Will Bachman 00:01
Hello, and welcome to Unleashed the show that explores how to thrive as an independent professional. Unleashed connects you with the world’s top independent management consultants. I’m your host Will Bachman. And I’m here today with Nick Cain, who is a partner at janicke performance group. Nick, welcome to the show. Thanks. Well, thanks for having me. So, Nick, first, why don’t you just start by giving us an overview of of jannik?

Nick Kane 00:28
Sure, yeah, happy to do that. So. So janicke performance group, we’re a global sales performance company. Our mission in life is to partner with organizations in a variety of ways to improve sales performance within their organizations. So services such as sales, training, sales, coaching, sales, consulting, services, and talent management, all driving and focused on improving sales performance within within organizations.

Will Bachman 00:56
All right, give me an example of a typical engagement or maybe start with are there certain sectors that you serve certain sizes of companies?

Nick Kane 01:08
Yeah, you know, our services are pretty far reaching, right. So there aren’t any real particular verticals or industries that we serve more. It does run the gamut in that sense. But I would say in terms of typical size of engagement, or typical size of an organization, we partner with organizations of smaller startups or small to midsize organizations, and we have several fortune 100, fortune 500 organizations as well, it really just depends on the needs of that organization, what they’re looking to accomplish. But because of the flexibility that we offer, in terms of how we implement our sales, performance solutions, it really can can be a partnership with any size organization.

Will Bachman 01:50
Okay. And have you developed you kind of a distinctive methodology around sales or different kind of distinctive philosophy? Tell me a little bit about, you know, how your approach may differ from other places, or you know, what your philosophy is around it?

Nick Kane 02:09
Yeah, absolutely. So our our flagship methodology at jannik is one of our core programs that we call critical selling. Critical selling is the culmination of all the research and the field testing that we do in the marketplace around what do top sales performers do in a variety of markets and segments and business models? To drive better performance? What skills what behaviors do they display and exemplify? critical selling is the culmination of that research, there was a book that we published a few years ago on the methodology that provides further insight into the content and into the methodology and skills that are provided. To add to that, I would say, at its core, and what we believe is customers still live at the center of high sales performance. Certainly the the industry has changed from a sales landscape. You know, the, the age of information has driven a different type of customer, a different type of buyer, that has access to more information that is coming into the sales process in different stages, some further along than others. So the method, the methodology absolutely takes into consideration understanding where the buyer is in their buying journey, and providing the right level of education, the right level of support, and the right information at the right time to ensure that critical moments in the sales process are one, and that you are meeting the customer’s needs in a way that they in a way that they’re looking for.

Will Bachman 03:40
When you say that there’s certain behaviors that you determine that top sales people exemplify. Tell us a little bit more about that.

Nick Kane 03:49
Yeah, I mean, they, there’s a variety there. But I’ll I’ll select a few that I think we’ve identified most recently in our research that that is very much in line with what top sales performers do. So I would say one is, is the activity around planning. You know, planning continues to be a skill, and a best practice that is in line with top performing sales professionals. top performers take time to plan before each call before each meeting before each interaction. And that could be something as simple as a minute or two as a reflection on previous conversations had with that customer. It could be data and insights that you need to bring into that meeting. It could, again could vary tremendously based on the sales organization to pace depending on the level of sophistication within that organization. But one thing that remains consistent is top performers plan. They pre call plan, they post call plan, they do some reflection. And they’re consistently noting what went well, what didn’t go well. And ultimately, learning from those things is driving towards better sales outcomes because they’re managing the sales process more effectively. So I’d say planning is one of those skills that we see is very much in line I would say another is is is having the capabilities to dive deeper around questioning and diagnosing a customer’s challenges, right? And what objectives they’re trying to face. An average performer, ask questions, right? And they are going to stay typically ask surface level questions and don’t necessarily have the capabilities skills, or the strength to go deeper and go beyond the surface. top performers dive deep, right? They they take the time to ask those more difficult questions that average performers don’t take the time to ask. And when you can go beyond the surface, and you can dig deeper there, you gather information that ultimately gives you put you in a better position to offer insights, ideas, solutions, that are going to get the customer to think differently, that are going to challenge their thinking. And is going to drive towards better outcomes, right, because it’s not just going to be order taking, if you well, or just delivering on what the client thinks they need. By getting the customer to think differently. You know, you’re going to again, you’re going to be in a much better position to win that deal, drive a better conversion rate, and build a long term relationship with that customer.

Will Bachman 06:12
Great. Give me some examples of that. So can you give me an example of what a sort of less skilled salesperson would ask? And then what are the sorts of more detailed questions that really top performer would ask, maybe you can come up with some scenario, sanitized client example. You know, whether, you know, whatever industry, you know, just pick an example. And then give us what are the kind of questions that the average versus the top performer?

Nick Kane 06:42
Yeah, absolutely. Yeah. So let me share an example of a of a global life insurance company that we partner with, right. So we recently implemented a large scale global sales training initiative for, like I said, a life insurance company with several 1000 agents across across the globe. And if you if you observe their sales interactions, right, and you spend some time taking into consideration the questioning or discovering phase of that sales process, from an average performer to a top performer, you see clear delineation between skill set around questioning skills, an average performer in that example, is gonna stay at the surface, right? If anybody listening to this has ever purchased life insurance or in any type of insurance policy, in general, an average performer is going to ask some general questions about you, about your family, about your health history, perhaps factual information and data that they need to gather to support underwriting the policy. And they may ask some additional questions around needs or objectives, etc. The high performing agent is going to go far deeper, right? They’re going to ask a series of thought provoking questions. And that is going to ask the customer or the client to think differently about their approach to whatever insurance policy they’re considering. Right? They’re gonna ask questions around short term and long term objectives, they’re gonna ask questions around the type of policy they want to put in place, they’re going to ask questions around what they’re, you know how their family plays into the decision making process, they’re going to understand their buying process and understand the significant others role in that buying process. Right. So by understanding more broadly and more deeply, the full picture of that client’s scope and what they’re looking for their objectives and their challenges, etc. that top performing agent is going to be much better prepared, right and much better position to offer the right solution, whether that’s a in this case, a blended insurance solution, or a combination of whole and in term life or whatever, you know, again, getting into details here, but whatever that combination is, the better you understand the client, the better you understand their needs, you can position solutions that, again, are likely going to get the customer to think differently about how they want to approach the insurance policy. If it’s if it’s an average performer and you’re staying at the surface, it might just be something as simple as a short term policy, if you will. Right. So the the high performing agent is going to go far deeper, they’re going to ask much, much more thought provoking questions are going to ask questions to get the customer to think differently. And ultimately, that’s going to improve the conversion rate that’s going to offer or set them up to offer the right solutions or different solutions. And that’s likely going to start to formulate a long term relationship with that customer.

Will Bachman 09:35
Very helpful. Let’s talk about sales, training and sales coaching. Describe what is the sales training? Is it sort of a one day webinar or is self paced thing and what is the sales coaching look like? Is that one on one? Does it just sort of tell me what those two things are?

Nick Kane 09:56
Yeah, no great. Happy to do that. Yeah. So let me let me do Those up, right because they are distinct in their own way. So, sales training to us is viewed as a process more than more so than an event. So the way that we look at sales training is you’re you’re trying to implement selling skills that ultimately drive towards improved behavior and a change in behavior. That is driving towards long term behavior change and ultimately institutional capabilities within an organization or just an individual that is looking to improve their own performance. So our sales training takes shape in a few different ways. We do offer workshops in person, where we’re delivering training, you know, in groups, certainly when, when times allow us to do that. little less than less than that regard now, but most commonly, that’s how we deliver it is in person training. Those can be 123, or four days, depending on the curriculum, and the level of customization that we’re including in that in that curriculum delivery. We also offer and have been offering for several years virtual instructor led training as well, where we’re still have a live jannik facilitator, that is delivering that training to a group of people within an organization. But we’re bringing them together commonly through a collaboration platform like zoom or WebEx, or you know, whatever the client prefers. And we’re delivering a simulated classroom, but done virtually right. And those are our workshops are built to be able to be delivered virtually and have been for several years. So that includes breakouts and whiteboarding activities and polling and a variety of other activities that create a highly engaging training experience for the participants just done virtually versus in person. So you still get that discussion, you still get the group that you know, the group dialogue, the roleplay, the case studies, case practices, etc. So those are some of the common ways in which we deliver training, we also offer blended learning, where we deliver elearning as part of a instructor led training, intervention, if you will, again, that could be done in person, or it could be done virtually, that would be another option for sales training, in support of making those skills stick, right and making sure that the skills become permanent behaviors, we do offer a variety of services that help ensure that that happens. So we have a proprietary learning implementation model that we offer called Atlas. That is our roadmap to successfully implementing sales, training and driving maximum results and return on investment. So there’s a series of activities that we will do before, during and after training, to ensure that learners are prepared for the for the learning, they’re excited coming into these classes. They’re welcoming of the of the skill development opportunity, and then we’ll partner with an organization in different ways to sustain these skills and reinforce these skills over time. We have technology that we use to reinforce these skills that offer some social learning, some gamification that’s built into that turn that into that platform as well. We might offer coaching as a service, which we’ll talk about in a second. Or it might be us upskilling, the managers to ensure they have the tools, the skills and the processes needed to coach and reinforce these skills on their end as well.

Will Bachman 13:19
Let’s talk about the coaching as a service piece.

Nick Kane 13:22
Yeah, absolutely. So we offer coaching as a service in two different ways. We offer either one on one where we’re working with individual sellers, or managers or leaders to improve their skills in terms of approaching sales, interactions, managing and coaching, sellers, etc, depending on the level in which we’re providing that coaching. Or we do those in groups as well, right, where we’re doing small groups of up to say, 10 to 15 people, we’re delivering that coaching virtually. And we’re bringing groups together where they can learn from each other. And we’re facilitating a group coaching session, as well. Whether it’s individual or group, a lot of the coaching that we’re delivering as a service is focused on implementation of the selling skills on real deals, and with real accounts. So we’ll we’ll offer assignments, right that are based on apply application of selling skills in real deals in real accounts. And a lot of the coaching is focused on how can we implement those skills effectively on that deal or that account? You know, what are some of the roadblocks, what isn’t working, what is working? But a lot of it is centered around how can we apply these skills in the real world very practically towards the deals that are actually working? So we can make sure that we’re driving towards converting those deals into one opportunities.

Will Bachman 14:41
Who’s typically at your firm delivering the coaching and the training, is it typically folks that have in the past been a sales person themselves?

Nick Kane 14:53
It is, yeah, that’s actually a requirement for us. There are a lot of a lot of sales training company Have facilitators that are really strong facilitators and perhaps have a background in academia or teaching. And then sales is taught, right. And in that regard, we we tried to do it the other way. So it is it is a requirement that all of our facilitators, slash coaches have a sales and or sales management or leadership background, before they are master certified in Jannah curriculum to go out and deliver it in the marketplace. On average, our trainers have 16 plus years in sales and or sales leadership experience. And we believe that’s vital, right to successfully implement sales training, to train it to coach to these skills. Because without that level of credibility, you’d have someone that hasn’t carried the bag, if you will, you know, salespeople can be challenging. And they will, you know, they’ll put the facilitator, the coach, if you will, on the spot, right for some real life examples and some real life experience. So we want to make sure that they have a very high level of credibility going into those workshops or into those coaching sessions. So that’s definitely a requirement for us. We want our trainers to have a strong sales background.

Will Bachman 16:11
I’d be curious to hear your perspective about across the different skills that you teach? What are the skills that are easier to teach a salesperson so it’s easier to move the lever? And are there some skills that are actually really difficult to teach a salesperson love to hear that spectrum of what are some examples of skills are just really hard to teach and some skills that are nowhere where with some instruction, people just get it and then make bigger improvements? Quickly?

Nick Kane 16:45
Yeah, it’s a good question. I mean, as I’m reflecting on that, I think there’s definitely some skills that are more challenging, for sure. And I think there are skills that come a little easier. I think the skills that are a little easier are areas such as planning, you know, as I mentioned earlier, I don’t think that’s a difficult concept or a different difficult skill to learn. I think it’s more about the adherence to it. And it’s more about the desire to want to take on some of those activities. I think salespeople are just busy, right by nature, and they are moving from one sales interaction to the next. So I think an awareness of the importance around planning, planning activities, both pre call and post call planning, and not just jumping into the next sales call without doing some reflection and those sorts of things. I think that awareness and that desire is more of a mindset shift than it is a difficult skill to learn as an example. I also think about skills around opening sales interactions, right? Well, while most sales people underestimate the importance of how you open that interaction with customers, and how you set the tone and the agenda for that call, and how that drives towards the outcome, by tactfully taking control of that call, but do it in a way that the customer feels bought in and they feel like they’re part of the process. That is not extremely difficult of a skill to learn, that is an easier skill to learn, but something that requires the right process, right, just being aware and aware of that and the right mindset around that. I think some of the skills that are a little more challenging are skills around discovery, right. To me, that’s one of the areas that salespeople sometimes struggle with. And I think that is because of the self awareness around questioning capability. I think if you ask most sales people today, who have been in sales for you know, for any period of time, most will say that they do a good job asking questions, right. And they do ask their clients questions. When you when you observe the interaction, the amount of questions they’re asking the types of questions, they’re asking how deep they can or willing to go, are different than what they need, then where they need to be. Right. So I think, I think to me, that is a more advanced skill that requires practice, that requires learning that requires, you know, just more time to get really good at as an example is discovering skills. I would also I would also add just handling objections and handling pushback and resistance. I think that can be challenging as well, you know, most sales people have a tendency to want to jump in when they get an objection and start to defend their position or defend that. You know, that that reaction to the objection, if you will, it requires a certain skill set, it requires a commitment to understanding and, you know, going, again, going deeper to understand the root cause of where that that concern comes from. There are specific skills around how to win how to work through that. That is also an area that can be challenging as well. Right and requires practice and consistency in terms of how you approach those situations.

Will Bachman 19:45
Yeah, no, understanding the other person is so important. It’s easy to want to just defend, you know, or like argue. One question that I saw the other day was, which I don’t think you necessarily use in sales but sort of lost Sort of his, what experiences have you had, that have led you to have a different belief than I do about this topic? Which, you know, to me, that was kind of a powerful question. Give me an example of we talked about opening sales interactions with what that you said, that’s an easier skill to learn to tell me a little bit about that one, what, what would sort of a not very good opening be versus a more masterful sales opening? And how you teach folks to take control?

Nick Kane 20:33
Yeah, yeah. So that there’s a term that we use in our curriculum that is specifically provides a process and a framework for opening sales interactions, the term we use is called the legitimate purpose statement, right, or the LPS. And essentially, what this is, is a crafted statement to help establish on the front end of that sales interaction, what the agenda is going to be, what’s going to be covered on that call. But most importantly, it’s supported with a benefit statement that lets the customer know what’s in it for them, to have this interaction, and to proceed in the direction that you’re suggesting, right. And then there is a step in that process where we check in with the customer to make sure that they are comfortable, and they are confident in the direction that we’re moving in the agenda. And we ask for their feedback to make sure that there isn’t anything else that they want to cover or is on their mind as well. When you when you put that together. And it comes out in a in a strong and in a powerful way in an appropriate way. It is it’s magical, right? Like it you it sets up the call really well. You’re directionally taking the call where you want to take it right. I think I think one of the biggest challenges that average sales performance performers face is they don’t set up the call for success. And they allow the customer to take control of that call. And then you go in a completely different direction in that call. And now you never really meet your objectives for the call, it ends up being a wasted call, if you will. And we all know in sales, every call that’s wasted or isn’t an opportunity to move the sales process forward is a detriment to the sales process, right isn’t, is a missed opportunity. So I think when it’s done well, you’re tactfully taking control of the call, you’re driving it to where you want it to go, the customer is in full agreement. So it’s not like we’re just driving it without them being bought in there. They’re staying bought in and that process. And again, that drives you to where you want to go. If you’re not doing that, like I said, you lose that you lose control of the call. Or worse that Worse yet, you just jump into the call without any clear direction, and you start to lose the customers interest, you know, and those sort of things, especially in a virtual environment. If you’re not in front of them. It’s even more important than when you’re selling virtually, to make sure that you’re setting that up for success as well. And the customer understands where the where this interactions going.

Will Bachman 22:53
Got it. Can you give me an example of a really powerful LPs legitimate purpose statement?

Nick Kane 23:01
Yeah, let me think on my on my toes here,

Will Bachman 23:04
just like for some, you know, software’s a service, or life insurance, or just any any of your clients you’ve ever served, like, what would an example be? of one?

Nick Kane 23:14
Yeah, I think of like, we work with a large insole insulation manufacturer, right. And they sell through distributors, they sell direct to consumer in some ways as well. organization.

Will Bachman 23:27
So let’s say that I’m the distributor. So I’m the distributor, and I get on the phone with one of the salespeople at that insurance at that insulation district company. Like what would what would a great opening be to me as the distributor?

Nick Kane 23:40
Yeah, I think I think with a distributor would be something like, you know, hey, well, good to connect with you today. The reason for our call today is we were going to talk through the recent sales that have been generated for the last quarter. The purpose of the meeting today is to talk through that, but also strategize ways that we can continue to improve and drive better sales performance in the next two quarters, through some additional products that we’re releasing in the marketplace. By having this conversation, we’re going to better equip your people to be effective in the marketplace over the next few quarters. How does that sound to you?

Will Bachman 24:14
Okay, that makes sense. Yeah,

Nick Kane 24:17
right. So there’s an agenda there. There’s a clear benefit statements of the customer on exactly what we’re going to cover and what’s in it for them by having this conversation. And there’s a last check in there to make sure that the customer is comfortable with the agenda. And they’re in agreement with where we’re going.

Will Bachman 24:33
I gotcha. All right. Maybe the distributor is gonna say no, actually, I thought we were going to talk about the pricing. I was hoping for a discount when talking about that, or something else, right?

Nick Kane 24:43
That that happens, right? And that’s that you bring up a good point there. Well, like what should a salesperson do in that situation? Right, like that’s, that’s a question that comes up in our workshops. Often, when a customer does throw another wrench in things, let’s say or just takes us in a totally different direction. What should you do? I mean, I think sometimes it depends on the the severity of the request or the urgency of their class, if you will, you know, if this is something that is really important to them, let’s just say they, you know, distributor example, they didn’t, they didn’t receive the check last month for, you know, their sales, or whatever the case may be, you have to address that because you can, if you don’t address that upfront, and that’s something that’s on their mind, and they’re going through the call, even though that’s your agenda, they’re probably tuning you out, or they might have other other considerations. You win them over further, you grow that relationship by addressing their concerns up front, and then perhaps still move into the agenda. If it’s something that’s really important to them, I’d want to know that upfront. Right, but I can address that, or perhaps, you know, add that to the end of the meeting if it’s less important or less urgent. But having awareness of that upfront is very powerful. Because you’re getting that out in the open. And you’re addressing that in the time that makes sense, based on that relationship.

Will Bachman 25:58
What are some of the most common weaknesses or areas for improvement if we want to be promoted? If we want to be more polite, that you see when you coach sales? salespeople?

Nick Kane 26:13
Yeah, yeah, I think I think first and foremost, it’s the mindset around around being coached, you know, like that, that, to me tends to be the biggest Roadblock, you know, there are specific skills and pockets of skills that stand out more, like I said, like around discovering, or perhaps around account planning, or prospecting and business development skills that I would say are more, a little more advanced in some ways, right in terms of skill set. But I think if you don’t have the right mindset around consistent growth, and you’re not open to receiving coaching, then that just kind of goes out the window. You know, I’ve worked with many sales professionals over the years that are highly interested in receiving coaching, and they want that feedback, and they want to continue to grow and get better, and, you know, continue to move up and become a superstar, if you will. You also have the other end of that spectrum, where you have other sales, people that perhaps are a little more tenured or or less, they’re just not open to receiving that coaching, they’re not open to that development. And you run into roadblocks. And what you commonly hear when you’re delivering coaching to those types of individuals is, oh, yeah, that makes sense. But I did do this, or I did do that in this way, right. And there, there’s a consistent desire to want to defend the position, or to want to, I don’t know, share why they did the way they did it the way they did it, if you will, instead of just receiving the coaching, perhaps providing some, some feedback. But ultimately, you know, receiving it and being open to it, and working on those working on the skill development opportunity. So I would say number one is the mindset. And then from there, there’s a, you know, again, a variety of different areas of sales discipline that, you know, are, are consistent with areas that salespeople can work on.

Will Bachman 27:55
So many listeners of this show are independent professionals, who are responsible both for you know, delivering the work, but also about generating their own their own work. What are some of your observations, from your experience on, you know, coaching on sales, and leaving your firm? for independent professionals? What are some of the opportunities to improve on on the business development side? So a lot of people get into it, and they have experienced delivering work, maybe at a at a larger firm. And then then we become independent, now you’re responsible for generating all the work. And that’s more often where people struggle, what sort of observations or tips would you have for independent professionals who are trying to source their own work? And as well as deliver it?

Nick Kane 28:45
Yeah. Yeah, I can. I’ll answer that in a few different ways here. But I certainly understand the question, right? It’s, you’re, you’re, you know, you’re an expert in x fields, you’ve delivered that work for many years. Now. You’re sort of out on your own, potentially independently. And there’s a need to develop your own business and grow those relationships, perhaps depending on what you sell.

Will Bachman 29:05
Yeah, and most often, and most often, it’s, people don’t so much talk about having trouble, like converting live leads into projects. It’s more about just the lead generation side of it is even Okay, I’m independent. I have my website now. But how do I raise my visibility? How do I get, you know, find clients who could use my services? That’s one of the biggest things I hear.

Nick Kane 29:31
Yeah, that makes sense. Yeah. Yeah, that top those top of the funnel activities, right, that helped bring new suspects into the, into the prospect lens, if you will. And that’s, again, speaking about the life insurance company or client that we work with that global life insurance client, that is a big area of focus for them as well. As you can imagine, when you’re a new life insurance agent coming into the market, you’re essentially on your own right to some degree, of course, with support of the organization and training and all the other things, but in terms of business, development activities, and growing that initial book of business, it’s challenging, right for sure to start that process. And once you get it going, you typically Can, can keep it going and continue to keep that fire going. I think there’s a few things that you can you can consider there, one of the one of the things that we’ve been focused on and there’s a growing need and desire to receive training on is how to develop and how to virtualize your personal brand. We do a lot of training on personal brand in our critical prospecting skills program. And personal brand is defined as you know how you want to be viewed by colleagues by prospective clients online, digitally, etc. So I think that’s one thing to think through is, who is your target market? Who do you want to go after I try to keep that as simple and direct as possible, right? Sometimes casting a really wide net isn’t always the best advice right there keeping that more more simple, if you will, and more streamlined, sometimes can be advantageous to select a market or a few markets, and really go after those markets and position yourself as an expert there tends to be effective. Right? So how do you want to be viewed? You know, what is your position? And how can you share that expertise digitally online? through social media? You know, with your permission with your customer base, etc? I think that’s one areas. Do you have the right personal brand? are you sharing that the right way? And is that aligned with how you want to be viewed in the marketplace? I think I think another thing is just having strong networking skills, right? and business development skills like understanding how to craft a really high performing elevator pitch around what you do and how to how to make that elevator pitch engaging. One of the things we talk about an elevator pitch is not just to have that the words right and get down to that like very short, impactful, powerful statements around what you do. And that should be aligned with your personal brand. But also, how can you break that up by drawing that that person in in a networking event or at a, you know, in an elevator Bank of whatever? How can you engage them in that conversation with a question, right, that draws them in to that conversation, and ultimately, hopefully helps towards perhaps getting an initial appointment or something to have to have a discussion around what you guys do and or what you do and what they do. So that’s another one is having the right elevator talk, having the right elevator, you know, elevator pitch, if you will make it engaging, is another one that comes to mind for me. And then another thing we talked about is just making sure that you understand who your ideal prospect profile is, like, Who are you really going after? You know, doing some analysis around what’s worked well in the past? What are the who are the types of customers that I think are going to value my value proposition, just taking some time taking a step back and really thinking through that. So your prospecting and business development efforts are more streamlined. I think all of those combination of activities are going to drive towards better results. They’re

Will Bachman 33:03
very helpful. Could you talk about the place that you play in the overall sales and training market? There’s probably a lot of different sales and training firms. Can you just give us an overview of the types of firms that play in that market and where you fit? Yeah,

Nick Kane 33:22
absolutely. Yeah. So the world of sales performance or sales training, I would say is, is a highly fragmented industry. You know, you have the sort of top 15, top 10, top 15, top 20 sales training companies globally, that these are the leaders in the space, right, they are doing the research, they are field testing programs, they have customization capabilities, they have strong reinforcement solutions, many of them, you have so you have those sort of top leaders that are more visionary, and are, you know, leading the charge, if you will, around, improve sales performance. And then you have a variety of sort of single shingle, you know, Mom and Pop organizations, independent consultants, if you will, that offer valuable services to that to the marketplace. But do it do sort of do it more so independently, right. So if you have a variety of those that primarily work local markets, or whatever the case may be, so there are literally 1000s of organizations and individuals that provide sales, training and sales performance solutions. jannik is in that top 10 Top 15 or, you know, group, if you will, we have consistently you know, won awards in the industry recognizing us as a top 20 sales training company globally. The last eight years we’ve been in the top 20 with selling power training industry for the last several years, the stevies in 2020, we won the gold Stevie for sales training program of the year. So highly coveted, very difficult award to win, if you will. But But our methodology critical selling was selected as the top sales training program for 2020. there as well. So we in terms of the spectrum, we fall in that sort of top 20 companies globally.

35:09
Very helpful.

Will Bachman 35:11
Nick, for folks that wanted to follow up and learn more about your firm, where should they go?

Nick Kane 35:17
Yeah, so I think that the best place is definitely our website janicke.com that’s jnk.com. There’s a wealth of information on janicke on our website, Vanek comm where they can find a ton of thought leadership, blogs, white papers, ebooks, a ton of content that we put out in the marketplace at no cost to give independent, individual sales professionals, team sales leaders, etc. A variety of assets and tools to support their sales, sales development. also mentioned that another another place might be following us on our social media channels. We have strong presence on Facebook, LinkedIn, and Twitter. So you can find us there and the links to those can be found on janicke comm for those that are listening, that are individuals, if you will, or independence. We do also offer our sales training programs through open enrollment workshops. So we don’t just work with, you know, companies privately, if you will. We offer our workshops in 20 cities across North America. So these are open enrollment workshops, one day workshops, with options for reinforcement through technology and coaching. All of those workshops in the full list can be found on our website on jannik Comm. We also offer those workshops through open enrollment virtually as well. So we offer those through public online workshops. So if there’s anybody out there that wants to learn more about that or take one of our classes. You can find more information on that on janicke.com.

Will Bachman 36:48
Nick, fantastic. Well, thank you so much for joining today. So I’ll include those links in the show notes.

Nick Kane 36:56
Great, thank you so much for having me. It was a pleasure.