your Day? 

You can watch my segment below, including a technical glitch I had right at the start, and thanks to Billy Bob Brigmon, who was nice enough to jump in for the first 30 seconds while I got my act together.

Take a look, watch all the #FireStarter segments for some great insights on how to start your day.

Tell us what you think.

Tibor Shanto

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