Internationally known as one of the most influential entrepreneurs, Brad Sugars is a bestselling author, keynote speaker, and the#1 business coach in the world. Over the course of his 30-year career as an entrepreneur, Brad has become the CEO of 9+ companies and is the owner of the multi-million-dollar franchise ActionCOACH®.
As a husband and father of five, Brad is equally as passionate about his family as he is about business. That's why, Brad is a strong advocate for building a business that works without you - so you can spend more time doing what really matters to you.
Over the years of starting, scaling and selling many businesses, Brad has earned his fair share of scars.
Being an entrepreneur is not an easy road. But if you can learn from those who have gone before you, it becomes a lot easier than going at it alone. That’s why Brad has created 90 Days To Revolutionize Your Life – It’s 30 minutes a day for 90 days, teaching you his 30 years experience on investing, business and life.
[Podcast Transcript Using Artificial Intelligence]
Umar Hameed 0:01
Are you ready to become awesomer? Hello everyone! My name is Umar Hameed, I'm your host on The No Limits Selling Podcast, where industry leaders share their tips, strategies and advice on how you can become better, stronger, faster. Just before we get started, I've got a question for you, do you have a negative voice inside your head? We all do, right? I'm gonna help you remove that voice and under 30 days guaranteed, not only remove it, but transform it. So instead of the voice that sabotages you, there's one that propels you to much higher levels of performance and success. There's a link in the show notes, click on it to find out more. All right! Let's get started.
Umar Hameed 0:41
Hello, everyone. Welcome to another episode of The No Limits Selling Podcast. Today we had Brad Sugars, the Founder of ActionCOACH, and they're like all over the place. Brad, welcome to the program.
Brad Sugars 0:52
Okay. I'm good to be here, Umar.
Umar Hameed 0:53
Well superb. And the first thing I asked him when we actually started chatting before we went on air is like, where's that accent from? And I should have gone like his bloody Foster's beer from Australia. When did you come to the US? How old were you and what brought you to our shores?
Brad Sugars 1:06
I think I first moved to the States in 98. So that was for business obviously. Australia is a very large geographical country, but not as many people. And so from a business market perspective, you want to be where the most business is. And especially in the business coaching arena, I think that was important. And married a Boston girl so I ended up staying in America now with all five kids. They're all Americans, as we like to say so half, half-Australian, half-American, they [garbled].
Umar Hameed 1:38
Like I just want you to know you've picked up part of her accent a little bit.
Brad Sugars 1:42
Yeah, that's what they tell me.
Umar Hameed 1:44
That's why were confused. It was like, I bet you like Caffee, but that's just me, maybe. So ActionCOACH, so were you a coach when you arrived to the US?
Brad Sugars 1:52
You know, we started business coaching in 1993. And it happened purely by accident. I was giving some seminars and speaking because when you're young and successful people are like, "Well, we want to see how did you do it?" And so when I started speaking about what I was doing, people would ask for help. And it was kind of like, "Listen, I don't have time I'm running my own business, I'm doing a bunch of these speaking things that I just don't have time to help you. Maybe if you call me once a week, I can sort of coach you in how to do this type of thing." And after, you know how sometimes I always say I'm a bit of a slow learner, right? Well, after about 100 people asked me, "Can you help me?" it was kind of like, maybe there's a business. Here we are. almost 30 years later. So next year is our 30th birthday. And now we coach in 83 countries, we have about 1100 offices around the world doing that. So yeah, we probably well, we do we represent about 290,000 business owners every single week and members of our organization helping them grow their business.
Umar Hameed 2:56
Brilliant. So my hypothesis is, in any group of folks, so take your action coach offices, that there would be some players there, that would be the A players. And some players, that would be the B players, probably a major chunk of it. And they might be even some C players in there just the way it works out statistically. What do you think separates the A players from the B players, your theory on that?
Brad Sugars 3:20
Yeah. In anything, first of all, it's the decision.
Umar Hameed 3:24
Brad Sugars 3:24
The decision to be the lead dog. That decision to be in the top five or top 10 or top, in our case, top 100 or something like that it put you in the top 10%. I think the second thing is the desire, you know, we have a lot of coaches on my team who've, like basically reached retirement and they just wanted to give back. So they're not, their goal is not to have 100 customers, their goal is to have five or 10 and just give back and help out those five or 10. So I think the desire has to be a major part of it so that decision and then the desire. And then the third part, I would say is consistent learning, consistent growth, because the market shifts the market changes. And we saw that during COVID how we had to change. Everyone had to change their marketing. Everyone to change their sales strategy. Everyone had to change their customer service delivery strategy. You have to change the way you manage your people. You have to change the way you lead people. You have to change recruiting, hiring, all of these things have changed so dramatically. You know, when Amazon released its numbers they said they were doing in 2021. They said they were doing 20-27 number of package deliveries that they'd predicted. So what we really said is that we virtualized the world seven years faster than it would have been other ones. And so that shift in and that speed up of that shift meant we all had to change. And so I think an A player takes advantage of that. I think it was the head of Intel, Andy Grove who once said, you know, a negative economy will kill a bad business. It will a good business will survive through it but a great business will actually thrive through a negative economy. And so what we saw in our team in every team around the world. Now, admittedly, some of our team was, some countries you got to understand in my they just held on. The entire economy just disappeared, and there was no economic assistance. I look at my team in Turkey, and I gotta hand it to my team in Turkey, the level of adversity they've been through in the last five years economically has been amazing and yet, they're still out there. They're still making sales still getting marketing results and I think that's an important aspect of it. So I guess if you added a fourth, it would be tenacity, the ability to just keep going.
Umar Hameed 5:40
Brad Sugars 5:42
There is no, you know, I know that, you know, we're on a talk mostly about sales today. But the stupidest thing I've ever heard about sales and the smartest thing I've ever heard about sales is it sales is a numbers game. It's smart in the fact that you know, you do have to do the numbers, but it's stupid in the fact that if you think it's just a numbers game, then you've missed the entire point of building relationships.
Umar Hameed 6:06
Brad Sugars 6:06
People know, like, and trust factor of working with people. But in this day and age, the majority of customers have made their buying decision before they even contact you, they're 70 to 80% of the way through their purchasing decisions before they even connect with you. So in many cases, the salespersons job is to get out of the way. Don't, don't get in the way of the sale. Don't make it harder for them to buy than it actually should be. It's, it's crazy that way.
Umar Hameed 6:31
I was talking to a realtor about something you said before, we're talking about sales, we're actually not we're talking like human beings, who happened to do sales. Because and all that human interaction stuff, there's all that self worth stuff that comes in so that just kind of focuses our conversation. But I was talking to a realtor who was saying, you know, he took one of the younger realtors out to a listing appointmen and the guy did a phenomenal job. "Mr. And Mrs. Homeowner are like leaning forward, ready to go." And he says, "Well, I'm gonna leave these contracts with you. And let's chat about it tomorrow and see if you still want to move forward." And the mentor is like, 'No. Why am I doing that? [Garbled]" And you know, that's just a learning experience. And it's also kinda.
Brad Sugars 7:12
Lot's of training experience, Umar.
Umar Hameed 7:13
Brad Sugars 7:13
That young salesperson should never have been allowed out. They shouldn't have. Business owners that allow a salesperson out into the field before training them, this is where salespeople get a bad name. This is where, you know, the lack of training of salespeople is what kills them. You wouldn't, if you were a doctor, and you hired another doctor to work for you in your office, you wouldn't let them go operate without at least watching them first trusting them, training them, you know, having them shadow you all...
Umar Hameed 7:39
Brad Sugars 7:39
...that sort of stuff. It's, it's silly how in sales, it's not treated properly as a profession. If I had a salesperson, I would train them to within an inch of their life before I let them loose on a prospect. I've spent 1000s or hundreds or however much money in marketing to generate that lead. I've spent millions on branding, to build the brand to have that prospect contact us first. The dumbest thing in the world is for me to throw an untrained, unskilled salesperson who doesn't have a system, doesn't know the system, doesn't follow the system, the systemic approach of onboarding a customer client member. You know that that, to me is just a bad, badly run organizational, bad management in that you don't train your people to within an inch of their life, that salesperson should have been trained. And I would guess also, if I looked at that sales organization, they don't have a sales structure, they don't have, here's the 10 steps, you follow or the 15 steps you follow to make a sale of reality, they don't have that level of training, they don't have it scripted. They don't have brochures for each level, or emails or questionnaires or, you know, pieces of information to give to a prospect at each stage. Not trained, therefore not performing. And I see that all the time. And even people well, you probably see this a lot. I was with a group in Houston recently and those guys, he says to me, "But I'm no good at sales." I said, "Really? How many sales training programs have you done?" He said? "None." "Well, how many sales books have you read?" "I tried to read one." "How many sales calls you've made?" "I've done at least 10." You know, and it's like, "Dude, you, you cannot be good at something you've not been trained that. You cannot be good at something you've not studied. You cannot expect to be good if you don't do the work." And so I was never a salesperson, no one's born a salesperson that is such a load of rubbish. No one's born a leader, you learn these skills, you learn how to do it. And that's where you know I struggle with a lot of people that just think they're going to naturally be good at something. No sales is not a natural, sales is something you study, you learn and you work out how to do it. And you're right, it's a human being human interaction and how you interact with humans. So if you don't understand human behavior, communication behavior, if you don't understand that stuff, how do you expect to be good at convincing someone to make a decision to make a purchase decision, you know?
Umar Hameed 10:13
So I'm gonna disagree and agree with you at the same time. So here goes. So I do think there's some people naturally gifted, that would have the gift of gab, let's say, and we get more yeses than you would expect. But once they're trained, they're gonna be freaking amazing. So absolutely. And I think one of the things salespeople generally shy away from is, "Look, man, do you want me to follow the process? You want to make sales?" And the answer is, "Follow the process," because if you don't have a process, you can't get better. And so how do you coach your business owners to manage sales teams, because oftentimes, that is the bane of their existence and that's the lifeblood of their business.
Brad Sugars 10:50
Umar Hameed 10:50
And they want to balance it. So when you give us like a real world example, you can change the names to protect the innocent, of someone that was struggling through it, and how you'd helped coach them through that?
Brad Sugars 11:00
Yeah, so there's two sides to what we will coach them in. There's the management of salespeople and there's the leadership of salespeople, they're two entirely different things. Management is about building competency and productivity. So competency, meaning they are good at their job, they have product knowledge, they have sales, knowledge, communication, knowledge, human being behavioral knowledge, like they have those knowledge things. That's why our sales training for our clients takes 12 weeks. We take 12 weeks of working with their salespeople to actually build them into great salespeople. So the management of it is competency and productivity and productivity comes down to your measurement factors, what are you measuring on a daily basis, and we use six key measures for any person. And they some of them are the same in from organization to organization, but many of them differ because different organizations have different sales cycles and different values and all sorts of things. And then you've got the leadership side of it. So you've actually got to if, if management is competency and productivity, leadership is passion and focused, so keeping them focused, that sort of thing. So what is the morning daily training? What's the morning huddle for your salespeople? You know, and I see salespeople not doing morning huddles, and I wonder how they succeed. A salesperson needs that morning, you know, vibe, it's like the football team running out onto this onto the field. They have that huddle before they get out there and they get all hyped up type thing?
Umar Hameed 12:21
Yeah. So just before you go forward, have you been to Tokyo?
Brad Sugars 12:24
Umar Hameed 12:24
You go into like one of the department stores? The entire team is,"[Speak Japanese]"
Brad Sugars 12:30
They have daily huddle. They're very strong on the greatest thing that you can learn from Japanese businesses, is rituals. They have very strong on rituals, and they believe in it. And I believe in it too. You know, you know, when you look at a salesperson, I asked them, what's your ritual before a sales meeting? You know, what do you do? What music do you listen to? How do you prep yourself? What is your systemic approach to prepping your brain, your head and your heart before you walk into that meeting? Because if if you walk in there, just strolling on in your brain isn't focused, your heart's not in the right place, you don't have your script ready, you haven't done your homework on those people. I always ask someone, "Show me the written 12 questions, you're gonna ask this prospect that you don't ask any other prospects? Show me what you've written them down." They haven't written them down. "You haven't done your homework, of course, you're not going to get the sale. You know, do your homework before you do it type thing. What are you going to ask? How are you going to question these people." And so the second part of leadership is not just that, that focus, it's the passion, you know, do they love what they're doing? Do they love what they're selling? Do they love their customers? Do they love the process of doing this sort of thing. And I use the word love with intention. Because if someone doesn't love buying from you today, then you're a commodity and a commodity goes back to price. And you know that that's the killer for most businesses, you know, live by price day by price. So we need to make sure that. So when when we go in and work with a business owner or a sales manager, or even sales people direct, we are virtual sales management program where we actually will manage the salespeople for an organization. It really is a balance of those two aspects of that, you know, making sure there is management and building the salesperson with capability, but also the flip side of that the leadership of having those conversations with them and doing those things. So, you know, you must meet with your salespeople at least twice a week, once as a group and once individually. You know, you want to individually meet with every single sales person every single week and go over their numbers, go over their results. What issues do they have? What opportunities that they come up? We call that a lion meeting. Last week issues opportunities, next week lion. We require our salespeople to do a frog list every day, "How to Eat That Frog," you know, what is the, you know, at the end of every day? What's your list of what you got to do and what you got to achieve tomorrow? So we build productivity in those ways and we make sure we keep them passionate and focused. And they build each other up too. I think using the team to manage the team is really important. If you try and just manage the team on your own, you miss the point. And also, then if you take that to the next level, then you got to train your actual sales manager. So training the sales manager how to manage and how to lead is sort of that next phase.
Umar Hameed 12:45
So we'll come to that in a minute. A couple of things that you said. So yeah, absolutely. 100% I think rituals, we need to build tribes. And that's, like, baked in our DNA. And part of the things that tribes is that rituals that we have that kind of get people to go from kids to men also, what do we do before we do this, right, we've got this ritual to get everybody in the right mindset, the right attitude. And one of the things that you were talking about was very much, you know, how do we bring love into what we're doing? And that's a personal project I'm working on now. So I'm gonna set up the question and then ask you a specific one. So I'm really into tennis these days. And I was, my coach who I played with, not really my coach, but he's like more experienced than me, he's always telling me, "Umar, you need to slow down, stop trying to hit it hard, because you suck at it, and just hit it normally." And one of the things I started doing was saying, okay, in the middle of a game, I'll kind of drop down into that state of love. And as soon as I do that, all of a sudden, it seems like the ball is slowing down, that I'm actually hitting it more precisely, there's less like a force in my hitting is just my game improves radically without actually having to actually be moved faster, hit harder, and do all that kind of aggressive stuff. So the question to you is, what do you mean about love? Like, I'm sure you've been on stage, where you're just presenting his brand. And sometimes you just step into a deeper state and there's like this connection with the audience, A, is that true? And if it is, what do you think the distinction is? Because I'm sure when you're just being Brad, you're freaking awesome but sometimes you're magical. What's the difference within Brad, the differences between great and magical?
Brad Sugars 17:01
I think, firstly, don't wait till you're in the middle of the game to step yourself into that space. Before I go on stage, I set myself into that space. Before I go on stage to do anything or before I forget into a sales meeting, before I go into a coaching session, before I go into a board meeting, I set my intention, and I get myself in that space and hence the the rituals before any event. You've seen a sporting team that goes out and is just not ready to go out there. They're not mentally prepared. They're not in the zone. They're not, you know, whatever terminology people want to use with that. I always go back to the thing of how do you create that ritualistic stuff for yourself. And when you go back and study NLP, the anchoring factor in how you can anchor yourself in a state. And so by creating that state, or, you know, moving myself into that state, then I'm in that mode already. And I'll tell you the distinct difference between. The distinct differences being present versus not being present. It's no more complex than that. When you, I love racing fast cars. So when I'm racing fast cars, if I'm not present, I'm dead.
Umar Hameed 17:01
Brad Sugars 17:04
You know, if I'm not in the exact moment that I'm in there, if I'm thinking about what's for dinner, or if I'm thinking about, you know, "Hey, wonder what the kids have got for homework today?" You know, if I'm thinking about any of that I'm dead. And the same as in sales. And that's why, you know, if you look at the latest studies about cell phones, and having your cell phone out, having a computer open, having anything done reduces your attentiveness by up to 40%.
Umar Hameed 18:33
Brad Sugars 18:33
Or even the other person having their cell phone out, reduces their attentiveness, and your attentiveness, so therefore, it's not a part of it. So simple things like removing distractions, moving people to a different spot. If they're sitting behind their desk with their computer open, and you say, "Hey, show me around your business first," or, "Let's go and take a look at where this would be installed," or, "Let's go and do something." So get them out of that space, so they can be present. So they're actually with you in the sales meeting rather than thinking about the 20 other things they've got to do. I like to bring people to us in a sales scenario, so that they're out of that environment. I like to remove cell phones. When I'm giving a speech, one of the first things I do with people is I warned them about the fact that if their phone goes off, then hey, presto, I even do a simple example where I actually will get the phone and I'll stand on stage and walk around with my phone and just say to them all, "So how many of you think I was paying you full attention while I had my phone in my hand?" And of course they say, they also, "No, of course you couldn't have been paying us attention." "Well, great. So those of you with your phone out, you can't be paying attention either. So put it away, get rid of it and pay attention up in here." You've got to build an environment that where sales happen, you got to build an environment. I do a lot of my selling today one to many. So I'll put, you know, 500 people in a room and I'll sell one to, you know, 500 rather than one at a time type thing. You know, the biggest move in sales is reminding ourselves that people are at 70% to 80% of the purchase decision before they connect with you. They've done their research, they've done their homework, they've been online. They've researched, you researched your competitors, they've done all of those sorts of things. So it's really important to find where they're at when they're doing that. And I think that, you go back to your question, of what's the difference between good and magical? It's really being where they're at watching your audience, you know, watching your people and getting a feel for them, bring them all together and get them acting as one. Train your audience to participate. Train them to be a part of it. You know, if we look at a lot of what sales is, sales is change management.
Umar Hameed 18:33
Brad Sugars 18:34
If you've not studied change management, and that's something that we've we've obviously got to do. But when you look at change, my formula for change is, dissatisfaction multiplied by vision has a plus the first steps has to be resistance. Now, what does that mean? So for someone to want to make a change, they gotta have dissatisfaction. So unless you explore a level of their dissatisfaction, you're not going to find out why it is that they they're even chatting with you, what brought them here with you today? What what is it about what they currently have? What is it about their current situation?Where are they at? Then they've got to have vision. So they've got to know how your product or service is going to take them to where they want to be. So you got to know where they want to be in order to be able to say, "We can help get you there, here's how we'll help get you there. Those sorts of things." The first steps is easy, but oh, that's got to overcome resistance. And resistance is more emotive than it is logical. Resistance is more, you know, and if you study behavioral styles, if you look at someone that's a high S in the DISC profiling system, is steady, and he goes type person, their resistance is going to be different to the resistance of someone that's a high C, a detailed, compliance oriented person.
Umar Hameed 21:53
Brad Sugars 21:53
So when you understand all of those things, and you understand how you make change, that's where magic happens. Magic doesn't happen by just, you know, being present, it also understands the process of moving a human being through the decision making process. And the bigger the sale, then the bigger the process needs to be for that person. But back to your point earlier, follow the process, so you know, make the sale, well, if you focus on the prospect and follow the process, you will make the sale as long as the process has been tested and measured. In most cases, I find there's not enough testing and measuring of the process. Like I know that when we work with people, we even test singular words. What what is the difference between that word and that word, like one of my magic sales lines, if people want to write this down, okay? If you're listening to the podcast, please write this down. So when someone calls your business 90% of the time, the question they're going to ask is something like, "What's the price of?" or, "Can this be delivered on?" They're gonna ask a detailed style question, because they've already done their research. The response to that, should 100% of the time be this question, we have tested it, we have measured it, we've used it in 1000s of companies, and it works. So you don't have to mess with the script, right? The script says this, "Thanks for your call. Thanks for your call, just so I can help you best would it be okay, if I asked you a couple of questions." So thanks for your call must come first.
Umar Hameed 21:53
Brad Sugars 21:54
You have to thank people before you do anything, okay. You have to acknowledge their answer to your question. If you ask a question. You don't say, "Oh, thanks for that," or, "Oh, that's great." "Oh, yeah, that makes sense." If you don't give them an acknowledgement to the answer to their question, then you can't move forward. So, "Thanks for your call, just so I can help you best. Is it okay, if I ask you a couple of questions? Now, here's an interesting question. If we use the word few, not couple of questions, but a few questions we get well, I just wanted to get the price.
Umar Hameed 23:51
Brad Sugars 23:51
We asked, "Can I ask you a couple of questions?" it's, "Sure that's fine." So it's really interesting that in a sales scenario, we record a lot of salespeople. And if as a salesperson, you have not recorded your sales presentations and listened back to them, let alone given it to a coach and gotten feedback on it. If you just listen back to your own sales scenario, you're going to learn about 100 things that you need to fix, change or adapt.
Umar Hameed 24:16
Brad Sugars 24:16
If you give it to [garbled], then they will get it at a much higher level too.
Umar Hameed 24:20
I was coaching this gentleman on phone sales. And I'm listening to him, we don't have recording software at their company. So just get my iPhone, hit the record button on his next call. So we're just hearing the salesperson side of the conversation. I say, "Great." Stop the recording. "Who's your best friend?" He says, "Dan," "Where's Dan?" "Right now at home," "Call him up. Invite him to the movies this weekend." And then I hit the record button and he invites his friend. Now listen to your conversation with Dan, warm, rich, connected. And now listen to what you're doing with your client. It's like tight voice disconnected, speaking too fast. And then it was like, "Oh, I had no idea I was doing that." And that's sometimes you need to do is to just show them.
Brad Sugars 25:02
Umar Hameed 25:02
And they get it because when you describe it, it's hard to get. So before we part company today, I want to make sure we understand, what's the experience like an ActionCOACH, like do you meet weekly? Is there a group thing once a month or once a week? Is there any coaching? Walk me through it.
Brad Sugars 25:18
There are four different layers that someone can join us in. So they become a member of ActionCOACH, some people join us just for the education. So they'll come for, it's a monthly meeting and a weekly online education. Others will come for the that education, then they'll move up to an elite membership, where they also add in that monthly meeting. They do a board meeting of the afternoon, it's really like their mastermind group, if you think of it that way. That mastermind group, they work together to solve each other's problems and to hold each other accountable. Then we go to elite plus group coaching. So they will go into a group of three business owners who will be coached by a coach every single week, plus, they do all the education side of it. And then elite plus one, one to one. So they'll do all of the education plus, they'll have a coach work with them every single week in their business. That all includes, you know, quarterly planning for their business. So every quarter, every member comes together, and they plan for the next quarter. Annual planning every November-December, we do two days, the end towards the end of November, where we actually plan the following year with everybody. So it's really about four things that we see...
Umar Hameed 26:27
Brad Sugars 26:27
...that join ActionCOACH. It's community, because being a business owner, or a salesperson, as our sales, membership is different to our business membership, so that they operate on the same four levels. But it's really about community first, you know, who are the people you hang out with the most because that will determine where you go. Accountability, because when you're either the owner or that, you know, you can't be the owner of the business and hold yourself accountable. It just doesn't work that way. Results, because we really want to measure the numbers in every business, you know, what are their actual numbers for every salesperson, what are their numbers every single week, we want to know that you're getting better. And then education, you know, you can't outperform your training, you have to get better if you want to achieve better. You can't just, you know, business doesn't get easy, you got to get better at business. Or sales doesn't get easy, you got to get better at sales. So that education components are the care model of community accountability results in education is really what we focus in on with all of our members worldwide.
Umar Hameed 27:28
Brilliant. So two questions. Number one is, with just an observation that you've got a coach and you've got a bunch of members, and people will do more for their peers and the other people sitting around the table than they do for their coach. And that just brings a level of accountability and trust.
Brad Sugars 27:42
Yes, sometimes. Sometimes.
Umar Hameed 27:42
Tell me about that.
Brad Sugars 27:44
It depends. If you look at a sporting scenario, some...
Umar Hameed 27:49
Brad Sugars 27:48
...people will play harder for their team, but they'll train harder for their coach.
Umar Hameed 27:53
Brad Sugars 27:53
So it depends on the scenario as to which way you're looking.
Umar Hameed 27:58
All right. And the second thing is do you have any outside speakers coming in or is it just in house?
Brad Sugars 28:02
We run an event every year called bizX. And at our membership every month, we bring in an international educator every month that our membership events so they do the education. I do the education, the local coach does the education so there's three layers of education every single month at the meeting. And then there is weekly education online and Zoom calls online every single week for all of our members. So hold them accountable, keep them learning and keep them growing. But yeah, we make, we make the best use of technology so everybody can learn from my best of the best in the world.
Umar Hameed 28:12
So everyone listening we're gonna actually put all the information about ActionCOACH in the show notes so you can actually go find them and find out more because I'm not sure what the stats are but Brad's about to tell us that if you're by yourself doing your own shit, you get a certain level of performance but if you join ActionCOACH, the average business increases their revenue by how much?
Brad Sugars 28:58
So average depends on the layer of membership obviously if you want...
Umar Hameed 29:02
It was your best. It was the topline, the flagship.
Brad Sugars 29:05
It comes to the faster you want to grow. So we our return is a 9.2 to one. So for every dollar invested in coaching is 9.2 dollars returns.
Umar Hameed 29:16
Brad Sugars 29:16
We always measure the returns because it's different. Some companies have multimillion dollar and some are small and so it's the return on coaching.
Umar Hameed 29:23
Brilliant. So Brad a few questions for you. Number one. In your life, what makes you happy? What brings you joy?
Brad Sugars 29:31
Family, sporting events, food.
Umar Hameed 29:35
Love it. Once a while you can do all three at once, if you go through a drive thru. Two. What's one tip you'd like to share with our listeners that they can implement immediately that would allow them to just be more productive, be happier, be sexier like what would that be?
Brad Sugars 29:49
All like I would have to go back to when I was 16 years of age when Jim Rohn taught me, never wish life were easier, wish that you were better.
Umar Hameed 29:56
Love it. And the last question. What's the question I should have asked you that I did not?
Brad Sugars 30:02
Ah, how can I help you today?
Umar Hameed 30:05
Brad Sugars 30:06
That's a question every person should ask every person.
Umar Hameed 30:09
Brad Sugars 30:10
When you go into everything with a service mentality of how can I help you today, it changes the way that the world perceives you, it changes the way. And you know, salespeople are going into too many scenarios wondering how the prospect can help them rather than how they can help the prospect. So, you know, sometimes the best thing you can do with a prospect is not make a sale to them. It's just give them some knowledge and let them move to the next phase sort of thing. And I've always said to our prospects of ActionCOACH, "Listen, I know you will perform better with a coach, I don't know what level of coach you're ready for. Maybe all you need is this seminar I gave to you here today. Maybe that's the level of coaching you're ready for. Maybe you're just ready for one of the 17 books that I wrote type thing, maybe you're ready for a one to one coach, I'm not sure that depending upon your goals, determines you know, what level of coaching you need, you want to get there fast. Obviously, you need a high level of coaching, you want to get there slow, you need a lower level of coaching." It's pretty simple that way.
Umar Hameed 31:08
Brilliant. Brad, thanks so much for being on the show. Really appreciate it. We're going to stop the recording the live stream in a moment. So let's stay online and chat for a few more minutes. And this would be like after the show kind of thing. And once again, thanks so much, man.
Umar Hameed 31:21
If you enjoyed this episode, please go to iTunes and leave a five-star rating. And if you're looking for more tools, go to my website at nolimitsselling.com. I've got a free mind training course there, that's going to teach you some insights from the world of Neuro-Linguistic Programming and that is the fastest way to get better results.