Eat What You Kill

Eat What You Kill Plot Summary

Introduction

Success in sales is about much more than mastering techniques or memorizing scripts. It requires adopting a specific mindset—one that embraces challenges, persists through rejection, and constantly seeks growth. The top performers in any sales organization approach their work with a hunter's mentality, taking responsibility for their results rather than waiting for opportunities to be handed to them. Throughout these pages, you'll discover how to transform your approach to sales by developing both your internal attitudes and external skills. Whether you're struggling with burnout, facing difficult customers, or simply looking to take your performance to the next level, the strategies outlined here will help you break through plateaus and achieve extraordinary results. This isn't about quick fixes—it's about fundamentally changing how you think about your role and your potential in the sales profession.

Chapter 1: Adopting the Carnivore Mindset

The most crucial divide in sales isn't between what people sell or how they sell it—it's between herbivores and carnivores. Herbivores in sales rely on their employer to provide quality leads or set up appointments. They live on whatever sustenance happens to be right in front of them. When good leads dry up, they panic about where their next prospect will come from. Carnivores, by contrast, create unlimited opportunities through cold-calling, door-knocking, networking, and any other means they can devise. They take responsibility for their success rather than depending on external factors. Consider how this played out for James, a new sales representative at a software company. While his colleagues complained about the marketing department's poor lead quality, James started researching companies in his territory, making cold calls, and attending industry events. Within six months, he had built his own pipeline that generated three times more revenue than the company-provided leads. The difference was striking—when the company faced budget cuts and reduced its marketing spend, most of the sales team saw their numbers plummet. But James barely noticed. He had developed the carnivore mindset, ensuring he would always eat what he killed rather than waiting to be fed. This approach protected him when conditions changed, just as it can protect you. To develop this mindset, start by taking complete ownership of your prospecting. Set specific daily goals for outreach activities that you control, not just results. Track these numbers religiously, and hold yourself accountable regardless of what support your company provides. This shift from dependency to self-reliance marks the first step toward becoming a sales carnivore. The carnivore mindset also requires emotional stability—maintaining calm focus whether you're having your best or worst sales day. Elite performers don't get overly excited during hot streaks or depressed during slumps. They recognize that both are temporary conditions that shouldn't affect their consistent daily actions. Practice this emotional steadiness by establishing morning routines that prepare you mentally, regardless of yesterday's results. Finally, remember that being a carnivore doesn't mean viewing customers as prey to be hunted. Rather, it means taking responsibility for finding people who genuinely need your solution and helping them solve their problems. The most successful sales carnivores build reputations for integrity and customer focus that lead to referrals and repeat business.

Chapter 2: Building Unstoppable Value and Trust

Building value and trust form the foundation of every successful sales relationship. Without them, price becomes the only differentiator, and objections multiply. When properly established, they create situations where prospects aren't just interested—they're salivating to buy what you're offering. Michael, a struggling solar panel salesperson, exemplifies the transformation that happens when you master value-building. His initial approach involved immediately jumping into technical specifications and price comparisons. Customers would listen politely, then tell him they needed to "think about it" or "shop around more." His closing rate hovered around 15%. During a sales training session, Michael learned to first uncover each homeowner's specific pain points regarding their electricity bills before presenting solutions. The change was remarkable. Instead of leading with panel efficiency ratings, Michael began asking questions about how rising utility costs affected family budgets. With one particular customer, he discovered they were postponing a family vacation due to increasing electricity expenses. Rather than presenting a generic pitch, Michael showed precisely how much money they would save monthly and calculated that within two years, the savings would pay for the vacation they were delaying. The homeowner signed immediately. To implement this approach yourself, start by identifying multiple forms of value your solution provides—financial savings, time efficiency, emotional benefits, status improvements, or risk reduction. Then develop questions that uncover which of these matter most to each specific prospect. Your presentation should emphasize the values that align with their personal priorities rather than using a one-size-fits-all approach. Building trust requires consistency across everything you say and do. Your appearance, tone, expertise, empathy, and listening skills all contribute to trust formation. Practice projecting confidence without arrogance, and develop the habit of asking thoughtful follow-up questions rather than rushing to your next talking point. Remember that trust isn't built through grand gestures but through the accumulation of small consistencies. One powerful trust-building technique involves addressing potential concerns before customers raise them. For example, you might say, "Many people initially worry about the installation process disrupting their daily routine. Let me explain exactly how we minimize that inconvenience..." This demonstrates that you understand their perspective and have nothing to hide. Trust and value work synergistically—the more a prospect trusts you, the more they believe the value you promise will materialize. Master both elements, and you'll transform from merely selling products to becoming a trusted advisor whose recommendations are eagerly accepted.

Chapter 3: Mastering Nonverbal Communication

Nonverbal communication accounts for approximately 80% of what you convey to prospects. Your body language, facial expressions, tone, and appearance speak volumes before you ever present features and benefits. The most persuasive words won't help if your nonverbal signals undermine your message. Sarah learned this lesson the hard way during her first months selling enterprise software. Despite thoroughly memorizing product specifications and competitive advantages, her closing rate remained disappointing. During a team training session, her manager recorded her mock presentation and played it back. Sarah was shocked to see herself constantly looking down, fidgeting with her pen, and speaking in a hesitant tone that undermined her credibility. Her nonverbal cues were telling prospects she wasn't confident in what she was saying. After focused practice on maintaining eye contact, eliminating nervous habits, and speaking with a more assertive tone, Sarah's results improved dramatically. Within two months, her closing rate increased by 35%, though her verbal presentation remained largely the same. The difference was that her nonverbal signals now aligned with her message rather than contradicting it. To improve your own nonverbal communication, focus first on your tone. Practice using three distinct vocal patterns: the assertive tone (slow and confident with falling pitch at the end of sentences), the neutral tone (steady and factual), and the inquisitive tone (with rising inflection). Each serves different purposes during your presentation. Record yourself practicing all three tones until you can switch between them naturally. Body language requires equal attention. Stand tall with shoulders back rather than slouching. Avoid crossing your arms, which signals defensiveness. Maintain appropriate eye contact without staring uncomfortably. Practice a genuine smile that involves your eyes, not just your mouth. When sitting, position yourself at a 90-degree angle to your prospect rather than directly across, which can feel confrontational. Your appearance also matters significantly. Dress slightly better than your typical prospect, ensuring your clothing fits well and is appropriate for your industry. Pay attention to details like clean shoes, well-groomed hair, and fresh breath. These seemingly small factors can determine whether someone trusts you enough to continue listening. When meeting resistance, resist the urge to physically back away. Instead, hold your ground while maintaining open body language. This subtle stance communicates confidence without aggression. Practice these nonverbal skills until they become second nature, and you'll find prospects responding more positively even before you present your solution.

Chapter 4: Crafting Powerful Presentations

A powerful presentation transforms interested prospects into eager buyers. The difference between mediocre and masterful presentations isn't just about what information you share, but how you structure and deliver it for maximum impact. When Jason first started selling high-end security systems, his presentations focused exclusively on technical specifications and features. Despite his thorough product knowledge, customers seemed overwhelmed and disconnected. During a coaching session, his sales manager suggested he restructure his approach using the "Problem-Solution Transition" framework. Rather than leading with features, Jason began by vividly describing security vulnerabilities homeowners face. At his next appointment, Jason asked the homeowners what concerned them more: a break-in while they were away or one while they were home sleeping. This question sparked an emotional conversation about their safety concerns. Only after fully exploring these fears did Jason transition to explaining how specific security features addressed each concern. The result? The homeowners signed a contract for the comprehensive system Jason recommended, rather than the basic package they had initially considered. To craft your own powerful presentations, begin with thorough preparation. Create materials that appeal to all learning styles: visual aids for those who process information visually, clear explanations for auditory learners, written fact sheets for readers, and hands-on demonstrations for kinesthetic learners. Have competitor analyses ready to address comparison questions immediately rather than promising to "get back to them." Structure your presentation around the Pain Tunnel technique. Lead prospects metaphorically into a tunnel where they must confront the full consequences of their problems before showing them the light at the end—your solution. For instance, when selling financial planning services, help clients calculate exactly how much money they're losing annually through poor investment strategies before presenting your alternative approach. Another essential technique is the Inception Shovel, where you guide prospects to reach conclusions themselves rather than telling them what to think. Instead of stating, "Our product saves customers an average of $4,000 annually," ask, "How much would you need to save annually to consider this investment worthwhile?" When they answer "$2,500," you can respond, "Interesting, because our average customer actually saves $4,000." This self-discovered information feels more believable than the same fact simply stated. Throughout your presentation, create micro-commitments—small yes responses that build momentum toward the final decision. These might include agreeing to view a demonstration, acknowledging a problem exists, or confirming certain features would be valuable. Each affirmative response makes the final "yes" more likely. Remember that the most persuasive presentations blend emotion with logic. People buy emotionally but justify logically, so provide both compelling emotional reasons and rational justifications for your solution.

Chapter 5: Turning Objections into Opportunities

Objections aren't roadblocks—they're requests for more information and opportunities to strengthen your position. Elite performers don't just overcome objections; they anticipate and welcome them as signs of engagement. David, a commercial real estate agent, initially dreaded hearing "The price is too high" from prospects. He would immediately get defensive or offer discounts, damaging both his confidence and commission. Everything changed when he learned to identify which category each objection fell into: deal-breaker conditions, smoke screens, or true objections. During a presentation to a promising client, David heard the familiar price objection. Instead of panicking, he calmly applied the Feel/Felt/Found technique: "I understand how you feel about the investment required. Many of my clients initially felt the same way because they were comparing base costs without calculating long-term returns. What they found after analyzing the numbers was that this property actually offered the lowest cost per square foot when factoring in tax advantages and appreciation potential." The prospect, impressed by this thoughtful response rather than a defensive reaction, asked for more details about the financial analysis. They signed the lease agreement that same afternoon, becoming one of David's largest clients. To master objection handling, first learn to distinguish between types of pushback. Deal-breakers are legitimate conditions that disqualify the prospect, like insufficient budget authority. Smoke screens are vague excuses that come early in the conversation before you've established value. True objections are specific concerns from engaged prospects genuinely considering your offering. For smoke screens like "I'm not interested," use selective hearing and micro-validation: "I understand, and that's exactly why I wanted to share this particular solution with you..." Then continue your presentation. For true objections, use structured techniques like the 8-Mile method, where you preemptively address potential objections before the prospect raises them. The ARAT (Agree/Restate/Antidote/Transition) framework provides another powerful approach. First, agree with the concern to establish rapport. Then restate it in a narrower, more manageable form. Provide the antidote—your solution to the specific concern. Finally, transition smoothly back to your presentation without pausing for approval. When facing resistance about making immediate decisions, try objection fence staking. Build answers to common objections directly into your presentation, preventing those concerns from derailing your momentum later. For example: "You might be wondering why we ask for a decision today rather than giving you time to think it over. The reason is that these promotional rates expire this week, and I'd hate for you to miss the opportunity to lock in these savings." Practice these techniques until they become second nature. The more comfortable you become with objections, the less defensive you'll appear and the more trust you'll build with prospects who appreciate thoughtful responses to their concerns.

Chapter 6: Closing with Confidence

Closing isn't a single moment at the end of your presentation—it's a process that begins with your first interaction. The most effective closers understand that securing agreement requires building momentum through a series of smaller commitments rather than focusing exclusively on the final ask. Robert had mastered prospecting and presenting but struggled with closing sales. He would deliver compelling presentations only to hear prospects say they needed to "think about it." His manager suggested he implement the Yes Train approach. Instead of seeing closing as one big decision, Robert began incorporating a series of micro-closes throughout his presentation. During his next meeting with a potential client, Robert strategically embedded questions like "Would you agree this feature would solve your inventory tracking problem?" and "If we could implement this within your budget constraints, would that address your main concern?" Each affirmative response built momentum toward the final decision. When it came time to ask for the business, Robert simply said, "Based on everything we've discussed and agreed upon, shall we move forward with implementation next month?" The prospect signed immediately. To close with similar confidence, start by incorporating tie-downs—questions that secure small commitments throughout your presentation. These create psychological consistency, making it difficult for prospects to reverse course when decision time arrives. Questions like "That makes sense, doesn't it?" or "You'd want that benefit, wouldn't you?" establish a pattern of agreement. The Assumption Close provides another powerful technique. Rather than asking if the prospect wants to proceed, assume they do and discuss next steps: "We'll get you set up with our onboarding team on Tuesday. Would morning or afternoon work better for you?" This approach frames the decision as already made, focusing instead on implementation details. For prospects hesitating between yes and no, the Option Close eliminates the possibility of "maybe" by offering choices between positive alternatives: "Would you prefer the standard or premium package?" or "Would you rather start with a three-month or six-month commitment?" Either choice moves the sale forward. Remember that your confidence during closing dramatically affects outcomes. If you appear nervous or uncertain when asking for the business, you signal to prospects that they should be hesitant too. Practice your closing language until it feels as natural as any other part of your presentation. Record yourself and listen for hesitation in your voice, then rehearse until your tone projects absolute certainty. After securing agreement, immediately move to protect your sale by getting referrals. The best time to ask is right after closing when the customer feels good about their decision. Have a structured process for requesting introductions to others who might benefit from your solution, turning one sale into multiple opportunities.

Chapter 7: Creating Life Balance Beyond Sales

Success in sales requires intensity and dedication, but sustaining peak performance over the long term demands balance. The most accomplished sales professionals understand that their career is just one component of a fulfilling life, not its sole purpose. Alex exemplified the dangers of imbalance early in his sales career. His drive to become his company's top performer led him to work seven days a week, skip vacations, and neglect relationships outside work. His numbers were impressive—he consistently ranked first in his region—but burnout crept in steadily. His health deteriorated, his marriage became strained, and despite financial success, he felt increasingly empty. The turning point came after a complete physical and emotional breakdown forced him to take a month off. During this period, Alex redesigned his approach to both work and life. He established strict boundaries for work hours, committed to regular exercise, and scheduled non-negotiable time with family and friends. Most significantly, he developed morning routines focused on physical, mental, and spiritual well-being before touching his phone or email. Upon returning to work, colleagues expected his performance to suffer. Instead, the opposite occurred. His closing percentage increased, his customer satisfaction scores improved, and he maintained his top ranking while working fewer hours. The balance he created actually enhanced his professional effectiveness rather than diminishing it. To create your own sustainable success, view your life as a wheel with six essential spokes: physical health, mental well-being, relationships, spiritual growth, financial security, and professional development. Regularly assess each area on a scale of 1-10, then develop specific plans to strengthen any spoke measuring below a 7. Establish clear boundaries between work and personal time. This might include setting specific hours when you're unreachable, taking regular vacations without checking email, or creating technology-free zones in your home. These boundaries protect your ability to fully recharge. Develop rituals that bookend your workday. A morning routine might include exercise, meditation, and reviewing your goals before starting calls. An evening routine could involve writing down three accomplishments from the day, planning tomorrow's priorities, and a relaxing activity that signals your brain to shift from work mode. Remember that success in sales provides freedom and resources to create an extraordinary life. Use that freedom wisely by investing in experiences that bring joy, relationships that provide meaning, and causes larger than yourself. The ultimate measure of success isn't just your commission check but the quality of life that commission enables. The balanced approach to sales isn't about working less intensely—it's about working more intelligently while ensuring your career enhances rather than consumes your life. This harmony creates sustainability that allows you to perform at elite levels for decades rather than burning brightly but briefly.

Summary

Throughout these pages, we've explored the fundamental mindset and strategies that separate elite sales performers from the rest. At its core, the message is clear: sales success flows primarily from your internal attitudes, not just external techniques. As we've seen repeatedly, "Sales success is 80 percent attitude and only 20 percent aptitude." Your subconscious beliefs about yourself, your prospects, and what's possible will ultimately determine your results far more than any script or closing technique. Your journey toward mastery begins with a single decision—to take complete ownership of your success rather than depending on external circumstances. Choose today to adopt the carnivore mindset, committing to create your own opportunities rather than waiting for them to appear. Remember that everything we've discussed—from nonverbal communication to objection handling—becomes exponentially more effective when built upon the foundation of unwavering self-belief and persistent action. As one elite performer put it: "The only real failure in sales is giving up before you've given yourself enough chances to succeed."

About Author

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Sam Taggart

Raised in the Mississippi River delta, Sam Taggart, MD, has practiced medicine in rural Arkansas for the last thirty years. He and his wife currently live in Hot Springs, Arkansas.

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