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Attention, sales battalion! 📚 It’s Friday, and that means it’s time to debrief our week. Did your outreach, objection handling, and solutions get you the results you wanted? Too many salespeople wait until they see results at the end of the quarter to make a change, and by then, it’s often too late. This week, we’re revealing the way the highest-performing teams in the military take the initiative in change so that they’re not always reacting to their environment. The result is more mission success, and it’s a process the best salespeople are catching onto. To learn how we can assess what’s working and eliminate what isn’t before it wrecks our results, we sat down with Kyle Sharpe, president of Health Care Logistics and former sergeant in the United States Marine Corps. He explained the process he uses with his sales team to ensure they’re staying ahead of the rate of change in their industry, so if you want to conquer the ever-shifting terrain of the sales battlefield next week, your next system is in this week’s Bulletproof Selling sales system, linked below!

We know transitioning officers are looking for guidance to help streamline the process. Check out the July transition guide from G.I. Jobs to help ensure no opportunity is overlooked.

Honoring our veterans goes far beyond words of gratitude, it's about providing the necessary services and support they deserve for their sacrifices. https://soml.org SOML Solutions TXDPS - C18877801 Dallas, Ft Worth, San Antonio Houston, Austin . #veterans #veteranowned #veteranownedbusiness #veteransupport #publicservice #disasterrelief #security #operations #management #logistics #hiring #securityteam #DODoperations #BusinessDevelopment #MilitarySpecialOperations #specialoperations

Attention, sales battalion! 📚 It’s the end of the week, and that means it’s time to debrief! How well did you do in moving accounts through your pipeline? I’d be willing to bet that if you looked at the accounts that progressed fastest, there was more than meets the eye. Chances are, you share more in common with those people than what appears on the surface. Our best prospects already understand the value that what we sell provides, so the question is, how do we fill our pipeline with more of them next week? To learn the answer, we sat down with Luke Cox, CEO of Hunt Lift Eat and former infantry captain in the US Army. He shared the same system any salesperson can use to define their values, the values of their company, and ensure that those values are communicated so well that they attract more customers that already have alignment. That means better conversations, more sales, and more opportunity to serve the right type of customers! It’s all in this week’s Bulletproof Selling sales system, linked below!

You might be a Thought Bleater if... you don't quite know what key words in your story actually mean. I recently came across the following tall tale: "Last week, I had an interview with a candidate for a senior leadership role and toward the end of the conversation, he told me: 'I will be honest, I am not the best soldier but I am an excellent lieutenant. So if my role will be limited to having a nice title and implementing what the headquarters decides, I am not the right person.' And I loved that! That level of transparency is absolutley key to avoid future frustration as a role is much more than a set of responsibilities and tasks." Great story, and boy howdy, did it generate a lot of views and attention. But. Is it a real story? Probably not. I'm no military man, but I have designed software used by officers and soldiers, I've reported to former military officers, and I've read quite a few books on military history. Two things I've learned: The rank of Lieutenant is typically the lowest level for an officer. Thus, not exactly "senior leadership." Lieutenants are notorious for... implementing exactly what headquarters decides. (and often, to the frustration of their soldiers) Words matter, people. If a coworker or colleague told me this story, I probably wouldn't think twice about it. But when people write this crap to position themselves as leading authorities and build their "brand," it just makes them look ignorant. Moreover, if someone actually said that while interviewing for a job, with someone who knew what a being a Lieutenant typically means, I doubt they'd be invited back for the next round. Stay vigilant, my friends. Keep your eyes peeled for Thought Bleaters. #GreeneThoughts #WordsMatter #ThoughtBleaters

On an earlier post, I stated that the enlisted veterans I worked with hit a ceiling that is set pretty low in corporate America. I attributed that ceiling to their drive to get things done, and not putting up with stupid. I was asked to expand why, so here goes. In the Marine Corps, there is a saying that we spend 90% of our time with the bottom 10% of Marines, i.e. we have to deal with their problems. In the military, the power in this dynamic rests with the leadership. In corporate America, the power dynamic rests with the bottom 10%. These events really happened. Particular circumstances are changed. When I was a company commander at NSA, I received a call from an Air Force lieutenant about one of my Marines. When I went to her office, she told me Private Jones was not only the worst Marine she ever met, but was also the worst human being she ever met. Once I spoke to a few others, to my chagrin, she was correct. We removed him from her office and my Company First Sergeant sent him to Base command where an enterprising Navy Senior Master Chief ensured this particular Marine was picking up trash at Ft. Meade, Maryland during the hot muggy summer months. When he returned to us, he was somewhat improved. In corporate land, Vet former Sergeant Jenny had the top metrics in the business line. She was holding people accountable and HR was complaining about all the paper work she was causing. One individual we were about to fire instigated an investigation complaining of an ism or a phobia against him by Sergeant Jenny. Everything stopped until the investigation was completed and approved all the way up through the lawyers in the c-suite. Meanwhile, this individual instigated a new investigation against Sergeant Jenny every few weeks as well as a few other people. And then other people Jenny held accountable instigated investigations against Jenny with isms and phobias. Jenny was never found guilty of anything and none of those people were ever fired. Sergeant Jenny never got promoted, despite having the top metrics in the business line, because she was viewed as lacking soft skills, and displayed poor communication skills. I watched this happen too many times to count. To veterans, holding people accountable in corporate land is the ticket to staying exactly where you started. #veteranshelpingveterans #veterans #leadershipdevelopment #leadership #marines

((UPDATE 1/9 - San Diego is CLOSED to new submissions; LA has 3 roles)) Transitioning #Veterans – Here are 4 new Operations Manager opportunities leading teams in Private Equity owned companies for transitioning #Veterans focused on Southern CA. $130-145K OTE. More details 👇 This national PE-owned construction services firm is leveling up its leadership as it implements a new playbook to grow its market share. As it expands, the opportunities for growth are enormous. It currently has 100+ branches in the major US markets and expects that number to double over the next several years. To help with this growth, they're targeting mid-grade leaders from the Veteran ranks (like company grade JOs or SNCOs) with solid logistics and/or transportation backgrounds. We're not looking solely for those MOSs, as an Infantry or Field Artillery commander or chief who did convoy planning etc. should hit the mark. More exact details on the locations:  - Los Angeles needs (3) leaders to manage operations, all of which are N of Long Beach. - San Diego needs (1) leader to manage operations near Miramar. DM for more info and I'll schedule a call if it looks viable. I'm traveling, so please show me grace in my response time. #militarytransition #transitioningmilitary #militaryhiringsolutions #kornferry

You Can't Make This Stuff Up This really happened Specifics have changed My boss came by the day prior to the big boss coming by just to ensure we were ready. I told every boss I ever had that other than washing the dishes in the sink, I'm not changing anything just for a visit. When the boss asked me about a process we were utilizing that was far from the c-suite mandated process, I told him our process is far superior and the evidence is that our metrics far outpace his other directs and are among the tops in the entire company. He complained and I asked him, "are you telling me I have to change my process?" I always asked the same question when this complaint arose and the answer was always the same. "I'm telling you that you're not on the company process." He wouldn't tell me to change the process because my teams metrics lifted his metrics by several points, so why cut off your nose to spite your face. The next day, the big boss pointed out why I wasn't on the correct process and before I could answer, my boss said, "we had this discussion yesterday and I told you to fix this." I didn't argue or throw him under the bus because it would have been like punching a kitten in the face. I just took accountability and never changed anything. We finished the year several metric points above all my boss's other direct reports. Veterans need to understand that in corporate America, accepting accountability doesn't get you promoted, assigning accountability to someone else is the ticket to success. You just have to decide how much slime you're willing to get on you. #militarytransition #marines #transitioningmilitary #veteranshelpingveterans #veterans You Can't Make This Stuff Up

It was a great honor to be promoted to the rank of Colonel in the Virginia Army National Guard. The day was made even more special by the attendance of so many who have been an integral part of my support system, and to whom I remain thankful for their role in my achievements. I was privileged to have a mentor serve as my promoting officer. She gave me three points to consider as I assume the responsibility and challenges associated with leading at the O-6 level. 1. Your support system is invaluable. Continue to leverage that as a key strength and know when to ask for help. 2. Be careful with your words. As a senior leader, our words have greater power, and a casual remark can often be misinterpreted as a directive to take action. 3. Be judicious when leveraging your rank. Colonels can fix problems with a quick phone call, but that's not always the best way to solve a problem. It often robs subordinates of development opportunities. Instead help them learn how to navigate processes or solve problems on their own. I know I will refer to these three points often in the years ahead. How have you seen these ideas manifest in your own experiences? What else might you add to this list?