If You Had 60 Days to Turn Your Territory Aroundβ¦
What if your biggest breakthrough isn't working harder, it's knowing where to focus first?
Lisa and Cindy answer a listener's question about building momentum in a massive VA territory, sharing the exact framework they'd use in the next 30 to 60 days. From finding overlooked opportunities to mapping decision-makers, they break down practical strategies that move accounts forward.
If you've been feeling overwhelmed by a large territory or stalled pipeline, this episode will help you simplify your next move, build confidence, and create measurable momentum, one smart win at a time.
Must-Hear Insights and Key Moments
The Secret to Momentum β Lisa reveals why trying to grow an entire territory at once is the fastest way to feel overwhelmed, and why winning small first creates bigger success.
Find Your Low-Hanging Fruit β Learn the five questions that uncover hidden opportunities already sitting inside your territory.
VA Doesn't Mean Impossible β Cindy explains why government processes shouldn't become an excuse and how understanding the system gives you an advantage.
Map Every Decision-Maker β Success isn't just about the physician; it's about knowing who influences, approves, orders, or blocks your product.
Think Chess, Not Checkers β Strategic selling means planning several moves ahead instead of reacting one account at a time.
Build a 60-Day Conversion List β Create a focused roadmap using just two to five high-potential accounts instead of chasing everything.
Weekly Accountability Wins β The reps who grow fastest review what worked, what didn't, and adjust every single week.
Measure Movement, Not Activity β Stop counting visits and start tracking which opportunities actually moved closer to an order.
Words of Wisdom: Standout Quotes from This Episode
"Don't let the VA become a paralyzing factor. Understand the process and work with it." β Cynthia Ficara
"Momentum isn't about chasing every account. It's about moving the right opportunities forward." β Cynthia Ficara
"If a physician wanted to use your product tomorrow, would you know exactly what happens next?" β Cynthia Ficara
"Selling medical devices is chess, not checkers. Every move affects the next." β Cynthia Ficara
"Don't measure yourself by where you've been. Measure yourself by what opportunities you've actually moved." β Cynthia Ficara
"Don't try to grow your whole territory at once. Find where you can win first." β Anneliese Rhodes
"Half of your job is discovery. Don't let a complicated system become an excuse not to connect." β Anneliese Rhodes
"Low-hanging fruit is usually closer than you think, you just haven't looked behind the leaves." βAnneliese Rhodes
"You don't have to win every person over. Sometimes you just need them to stop being the barrier." β Anneliese Rhodes
"The only way you'll know what isn't working is by being honest enough to review your business." β Anneliese Rhodes
Follow The Girls of Grit:
We'd Love to Hear Your Stories!
Sometimes the biggest breakthrough isn't landing a new accountβit's finally moving one that's been sitting still. What's one opportunity you revisited, one relationship you leaned into, or one small win that created real momentum in your territory? We'd love to hear your story.
Blog Transcript:
Note: We use AI transcription so there may be some inaccuracies
Cindy: You're making the calls, you are in the accounts, and you are putting in the work. However, your business still isn't moving. So what do you do?
Lisa: That is exactly the question a listener just sent in to us, and it got us thinking. If you had just 60 days to create momentum in your territory, where would you start?
Lisa: Welcome everyone to another episode of Secrets in Medical Device Sales podcast. So happy that you guys continue to write in and talk to us and tell us how much you are loving our episodes. That truly means so much to us. And
Cindy: Yes, good morning, everyone.
Lisa: Good morning. On that note, we're gonna answer a question that was written in to us back in June. Mm-hmm. Yes, we realize it's August now. But here we are. We are answering your questions that you guys write in to us on. And this one comes from a listener... Oh, shoot. Where did it go? Cindy, do you have-
Cindy: Oh, I got it. Want me to read it?
Lisa: Okay. Yes, please.
Cindy: It says, "Hi, ladies. I love the podcast and could really use your advice." Hmm. "I'm a newer medical sales rep covering all of Florida, which is a huge opportunity, but also a unique challenge since my territory is so large and spread out. I work primarily with VA hospitals, so everything is highly regulated and often moves much slower than traditional healthcare accounts. Right now my performance isn't where I want it to be, and I'm trying to figure out how to create more momentum. If you were in my shoes, what are the top two to three things you'd focus on over the next 30 to 60 days to maximize growth, build stronger provider relationships, and drive more orders?" Well, I tell you, Lisa, that's a really good question.
Lisa: Yeah, a really common question. And- ... I feel like a lot of people, especially newer people into the industry or just newer in general to a job, right- Oh, yeah that you're like, how can I hit the ground running? How can I prove my worth? How can I obviously get the sales to then make the money? So, yeah, this is a great question. And- I'm happy we can answer it
Cindy: I wanna comment a little bit on something she mentioned in there as well, and she talks about a VA hospital. They, their system through the government, through their contracting may be a little bit different, but it doesn't change how you approach to have momentum. So just because they have layers of things to go through, that's just part of understanding their process and understanding what it takes.So we can talk about today helping build momentum, but don't let that be a paralyzing factor that, oh, it's the VA and they take slower and they're longer, and that shouldn't even, that shouldn't matter.
Lisa: That's such a great point. Put it into play. That's such a great point. It's such a great point, you're right. Because half of what your job is going to entail constantly and continuously is discovery. Right? You're constantly discovering what is happening in your territory, discovering new things that are going on, meeting new doctors, new healthcare systems, new hospitals, new administrators. So part of your job, a lifelong job is discovery. So don't allow that to, like you said, paralyze you or give you an excuse of why you can't connect in some of these accounts. Because- You still can. And we're gonna talk about that today
Cindy: And I think the thing unique to the VA is find your person to find the process, because most VAs have a central VA. Like, I know in this, in Virginia we've got, like, you may live two hours away, but all of the, you know, product warehouse shipping is done by another VA. Yeah. So it's just understanding who that is. And yes, it is contracted, but, but it's very doable. So look at it that way.
Lisa: I love it. I love it. I love it. All right. All right. I think we should talk about... For this one, I would like to talk about our secret early just because I feel like this is an overwhelming question, right? It's an overwhelming situation for a lot of you out there, and I think that it's important we talk about the secret.
Cindy: I love the secret
Stop Letting the Size of Your Territory Intimidate You
Lisa: I love the secret. So our secret is Don't try and grow your whole territory at once. Find where you can win first, right? Maybe find a couple of accounts where you can win first. And so what does that mean? Don't try and eat the whole apple all at once, or the whole watermelon all at once- or whatever that old saying is, right?
Cindy: Elephant.
Lisa: There you go, elephant. I don't know why I went for fruit.
Cindy: Take it one bite at a time.
Lisa: So, oh, I know why I went for fruit, because the first step is to find your low-hanging fruit. What a common phrase right there, right? Like low-hanging fruit. Everybody's like, "Oh, what's low-hanging fruit?" Well, it's truly the low-hanging fruit, like on an, on a pear tree or an apple tree or an orange tree or... I'm in Florida, all citrus, right? When you go to pick your first apples or lemon- not really apples down here, but lemons or limes or oranges, you're going to pick the ones that hang the lowest. And sometimes, they're the lowest because they're the fullest of juice, right? They're the biggest. squeeze for the buck, and they're ripe. And so what does that mean in terms of medical device sales? That means that this account, this surgeon, this institution, whatever it is, is a prime opportunity for the picking. Meaning, there's already hints that are gonna tell you this is a great account to go after. And we're gonna talk about what does that look like, for this first little session. But I think that that's a really great point. Because when we start a new job, or we are new to the industry, or new to this just field, right? You're selling orthopedics when you were selling heart stuff earlier. You tend to wanna do so many things all at once to make your biggest- Mm-hmm ... impact initially to the company. But you need to understand that pretty much everybody in the company that's above you understands that it's gonna take you some time to develop your territory and not to go after everything all at once. Don't try to bite off more than you can chew, because that'll actually really make you quite anxious and overwhelm you, and then you end up getting a little paralyzed in your situation. So I think it's important to go after what looks the best first, right? Like, what's that low-hanging fruit? Find Your Low-Hanging Fruit
Cindy: And so, just to expand on this,, as our reader asked the question, really trying to create momentum. With low-hanging fruit, we're gonna give you five questions, and these will just kinda help direct you. So when you're looking- Yeah ... at, okay, find the low-hanging fruit. I love what Lisa said. You're driving in the car listening now and you're like, "Oh my God, now how do I do it?" So let's make it simple. We'll break it down for you. Number one, in searching for your low-hanging fruit, who already knows the product? Now, don't fool yourself. Don't just think it's who you call on. Because if you do your research correctly, there may be somebody in there who worked at a different hospital who just came to the VA and now boom, oh, this doctor did this or that. That is one of the key things. You've got to ask questions. You've got to get to know the staff. You've got to get to know the other doctors, but especially staff. So who already knows the product? Ask, "Is anybody new here? Anybody use this before?" Like, this is all fun
Lisa: Such a great point. Oh my God, you're literally hitting on exactly what just happened to me not that long ago. Really? I would say, yeah, yeah, yeah, like, you know, six, eight months ago. So you forget, right? Sometimes you get busy in your own head and you forget that, fellows are graduating and they're coming into new accounts, right? And you just go ahead and assume they're your new doctor, so you need to sell them like they're new. But the truth is they may not be new to your product. They may have actually participated in the trial that got your product to market with their attendings at the institution they just came from or the other partnership that they just came from, right? So do not assume that your customers don't know your product, 'cause they might actually know your product. So do your homework. Try and figure that out. A and that is a great low-hanging fruit. And you know what another one is? Traveling nurses, traveling techs.
Cindy: Bingo.
Lisa: Those that see the product being used at maybe an account in another state that you didn't know about, and then you find out, oh, you know, Sally is new to the vascular surgery or cardiothoracic surgery OR, and she actually saw your product being used not three or four months ago, and she may actually love it, and she can be your best promoter of the product without you even realizing it. So it's like you probably have a couple of low-hanging fruits that you didn't even see. It's like the ones that are hanging behind the leaves on the tree, right? That it's like a big clump- Mm-hmm ... and you don't see the one. That's a low-hanging fruit.
Cindy: That traveling nurse story just happened about a year ago to somebody on my team, and I tell you, I mean, she went right to the- Yep physician. Like, in his face, "You need to use this. Why are you not doing this?" And selling it- ... because that was her belief, and I love that. So, oh my gosh, it's exciting. Yes.
Lisa: Yes, yes. Okay.
Cindy: Number two: Who has shown interest but never ordered? Why am I asking that question? I'm asking that question because the interest is they're aware of it.
So what's, what's that? That makes them low-hanging fruit. They're aware, they know. So what was their hesitation? It may be that they want to, and then they never ordered because maybe they forgot. You know what I mean?
Lisa: Like- No, I was just gonna say, like, they got busy. I mean, They got busy ... who, who,
Cindy: whose doctors aren't busy?
Lisa: You weren't in front of them all the time.
Lisa: Right. Right. So if there's any inkling that there was an interest shown, whatever it was, right? Maybe there's an email you forgot about, or a conversation that you had that you haven't followed up on yet, that you were at a meeting and a doctor was like, "Oh yeah, I know your product. I saw it used," blah, blah, blah. "I'd love for you to stop by," and then you forgot. So that's an easy one to go back after because you're right, Cindy, we all get busy. We get busy, physicians get busy. Everybody gets busy. Life happens. So that interest, whatever level that is at, start digging with that. Start to uncover- And- ... that interest level ...
Cindy: most importantly, do not assume that they don't want your product because it didn't, they didn't order it. I mean, Lisa, you're spot on, mean, I'll, I'll ask everybody driving in, in their car right now, How many times you say, "Oh, I need to do that. I need to do that"? It's not that you don't want to, or maybe you just didn't get around to it. I mean, it's not that it's... It just might not be top of mind. So I think- Yeah ... that's really important.
Lisa: Yep.
Cindy: So number three: Where is there already an approved pathway or fewer barriers? So let me tell you this, specifically to the VA hospitals. Call your counterparts in other states because- Love it ... if something's been approved in a V hospital in the country of the US, I know we have other countries that listen to this podcast, but this is for the United States, that call a counterpart because they may already have what you need And I think that's-
Lisa: Great point
Cindy: really important. What is it called? The broad,
Lisa: You're talking about
Cindy: the- Oh my gosh, what's the name of the-
Lisa: The Dun & Bradstreet number? Is
Cindy: that what you're talking about? Yes,
Lisa: Dun's, that's it. Yeah. Yep.
Cindy: Mm-hmm. Yes. So all VAs will have their, That's just a number, right? Or like a code-
Lisa: Yeah, it's a number. And I remember, that's a, that's a great point, Cindy. I, this is years ago, but I had a counterpart other side of the country, right? Like, you know, I'm in Florida, they were over on the West Coast, and he was having a hard time getting into his VA, and his doctor really wanted to use it. And he's like, "Hey, do you by chance have the DNS?" Wait- Mm-hmm ... Dun's and Br- D&B number.
Cindy: Yeah.
Lisa: And, too early. And, I'm like, "Yeah, no problem." And I literally just copy and pasted it, put it into an email with him. Yeah. And within, like, a week or two he was already approved. Yeah. So you are correct in saying, like, if you are already approved at the VA system at some level, or somebody, or one of your counterparts is, holy crap, like go after that. Use that connection because that's gonna get you right in. I mean, not necessarily completely right in, you still probably have to go through the VAT committee, but the point is, like, you're already steps ahead, whether you realize it or not. So do some research, do your discovery, and figure out if there is a Dun & Bradstreet number or whatever other contracts. So the VAs also work, and I just learned this not that long ago, even though I kinda knew this, but now I'm really learning it, they have to work with a certain amount of minority companies and a certain amount of US-owned companies for contracting purposes. Really? So if... Yeah. So if by chance your company is one of those- Great for you. That actually gets you into the, into the system a lot quicker. So- Hmm. I did not know that ... you know, do some research. Yeah, do some research and learn about that. So, okay, moving right along- Yeah ... 'cause I know we still have a lot to cover. Yeah. Who, another question for you to ask yourself is where is that clinical need unmet currently with your customers, and who needs it now, right? So do you have customers that are having a lot of, like, bad infections? And maybe they won't talk about that, but, like, you've heard about that or there's a lot of other things happening, and you kind of overheard that they need a certain need met. They would love to have a product that, like, lowers their infection rate, or quicker turnaround in the OR, or, you know, better patient outcomes for, I don't know, diabetic patients, right? That is a clinical need that is unmet currently that they're talking about, that maybe if your product meets it, that would be an immediate, "Let's go talk to that customer," because now you have data that proves that your product can solve that.
Cindy: Mm. Love it. All right, so the last question in our low-hanging fruit area, when you're really trying to create momentum, is where have you had a maybe that you never converted into the next step? Mm. And it's a little bit similar to the second question we asked about who had interest.- Mm-hmm.But I think that's important because many times you've got a lot of irons in the fire, and you just drop one. Yeah. So here's, here's a goal to think about in the next 30 days. You need to just sit down for a few minutes, pull out a piece of paper, write down your accounts, and identify the opportunities in order of I guess you would say, ripest to not like- I like it ... what are the opportunities that are closest to ordering? What are the most ripe? And really double down and spend your time there. And I think that's really, really important because,, there are times where unfinished opportunities are sitting right in front of you, so just focus, double down, dig deep, and- Yeah ... you may be able to move that very quickly.
Lisa: Yeah. So that's- That's that low-hanging fruit. Yeah. I love it. Perfect. The
Cindy: first thing-
Lisa: What's the ripest? ... low-hanging
Cindy: fruit. All right. All right. Lisa, tell us our second
Map the People, Not Just the Account
Lisa: Moving on. Yep, so let's get strategic, right? Like let's think about people that are in the accounts, not just the account itself, right? Like, you need to kind of think about who are all your big players within that account. So, for the example of the question that was asked, she just mentions the VA. Let's not think about the system of the VA. Let's think about your customers in particular, right? Who wants it? Who needs it? Who uses it? Who would use it? and then you mentioned this earlier, Cindy, who approves it, right? 'Cause that might, that might look different in the VA system. And then who orders it. And those are all really important, and [00:16:00] then the very last thing is: Who could stop it, right? Like, sometimes we have physicians or other customers in our accounts that we don't necessarily
It would be amazing to convert them, but wouldn't it just be nice if they weren't your hurdle? Mm. If they weren't the barrier to ordering. Like, there are those customers that are super high KOL, key opinion leaders, that you may never get. Let's just be honest, sometimes you're just never gonna get them, or something else is going on, right? You don't necessarily have to win them over, but you do need to look at them and make sure that they are not a barrier to entry. Is there something that you need to know about them that could potentially stop the sale, right? Like, maybe they were on a board of safety and efficacy, and they saw some results that they weren't happy about. Now, those were early on, but still they might be a barrier for you. You need to get in front of that. You need to understand that and make sure that they are no longer a barrier. You're not gonna win them over, but they just don't stop your momentum from moving the product forward through the VAC, approval process and then on to getting used.
Cindy: I think that's so important. It kind of reminds me of, we did that episode, whether it was last week or the week before, about the difference between playing checkers and playing chess.
Lisa: Yes.
Cindy: And this is that strategic part of the game of chess, right, where, you're not just hopping over things. You're really planning on what move will affect the next. And so I say that because selling a product, a medical device, is not like going to a car dealership, talking to one person, and driving off in a car. It is about the multiple touch points along the way and the multiple people and understanding it. And like Lisa said at the very beginning, it's really like knowing the people. You have to like map out just the people itself because they make what moves the account. And it's, it is a lot in medical device, and I think sometimes even in- Yeah. Mm-hmm ... we've talked so much about the VA, it may seem slower, but it might not be slower if you go to the right people. If you go to the right people and find out who the right people are, that's where you do your work. Part of creating your momentum is putting those pieces together. Yeah. And I think that's really, really important. So if a physician in this, were to say to you, "Okay, I want to use this tomorrow," here's my question to you. Do you know exactly what step you have to take in your system to make that happen?
Lisa: That's agreat point.
Cindy: Because if you don't, start doing your homework
Lisa: Well, that's a great point. They should be on your list for your 30-day, you know, conversion list, right? Like-
Cindy: Mm-hmm ...
Lisa: are they, are they on the good side or are they on the bad side, and how are you gonna neutralize them? So funny, I told the kids the other day, this is typical 18-year-old brains, right? We're talking about something and I was like, "Oh, well I'm Switzerland on that." And they're like, "What? What do you mean by that?" I'm like, oh my God. These kids these days, they don't know anything. So this is so funny. So yesterday or the other day- I was with Brady. We were dealing with, like, some... Well, I told you what we were doing. Yeah. This, Yeah ... truck, truck situation here. And I said something and he goes, "Are you gonna play Switzerland?" And I'm like- ... "Oh, look at you using the terminology." And he was all proud of himself. I'm like, "Good. Remember that, 'cause that's gonna be in your, in your workload, you know, as you move through life." But anyhow- it's so true. You just need, but you need to just get them to the Switzerland, right? Yep. You don't need them to be like Russia or Germany or the US, you know? You just need them to be Switzerland. Don't let them stop you. They're completely neutral. Right. Exactly. So they need to be on that, they need to be on that list. And, and I think again, Cindy, like you said, like, going to back to that last episode of chess versus checkers, like, you gotta be smart. You gotta be strategic. And look at every single situation, every single person as an opportunity to just, again, move them from a negative to either a, a negative positive or even a positive, so.- Mm-hmm. All right. Right. Let's move on.
Build Your 60-Day Conversion Plan
Cindy: Yeah. So we've talked about low-hanging fruit. We talked about getting strategic. Yep. So I think this last part, Lisa and I were talking about, three simple ways we can break this down in really creating momentum, and I feel like the last part we discussed is really looking at a 60-day conversion list. Mm-hmm. Now, two months. And why do we say two months? Because think about it, a quarter's are three months, right? And at all times, don't make something too big and don't make something too short, but this, this can give you a time. This isn't like, go list the entire state of Florida. I'm just using the example of the reader who wrote in. And if you work in a state California or Texas or maybe you're somebody that has four or five multiple states- Yes ... this isn't about the big thing. This is about really looking at- Picking three to five focus points.
Lisa: Can I say something real quick? Sure. Because this is, this is currently going on, well, in the past, like, five, six months. But, I think something that I've noticed is that these new reps get really overwhelmed with the territory, like we've mentioned before- Mm-hmm ... and especially a big territory. I think one of the biggest things is where do you live, right? Where do you live? Ah. Because how are you going to impact accounts that are five and six hours away from you, or a flight away from you? Mm. Right? I mean, we can do it. Sure, we can do it, but usually that happens after you have momentum in the accounts that are the closest to you. Why? Because the accounts that are the closest to you in terms of distance, you're in them more, and the only way you're going to make an impact, a true hardcore impact in these accounts, is to really dive deep. And I know, a lot of reps hate that word, but the truth is you have to be present in these accounts, especially when you're opening them, especially when you're garnering the interest, you're building your brand, you're creating the brand of the product. You can't just be like, "Oh, I'm gonna go call on Dr. So-and-So, and then I won't see him again for six weeks." Guess what happens? That doctor forgets who you are. Not really, but they kind of forget what you represent. They forget the impact that your product can have on them. They forget all the things, and the vac process slows down, the product and to getting to the shelf slows down, the implants slow down or don't become something. Like, it's all the things that you need in order to be successful no longer are occurring because you're distracted, right? Mm-hmm. Because you've got things everywhere in all your territory. And I know a lot of these reps that have states, right? Florida. I live in Florida. Florida's huge. From my, from Pensacola to Miami I think is, 12 hours. Like, what? God. So let's just say- It's a big state. Right? I know. Let's just say you have half the state. You still are looking at four or five hours. And I'm sorry, but Miami n- uh, accounts look totally different than Jacksonville- Mm-hmm ... accounts or Pensacola accounts or Orlando accounts. All of the people, all of the players. So my, I just want to make sure that we are, that I said this, because it's something that has really, I've seen it, quite frequently recently with a lot of new reps, is you guys allow yourselves to get too overwhelmed without realizing it, and you start thinking that, "Well, I need to hit here, and I need to hit there." And the truth is you really need to hone in on those top accounts, two to three, and even five if it's gonna be five, but let's hope at least two to three of those are in your backyard, or at least within driving distance of two hours or less.
Cindy: That makes such sense, and I think that's the best advice to give. So let's help you with these, you know, two to five accounts. Here are some things we want you to ask. This is gonna help you really focus. Okay, make your list. Number one, ask, "Where are we now?" Okay? Where are we now? Write that down. Second one, what is the obstacle? And this may take a little bit of time to think about what really is the obstacle, 'cause I guarantee you're gonna hold your pen and pause, because what you might think is the obstacle might not be. So you're gonna be- Great point ... writing this down going, "Shoot, I gotta go back and figure out what is the obstacle." So then once you know that, what is your next move? That's another question to ask yourself, because maybe you just forgot to pick up where you left off. We mentioned that before. Maybe you never answered an email. Fourth question I want you to ask yourself is who owns that move? And again, don't assume you think you know who it is. Go ask who you think you know who it is, and you may be told otherwise. And the very last question I want you to ask yourself is by when? When are you going to do this? And I feel like if you take those two to five accounts, ask yourself those questions, it's just kind of like a new analysis. Now, you should be able to answer that, be able to get a whole answer. And then once you have all those answers, you go do your work. Here's what I really want you to think about, is at the end of the week, what moved closer to an order because of an action you did? What impact did you make to move it forward? Because if there wasn't anything that you did, then you're doing it wrong. Go back and fix it again. That's kind of the fun thing about medical device sales is just because you don't do something maybe that gets you to your endpoint first doesn't mean it was wrong, but you learn and you switch, and that's momentum. All right. Well, that didn't work. Now what do I do next? Get creative. Think. What do I keep doing? And then when you see something that works, you repeat it elsewhere. I love that. As long as their process is the same.
Weekly Accountability Creates Momentum
Lisa: You just brought up something so great before we end this, is I want to reemphasize our planner. The planner keeps you so, you have to be in checks and balances constantly, right? Like you just said, are you reviewing this every week? How many times? I mean, I can't tell you, the great reps that I do talk to, they're reviewing their business probably daily. Mm. But they're definitely doing it at the end of the week, and they're like, "Okay, where are the loose ends? What do I need to tie up? Where did I fail? Where did I succeed? What do I need to change?" All of these things. And so,I think especially for new reps, are you doing that weekly check-in? Mm. Are you really holding yourself accountable, right? Like you just said, "Oh, that didn't work." Well, the only way you're gonna recognize that something didn't work is by being honest with yourself and saying, "You know what?I didn't know what my obstacle was two weeks ago. Now I know what it is. Now I need to go after it." So in order for you to be successful, you must be honest and accountable and very disciplined.
Cindy: and I- You're right. I love all that. In fact, the planner was designed for that. At the end of each week- Yeah there's a spot that says what worked- What didn't? I know. And nobody has to see what you write. No. That's your accountability. 100%. If you keep track of what's not working, oh my gosh, you're gonna save yourself hours and headaches. And then when you know what's working, that's when the ROI hits. That's when you get the sales. That's when you get the momentum. That's when you get the paycheck. That's when you're starting to get towards President's Club and really work. But you gotta start with the simple accountability and really look at that and reflect on, one of the things that we also have in that planner is each quarter, before you even start your goals for the next quarter, you have to just pause for a few minutes, doesn't take long when you know your business, at what did work and what didn't work.
Lisa: Yeah.
Cindy: And I'm telling you, that's momentum.You can just start, on a treadmill and running. I'm just getting excited talking about this.
Lisa: I love it. I'm ready to go- It's such a great point. I know ... ready to go
Cindy: sell, you know?
Lisa: I know. It's such a great point. All right, so just to quickly wrap up, we talked about, first of all,don't let it overwhelm you. Don't bite off more than you can chew, right? Don't try to eat the whole elephant. Instead, go for the low-hanging fruit. And surprisingly, there's probably low-hanging fruit in your territory that you're not thinking about, right? And what does that low-hanging fruit look like? Go back, re-listen. But that could look like many things, right? Like, who are the customers? It could be a, it could be a scrub tech that was a traveling scrub tech, or a nurse that loved your product in another account, and all of a sudden she's like, "Oh, I'd be happy to tell Dr. So-and-So about this." So low-hanging fruit, identify it and go after it. Be strategic with that low-hanging fruit. Map your path. Figure out where you're gonna go. Who's gonna be a potential barrier? What kind of VAK process you gotta go through? Who needs to get the product through that process? Who's gonna purchase it? All the things. And then the last is the movement, right? You need to have a checks and balances. You need to see where you're going. You need to create that quick list of where are you now, what's the obstacles, what's the next move, and it's a weekly check-in. If not daily, definitely do it weekly. And if you have an issue, go buy our planner. Just go... I'm about to say weekly planner. Go buy our quarterly planner, because in one quarter it should help you really get disciplined and accountable at where you are in your accounts currently and where you wanna go, and it absolutely will push you to the top
The 60-Day Challenge
Cindy: And I wanna repeat our secret. You know, Lisa said at the very beginning, our secret was don't try to grow the whole territory. You have to find where you can win first. So that being said, here's what I want you to do. Here's your CTA. You know, we kinda mentioned 60 days. Let's look at for the next 60 days, this is your challenge, okay? Your call to action is for the next 60 days, I want you to list how many opportunities you are moving forward. So you're not measuring yourself based on how many accounts you go to and where you've been and what you're doing, it's what opportunities have you actually moved. That's your challenge. Thank you so much for listening, and I really hope this listener gains something from this. Wishing you the absolute best in your business, your momentum, and with the VA system. So please, in 60 days, follow up and let us know if this helped. Thank you.
