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Jan. 12, 2023

743. You May Have The SameTitle, But You DON'T Have The Same Experience.

743. You May Have The SameTitle, But You DON'T Have The Same Experience.

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Transcript

this is the reason why people don't grow. This is the reason why people don't throw their hat in the promotion ring. This is the reason why people are saying. No, because they don't want to go back to the bottom wrong because being at the bottom wrong shows that you're vulnerable shows that you don't have. The answers shows that you're dependent on someone else shows that your weaknesses, you don't know how to figure things out. It's perfect. If you're in that position, you're exactly where you want to be. Welcome to the Sales Life. I'm your host, marsh B, sales is a profession, but selling is a mindset that you need in order to embrace uncertainty, handle the adversity, and never settle again. In my 20 plus years of the sales profession, I've developed five disciplines that I've applied to every area of my life, including personal and professional disasters, hurricanes shortages, recessions, obesity, homelessness, demotion, and suicidal thoughts. I beat 'em all. Be ready for anything and achieve everything with the sales life mentality. Get started with your coaching today@marshbuice.com Hey, congratulations. If you just recently got a promotion, I'm proud of you, you made it now. What, the biggest piece of advice I can give you don't act like that, you know, at all today on the sales life, now that you got promoted. I'm going to give you some tips on how to gradually promote your mindset as well. The two pieces of advice that I can give you is to take the initiative and ask questions. One of the biggest mistakes I see as a young manager. Is that they take the mindset that they had from the previous position and that try to take it into the new position now. So in other words, if you were a top producer at one time, then you take that same mindset acting like your top producer top dog, but you've got to understand you're in a new position. So at one time you were at level 10, but now that you've accepted the new position, You're back on the bottom wrong. You're a level one. And the biggest mistake that I see in young managers who are newly promoted is that they take the mindset thinking that they're still the top producer. They're the top dog and you're not at all. That is what got you there. Now you got to earn your spot again. I don't want you to walk in acting like that. You have all the hands. And I get that you have something to prove to the Dao. And you have something to prove to those who are actually welcoming you. So I get the fact that you want to walk in thinking that you have all the answers, but you don't. And this is one of these rare moments that you actually have, that you got a lot of runway. So you will have a limited amount of time that you can actually, it's a. It's the honeymoon. So you're walking in with this honeymoon scenario, but the honeymoon don't last forever. So, and as a young, newly promoted man, You've got some flexibility. You've got some runway, you've got to use every bit of that. So don't come in as a, no at all, come in as a no at all. I don't know at all. Ask questions, take the initiative. When you first come in, it can be easy to look at another manager, a senior manager. And just because you guys bear the same title. You don't bear the same experience. So don't come in just because, okay, now I got the same title as this one over here, you don't because she has a decade worth of experience in management. You do not, she has seen things and going through things that you can't teach, you can only learn through experience, you've got to come in in this situation and just be wide open. The first thing I want you to do as a. Manager ask the questions, but take the initiative and taking the initiative it seems a little contrarian, but you're not waiting to be told to do anything. You're actually taking the initiative to take on things. And what these taking on things are, is where you're actually lightening the load for the senior managers. And I know that you think that when you first while, I mean, I don't have to do that. I mean, I'm a manager too. No, you're not, you're not equal. You have the same title. You don't bear the same experience. here is your superpower. No, one's going to teach you in management, you have to take, and you have to take the lessons. You have to take the opportunities. It does not mean that you're in a solo project. It does not mean that you rowboat and alone. But no one is going to be incentivize a senior manager does not want to take the time necessarily to teach you everything. So you have to take the initiative, you have to take the opportunities. And the way that you do that is you take the burdens. You take the grunt work, you take the things that they don't want to do, and you do it for. And let me tell you what that's going to do because you're taking it on for them. You're doing these things. Not only do you get a chance to learn and figure these things out, but you've earned the right to ask the questions and you're able to say, Hey, how do I do this? And because you're lightening the load for them, they're incentivize to answer your questions. Older managers are what's in it for me. I don't mind teaching young managers, but there are responsibilities that I got to handle. So for me to stop everything, to do something for you, I don't necessarily want to do, but if you're doing something for me on my behalf, and I didn't even ask you to do it because you took the initiative. Now I'm more incentivized to answer those questions and help you out and get you going along the way. So this is a prime opportunity for you. You get a two for one, you take the initiative, you learn extra things that no one is going to teach you. You added to your tool, bag of experience as you go on and you learn along the way. There are going to be time. When you're by yourself. Don't be so quick to ask for help depending what the consequences are. And I know it sounds contrarian, but let me help you out. Many times, young managers are too quick to ask for help. In low consequence situations. To get to a. And they're quick to, Hey, I can't, I can't find how to get to the next screen. I can't match my numbers up. Don't be so quick to ask for help on these low consequence moments. Meaning what I want you to do is I want you to get to a sticking point and go one, click above that. So get to the point where you're like, dude, I can't figure this part of it out right there. Sitting there. Go one, click above, because you're going to start building up your tolerances. If you're too quick to ask for help, then you develop that habit and it becomes so habitual that you depend on everybody else to bail you out. And there are low consequence moments. How do we get to another screen? Your numbers don't match up. Everything that you need to know is right there. You just don't know what to look for. So if you get to these sticking points, and then you gotta FIO, you gotta figure it out. This is how you're going to learn more. And then when you get to the sticking point and one click above, and then you still can't go any further, then what I want you to do is I want you to ask for help if you're a senior manager you've been in positions before where a young manager taught you. And this is proof positive that people are going to teach you from the scope of their limitations. Okay. So if I were to teach you something, I'm going to teach you based on the experience of everything that I know, but there may be new. Abilities are features that I know nothing about. So if you're too quick, as a young manager to come ask me for help, then what's going to happen is, I'm going to teach you from all that I know, but there's something else that is out there that you could have learned on your own. And then this is where it sloshes back where you actually come back as a young manager and you start. Teaching the older ones did, you know, you can do this. I've had countless times where young managers who have a fraction of time on me, I've been in management for 23 of my 24 years. And there are young managers who have been there for two months and say, marsh, did you know, you could do this right here? And I'm like, oh my God, I had no clue. But see if all they did is as a young manager, if all they did was depend on me to teach them everything that I know they would have never learned. You see how that works? It's 360 man. But if you come in with this, mindset as a newly promoted person, oh, I got it all figured out. Oh, I'm supposed to be here. You gotta respect me. No, you gotta earn the respect. Number one. And number two is you gotta ask a lot of damn questions. You gotta ask questions that nobody's even saying. Do you understand? Just ask the questions, think about it like this. Think about it as a young salesperson. When salespeople start, the first thing I tell him to do is don't go out there acting like you have a decade worth of experience in selling customers can sniff that out. So if they can sniff that out, then you come across is full of shit, and they're not going to buy from you because they don't trust you so as a new person, stay green for as long as you can act like you don't know at all, tell customers you don't know at all. And what happens is the customers have compassion on you and they say, okay, Hey cool. And they'll actually like the fact that they were able to help you out along the way. That's the same kind of mindset that you have to have as a young manager. Let me ask you this. Have you ever had a senior manager that is dumb as a box of. I mean, dude, they've been doing this for five years and you're like, bro, how'd you get this far? Here's why they're full of shit. This is how they screwed up. They came in thinking they were the top dog and they came in with that mindset. They never asked questions. So as the hallways got more narrow, the expectations rose, the consequences and the stakes rose and their hallway, , their time that they had to ask questions is now gotten very small. So now, because you've been doing this for a certain amount of time, I expect you as a senior man. To know what you're supposed to be doing and see if you come in like that and you lose that honeymoon this is where you have to burn the candle on both ends and you have to act like, you know, what's going on and you ain't got a freaking clue, proof positive. So why not come in as a rookie? Look at it like this. My daughter's in eighth grade. She's the queen of eighth grade. Next year. She goes to high school. She's ninth grade. in eighth grade she's in the top of the hallway. Teachers absolutely love her next year, bottom row, starting all over freshmen, got to ratchet it back up. And this is the reason why people don't grow. This is the reason why people don't throw their hat in the promotion ring. This is the reason why people are saying. No, because they don't want to go back to the bottom wrong because being at the bottom wrong shows that you're vulnerable shows that you don't have. The answers shows that you're dependent on someone else shows that your weaknesses, you don't know how to figure things out. It's perfect. If you're in that position, you're exactly where you want to be. And if you're newly promoted, please, please, please. Take the initiative and it has all the questions you possibly can. If you do that, you're going to level up. It's something that you earn along the way. All right guys, stay amazing. Stay in the sales life. Thanks for being a part of the sales life for more on the sales life. Go to marshbuice.com that's M a R S H B U I C E. Be sure and subscribe to not miss any future episodes. Remember the greatest sale that you will ever make is the sale you own you because you're more than enough. Stay amazing. Stay in the sales life.