Today on the Heath Barnes Show, I’m talking with one of my mentors and friends, Jack Daly.

He’s an incredible individual who’s built a life by design! He’s a leading sales speaker and a personal trainer with over 30 years of sales and executive expertise from his time in the Army and building six companies, including two mortgage companies.

Jack is a New York Times bestselling author, and our call focused on five strategies from his book, Hyper Sales Growth, and its companion, The Sales Playbook.

If you’re a loan officer, let me cut to the takeaway point. You’re going to need to implement these strategies in the next three to six months if you’re going to survive the next five years. If you’re a sales manager, three of these strategies you absolutely have to implement to start bringing on loan officers.

You’re going to really enjoy this episode, and I love Jack’s energy in this call, which should be no surprise as he’s a 15- time Ironman competitor and has completed more than 90 marathons in all 50 states and on seven continents.

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Listen to the podcast here

 

Hyper Sales Growth With Jack Daly

In this episode, I have the pleasure of speaking with one of my mentors and friends, Jack Daly. He is an incredible individual and built a life by design. In fact, that’s one of his new books. Jack is a leading sales speaker and a personal trainer with over 30 years of sales experience and executive expertise. He’s built 6 companies, 2 of which have been mortgage companies, and sold them to Wall Street firms like Solomon Brothers and First Boston. He’s also an Army vet. He was a Captain in the Army.

He’s the New York Times bestselling author of the book, Hyper Sales Growth and The Sales Playbook. He’s going to talk about the five strategies if you are a loan officer that you are going to need to implement in the next 3 to 6 months if you are going to survive the next 5 years. If you are a sales manager, the three strategies that you absolutely have to immediately start bringing on loan officers. You are going to love this 15-time IRONMAN competitor who’s completed more than 90 marathons in 50 states and 7 continents. I hope you enjoy this as much as I do.

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Welcome to the show, Jack.

Heath, how are you?

I’m better than I probably deserve. How about you?

I’m fantastic and grateful every day.

I appreciate you being on the show, Jack. A few months ago, you came and spoke at our Vistage group of ours. I was reminded of all the things that I was doing wrong in my business. I was also reminded that you had created life by design. That’s what I appreciate about you, and you being a fitness junkie like myself, I appreciate that as well. I was also reminded that you used to be in the mortgage business a few years ago and grew a company from a few to many. Tell us about that.

A few years ago is correct, and I had several decades in the mortgage industry. We will try to condense it as best we can. I got into the mortgage business in 1975. That blows my mind to say that out loud. The first entry that I had was that I created a mortgage operation to support a national builder that was delivering 12,000 homes a year nationwide, and it was a finish-it-yourself product. They needed somebody to provide construction loans. Once the home was finished, they all flipped it into a perm.

I was doing 90% of those 12,000 homes nationwide in the mid to late ’70s. Out of that company, I then launched another company that was called Shelternet, which was a very controversial company that got the Wall Street Journal to write up about us. The National Mortgage Bankers Association was objecting to the company that I envisioned, which was to disintermediate loan officers and put technology in a realtor’s office such that the realtor and the home buyer could do their loans without a loan officer.

If you want to find the easiest way to do things better than you're currently doing, find people that have already figured it out and learn from them. Click To Tweet

We subsequently partnered and then eventually sold that company to a Wall Street firm, First Boston. That was my experience in the mortgage industry a long time ago on the East Coast, which is where I grew up in the Philly area. I then moved to Oregon in 1985 and started a mortgage operation in California with myself and three other guys that worked with me on the East Coast.

Eighteen months later, our company had grown from 4 people to 750 people. It was an all-organic growth in 22 locations in the US. In our first three years in business, we made $42 million in pre-tax earnings. That took place between ’85 and ’91. I then took on a large mortgage operation that had 2,600 salespeople. I ran that for a while.

In the mid to late ’90s, I joined in with two entrepreneurs, and we built something that was called Platinum Capital, which earned us Inc number 10 on the Inc 500 with 10,100% growth. Ernst & Young honored us as the Entrepreneur of the Year in ‘98. It was quite a journey and a lot of fun. A lot of experience, lots of loans, and people.

When I heard you a few months ago, I knew I had to hire this gentleman because in life, if you are going to get somewhere, don’t make it up yourself. Find someone that has been there and help them with your challenges. That’s why I decided to reach out to you and ask for some help in my business. You have been a big help, and I appreciate it. Industries change but people don’t.

For those readers out there that might be new in the industry, what advice would you give them about the way they should be handling clients or how they should be selling since you are the sales expert, a national speaker, and have written many bestseller books? What advice would you give someone that might only have 2 to 5 years in the business now?

I’m going to cover it a little bit differently than that. I’m going to put it into the bonus arena. Heath, I want to talk about that relatively new loan officer out there with less than five years of experience. I would like to take another cut at it with the same question but for somebody that’s a manager in the mortgage industry because we really can grow our businesses with that particular person.

Back to the relatively inexperienced, less than five-year loan officer. I will give you five takeaways. The first one is to model the masters. You alluded to meeting me at a Vistage meeting and hearing me speak and said, “This guy has been there and done that. I can learn a lot.” I tell people all over the world when I speak, “If you will want to find the easiest way to do things better than you are currently doing, find people that have already figured it out and go and learn from them.”

 

Find top loan officers and go ride shotgun with them and interview them. Listen to them. I will tell you that so many of the top people are open to doing that. All we have to do is be brave enough to take our ego, put it on the side and say, “I would love to ride shotgun with you for a few days and pick your brain.” Item number one is to model the masters.

The second is the best people in any endeavor in life practice, and yet, very few loan officers are out there practicing. You get better by practicing, and the worst place to practice is on real deals, prospects, and customers. Item number two is practice. Item number three is systems and processes. One of the things that I find with top-producing loan officers is that they follow a process. They have it down. I call it a playbook or, in corporate, best practices.

I speak to the president’s clubs and chairman’s clubs of companies in all different industries, and that’s great to recognize the top producers. The problem with it is that the top producers are the same people year after year. I will incorporate what they are doing into a playbook and then practice the playbook. You are going to jettison in terms of your success. The fourth takeaway is to focus on what I call HPAs or High Payoff Activities. If it isn’t a high payoff activity, then give it to someone else.

One of my catchphrases is, “If you don’t have an assistant, you are one.” There are things that need to be done as a loan officer but are not necessarily done by you. That’s my fourth takeaway, and the last takeaway is a little bit controversial at times when you first hear it, and that is to quit selling. A loan officer needs to understand that their job is to help their customer with their needs, opportunities, problems, and pain points. The only way that we can do that is by asking questions and getting clarity as to what that borrower is looking for and helping them in the best way that we can. If you take those five things as a loan officer and you marry yourself to those, you are going to see quick success and a long-term career of success.

Let me flip over to the management side for a little bit. I will give you a three on the manager’s side. The first is that you got to build a recruiting list. If you want to grow your organization, you grow your organization by growing your salespeople in quantity and quality. That’s what the key is. The second thing is that you need to know what you are shopping for, and I’m not talking about a job description. I’m talking about a position profile. I’m talking about the personal characteristics and the attributes of what makes a great loan officer. What makes that person so terrific?

I like people that are goal-oriented and system-oriented. I like people that have got grit. I like people that are money hungry. These are the attributes that I’m looking for in a top producer on sales. The third is to build your branch, your organization, and that playbook, systems, and processes. I used to visit over 100 of my offices in the mortgage industry, which had 2,600 salespeople, and give the same speech everywhere I went. There are 2,600 best ways to sell this stuff. Figure out the best ways, build the system and process, practice the systems and process, and we will beat the hell out of our competitors. Those are the ingredients of advice that I would give.

I like what you said about Nick Saban, not on this show. A couple of months ago, when you spoke, you said, “A recruit doesn’t come to Alabama and say, ‘Coach, I got my own playbook.’” That doesn’t happen with Nick Saban.

The worst place to practice is on real deals, prospects, and customers. Click To Tweet

No, but what does happen with Nick Saban, whether you like the University of Alabama or not, is that they won the championship, but even more impressively, they’ve won half a dozen in the last few years. That team is following Nick Saban’s systems and processes. There’s no debate about that.

Earlier, you spoke about the five things that a newer salesperson can do. One thing that you emphasized was practice. Do you have a technique that you advise for a newer loan officer that wants to practice?

I’ve got a two-part answer to that. The first part is that the most effective way we have found to date is putting three people together. One person takes the role of the salesperson loan officer. One person takes the role of the customer prospect. The third person takes the role of an observer. The salesperson loan officer sets the stage of what the circumstances are and begins and conducts the call. The prospect is not the hardest prospect to deal with, nor are they the easiest. They do it real, and then the observer takes notes. What they liked, what they didn’t like, and suggestions for improvement.

That I have been teaching for over 30 years that’s tried and true. I have clients in the pandemic where their salespeople used to be out in their cars, but now, they are at home. I have clients that are doing role practice with their salespeople in Zoom rooms of three people. They do it for an hour each day. The CEO of one of my clients in Ohio said that their salespeople have never been this good because they turned an adversary, the pandemic, into something that was positive and said, “We can get better at what we do.”

They are having one of their best years ever because the skillset of their people has skyrocketed because of the practice. The second thing that I would mention in terms of how to do this isn’t on the market yet but I hope to have it out in the market within the next few months. I’m working in partnership with a firm to build an app on your phone that will incorporate, The Sales Playbook with practice and enable you to practice and measure how you are improving on that app on your phone. That hopefully will be out in the marketplace soon.

How does it show that you are improving on the app?

The artificial intelligence space and you packed the app with the scripts that you should be using that are best practices out of the playbook. Based on the keywords that you’ve played into the practice app, it gives you a grade as to how you’ve done. It also tracks how often you are practicing and what type of progress you are making. The better that you load up the app with your best practices, the better the app becomes.

 

I’m looking forward to that app because more practice equals better results. Speaking of results, you said that for better results, you need to focus. You used the term HPA, High Payoff Activities. For someone that’s not super clear on what those look like, what are 1 or 2 high payoff activities that someone needs to be doing at least every day or a few days a week to make sure that they can continue to bring in business?

I’m going to refer to something called a touch system. If anyone has an interest in going deeper here, you could go either on my website at JackDalySales.com or you could just go onto YouTube and find a whole ton of videos that I’ve done, both of which are free but I would key in on those videos and ask for the touch system. Here’s the advice, particularly for less experienced loan officers, even though I recommend this for the most senior originators as well. It takes nine touches before the prospect even knows that you exist. Most loan officers quit at five or less.

A touch is any way you reach out and let somebody know that you are out there. It could be a phone call. It could be a personal visit, face-to-face. It could be an email, voicemail or snail mail. Any way that you reach out and let them know, “I’m out here.” We need to touch them frequently, and the frequency depends upon their perceived worth to you, whether we are going to touch them every day, once a week or once a month.

When we are touching them, it isn’t all about, “Use me. I want to be your loan officer.” It’s thinking about them and bringing them things of value. In my touch system, I might be focusing on top real estate agents. The top real estate agents are always being called on by loan officers, and they are typically very happy with the people they are already doing business with. It’s difficult to HUD in and gets in there.

If you were to read a book or two about a top real estate agent like Danielle Kennedy, a heralded national real estate person, I could give that assignment to a college intern and say, “I want 21-page flyers out of this book on how to list a home, sell a home or be a better real estate agent.” Literally, you can touch your prospects with emails, phone calls, and all kinds of matter of ways that you can touch them. You are touching them with value-added pieces. I know loan officers that have done that where they are not getting a response from the real estate agents but fed them at least fifteen of these touches.

They take them off the rotation, and all of a sudden, the real estate agent notices that other people in the office are still getting them. They call the loan officer and say, “I used to be getting these value-added pieces, and I must have fallen off of your database.” You say, “I can only do so many with people, and I need to be doing business with you for me to continue to give you those pieces. How about if I put you back in the rotation for another 30 days, and hopefully, maybe I will see some loans coming from you.” They are signing people up left and right with that approach.

I’m always amazed at the loan officers that come to me, and they said, “I met with this agent and called them a couple of times. They are not sending me any business.” For those of you that it’s happened, remember, it’s nine touches before they start doing business with you. Keep making calls.

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Not before they even know that you are out there, and it’s going to be longer, possibly before that. One of the keys that I see is that so many new people in the business known by 3 or 4 years are not doing their homework either. In this world with technology, anybody that’s out there pretty much can learn a ton from them by going and doing some search on the internet. Leverage the things that you learn about them.

If you were to drop and google by name, you would know so much about me but you can’t imagine how many LinkedIn people are attacking me and pummeling me, trying to sell me on their services, and so forth. They’ve done no homework. They pretend that we know each other. All they are doing is ruining their credibility with me. They will never get into me. Do your homework and provide value. That should be the mindset.

Do your homework and know a little bit about the person before you are meeting with them, whether it’s an agent or a client. When I’m meeting with agents, maybe it’s the first time, and they’ve come to my office. One thing I always say to them is, “I want to make sure before you send me a client that I’ve given you enough value.” Figuring out, “How can I help them?” Most people forget that helping them with their business, with their money, with their health or with their kids. Asking them, “What’s an area in your life that, if you could get some help now, would make your life a little bit easier? If you can get that question answered and help them, you will start seeing some business from them.

Let me tag you on that. The new loan officer, and I’m describing new as 4, 5 years or less, there’s an opening to building relationships with relatively new real estate agents. That’s not going to be the power volume but maybe that person will grow into a power volume provider. Many of those relatively new real estate agents are sitting on open houses. The listing agent was somebody that’s got a lot of tenures and experience. They are able to make it rain but they can’t be sitting on all the homes that they got out there, so they enlist these relatively new real estate agents.

One of the problems is that there’s hardly ever any professional follow-up on the people that visited the homes. You can go in, visit the home, develop the relationship with the agent and say, “If you get these people that come in, if you can get their contact information, we can arrange such and such that I will follow up, and you don’t have to be bothered with it. We can make sure that we don’t lose those opportunities.” That’s thinking in terms of, “How can I help my real estate agent,” as opposed to, “How can I get a loan.”

Getting that list from that real estate agent, following up with those clients, and scheduling appointments for that real estate agent. That’s what a loan officer in my office was talking about. He learned that from your seminar. It’s a great idea to be the assistant for the real estate agent. Another technique, if you are a younger loan officer meeting with an agent and struggling with business, which most of us are, the idea that somebody gave me not too long ago was to get a list of the 25 people that are closest to you like friends or family member and meet with them.

You are giving this information to a real estate agent and having that real estate agent meet with 25 people that they know, take them to lunch, and spend that hour asking that person about them and their life. Asked them a lot of good questions and then asked them at the very end, “If you needed a real estate agent, who would you call?”

 

A lot of people will say, “I don’t know.” As a real estate agent, you can say, “Call me if you need anything for your real estate needs.” You will be surprised at how many people will send you business. Jack, the hardest thing about business is bringing in the business, and once you bring in the business, hiring an assistant. Most people wait until they have enough business to hire an assistant. Once you’ve done that, you don’t have time to train the assistant or find the right assistant. You find the assistant that’s closest and easiest to hire. That sometimes can be an issue. I know you’ve got 6 or 7 assistants. What advice would you give to someone who is just about to hire an assistant?

Most salespeople in every industry that I see wait too long to get an assistant. They view it as an expense. What I say is it’s an investment. Let me take you all the way back to when I was thirteen years old. I had a newspaper route at 32 customers and was a pretty good salesperson. Within a year, I had grown that route into 275 customers delivering papers after school in Philadelphia, Pennsylvania, in the winter, cold, dark, rain, and snow, all of that. Nobody liked that job, and I had no time to sell anymore.

All I was doing was this crappy job. You had to be twelve years old to get a newspaper route, so I hired 5 eleven-year-olds to deliver the papers for me, such that I gave them half the money, and a year later, I gave them a letter of recommendation to get their own routes. The paper company didn’t give me that idea. I came up with it on my own but I’ve had assistants ever since I was thirteen. That enabled me to stay focused on the things that I liked and do the best, which is selling. That’s where we make the HPAs come into play.

What’s one piece of advice people should know that they forget about when they hire an assistant, and they have been with them a while to keep them happy and doing what you need them to do?

Let them feel as though they are part of the success of every closure that we do, and they are. I always am telling my assistants, “The reason that I’m one of the top speakers in the world is that you guys make it easy for me. All I need to do is perform on stage.” The rest of the work is being done by them, and I wouldn’t be able to be on that stage without them.

They hear that over and over again. There are all kinds of sentimental rewards and recognition that I do with them. I want to get to understand my assistants, what turns their buttons on, what their family is like if they had kids, and if there are things that I could be doing for them that would be over the top extra special.

My assistants, I’ve got five. They have been with me for many years. I hardly ever see them physically, and they work out of their homes. They would all do different things but it has released me from doing so much of what other speakers do, whether somebody orders my books online. I have somebody that takes care of that as an assistant for me. Pre-pandemic, I’m traveling 250,000 air miles. I have somebody booking all my travel.

Leverage the things that you learn about your prospect. Do your homework and provide value. Click To Tweet

The majority of speakers, my competitors, are doing their own travel. They are shipping their own books out. They are processing the credit cards. None of that is in my wheelhouse because, 1) It’s not an HPA, a High Payoff Activity, for me. 2) I wouldn’t be enjoying doing any of those things like I didn’t enjoy doing papers. I’ve oriented myself to say, “How can I be focused on the things that are going to generate business for me that’s my wheelhouse?” That’s the only thing that I do.

Having an assistant for the last few years myself, as far as the job duties for her, for those of you that are about to hire someone, for me, it’s managing my calendar, which means scheduling my appointments and making sure I’m going to be there on time. She helps me to be on time. What she also does is she takes my iPhone and sets the alarm five minutes before every appointment. Now, I can make sure I’m on time. She can then follow up to make sure I’m on time. Those are some simple things that you can do.

Every top producer in the mortgage industry that I know has assistants, and I put an S at the end of that word.

One thing I like to remember. I was reminded of that when my sister came in and told me about an employee that hadn’t been doing their job correctly. She was frustrated because they were taking advantage of her. I said, “How about we haven’t trained them to do their job correctly yet?” Let’s try that thought pattern before we think about they are taking advantage of us because when you communicate to them, whatever is going wrong, and you think they are taking advantage of you, your communication with them is going to make them defend their points.

Most people want to come to the office. They want to do a good job, and it’s our job to make sure they are doing that good job by continuing to train not only the loan officers but the people within the organization on a regular basis. Speaking of training, I know how fitness has impacted your life. You waited until late in life to take your fitness to a new level. For those people on the call who don’t know the history of fitness in your life, share a little bit about that and advice for someone who might want to take their fitness to the next level or even start getting fit.

I would tell you that when I was on the East Coast, I wasn’t as fit as when I got to the West Coast. It was more of a conducive environment. The weather played to my advantage to be out but when I arrived on the West Coast, I had never run a 5K. In 1985, which puts me at 36 years old, I didn’t have any experience in running. An employee comes in and tells me the American Heart Association is running a 5K starting on the weekend right outside my office. If I sign up, other employees will, and it’s for a good cause.

I did that, and I found that even though my time was terrible and it took a lot of effort to do that, I made it across the finish line, 3.1 miles. When I got back to the car, there were all these flyers on the windshield wiper saying, “There’s another race here and another race there.” I started to become a 5K junkie. I couldn’t find a 5K but I found a 10K. All of a sudden, I ran a 10K and I’m like, “That was more fun than a 5K. I’m going to start running 10Ks. I started running 10Ks. I worked my way up to marathoning.

At 46 years old, I ran my first marathon. What I can tell you is, as of now, I’ve run 96 marathons, 1 in all 50 states, 1 in all the continents, and then it’s a crazy thing. At 58 years old, I completed my first IRONMAN. 140.6 miles of swim, bike, and run. Early in my 58th year, I did not know how to swim. I had to learn to swim so that I could swim the 2.4-mile swim on the clock, a 112-mile bike, and a 26.2-mile run.

Over the next 8 years after doing my first IRONMAN, I did 14 more. A total of fifteen IRONMAN. Fitness is a way of life for me now. I’m 2 to 3 hours of exercise a day, and that’s irrespective of where I am in the world and what kind of travel I’m up against. I have found that the more fit I am, the more it’s easier to handle challenges and stress. The people around me tell me that I’m happier. I know that I’m happier. They are happier to see me that way. I believe that I am extending my life by a number of years. I can tell you the quality of my life is over the chart because of my focus on my fitness and health.

Any advice for someone who wants to take their fitness to the next level or even start?

Things that get measured get done. I would encourage people to go to my website. I post my goals on there for all of the worlds to see, and you will be blown away by all of the things that I am trying to do, and you will see my dedication to helping in fitness. Every single one of those line items on my goals is tracked and measured every day. I have five people that I call the board of directors of my life, who one-on-one meet with me four times a year to make sure I’m doing what I said I was going to do.

There isn’t a month that goes by where somebody isn’t calling me out, and they are people that care about me and also won’t take my excuses. Every day, I wake up, and I’ve got to record in my calendar what I did. I’ve got to summarize it for the month, the quarter, and the year. Compare it to the goals and the prior year. My board of directors of my life for taking a look at those reports.

I say to start easy. If you are not running and you want to run, don’t put down that you are going to run a marathon. Put down that you want to elevate your game to a 5K. Once you’ve done a 5K, then maybe you say, “I would like to do the next one a little bit faster.” Once you’ve run a few of those, maybe you can take a look at a 10K and work your way up.

What I found, though, and you share the same feelings, Heath, because I know that you are involved in a lot of this as well, is a community of people that are actively doing these races and are attitudinally correct. They are so positive. That positivity ends up raining all over me regardless of what’s going on in my life. I come out of a race and lose with a pack of a thousand people that are all positively amped up.

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Fitness changed my life and gave me self-confidence. Like you, I started super small and worked my way up. Every time I was going to do a race, I wasn’t sure whether I would finish it or not but I knew if I started it, I had a better chance of finishing it and the start was signing up. Sometimes people think, “You have to have the confidence to finish it.” The moment you want to do it, go sign up, and that will move you forward in that direction. The board of directors, for people on the call, can you share a little bit about that? What are the kinds of people that you have on your board? How often do you meet with them, and how long have you had that group?

The group changes. I change people out of the group. They need to have two criteria. One criteria is that they need to care about me. I want people that are very serious about, “I would love to help this guy.” The second thing is, “He’s a strong guy but I’m going to take him on and get in his face if he isn’t performing at the level that he said he was going to perform.”

As an example, I have two kids. I have Melissa and Adam. They are both adults. Melissa is like Jack in a skirt. This is a gal that takes no prisoners. She’s a driven person, accomplishes a ton of stuff, and doesn’t take anybody’s nonsense. There’s no way that I’m going to have a one-on-one with my daughter and say, “I didn’t get my stuff done.” I’ve got those types of people. I’ve got previous business partners that are on the board of directors of my life. My son, Adam, I would never invite him to be on that board because he plays fast and loose. He is not as disciplined.

I’m going to say, “I got busy and didn’t get to do this.” He’s going to go, “Yeah, I understand. That happens to me a lot.” I don’t want that in a coach. I want people that are going to hold my feet to the fire. As I said, we meet at their leisure 4 times a year each, 20 times a year in total. In the last year, we have been doing it on Zoom because of the absence of travel, the separation, and all the social distancing and everything else. I haven’t seen my daughter, who lives on the East Coast, in the better part of a year but we continue to do it in a different medium.

I’m definitely moving in that direction. I like that idea about having a board. A final question. I know you always make time to stay healthy, but for some people out there that feel like time is an issue, what’s one health hack or way that people can stay healthy, even when they don’t have time?

The absence of time is inexcusable. We are all given the same amount of time every week. The number is 168 hours but if you study top producers, they manage their time differently than the non-top producers. What time do you get up in the morning? If you typically are getting up at 7:00 in the morning, you are two hours behind me because I’m up at 5:00.

I’ve already done an hour on my Peloton. I’ve done 500 crunches and 30 minutes on the rower. I’m not done for the day, but I finished that by 8:00 in the morning and then took down my breakfast and was at work right then with the people that are getting up at 7:00 in the morning. I’m going to tag something of an exercise nature at the back of the day. It’s, “Is it important to you, and is it a priority?”

There’s no question, Heath. It has been proven that people that take care of themselves from an exercise and fitness standpoint tend to live longer and healthier lives. What I say to people is this, and this is harsh, “Do you have a loved one in your life? Do you have a significant relationship? Are you married? Do you have children? Would you like to be with them longer and healthier in your life?” If you can’t find the time to prioritize your health and your fitness, tell your loved ones, “I’m going to check out off of this planet earlier than I should because I don’t have the discipline to prioritize my health. Sorry, I don’t love you that much.”

That’s blunt and harsh but it’s real. People during the pandemic are telling me that it wasn’t COVID-19, it was COVID-20 because they put 20 extra pounds on. They found time to feed their face. I’ve watched people telling me that they run out of movies because they’ve seen everything on Netflix. They found the time for Netflix. They find the time for TV but can’t find the time for exercise. I’m calling it bullshit. My priority is that I’ve got four grandkids. I’ve got another one on the way. I want to be around to race races with my grandkids. I’m committed to crossing the finish line with one or more of them in a marathon. They are still quite a few years away, and I’m not getting any younger, so I better get better.

Before you let everyone know where they can contact you, I want to take a moment to acknowledge you, 1) For being a Veteran of the Army. As a Veteran myself, I understand that it’s a conscious decision. Thank you for serving our country. 2) For being committed, compassionate and passionate about life and being an example for everyone. 3) For showing us how to create an amazing life by design.

You have a conscious thought process about what you want your life to be like, and it’s a great example for people that are on the call for someone to start doing IRONMAN at the age of 58, when most people are thinking about retirement. Where can people find more information or if they want to contact you, where’s the best place for them to contact you?

Thanks for that. I’m going to belly up on this one and say, please go to my website at JackDalySales.com. There’s so much on there that are free things that will help you be better at what you do, whether in business or life. In life, what I can tell you is that I post my bucket lists with over 300 items on them. Many of them are already completed. Go and check out how I have designed my life such that I’m enjoying so many incredible experiences, and everyone has that opportunity.

The first way that you get ahold of me is by going to my website. The second way is you can approach me by way of my personal email, and that is Jack@JackDalySales.com. I answer my own emails. I may tag one of my assistants to give you some value on top of it but you will get the first response from me personally. The last thing is that I’ve got several Amazon number-one bestseller books out there.

The number one bestseller book that I wrote is called Hyper Sales Growth. That thing is still challenging us to keep in stock at Amazon. It is so popular out there in the world. There are a lot of resources available on the website. I author a magazine called Get Jack’d. You can download those for free on the site. We all have ways to improve ourselves. I have read 35 books since the beginning of 2022 alone.

Jack, I appreciate you being on the show. I can’t wait to read that next book. I’ve got The Sales Playbook that I am halfway through and getting through it so I can put together my playbook. Thanks for being on the show, Jack.

It was my pleasure. We are going to make a difference.

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There you have it. It was another great episode. That’s it for this episode. Have a great week. We will talk next time.

 

Important Links

• Hyper Sales Growth
• The Sales Playbook
• Vistage
• JackDalySales.com
• YouTube – Jack Daly
• Jack@JackDalySales.com
• Hyper Sales Growth – Amazon
• Get Jack’d

 

About Jack Daly

Jack Daly is a leading sales speaker and trainer with over 30 years of sales and executive experience. Jack’s track record is a testament to his real-world knowledge and extensive expertise in sales and sales management.

He started his professional journey at CPA firm Arthur Andersen and rose to the CEO level of several corporations, building six companies into national firms along the way, two of which he subsequently sold to the Wall Street firms of Solomon Brothers and First Boston.