Sellers get knocked down plenty of times, but sometimes failure is the greatest sales lesson. Brad McDonald works with Sandler Systems which has 250 franchises around the world that help businesses grow by improving their sales processes.  Failure Brad’s 28-year career in the U.S. Navy taught him that failure could mean the difference between life and death. When he transitioned from the Navy to the sales world, he realized that many of his attempts were going to end in failure. He had to change the paradigm.  The things he perceived were failures — having people hang up on him or cancel an appointment — weren’t really failures.  Along the way, he learned to embrace failure.  Gumballs You must make a lot of sales calls in order to get to yes. On the other hand, if we see the sales calls that ended in “no” as a failure, that will feel bad.  Brad uses a gumball analogy to explain it. If you want a green gumball from a gumball machine, and there are multiple colors inside, there’s a good chance you won’t get a green one. When you put the quarter inside, there’s a good chance you’ll get a different color.  Imagine you’re making prospecting phone calls, or cold calls; the most dreaded form of prospecting. If you make 10, 20, or 30 calls, you’ll eventually get someone who wants to talk, just like you’ll eventually get a green gumball.  You’ll also likely get an orange gumball which might represent a buyer who wants to talk more to see if there’s interest. If you view every orange gumball as a failure, you won’t be very likely to keep going while you wait for the green ones. If, on the other hand, you understand that you have to get the orange gumball out of the way in order to get to the green one, you can embrace it.     Process of failure Brad came from a culture where sailors did what he told them to do and they didn’t say no. He was surprised to find in the sales world that prospects aren’t always honest and they don’t always respect his time. And they certainly don’t feel compelled to follow his orders. Initially, all those things felt like failures.  Failure mimics the stages of grief which are disbelief, fear, despair, anger, and acceptance.  Brad refers to the “ok, not ok principle.” He came to believe that he needed to be ok being not ok.  He needed to not seek to meet his emotional needs in a sales call. Many sellers get emotionally involved in their sales calls and that’s one of the five big conceptual roadblocks in sales. Head trash gets in the way. We get excited when we’re about to make a sale and we stop doing the things we need to do.  Sales activities Brad learned along the way that his focus on outcomes and results was wrong. He was excited when he made sales and dejected when he wasn’t. He discovered over time that focusing on things he could control, like activities, made more sense. He started doing the things he knew would make him more successful and he tracked those things.  Brad focused on his tonality, his demeanor, his body language and other things that were well within his control.  Conceptual issues Brad believes that all sales problems come in one or two categories.  Tactical. What do I say, When do I say it? How do I say it? Conceptual. Relating to the beliefs we have between our ears. Most tactical problems have a conceptual basis. In Brad’s case, he came out of the Navy where he didn’t fear much of anything into a setting where he was afraid to make a cold call. The fear was a result of the beliefs he held about sales. The conceptual issues are these: The need for approval. The problem occurs when you want to be liked more than you want to make sales. The BUY cycle. How do you buy things? How do I treat salespeople when someone is trying to sell something to me? We tend to sell the same way we buy. If you tend to comparison shop, you’ll be more forgiving of buyers who do the same. Negative scripts. Many of these originate in childhood. Examples are the idea that you shouldn’t openly talk about mo