Providing The Right Customer Service And Having The Right Staff With Jason Cutter

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TRC 4 | Customer Service

 

Customer service is the apple of your product or service. Today, Libby Gill chats with Jason Cutter, the CEO and Founder of The Cutter Consulting Group about making the right customers to enroll in your service and getting them to a better place. Jason also shows how to make average salespersons great in a sales team. The sales process can be customized depending on aspects like product and culture. With curiosity and kindness as crucial traits for sales, Jason shows us how we can get our customers to a better place.

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Providing The Right Customer Service And Having The Right Staff With Jason Cutter

I’m excited because my guest, Jason Cutter, has a very cool background. He’s done some of the things that I find the most daunting, the first being a few years of tagging sharks. My other big fear is jumping out of an airplane, which even if I had to, I’m not sure I could. The big one that many people, myself included, struggle with is sales. How to make sales, as we all say, not salesy, not weird, not pushy, not aggressive, not creepy, not slick, but a real human interaction where we all want to share what our value is? He has a good way of doing and teaching that and helping others set up that internal sales force so that they can do it with that same kind of style. It’s interesting to note that he graduated from the University of California, Santa Cruz that has my all-time favorite mascot, the Banana Slug. Welcome, Jason Cutter. Thanks for being here.

Thank you, Libby, for having me and for that introduction. “I’ll be Fighting Banana Slugs” is a thing. We usually add the fighting part to it but “Mighty Banana Slug” is definitely the motto of UC, Santa Cruz, a very special school. I spent several years tagging sharks and doing shark research while I lived in Santa Cruz.

You were a student of Marine Biology, hence the shark tagging.

Yes, which has easily segued into my role as a Sales Success Consultant, as well as the other things I’ve done in my life. I have a Bachelor’s Degree in Marine Biology and I focused on sharks.

Many metaphors with sharks and business and sales. You’ve probably heard them all before. You started after school and after your shark tagging, you switched into the financial world. How did you make that connection there?

It was via an attempt to be in the tech sector. When I moved to Seattle in 2000, I got a job at Microsoft doing tech support. I shortly realized that it wasn’t for me. I didn’t like doing that because all of my coworkers spent the weekends and evening programming or changing their computers or doing things in the tech world. I didn’t. I thought it was boring. After a couple of years of that, we all lost our jobs when they started outsourcing to China and India. In fact, we were training our counterparts over there to take all of our jobs, which I was totally okay with. I was without a job and a family friend said, “There’s a guy. He’s in the mortgage space. He’s looking to grow. It might be something for you to try.” That’s where it started several years ago.

Did they want you to start because of your IT background or because you were an expert on it? Don’t care about that?

No, nor Marine Biology.

Were they looking for someone to learn the business and grow with them?

Someone to learn, to grow that had the desire, the hunger, the ability to take some instructions and answer the phone, and do the parts that needed to be done.

[bctt tweet=”Raise your hand, then figure it out later. ” username=”LibbyGill”]

You needed a job, you are smart and you raised your hand. That’s been my whole motto of my career. Raise your hand, figure it out later. Assuming if you don’t already know it, raise your hand, figure it out as you go. That worked okay for you, right?

Yes.

Why are you not doing that still now? You made your own segue along the way.

I did. I spent a few years doing that and I loved helping people part. I will say the first six months were painful because I didn’t have any training. I had a little bit of mentorship as far as like, “Here’s what you do and say.” None of the deep sales-related parts. After a few years of that, I wasn’t passionate about helping people get into more debts and buy homes and the finance side. It wasn’t good. I liked dealing with people, but not in that realm. I switched to helping people who were in debts, who had mortgages, who are facing foreclosure and needed help in avoiding that and not losing their home to the sheriff coming and knocking on their door after the auction. That fits with me wanting to be in sales and help people on the other side of the debt cycle.

That must have been heart-wrenching, seeing people go through that process.

It was interesting because when I started in that with a friend of mine and we became business partners, it was during the peak of the real estate market in the Seattle area in Washington State. At that time, there are still 30 to 40 people going into foreclosure every single day in one county because it’s an epidemic. There are many people facing troubles back then.

Still now, but that hit that peak back then. You went from there, did you and your then partner build your business?

We did. We started growing it and there was a point at which he wanted to do something different. I had an opportunity to take all of my skills and go work for a startup that was doing what we were doing and helping people in foreclosure, but on a bigger scale than one-off. Somebody got a letter in the mail and called me. I knocked on their door and we had a conversation, but more of a scale business growth and nationwide goals. It’s playing a completely different game. It was also a completely different shift in my head because I had always done face to face sales. They were doing it 100% over the phone.

Was that fun for you? Did you enjoy it?

I did. I started out with them on the operation side because they had someone running sales and then that person wasn’t a good fit. Many times at organizations that I’ve been at, I started with one and then shortly end up running something else or running most of it. I got led into the sales side and the marketing side. I enjoyed it. I found that it was a very good fit for trying to persuade people to make the right decisions and help themselves out and using that power for good, which is, “This person has trouble financially. They don’t want to make decisions. They want to put their head in the sand.” How do you get them to move forward and all over the phone, not being able to read body language, not being able to see them, not being able to see you and trust you? How do you do all of that over the phone?

TRC 4 | Customer Service
Customer Service: The customer journey is one person going through a company’s process from marketing, sales, then customer service.

 

I want to hear more about that, but let me go back to what you said about you’re the guy in that business that starts with one thing and you end up in this. That is the currency of current business is that good companies can keep people if they let them flow and learn to do new things and challenge them because that’s what people want. They want to master new things. What was it about you that made you the guy that could move around like that?

There are two things and these tenements that I take through everything that I do. One is that I view the customer journey, customer experience, and there are all these fancy terms. I view that as one person going through a company’s process that starts with marketing, stops in sales, and then ends with customer service, fulfillment, processing, whatever that final stage is. It’s one person. Most organizations have marketing, which they have sales, they have operations, they have customer service or success, and they view all of those in these little silos. All of those silos don’t like the other silos because they’re not doing it right. I view it as one customer. That customer does not care that your marketing person is mad because your salespeople aren’t converting enough leads. I view it as one person. The company should because that’s how they make their money. Because of that, I have many times ended up being the VP of sales, marketing and operations all at once because I’ll tie all of it together. It’s one customer going through, in my opinion.

It’s one chain, one smooth, seamless flow. You’re right. As a coach, I work with companies all the time. It’s shocking. I had a 911 dispatcher say, “We don’t talk to each other.” I thought, “Really?” She said, “We’re just in our cubicles. If we need something, we’ll send an email.” I said, “To the person next to you? Are you people connected to our lifelines?” It happens in every kind of business where people dig into their little area and do their thing, but the customer could care less. They don’t know who’s Jason, who’s Jim and who’s Joan. It makes no difference. They want it done right for them. I’m going to go out on a limb here and bet and tell me if I’m right. I think likability may have something to do with it because when I first talked to you, I thought you were a hoot, smart, funny and creative guy with his wacky, fun background, but you can’t make those segues. You can’t pull those teams together if there’s not a real sense of collaboration and approachability. Do you agree with that?

Yes. One of my keys is I feel like I’m pretty approachable, but maybe not the charismatic, life of the party person that’s a part of a group. However, my heart is always focused on two things. One is how do get the right customers to enroll and then get them in a better place. It doesn’t matter what you’re selling, you could be selling the software, it’s still going to get them in a better place or help them with their goals. I’ll go to the ends of the earth to help those customers and build a system. For the sales reps, I want everyone to be successful.

Even if that means identifying maybe it’s not a good fit like you were talking about people that move around. Like what Jim Collins says in Good to Great, “First figure it out, but get the right people on the bus.” There are many times where I figured the wrong person is on the bus and they need the leave, but from the right place in that, I want them to go out and be happy in life. I think a lot of teams and a lot of owners appreciate that about me because I always bring the data and the statistics and the numbers to back up whatever crazy claims I’ve gotten.

I always cite when I speak. I often will cite but nobody knows quite who said it. I always look at quote tracker to see if anybody knows and no one ever does. “Culture eats strategy for breakfast,” which people thought Peter Drucker said. I think you’ve got to have a strategy, but like the bus analogy, if you’ve got the right people and the wrong strategy, they will eventually figure it out. If you have the killer perfect right strategy and the wrong people, it’s not going to happen. It is about that person that can connect those dots and connect the people on a gut and emotional level. When other people feel like, “It’s not about us, it’s always about the customer.” Is this one little action customer-focused or not? Then it’s a little easier to judge.

I have had the pleasure in organizations I’ve been a part of and in my consulting, that’s pretty much the one mandate that I’ve had is the overarching command from above. For me is helping the sales team be successful and make money. If they’re making money, it means they’re hitting their goals. If they’re hitting their goals, it means they’re making sales. If they’re doing all of that, the company is winning. How do you get that to happen within the culture of it? Sales teams might be worried about me sometimes when I first come in, but they understand that I’m there as a good coach to help them win and how do we win together.

No one is more metrics-focused than salespeople. I’ve had clients that are health, medical technology sales. They’ve got those 46-page contracts and documents. They are doing the math in their head before they leave the meeting. I’m like, “This is going to work this way. We’re going to do this and that.” It’s amazing to me. I have often said there are people that have a sales gene and people that don’t, what do you think about that? Am I wrong?

You’re not wrong. I have this debate constantly, in the stuff that I publish, and then on my podcast, I’m constantly talking about this. At a different level, I think there are people who have charismatic storytelling over the top persuading gene and that’s their personality is the life of the party. They’re going to talk. They have a story for everything. Maybe they have a joke about everything. They have this Rolodex in their minds of stories. They can entertain. They can move you and when you get done talking to them, you have no idea literally what happened. It was fun. It was great. Maybe you bought something. Maybe you regret it later, but you bought it. It was a great experience. There’s the people who have that personality type and some of those traits and there are other people who don’t. Those are two different things from people who have a natural sales gene and don’t. For example, before my parents retired, my mom was a banker and in finance. My dad was a research engineer and a project manager that moved his way up in his organization in an engineering firm.

Does that make you a double nerd right off the bat?

[bctt tweet=”No one is more metrics-focused than salespeople. ” username=”LibbyGill”]

Theoretically, I should have no sales ability. I have no sales in DNA. It didn’t even skip a generation because it’s not like my grandparents were salespeople. Nobody was a salesperson in my family tree, but here I am. I fought it for a long time, but I finally embraced it years ago, which is not having the charismatic over the top salesy as you said in the intro. If you don’t have that, but you know how to sell, persuade, ask questions, and you’re curious and you’re empathetic, you can do way better long-term than those people who are surfacy and fluff. I encourage people and work a lot with salespeople who don’t think they’re a salesperson. They have the qualities that the prospects want to interact with and buy from.

I do a lot of corporate speaking and people assume I’m an extrovert. I’m one of those people that get up there and talk to 1,000 people and that’s comfortable. Once I have to go into the VIP thing, especially if it comes before I’ve talked and nobody knows me, that’s hard. I’ve learned to draw on it. I’m a situational extrovert. I’ve taught myself how to do it. It’s fun when I’ve got a purpose and I know my material. It feels like that’s the part I have to draw on. Sometimes that part of you that clicks off where you think, “Now I’m selling. Now I go into that other place.” How do you help people that are not salespeople make that switch and be better at what they do?

It’s about embracing their strengths and what they have. Are they naturally curious? Are they empathetic? Do they understand it? Are they excited about what they’re selling? At some level, do they understand that that’s going to help the other person too? They want to make that their goal and if they have those things, they don’t have to be that salesperson that everyone thinks about. The used car salesperson in the shiny suit that super excited when you pull onto the lot. You don’t have to do that to be effective. This is what I teach a lot of people, what you have to do is think of yourself as a salesperson, but more like a doctor and how they operate. I tell these people all the time. If you had a fifteen-minute doctor’s appointment for the first fourteen minutes, it’s them asking you questions, talking, prodding, they are measuring things, checking you out, and then the last minute is, “Here’s the diagnosis. Here’s the prescription. Any questions? Take the form and go get this done and book your next appointment.” When salespeople do that consultative, not transactional salespeople, then they shift from this order taker salesperson to a sales professional that’s now providing solutions. That is easy from there.

It isn’t the question, but we’ve got to remind ourselves. We get to dig in deep and ask all those right questions so people know what we bring to the table, but also how much we care about their results.

I noticed and I’m glad you brought it up, you’ve got to know what questions to ask, but you have to know why you’re asking them. What you’re going to do with that info? I see a lot of salespeople were taught to ask questions. It’s all about discovery questions. That’s the big buzzword now for the last couple of years on LinkedIn. They ask these questions because it’s on their checklist. They don’t do anything with the info because they’re not listening. They’re following a process and it’s pointless.

The next step would be your asking, so that we can get to this next place. How do you think of that transition then?

It’s switching into a solution and providing a solution. It’s the diagnosis and then it’s the prescription. “Based on what you’re telling me, I can see how this is going to be a good fit because I’m going to help you with this. Our company will help you get from here to here and we’ll get you out of this situation, whatever it might be. Based on what you’ve told me, here’s how we can help. Based on that, here’s what we should do next.” Like a doctor, I am a firm believer in the assumptive close. I’m all about assuming. The doctor doesn’t say, “Based on what I can see here, your leg is broken. What would you like to do? Let me know what you want to do next. I’ll be here for you and help you.” The doctor will say, “Your leg is broken. You’re already here, which means you gave me permission to check you out. I’m going to assume you want it fixed and I’m fixing it. Based on what you’re telling me, I need to give you this prescription now go fill it.” It is not, “Would you like a prescription? Would you like to get better?”

We want that person to be the expert.

That’s where shifting salespeople, as I said, from that order taker, which is why I see a lot of its salespeople who are more order takers and they’re afraid of pushing. If you push and assume in the right way, from the right place in your heart with the right solution for the right people, then there’s absolutely nothing wrong with that. That’s what you should do.

I think sometimes when I’m doing it right, which mostly means following my instincts and not trying to do anything, people will call a discovery call to ask about a speaking engagement or coaching. You go into all of that when you have an honest conversation and get excited about what you do because you love it. It happens to be the right fit and you could point out, “Here’s how that might solve that problem. Here’s how we could fix that. Here’s how we should address it.” It has become a little bit more fluid and organic.

TRC 4 | Customer Service
Customer Service: Think of yourself as a salesperson, but more like a doctor and how they operate.

 

The person on the other end of that is happy and feels good about what you’re selling them or moving them forward on because they know it’s going to help them. It’s about their solution. It’s not about yours.

It is not about books or whatever it is. Does this work the same way with products as it does with services?

It works for anybody. It’s funny because I’ve only sold services. I’ve mostly helped as consultant companies with services. I fantasize at times about selling cars because I like cars and they are such a physical thing that people want emotionally. They want somebody to talk to them intellectually. It makes sense. I don’t believe in, “Most people should be buying new cars.” It’s probably not financially smart for most people. I wouldn’t do it for very long and I wouldn’t want to be a hypocrite. I know that if somebody were to walk on a lot and I was selling cars and everything I know about that, I would do the same thing. I would ask them a load of questions, find out what they want, and then basically give them two options, like, “Based on what you told me, you need a minivan because you have four kids. Would you like that in red or blue? Here are the two colors, let’s go for a test drive.” We’re done, instead of, “I’m going to walk around a lot or show you the car that makes me more money.” I think it applies and it depends on the price point and the sales cycle. All of that holds true for all sales processes that involve consultation.

You’ve done the shark tagging. You might as well get out on a car lot and try and sell some Ferrari. What’s your dream car?

I don’t have any. I’m not very good at that game. I don’t have any top favorite movies, top favorite cars. I don’t think I would be upset at any of those fast cars.

Tell me about the business now and how you formed this business where it’s more than just training one person? You’ve got a whole automated process flow, right? I knew it was going to come, that IT background.

My time that I spent at Microsoft, I’m doing some IT and tech support. I learned a lot of systems and processes. What changed for me and I got exposed to early on, which was great, in my sales career was Michael Gerber’s book, E-Myth Revisited. It’s all about systems and processes. One of the things that I’ve taken with me in managing companies, as well as what I do now and helping companies because I look at everything like McDonaldized. How do you McDonaldize your business? I joke about this, but it’s true. McDonald’s uses teenager, sometimes I’m going to say idiots, but they’re new to the workforce. They don’t know what they’re doing. It is their first job.

Not everyone, there are people who are returning to the workforce, but globally, I’ve been to enough McDonald’s and various countries and in various states to know that they’re selling billions of hamburgers a year on the backs of a very low inexperienced workforce. They do it very well. They know exactly what you’re going to get, no matter which McDonald’s you go to in the country and other places. How do you do that with a sales team? That’s what I try to focus on as a system and process. It is not just how do we get and hope that they do a good job, but how can we hire average salespeople, make them great with sales systems and processes, scripts, accountability, and turn them into superstars that are spitting out a good product without them needing to be superstars?

Not to malign McDonald’s, but it’s usually young and inexperienced people. They’re the ones who are charged with selling all those billions of hamburgers. Not to mention the real estate that McDonald’s owns, which is another key to success. Is it different for every sales team that you go into? Do you have a similar process?

It’s interesting because during my consulting time, many times, I’ve looked at other consultants or I’ve talked to other people and network and brainstorm. Some people have this system and like, “Here’s the system I use every time. Here’s my formula. Here’s my process.” From my experience of what I’ve seen, every sales team is different. Every culture is different. Every process is different. The product or service they’re selling is different. There are some fundamentals like building rapport, creating trust, asking questions and active listening.

[bctt tweet=”Sales is about curiosity for the other person. ” username=”LibbyGill”]

There are some fundamentals that are always there. There’s the customization of all of that in the framework of that company. Do they have five reps? Do they have 50 reps? Do they have one person? Are they in the US? Are they overseas selling in the US? They’ve got to know how to deal with Americans that they’re selling to over the phone. Is it really a customer? Where are they at? They have a team that’s doing well and they need to get to the next level. The team is not doing well and they need to get rid of everyone and start over or they’re starting from scratch.

You’ve dealt with all those scenarios.

I have unfortunately dealt with, “Everyone needs to go. Let’s start over from scratch,” in the past.

What has been the biggest challenge of building your business?

The biggest challenge is on the marketing side in finding owners who admit they need some help, want some help and they want to bring somebody in. A lot of times, in the beginning, I thought, “I’ll deal with sales managers and reach out.” Sales managers always think they know it and that’s their job to know it. They’re not going to say, “I need help.” Most people don’t want to say any help. It’s about finding owners, other CEOs, and founders who are like, “I have a team, it’s not working. I want to get to the next level.” There are two parts. We’re losing. There is Tiger Woods at his peak and still had seven coaches because he wanted to get better in every single way. There are also owners I deal with which are like, “We’re doing well, but how do we do that’s better?”

That’s so much like coaching. We’re both consultants that work with the other companies. Occasionally, the person who raises their hand and wants a coach to help them, more often, someone within that team. Their supervisor who says, “They need a boost because they’re brand new at this. They’ve taken on this extra responsibility. They’ve derailed. They need to know what’s going on. They’ve got those blind spots.” It is fun taking people who are doing a great job at a higher level. That’s always a lot of fun seeing that growth potential. I talk to a lot of salespeople, especially because they’re well-organized, there are lots of conferences and they’re the most fun. I can tell when I’m at a sales conference. I walk into the hotel, roll in with your roller bag and it’s their cocktail hour because I’m going to speak the next morning.

The decibel level is through the roof. I walk into a hotel and when the sales meeting is letting out or they’re in the cocktail lounge or something, the volume is through the roof. A lot of them are very extroverted. Not all I’m sure, but there’s this thing with salespeople. There are the tactics, but they are so much driven by a mindset because they are the people that I find most in tune to self-help and personal growth. They’re always up in their game. They’re always trying to figure out how do they switch their minds to that higher level and it’s fascinating to me. I find them far more open to, “Let me try this. Let me experience that. Let me think about this. Let me read that.” They’re looking at where am I holding myself back and where can I flourish? Do you see that?

I do, but only in a subsegment of the sales population as a whole of the people who are at the top of striving to be at the top and are working that way. I see a lot of people if we’re talking about sports, like basketball, those people you’re describing, which are the professionals or striving to be a professional, they want to play in the NBA or they’re in the NBA and they want to keep getting better and better. There are people who like playing basketball, like myself. I will play some pickup games, but I’m not going to spend five hours a day practicing my shots because I literally don’t care and it’s not my passion and I don’t think it would help a lot.

I’m not going to the NBA.

I wasn’t going to go to the NBA even when I was younger, so it doesn’t matter. Unfortunately there are a lot of people, and you might not see them because they’re not in the bar having fun or going to the conferences trying to absorb. There are a lot of people out there in sales who are playing rec pickup sales down on the court in their neighborhood. They’re struggling and they’re not effective. That’s who the consumers are dealing with and companies are hiring versus the sales superstars, which are the ones like what you’re talking about, where they’re hungry and they’re striving. I’ve gone into enough organizations and enough sales teams in enough countries to know that there is a population of 80/20. You’re going to have the ones who want it and want to spend time. We’re not going to the organization with the ones who are asking to spend time with me and then the ones who are hiding from me because they don’t want the accountability. They don’t want me to talk to them because they’re afraid of what I’m going to tell them, which is what they already know.

Do you find a lot of the theories that build on their strengths and all that is that you need to take the top 20% and take them even further? Don’t worry so much about the middle or the bottom. What do you think? Can you take that middle and up higher?

TRC 4 | Customer Service
Customer Service: The biggest challenge is in finding owners who admit they need and want some help in bringing somebody in.

 

You’ve got to break it up into three segments. There’s the top and then those mostly depending on how they’re doing within your organization. Let them do what they do and you don’t try to put much on them, but you should spend a lot of time and effort coaching them. There’s the middle section. You want to give them some time and the systems, the framework, and provide a space for them to raise up. There’s the bottom, which you need to take an assessment. Figure out if they’re a good fit or not. If they’re not, you need to cut them. If they’re not, you have to move forward. The numbers I show and I talk to people about all the time.

What happens is sales managers will deal with the lowest people, try to raise them up and ignore the top people. If you can take a top producer who’s doing ten, they’re selling ten widgets a week, whatever the number is, I can get them to do 50% better, which might seem like a lot. If somebody is doing well and they’re what you’re describing as somebody who wants to absorb, you can get them to do better. I can get that ten widgets a week person to do fifteen. I can get the bottom widget seller who’s doing two a week to do 15% or 50% better. They’re doing three now. The company could make 5 more or 1 more sales a week and where is your resources best buy? Who’s going to be the easier one to coach?

That is the conventional wisdom and it makes sense that you focus on those top performers. If you can get the middle and maybe the bottom of it, it goes right in line with the Gallup studies on engagement. There are these people at the top level who are actively engaged, passionate learning, and growing. There’s this middle chunk that is checking the boxes, doing their thing and not much more. There’s the bottom who are actively disengaged and can harm the organization by mistakes or safety or whatever issues that they are not doing right. Those top performers and then try and boost the meddlesome. What is your best advice for non-sales people, if I can take a word of wisdom or an idea from you home with me or in my practice?

I would say that the number one thing would be to be curious and then to be empathetic. This is what’s interesting. My life path and my journey and everything that you mentioned early on, it’s interesting because I was like, “How does this relate to sales? Am I just a hot mess? Where am I at?” I’ve done many other things we haven’t even talked to by now, but what I realized is that in Marine Biology with science, it’s about curiosity. It’s about problem-solving. It’s about seeing an issue and then how do you fix it or wanting to learn more. When you’re in sales and you’re doing it right, it’s all about curiosity for that other person, everything you can find out. I remember seeing this when I was a kid and my mom still does this.

I do this but literally, if we went out to eat at a restaurant by the end of the meal, she would know so much about our server because she would ask questions and be curious. She’s not a salesperson, she’s a banker. She was always curious about people. She will know somebody’s life story by the time we get done. That’s my mom and I will do that too. I don’t try it with the people who force it, you can feel it and it’s terrible. If it happens naturally, it’s great. Also empathy, whenever you’re selling, I’m selling and you’re selling your services, it’s like how do I help you get to a better place with or without me? I might refer you to somebody because they’re a better fit, knowing there’s enough in the world for everybody.

I always think of curiosity and kindness. If we all have some of that or a lot of that, those are the two most important traits that exist as far as I’m concerned. Empathy and kindness. One final question to sum up, Jason. If you could make your radical change in the world, little change, big change, global change, what’s your pet fantasy about how to make things better? Some radical shift you can make.

In thinking about what that might be, in terms of what my career focus is at this point in my life, it’s going to change. My magic wand if I could make it happen, it would be for all of the salespeople in the world to be using those things we talked about. Selling to people that could help benefit them and helping their prospects get to a better place. It could be a person, but how does that person help them feel better? It’s what they want, not what I want to sell to them, but literally helping salespeople shift and focus on doing it the right way for the right reasons to help people. For their reasons and not for their salesperson’s own financial gain because that’s the mission I’m on is to shift how the world sees salespeople and shift it from this dirty word to a profession that people appreciate and respect.

For putting the right things in the right people’s hands at the right moment. That is beautiful. Thank you very much. Jason Cutter, where can we find more about you?

The best place to go would be CutterConsultingGroup.com. There’s a lot of content down there. You can find my podcast, blog, articles and connect with me on there. The other place is LinkedIn, search Jason Cutter on there and you can follow me. There’s a lot of content on there as well.

Thank you for being a guest here. Talk to you soon.

Thanks for having me, Libby.

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About Jason Cutter

TRC 4 | Customer ServiceJason Cutter didn’t come from a sales family in any way, yet his windy journey has led him to becoming an experienced sales success leader and consultant. The only child to a banker/finance mother and an engineer/project manager, he went to college at University California Santa Cruz and earned a degree in Marine Biology. After four years of tagging sharks and working in restaurants, two years at Microsoft on their technical support team, he finally got his first sales role at the age of 27.

Despite being a residential mortgage loan officer in 2002 during a hot real estate market, it wasn’t until 2007 when he started to really learn the art of selling. Building a sales system and managing a team helped him understand and embrace his own selling style based on empathetic, problem solving consultative sales instead of slick closing lines and manipulation.

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