You have to be careful not to send the wrong

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The key is to avoid ambiguity and provide clarity through intentional email communication. This way, you make it easy for the other person to respond while also alleviating the cognitive stress we all feel when our inboxes overflow.


Senders will be more efficient because they will get the answers they need in the time they need them, and receivers will be more efficient because they won’t have to think too much about responding.
Instead of staring at an empty inbox, you can free up your brain to handle important tasks, and the stress of waiting for a response will be greatly reduced.

Ever wonder how to get the attention of that elusive prospect you've been chasing? You know who it is. This big shot is your ticket to the President's Club, and a big commission check.
You know how to sell—that’s your job, after all—but getting CEOs and other VIPs to call you back is tricky.

So what if that impossible person wasn’t so impossible after all?
Hall of Fame-nominated marketer and Wall Street armenia telegram data Journal cartoonist Stu Heinecke discovered that he could break through traditional gatekeepers and reach those elusive executives by thinking outside the box and using a personalized approach, which he calls “connection campaigns.

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In this episode of the Sales Gravy Podcast, Jeb Blount, author of Fanatical Prospecting, and Stu discuss creative ways to meet with anyone. You'll learn that the secret is to get creative, think outside the box, be authentic and genuine, and have a little fun in the process. Watch your body language
People are watching and evaluating your nonverbal communication.

During a recent virtual sales skills training I conducted, a leader told the group an interesting story about the power of nonverbal communication.
He and his team were in an important virtual meeting with one of their top clients.

Everyone was on video and the meeting was going really well, or so he thought.
A few minutes after the meeting, the client called the leader to ask specifically what was wrong with Joe, a member of the leadership team. The leader asked why?