
I’ve spent a lot of time thinking about what it means to succeed. I’ve noticed that the things we can measure aren’t always the things that matter most, which is one of the reasons we even do The Alignment Show. After all, our motto is, “Where what matters meets real life.”
The numbers matter, of course. Salespeople have quotas. Athletes have statistics. Businesses have revenue targets. Writers have word counts and book sales. There’s nothing inherently wrong with any of those measurements. The trouble comes when we let the numbers become our entire definition of success.
My guest this week, Jon Webb, knows something about numbers. He spent nearly four decades in sales, working his way from account manager to Chief Commercial Officer. And by his own admission, he spent the first 19 years as what he calls a “quota chaser.” Then something changed.
Jon is the founder of Major League Selling and author of Selling Against No!. We talked about the difference between persuading people and understanding them, why hearing “no” can actually be useful, and how to recognize when persistence has crossed the line into pressure.
Jon’s distinction between two scoreboards has really stayed with me. One scoreboard tracks the results we achieve. The other measures how we go about achieving them. That second scoreboard deserves more attention than we usually give it.
The Big Takeaway
Winning the day involves more than achieving the number. It also means paying attention to how we treated people, what we learned, and whether we made ourselves useful along the way.
Jon calls these the hard scoreboard and the soft scoreboard. Both matter. But when we focus exclusively on the first, we can lose sight of the very things that help us succeed in the long run.
What We Talked About
* From quota chasing to customer service. Jon describes the shift that came after attending a training session with Paul Cherry, author of Questions That Sell. He began asking better questions instead of simply moving on whenever a prospect showed resistance.
* Why “no” isn’t necessarily a defeat. Like a baseball player who can succeed while making outs most of the time, a salesperson needs to learn from rejection without allowing it to determine what happens next.
* The difference between overcoming and understanding. Jon challenges the familiar sales language of “overcoming objections.” His alternative is to walk alongside the customer, ask questions, and understand what’s behind the response.
* The danger of a false yes. A request for a quote may sound promising, but without agreed-upon actions and timelines, it may represent no real commitment at all.
* When persistence becomes pressure. We explore the difference between a soft no, a silent no, and an explicit no, including when it’s time to stop asking and move on.
* The other scoreboard. Jon explains why he now measures his day by what he accomplished and by how he helped, served, influenced, and learned.
A Few Things Worth Trying
These ideas came out of a conversation about selling, but I think they’re useful in plenty of other settings.
* Ask one more genuine question. Before assuming you understand someone’s position, find out what’s behind it. The goal is understanding, not finding a clever way around their answer.
* Get comfortable with silence. Jon sometimes recommends allowing ten seconds of silence rather than rushing to fill it. My experience as a newspaper reporter taught me much the same lesson: people often tell you more when you stop talking.
* Don’t confuse interest with commitment. Jon uses the term “commitment currency” for agreed-upon actions and timelines. Whether you’re discussing a business proposal or collaborating on a project, clarity beats wishful thinking.
* Know when to move on. A clear no deserves respect. You may be able to learn something from it, but continuing to push can damage the very relationship you’re trying to build.
* Keep two scoreboards. At the end of the day, ask what you accomplished. Then ask what you learned, whom you helped, and whether your actions reflected your values.
Quote to Ponder
“There’s a hard scoreboard, which is the number, and that’s the pressure. But there’s a soft scoreboard.”— Jon Webb
Jon goes on to describe that second scoreboard in terms of helping, serving, influencing, improving, and reflecting on what we’ve learned.
I like the distinction because it doesn’t dismiss measurable results. It simply asks us to measure something else alongside them.
Resources
* Major League Selling — Jon Webb’s website — Information about Jon, his work, his book, and his Field Notes.
* Selling Against No! by Jon Webb — Available through his website and book retailers. Jon mentions that autographed copies are available directly from his site.
* Questions That Sell by Paul Cherry — The book associated with the training that helped change Jon’s approach to sales.
* The Go-Giver by Bob Burg and John David Mann — A book whose principles we discussed in connection with Jon’s approach to helping, serving, and influencing.
Jon also discusses a 34-page seller playbook and an audiobook edition of Selling Against No! that were forthcoming at the time of our conversation. Check his website for their availability.
One question I have for you: What’s something important in your life that doesn’t show up on your usual scoreboard? And what might change if you started paying more attention to it?
Article Version
The Other Scoreboard: What It Really Means to Win
There’s something about numbers that makes them irresistible. They give us a way to measure progress. They tell us whether we’re getting somewhere. They let us compare what happened this month with what happened last month, or what we’ve accomplished with what somebody else has accomplished.
And sometimes they make us a little crazy.
If you’re in sales, you have quotas. If you’re in business, you have revenue targets. If you’re a writer, you may track word counts, book sales, or subscribers. Whatever the field, there’s probably a scoreboard somewhere.
But what happens when the scoreboard becomes the whole game? You may have heard the saying: not everything you can count counts, and not everything that counts can be counted.
That’s one of the questions that came up in my recent conversation with Jon Webb, founder of Major League Selling and author of Selling Against No!
Jon spent 39 years in sales, starting as an account manager and eventually becoming a Chief Commercial Officer. He’s also intensely competitive. When he asks people to rate their competitiveness on a scale of one to ten, he says most give themselves an eight.
Jon rates himself a fifteen. I suspect the scale wasn’t designed with him in mind.
Jon describes himself as a quota chaser for the first 19 years of his career. Whatever the number was, he intended to hit it. And he was good at it.
But eventually, he began to recognize something uncomfortable about his approach. He was thinking primarily about his number, not about the customer.
A Different Kind of Question
The turning point came when Jon attended a daylong training session led by Paul Cherry, author of Questions That Sell.
He didn’t particularly want to be there. He considered it a day wasted in a training room when he could have been out selling something. But within fifteen minutes, he was hooked.
Neither his competitive nature nor his desire to succeed changed. Rather, he began to see that he had been leaving opportunities unexplored because he wasn’t asking enough questions.
When a prospect seemed uninterested, Jon’s habit had been to move on. That persistence had value, of course. Salespeople can’t spend all their time pursuing opportunities that are going nowhere. But he began to understand that an objection might tell him something useful if he took the time to understand it. That insight eventually became the foundation of Selling Against No!
Jon challenges a phrase that shows up frequently in sales training: overcoming objections.
Think about that language for a moment if I’m in a sales situation. (And, by …
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