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    l be rewarded with a good number of sales, as he calls into his growing database of leads.

    <
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    Recently, you hired someone who seems to have all of the enthusiasm in the world.

    In tracking his performance you can’t help but notice that he has (1) Either no sales, yet; or (2) Very few sales; fewer than expected.

    You ask what’s up, and he replies that he has “A ton of call backs.”

    Because he’s so upbeat, you figure that he’s on track, and his optimism will be rewarded with a good number of sales, as he calls into his growing database of leads.

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    king his performance you can’t help but notice that he has (1) Either no sales, yet; or (2) Very few sales; fewer than expected.

    You ask what’s up, and he replies that he has “A ton of call backs.”

    Because he’s so upbeat, you figure that he’s on track, and his optimism will be rewarded with a good number of sales, as he calls into his growing database of leads.

    <
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    y few sales; fewer than expected.

    You ask what’s up, and he replies that he has “A ton of call backs.”

    Because he’s so upbeat, you figure that he’s on track, and his optimism will be rewarded with a good number of sales, as he calls into his growing database of leads.

    <
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    call backs.”

    Because he’s so upbeat, you figure that he’s on track, and his optimism will be rewarded with a good number of sales, as he calls into his growing database of leads.

    <
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    l be rewarded with a good number of sales, as he calls into his growing database of leads.

    But you’re probably being conned.

    Call backs are not sales.

    You know that, but you also know “The Math of Success,” that says if you put enough prospects into a sales pipeline, plenty will emerge as sales at the other end.

    The flaw in this thinking is that those call backs were ever “prospects” to begin with.

    New, and inexperienced, and deceitful salesp

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