How To Grow Your Revenue with Same Side Selling With Ian Altman

CEO of Grow My Revenue, LLC – Ian Altman

Ian has an amazing and ethical selling technique. We go through step by step exactly what you need to do in any sales situation to make everyone happy. (and land the deal!) I highly recommend this – everyone needs to get better at sales! We also talk about a specific tactic that I started using right away too!

Resources Mentioned in the Podcast:

• Same Side Selling by Ian Altman and Jack Quarles
• Upside Down Selling by Ian Altman

Go to GrowMyRevenue.com for more info!

Thanks so much for listening!

Transcript:

Announcer: Welcome to the Eventual Millionaire podcast - with your host, Jaime Tardy. Real talk and real advice from real millionaires, with a sharp focus on you - the Eventual Millionaire.

Jaime: Welcome to Eventual Millionaire. I'm Jaime Tardy and today on the show I'm super excited to have Ian Altman. He runs a site called Grow My Revenue. He has an amazing business and he has an amazing business past and I'm super excited to have him on the show, especially as he just came out with a new book called "Same Side Selling". Thanks so much for coming on the show today, Ian.

Ian: Great to be here, Jaime.

Jaime: We were talking for way too long beforehand so this is definitely going to be a good one. Why don't you give us some credibility factors - tell us a little bit about your previous business, what got you into it and how high you grew those.

Ian: Awesome. I started my first business in 1993, in fact I was working for a company, this was back in the mainframe days, and I was doing all of this PC-based stuff, so it was technology consulting related, and the company I was working for, I remember lamenting to the person that I worked for, where I said "Look, there's all this business we could get but the company doesn't want to pursue this. This is crazy - we could be doing $1 million this year alone if we just pursued this." The guy I worked for, who was a great guy, said "Well, what do you need to do that?" I said "I just need permission, because I can actually sell it, I can do the work," and he looked at me and said "Well why don't you just go and do it?" So I started my first company in 1993. We became a Fast 50 company in the Washington D.C. area by 1998, so in five years we were one of the fastest growing companies, we were about 21 on the Fast 50 in the Washington D.C. area. Around that time, I hired my COO, who was the guy I worked for who gave me that advice.

Jaime: That's awesome.

Ian: It's funny because I contacted him and he said "Well, what are you looking for me to do?" I said "I want you to manage me." In 1998 we also started a software company and we grew both of those, we developed clients who were the Fortune 500 creme de la creme, the top insurance companies, pharmaceutical companies. We were always competing against the huge consulting organizations - the Booz Allens, the IBMs, those kind of organizations - so after developing those, in 2005, we were approached by a group of investment bankers out of New York who said "Hey, this looks like a great company." They acquired our company, cash and stock, for about $6 million and asked me to serve as managing director for that then-parenting company and we grew the combined valuation from about $100 million to about $2 billion in the next three years and we expanded all around the globe through a global licensing program and I was flying almost 200,000 miles a year. I realized I wasn't seeing a lot of my family so I decided I'm not doing this anymore. I did six months of absolutely nothing and then I started this business because I was trying to figure out what I wanted to do - should I start a new technology company? Things like that. What was always fun for me was that, any time one of my buddy's companies was struggling and they told me,I would just abandon my company and go and help them, and that was the most gratifying thing, so a few of my friends said "Why don't you do that?" and that's what I've been doing since 2009.

Jaime: That's amazing. You were the tech guy, going in and going "Now I'm going to work with these amazing,elite Fortune 500 companies." How did you do that? Were you used to that?

Ian: I was just too naive to know that they shouldn't have been working with me. I'll tell you a story - one of the first major clients we had is now GlaxoSmithKline but it was SmithKline Beecham at the time and what we did was we worked with their new drug applications going onto the market. It's kind of an interesting story that ties into what I do today in that they were contacting different organizations about how they could streamline their process for getting drugs approved. You see, pharmaceutical companies have realized that they get value of about $1 million a day for every day they can speed a new product to market, and so they said "How can we get the FDA to review stuff faster?" So they talked to us and several other consulting organizations. They knew me from the previous company I was with and they obviously had the wrong impression because they said "He seems like a smart guy, we should talk to him."They probably had me confused with someone else! But anyhow, we ended up speaking with them and everyone else was focused on what they could do to get the FDA to review things faster and what I said to them was "Well, how much control do you have? Even if you created a great tool, how much control do you have over what the FDA can do" They said "Not that much," so I said "What's your process like? From the time you're done to the time you submit this million-page document, what's your process?" They said "It takes us 15 months." I said "What if we could shorten that time? Is it the same $1 million a day?" and they had this look, like "Yeah!" and they said "Why don't we focus on that and then you can go to the FDA and say "Look, this saved 30% off our schedule, maybe it will save you 30% also."? So when we won this business one of the big consulting shops said "Oh, so you went with this other big company?" and they said "No, we went with a small company," - at the time we had five employees - and they said "Oh, so their rates are lower than ours?" and they said "No, actually their rates are higher than yours." So it was a cool thing in that we just had that confluence because we focused on what they were really trying to solve, even though they didn't know.

Jaime: So you were the smart guy in the room, even if you don't give yourself enough credit for that. That's impressive.

Ian: I had a lot of smart people working for me.

Jaime: That's even better, isn't it? That leads me into your book. Considering you're the little guy, competing against all of these ridiculously huge guys - how do you do something like that?

Ian: It's an interesting thing. Especially when you're a smaller company, you have different perceptions about what really matters to the customer. There's a lot of research I do into how executives make decisions. If I asked most small entrepreneurs what matters to the customer, they would say "They wonder how big our company is, what our capabilities are and what we have that's proprietary," and none of that is true. I've done a lot of research into how executives make decisions and the three common questions they ask are - what problem do you solve and why do I need it? What's the likely outcome or result? And the third one, which is a distant third, is why would I pick them instead of doing it myself or picking somebody else? What we find is that if people answer those first two questions really well, the third one becomes automatic. So the biggest impact you have on whether they'll work with you versus someone else is how well you demonstrate your understanding of their situation and how comfortable they are that you're focused on the same results. The easiest way to do that is to ask a lot of questions and point blank ask the customer "So, six months out, how are we going to measure the success of this? How about 18 months out?" and when you walk away they'll say "You know what? Jaime's company is really interested in what our results are going to be. The other company is just trying to sell us something."

Jaime: That's amazing. What I think is really hard to understand, especially as a small business, is that a lot of times we're not that good at negotiating sales, sometimes we're scared of this stuff - so hearing this is hugely important, especially when it comes to working with huge companies like this. So the question I'm sure other people are thinking is how do I even get that far? How do I get them to say "Oh, who is this small, teeny company?"

Ian: Part of it comes down to if you've got any sort of past history. What you need to look at is what problems are we really good at solving? If you read most people's websites, what they talk about is what they do. So for a small company, let's say they're a technology consultant, on their website it says "We're a technology consultant and we work with this technology and this one and this one and this one and that one and we do project management and our people are really smart and they really care," because no one else is saying that, right? I mean it's just kind of crazy. Instead, what they need to focus on is "Our clients come to us when they're facing these kind of problems and they tell us we're really effective in helping them solve those. If you're facing one of these problems, I'd be happy to talk to you and see whether or not we might be able to help." That's something that actually changes the mindset - because, remember, if the way people make decisions is what problems you solve or why do they need it and what is the likely outcome or result, if you're not sharing this on your website and in your communication, they have to translate whatever you said into that formula to make a decision.

Jaime: That's amazing. So we're just giving them what they want in advance, now that we know what they want?

Ian: Yes, and the funny part is that if you ask buyers that, they don't necessarily get that. When I talked to Jack when we were writing "Same Side Selling" - Jack Quarles is my co-author, he's been on the procurement side for the last couple of decides - Jack hadn't really thought about it and I said "Look, when you guy are making decisions, here's what you're doing," and Jack kind of thought and then said "Yeah, that's exactly what we're doing!" But it's not conscious, so they don't say "Help me believe that we need this and the problem that it's going to solve and we're going to get these results," but all the questions they ask, like for example the most common question people get is "Can I get references or referrals?" Sure - why do you want that? "Because I want to be confident in the results that I'm going to get." Okay, what else do you want to know? "So how would you address this situation and that one and that one? And why? Because I want to make sure that your stuff can address the problems that we need to solve." So if you drive that process, the customer says "Wow, we're in good hands. These people are focused on our results. They understand better than we do what we're trying to accomplish. I'm more comfortable with them than with someone who claims they can do this but isn't willing to take the time to understand our situation."

Jaime: I love that. And that's the concept of "Same Side Selling" in general, I'm assuming. Can you go through what that is?

Ian: So "Same Side Selling", if you think about most of us who have been in any sort of sales situation, you have this moment where you feel like you're butting heads against the other person. We start the book with the metaphor of two rams colliding on a mountain and that's how a lot of people see sales - it's very adversarial. If you do a search on "sales" and "battle" or "enemy", there are a million entries that come up. I saw an article recently that said "Sun Tzu in "The Art of War" says "know your enemy better than your friends", or something to that effect." Okay, great, but your client isn't your enemy. So what Jack and I do in the book is we identify these things that lead to these adversarial traps that put buyer against seller and then we talk about, from both the buyer and the seller's perspective, how you make it so that, metaphorically, it's two people working together, on the same side of the table, to solve a puzzle and see if there's a fit. If you remember Alec Baldwin in "Glengarry Glen Ross" - ABC, Always Be Closing. Our metaphor is FIT, which is Finding Impact Together. So the idea is that we want to find impact together to see if there's something worth solving and whether or not we can generate results, not just "Hey, I have this thing to sell - will you buy it?"

Jaime: Okay, that's really cool. Does any of the old negotiating 101 tactics fit into that? Like don't say a price first and all of those sorts of things. Do they go in line with that? What do you think?

Ian: I don't want to trash everything in the world. In fact I would say that nothing new has been invented in sales in the last 5000 years and we're not going to change that trend today, but a lot of the things that I've been taught in the past, old-school, tend to be manipulative and it's a lot of coercion or persuasion. We argue that effective sales is about getting to the truth as quickly as possible, and to that end we're okay if it turns out that we both conclude that it's not a fit, because what it means is that it's not a fit today, but if I handle it properly, you'll be happy to talk to me in three months.

Jaime: Definitely.

Ian: part of it. We don't necessarily want to throw our price out right up front, and the reason why is that, oftentimes, we don't know enough about the situation to know if we're giving them an accurate number. So the notion of "I don't want to give them their price because I want to hear theirs first," because now it's like a game, that's contrary to same side selling. The notion of "I don't want to share my price until I know it's accurate," that's a same side selling principle.

Jaime: I love that, because so many people come to me, especially new business owners, who are like "I don't know how to sell; I'm scared of selling," and they're so scared of being a sleazy, used car salesman, is really what it is. I used to do that too, I used to work for Kirby and thought all sales was horrible and all of that stuff, so it took me a while to get over it and now I help people with ethical selling - we want everyone to be happy at the end. So give us some tips that you have in the book about how we can really do that, especially for those people who are a little bit newer to this and don't really know.

Ian: Okay, you're bringing in some really good points. First, let me just say that that pre-conceived notion of slimy sales people is generally well deserved. If I get a bunch of sales people and I say "First words that come to mind - sales person," they don't say "Hard working, diligent, caring," they say "Slimy, used car sales person," all of these different things. My friend Dan Pink has a whole word cloud in his book "To Sell is Human" about this. He and I were speaking at an event together not too long ago and it was funny because I started that and then handed off to him for his session, but the idea is that we need to make sure that we're focused on what is important to the client and we don't lead with our stuff in a sales role, so the more time we can spend trying to help people the better. If you think about it, most entrepreneurs know that there are things that we can do to help our clients succeed in ways that they can't. We can do things, in some cases, better than they can themselves. So if you think about the notion of "If I don't help this person solve this problem, I'm not doing them any service," then, all of a sudden, sales, as long as it's integrity-based, is pretty honorable, because now I'm taking somebody who would have made a mistake, would have wasted a lot of time going in a different direction, and now I can help them get better results. Now, one of the best ways I can do that is by asking them and joining in a conversation about how we're going to measure the results, going forward. That way, I'm not talking about my stuff, I'm talking about their goals. Then what you have to do is a little soul-searching that says "DO I feel as though I'm well equipped to help them reach those goals" "And, if so, let's talk about how we can do that. And, if not, you have to have the restraint. We have a whole chapter in the book, which most sales books wouldn't have, on restraint, which gives indicators that you need to walk away and help your client find an alternative.

Jaime: That's huge,because usually it's "Oh, well if they're willing to give me their money I should take it," because that's the whole thing. But if you don't think you can help somebody, not to the level that they're paying you for or ten times above that, then the thing to do, with integrity, would be to not sell to them. That's a novel concept.

Ian: And here's the irony in that - let's say that you were talking to somebody who was looking for your help. They say "I want to grow my business to this point. How do you do this? What are the secrets to this?" and as you're talking to them, you get the sense that they're not committed and they're not going to follow through with it. You've got two choices - you can take their money anyhow or you can say "My fear is that I'm going to come in and help you but you don't have the time and focus right now to achieve those results and you're going to end up spending money and not get results so maybe we should hold off." What do you think is likely going to happen? What is their response going to be?

Jaime: I've had that happen before, actually.

Ian: What's their response going to be?

Jaime: "No, I'm committed!" Or they think you're absolutely amazing - "Thank you very much, I really appreciate that."

Ian: So in neither case do you have a bad outcome. In fact, what most likely happens is that they then try to sell you and convince you why they're the right fit for you. So it's ascary thing to share with somebody, but when you have that level of open, honest communication, what you unlock is the truth, as opposed to, in a persuasive area, it's like if you walk into a store and the hyper aggressive sales person says "May I help you?" Most people say "No thanks. Just looking," and it's not because we feel we know the store better, we just don't trust their motives. When you're focused on their results, they say "Wow, you're focused on the same side of the transaction as I am," and, guess what - once you've determined what their outcome would be, whatever you're charging probably isn't going to seem that great. But if you're not focused on the results and all you talk about is your price in isolation, it always seems too high.

Jaime: I agree with you 1000%. I know we've talked a lot about what this is - can we go through it step-by-step so if someone listened to this interview, they only have to listen to this one piece the next time they're going into a sales negotiation, so that way they know what to do step-by-step.

Ian: There are a few things so I'm going to try to encapsulate everything into a few core principles.

Jaime: Beautiful - tellus the world in ten minutes, please.

Ian: It might sound a little bit redundant but, for starters, you need to start always with common expectations. So the foundation for a meeting that says "Look, my goal in coming to this meeting is to understand your situation to determine whether we can help." So the first thing is that you need to make sure is that if, 30 seconds before that meeting, someone asks "What's this meeting about?" the person would say "Jaime's coming to see if we can solve this problem," not "Jaime's coming to try to sell us something." So that's the first thing. If you don't start with that expectation, nothing else I'm going to tell you is going to work. The second thing is that you need to have a detailed discussion about the specific challenges they're facing. There's a concept we talk about called issue impact and importance - the idea is that the issue is the tip of the iceberg, how it's impacting their business and how important it is compared to other things in their business. That's where the rubber meets the road as to whether or not this problem is worth solving. So we need to get to that point, that says "As I understand it, the problem you describe is having an impact on your business and is important enough to solve to make it worth my time to help you find a solution." Now, that's the moment of truth where you have to soul search and say "Can I really help them?" If you can, then the next step is that we're going to talk about, conceptually, what you would be doing for them and the effort they would be required to output, as well as you. "Does that make sense' Does that sound like it's going to solve your problem?" "Yes." Once we know what the solution is going to look like, then we talk about what the dollars and cents are - "In order to achieve that, it's going to cost you about X dollars." The reason we wait until then is, if we talk price before then, I don't know what they need yet, and if we talk price two steps before then I haven't got any value on the table yet for what I'm delivering. Once I get that, then we can have a discussion about who else is involved in this type of decision, and if I ask that, I might get a non-truthful answer. But instead, if I said "When you've made decisions like this in the past, who else got involved?" now it's non-threatening, I want to understand their situation. Then they say "These people," and I say "Okay, what's the best way for us to include them in a way that's comfortable for you?" and that's how I include the other people in the process. As part of that, I'm going to say "What are the three or four things you need to see to be comfortable that we're going to achieve the results we talked about?" and when they tell you those, when you come into present at some point - notice we haven't presented at all in this process yet - when you present, you're only going to present the things that they said are important for them to see to be comfortable with the outcome. So when you think about it, what are we focused on? We're focused on what are the problems you solve and why do they need it, and we're focused on the likely outcome or results, which is how people make decisions. So we're just making it really easy for them. So there's the encapsulated piece.

Jaime: I like that a lot. The funny thing is that you're getting a lot of the same things that normal sales does but you're reframing it, you've got a different tone, it's a totally different, non-sleazy approach to it, instead of getting the same stuff. Way back when, sales made sense, right? You definitely need to have the people that are decision makers in the room, because it sucks if you don't, and so the way that you've done it makes it much easier for somebody to go "How do we make this okay?" and not so that anyone's on guard or anything like that.

Ian: Very well said. The thing to remember is that, if I look back 20 years, the notion of getting a decision maker, there was usually one person that was a decision maker. Today, even if I'm talking to the CEO, all of these leadership groups have reinforced that you need to get everybody on the same page, everybody needs to get on board. So even though the CEO says "I want to do this," it's like, yeah, but they've got to sell it to the rest of their team. I often get CEOs to say "We want you to do the keynote for this even that we're having but I need to set up a meeting with these three people so that they're all on board." 20 years ago, the CEO would have said "I'm doing it," and now it's "I want to make sure everyone's on board."

Jaime: Very different - and kind of annoying for you, especially if you're not in that meeting. You can't really talk about your value the way that you would, the CEO is taking it second hand and going "But I think this is cool. This is what I think he is," and stuff like that.

Ian: That's true, which is why, if we frame it in a context of "Here's the problem we're going to solve and why we need it. Here's the likely outcome or results," that's the way, fundamentally, that people make decisions. So now it's easy to translate. If we don't do that and we say "Here are his capabilities, here's the benefits," and all of this other gobbledygook, then it's like playing telephone - when it gets translated it's not going to be the way you said it.

Jaime: You're a speaker, you work with a whole bunch of different countries too. If you were to try to explain that to a CEO, on what the problem is for a speaker, and what the end result is, especially because some people think being a speaker is kind of wishy-washy - you speak and everyone is motivated and then you leave. So tell us about how you would do that.

Ian: I consider myself a kind of de-motivational speaker. I give them the harsh reality of life. That's a different angle.

Jaime: And everybody's like "Yes, we want that!"

Ian: One of the things that I do that may be different from other people, I don't know because I'm not in on their phone calls, is that when somebody asks me to speak at an event, the first thing I ask is "What are you hoping to accomplish? Let's say six months from now - what are your people going to be doing differently to what they're doing today, and how are you going to measure those results?" Now, in my case, what they usually say is "We hope it's going to be these two or three things and if each person does 5% better." Okay, well how much do they do right now? "Well, our average person sells $1 million." Okay, so 5% is how much? $50,000. And how many people do you have? "We have 200 people there." Okay, so $100,000 would be two people, times 100 - and all of a sudden we're doing the math - so you guys would see an increase of X dollars. In order for me to speak at that event, just so that you know, I'll come in at this time, we'll do this and that, you're looking at about $20-25,000. Do you guys want books? And all of a sudden, with that comparison, it makes it very simple.

Jaime: I love that too. I've learned it from a couple of other people. We had a guy, Jeff Fox, that talked about dollarization, but it's called whatever you want to call it in terms of figuring out the numbers and going "This is your results. This is how much I charge." Who's going to go "No, that's not a good idea. I'm going to get this much more than that. Of course I'm not going to go with it."

Ian: Here's an interesting angle for you to think about - I call some people and say "What are you trying to accomplish?" and they say "We saw you speak, it was really energizing, so we just want to do that for our event so that people just have a really good time. They'll learn some things and have a good time," and what I've said is "If you're trying to entertain people, my suggestion is either a magician or a juggler, because people are going to love that and you're going to spend less money and people are going to be incredibly entertained." If you're trying to accomplish these sorts of objectives then I'm happy to talk about how I can help but what you have to recognize, and this is something we talk about in the book, is what your strengths are and where you add the most value and don't get pulled into areas that aren't your core competency.

Jaime: "No, I can juggle too! I'll do that too!"

Ian: Exactly. I was talking to somebody and I literally said that and they said "You don't do magictricks or juggling, do you?" and I said "Actually, I do, but that's not what you would pay me for."

Jaime: My husband is a performer and juggler so I thought that was really funny, if he goes and does corporate events, it's kind of funny.

Ian: Awesome. I didn't even know that.

Jaime: See? We're good. We're really good. We're on point. I think that's one of the pieces that you really care about, the end result. Just like they care about the end result, so even in the website copy and that sort of stuff, when you can really show that that stuff really matters, then you feel like you're on the same side. Same side selling.

Ian: That's a great idea. We should name the book that!

Jaime: Wait, I got in on that, right? We have to start wrapping up, unfortunately. We were talking about this before. We could chat for a very long time so I'll have to have you back on the show at some point too. But what's one action listeners can take this week to help move them forward towards their goal of $1 million?

Ian: The number one thing that people can do is focus on and be able to clearly articulate why someone needs what you do. Not focusing on what you do or the capabilities or even the results that they get, initially, but instead, if you can understand, unequivocally, why people need your help, then it makes it very easy for people to refer you, it makes it easier for people to hit that first threshold of "Why do I need it? Or what problem does it solve?" Let me give you a quick example - if I am a roofing contractor, let's say, and I say to you "Jaime, I'd really appreciate any referrals, if anyone needs a roofing contractor," then the only way I'm ever going to get a referral from you is if someone says "Jaime, do you know a roofing contractor?" and by then you're going to have forgotten who it was anyhow. But instead, if I said "As a roofing contractor, people come to me when they have water entering their building from the roof, the ground or anywhere in between. They also come to me when their energy costs are out of control and they need to get those more in line." You might not even remember that I said I was a roofing contractor but you remember those problems that I solve and if someone says "At our manufacturing plant our energy costs are out of control," you're going to be like "Wait, I know a guy. I know someone who solves that problem." So we need to speak in terms of the problems we solve for people more so than what we do, because we know what we do but most people don't know that they need that.

Jaime: I have a follow-up question. I normally don't, so this is special. The question that I have is how? So it's easy to go "Okay, what problem do I solve? Let me write it down," but there could be a lot of different problems that we solve. How do we hone it into something very specific? What do we want as the end result?

Ian: The cool thing is this - we don't need to have just one problem that we solve. In fact, most of the clients I work with end up with half a dozen, maybe even eight or nine problems solved. When you talk to people, you're going to pick the two or three problems that you solve for them that are most likely to resonate with them. That's where we create a little bit extra differentiation. We cover this in fair detail in the book in terms of the process you go through, but the bottom line is that what you want to ask yourself is "Okay, how would my clients describe the problem they were having that, 0 to 10, is an 8 or higher, that we're the best people at solving?" There's a friend of mine, Bob London, who coined a term called the "elevator rant". He describes it a little bit differently but I still steal the term because I think it's just a great term. So the elevator pitch, as we know it, is you're in an elevator, you've got 15-30 seconds to explain what it is that you do. The elevator rant is you get on the elevator on the first floor, two people from your ideal client get on at the second floor. For the rest of the elevator ride they're complaining to one another about something that, if you heard it, you'd say "I'm the best person on the planet to solve that problem." What does that sound like? And don?t put it into marketing speak, don?t add a whole bunch of fluff and hype to it, just straight down, what does that sound like in the raw? If you can articulate that well, the right customers, when they hear it, are going to by dying to talk to you.

Jaime: I love that. We're definitely going to talk more about that in the Insiders interview that we're going to do shortly. Thank you so much, Ian, for coming on. Where can we get your book and find out more about you?

Ian: The easiest place to go is growmyrevenue.com. There are links there to "Same Side Selling" and everything else. There are hundreds of articles that you can read and also, if any of your viewers have specific topics, where they say "Man, I wish he'd covered that," if they catch us on Twitter, @growmyrevenue, that's where we get some of our best article ideas, from people who say "I wish you'd write about this." It goes on our editorial calendar and we'll actually send you back a tweet or note that says "Hey, you asked about this - there's that content."

Jaime: Go you! Problem, solution. Awesome. Everybody should check out Grow My Revenue and when you do you can check out the first two chapters of "Same Side Selling" for free. So you'll get part of it and then you'll be like "Oh no, he didn't finish solving all of my problems," and you'll need the rest of it too.

Ian: Some people might get the first two chapters and say "No, it's not for me," and that's why we do that.

Jaime: Smart man. Awesome. Thanks so much for coming on the show today, Ian. I really appreciate it.

Ian: It was a pleasure, we'll do it again.

Jaime: Thanks so much for listening in. I loved the interview with Ian and I actually got to go and meet him shortly after this interview. I drove out to San Antonio where he was speaking. It was super cool - he gave me one of his books in person and signed it as "You are the greatest," which was really cool. He's a super cool guy and he also allowed us to have a couple of free books to give away to you. So what I want you to do now is going to eventualmillionaire.com/ian-altman. So if you just go the blog you can click on the newest interview. Within a couple of days we'll pick the best comments, or actually we'll do it randomly from the comments because I have too hard of a time picking who's best and who's not, so we'll do some random drawings to get you one of his books. "Upside Down Selling" - super short but extremely important and can make you a lot of money. So I hope you enjoyed that interview. Check it out - go to eventualmillionaire.com so that you can win one too. Thanks.

Announcer: Thanks for listening. You can find out more great information like this on EventualMillionaire.com.

Tags: Focus, Ian Altman, millionaire interview, Problem Solving, revenue growth, sales, selling technique

Categories: All, Business, Business Model, Entrepreneurship, Millionaire Interviews, Sales

Hi I’m Jaime. Each and every week I bring you the top business advice from the people who know best.

Learn More