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> Podcast > Salesman Podcast > Essential Social Selling Training 101
Essential Social Selling Training 101
Daniel Disney is a world renowned sales expert on a mission to help everyone working in sales learn how to successfully sell on social media. In this episode of the Salesman Podcast, Daniel goes through the exact social selling strategies you need to implement right now to win in B2B sales.
Social Selling and Why All Salespeople Should Be Selling Via Social · [01:01]
"I don't think there is anyone that shouldn't be using social media. I think every single person within a business, whether it's within the sales team or the entire operational structure, their social presence can really influence every part of the sales process." – Daniel Disney · [01:18]
Everybody's on Social Media, You Should Be Selling On It Too · [02:00]
Dos and Don'ts of an Effective Social Media Sales Funnel · [03:13]
Why Simply Starting a Conversation is the Most Important Part of Your Social Selling Strategy · [04:26]
Tracking LinkedIn Profile Visits · [05:38]
How to Use Keywords on Your LinkedIn Profile · [07:33]
How to Use Social Selling to Speed Up a Sales Cycle · [09:30]
Buying Signals and How to Leverage Them in The Sales Process · [11:10]
How to Build Relationships Via Social Media Without Pissing People Off · [13:00]
Time Management and Why You Cannot Help Everybody on Social Media · [14:01]
"What you give, whether it's through content and things like that, helps build relationships. And those are the people that they do become your customers at some point or they'll refer you to customers." – Dan Disney · [15:22]
How to Use Social Media to Push Deals Over the Line · [15:45]
Using Social Media to Educate and Entertain Your Prospects · [17:30]
The Type of Content You Should Be Creating When Trying to Influence Decision Makers Within an Organisation · [19:10]
Reverse Engineering and Social Selling Activities · [20:13]
The Rise of Social Enablement Tools · [21:30]
What You Need to Start Doing to Increase Your Credibility When Social Selling · [22:50]
What is a Content Pool and How Can You Create One? · [24:50]
The Number of Interactions Daniel's Memes Get Every Week · [26:15]
When to and When Not to Use Memes When Social Selling · [26:15]
"The key to creating content is just being yourself. You can't win everyone. You can't please everyone. When you try to be something else, when you try to be an expert, when you try to claim stuff that isn't true, that's where it tends to fall through." – Dan Disney · [28:44]
Social Selling is All About Knowing Yourself and the Type of Content You Want to Create · [29:24]
Daniel's Advise to His Younger Self on How to Become Better at Selling · [31:29]
Guest - Daniel Disney
The King of Social Selling
FREE SalesSchool Workshop – Start HOT Calling To Remove The Fear And Failure From Cold Calling
TheDailySales.net
Dan on Linkedin
The Daily Sales on LinkedIn
Dan Disney:
My honest opinion, I don't think there is anyone that shouldn't be using social media. I think every single person within a business, whether it's within the sales team or the entire operational structure, their social presence can really influence every part of the sales process. And I think you're starting to see a lot of them come into that. Like you say, farmers, construction, a lot of these things are starting to come into social because we are becoming quite a social type of people. I'd probably say at the top end of the funnel and the prospecting part, I think social has the biggest impact in driving pipeline in.
Hello Sales Nation, I'm Will Barron, host of the Salesman Podcast, the world's biggest B2B Sales Show, where we help you negotiate your target but really drive in sales. If you haven't already make sure you click subscribe and with that said, let meet today's guest.
Hey, it's Dan Disney here, a passionate social seller and also the founder and owner of The Daily Sales.
In this episode with Dan, we're diving into how we can speed up the sales cycle, using social selling. How we can differentiate from the competition and a whole bunch more. So let's jump right in. First, let's hopefully disqualify some of the audience here. Who shouldn't be using social media in the B2B sales roles. Is there any verticals, positions, should SDRs be using it? Should account managers be using it? Who shouldn't be using it?
Do you know, I really appreciate that you want to try and disqualify people but my honest opinion, I don't think there is anyone that shouldn't be using social media. I think every single person within a business, whether it's within the sales team or the entire operational structure, their social presence can really influence every part of the sales process.
And is this on a sliding scale as, I don't know if you're selling, I've just been to the great Yorkshire show up here in North Leeds. So there's loads of tractors and stuff like that. I've got no idea apart from, they looked really awesome and we got to go and play on them as a man child. I don't imagine, having said that though. I'm taking the words back as I say, I was going to say, I don't imagine there's that many farmers that spend that much time on social media but there's probably a bunch of young farmers that do. And that the cliche example that I was going to use is perhaps people selling farming equipment, wouldn't be finding their customers on there. So having said that, do you reckon most people, most potential buyers are on social media right now?
I think most buyers are in some form. Like you say, there'll be younger ones that are on it more but I don't think it's an age thing. There are a lot of older people, when I say old, older than me, that will use different networks, different people use different platforms. So yeah, I do think it's quite a much more widespread thing. I think different industries will adapt to it at different stages. I think five years ago, there were a lot more industries that people could argue weren't as active on social. And I think you're starting to see a lot of them come into that. Like you say, farmers, construction, a lot of these things are starting to come into social because we are becoming quite a social type of people, in a personal level, as well as a business one.
I know in medical device sales, I only have had one surgeon try and add me on Facebook and I didn't friend chase after anyone else but that was four or five years ago now. But yeah, I guess it becomes, over time it becomes more and more normalised for people who aren't particularly techy. So on that front then should we be spending more time on social media and we'll dive into the ins and out to that in a second but at the top end of the funnel of the sales cycle of pushing people in there or do we need to spend more time and more efforts further down the pipeline to I guess, establish relationships over social?
It's an interesting question. I mean, I honestly think it's a… There's a place for it at every stage. I think there's a lot you can do at the top end of the funnel to drive pipeline in. Equally there's a lot you can do to grow relationships, to find information, even when it gets to presenting your solution and then try to follow up to gain the close and even post the sale to maintain that relationship, follow up and upsell at later opportunities. Social was infused into all of it.
Okay. So if you going into a company you're going to go and help them out, you're going to do some, if you speaking and consulting, where would be typically the biggest leverage point for a brand, would it be top of funnel, middle or far end? Which would be the biggest leverage point to double down on social?
I'd probably say the top end of the funnel in the prospecting part. I think social has the biggest impact in driving pipeline in. Obviously you can use it throughout all of it but if, yeah, if you were to put one point where you'd invest more in, I'd probably say the prospecting top end part.
Cool. Well, we'll start there then. And we'll get practical with this, Dan. So what would be something and we all know the obvious and I'm dubious about the effectiveness of retweeting things without any added comments or any context or anything like that. So put that aside for one second. Is there anything that's counterintuitive or anything that is super effective that not a lot of people are doing top of funnel right now that can give the audience Sales Nation a good bang for buck?
Sure. I think the biggest thing that people aren't doing is just starting conversations. A lot of people think that social media is, like you say, retweet something, put a blog out, Reshare a blog. And then they also sit back and they wait for everything to come to them. And actually the biggest thing people miss out on is proactively going, starting conversation. I'll give you a really quick example, people are viewing your profile, my profile, the listeners profiles every single day. And a lot of people either don't check it or check it and don't really do anything with it. And actually just by seeing a potential prospect look at your profile, send them a message and start that conversation. You have the opportunity to get a sale so and that's the same for every key point, whether it's resharing something, liking, commenting, they're all opportunities to start those conversations. And that's where I think social selling holds its biggest opportunity.
So let's focus down on LinkedIn specifically for the B2B audience here. So clearly you can dive into and I haven't said this, so I don't know off the top of my head, I could find it if I looked for it and you might be able to point us in the right direction but there's a page, I think it's when you go on your own profile, it says these people have visited, if you pay for the premium membership, it gives you more data on that. Let's go from the buyer's perspective. Why would someone have visited your page? And then we'll dive into what we should say to them and how we should outreach to them but why would they visit your page in the first place?
Well, yeah, of course it's very similar to a website. I mean, you think there are lots of software tools now that allow you to see who visits your website because ultimately there's a very high chance there's a level of interest in your product and it's the same for someone to look at your profile, they've got an interest. They've either seen a blog you've written, a post you've written, someone's mentioned you, shared you, somehow you've come onto their radar through stuff you're doing on social so they're looking at it. So there will be a percentage, probably a relatively large percentage that's just interest, curiosity. They probably don't know what you do. And there will be a percentage that do see what you're doing and that they are interested. So, it's hard to determine just from a view in itself, whether they're a prospect, you need to qualify and things like that but there's some level of potential interest there.
And another layer of this as well, if we are getting more tactical about it, if you've got the right keywords in your profile for your industry. So if me, medical device salesperson in endoscopy, in Yorkshire, these kind of phrases, I don't know how strategic you need to be about it but you can give us some thought on this in a second, Dan. But if you've got these kind of words, the more targeted you are on your profile and the text on there perhaps, you getting more and more relevant people searching for you because maybe someone searched for and perhaps it's going to be recruiters more often than a customer but experts in X, Y, Z in X, Y, Z location. And so the primed to put their hand up, to say, reach out to me, I'm desperate to chat to you. So am I talking to complete bullshit here? Or should we be putting keywords into LinkedIn profiles and does it, can we reverse engineer people searching for us to be top of that search?
Oh, do you know, Matt, that is one of the single biggest point. It's something I teach in all of the classes I do. And I see this. So I always get people that have been in my class. They'll always message me afterwards. After they've filled their profile with keywords, relevant words, they always get found within the first five to six days, they'll get prospects messaging them, it might just be one, it might be two, it might be more but people will find them up in the search because people do search. That's how we buy now, we search for things, whether it's social media, Google and if you've got those words in your profile, it means it brings you to the top of that list. And I've seen people that I don't know, like you say, if you were selling in the medical industry and you don't have any words to do with that at all in your profile, it means you're not found. So it's a very, very simple but very powerful tool.
For sure. And how do I say this? So on the down low, even though I'm saying this to 20, 30,000 people, there's genuine interest in a company acquiring the podcast and stuff at the moment. And the reason I say this is, I'm guilty of not checking my LinkedIn profile enough, not into messages often enough. It just takes a lot of time and I've not really got much to sell. So I'm doing it for community building versus hard cold cash in my pocket. I checked it the other day, just randomly as I, perhaps a couple times a week, I'll spend an hour or two on there answering questions and going through all the comments and that side of things. And I went on there and this brand that are looking to potentially acquire our company, the CEO had visited the profile, the CFO, the CMO who I'm dealing with one to one and a whole bunch of people from the organisation had been on the profile.
So this took this inquiry that I had about a potential acquisition and a few phone calls for the next level that actual research is going on within the organisation. So clearly if you can reverse engineer us for a product that you're selling, it's inbound leads, you're being your own little marketing team. So moving further down the funnel from the, how can we use social, Dan, to perhaps speed up the sales cycle? Because especially if we're doing these longer deals or longer deal sizes and bigger value deals. I know for myself, it can be anywhere from two months to two years to do the big fair to refer instruments we were doing in medical devices. Is there any way we can use social to, I guess, stay top of mind so we don't get forgot about and then speed up the actual process as well?
Well, social's a power for relationship building. Do you… I mean, we all know how nice it is when someone clicks like on one of your posts or writes a comment or shares it, it gives you a really, I mean, there's a good feeling, there's chemicals that have been analysed that come from it. And so if you can provide that for your prospects and customers, it really heightens that relationship. If you can engage in their content, help, like you say, keep you top of their mind on a constant basis. And we all know as sales people, how hard it is chasing people up and you're trying to phone them, they're not answering your calls, they're not replying to your emails but actually you can use social to click like on their post and give them a little reminder that you're there or add a comment.
Give them some really nice stuff that makes them want to reciprocate that and perhaps get back in touch with you, come back and, and follow up on the deal that you're chasing them with. In terms of speeding up. I mean, again, it's probably all the information you can take from social. So looking at those buying signals that they will be publishing the sort of content, the latest news that's going on with them and just leveraging that again, to perhaps start conversations that can help you bring you and your deal back to top of their agenda.
So I want to get into the cadence of this and how we do it with some kind of a system without just spamming people. So we'll come onto that in a second. We mentioned something interesting here. What would be an example of a buying signal that we'd find over social that could, if someone's in the middle of a deal, perhaps we could leverage that to speed the deal up, what be an example of that?
I'll tell you what, a prime one that I had and my experience prior to doing what I do now, was IT sales. So like you with medical sales, for me it was IT, IT education and one of the buying signals I saw and it was midpoint through a deal was an article went live in the press and obviously was then released on social media of this company building a huge new IT office up in Birmingham and everything was confirmed for, I think it was 500 IT staff. So everything really became public. Now we'd already established a lot of these key points but then going public about it, the engagement that followed, it gave me something to then bring back to the table just to add a bit of fuel, a bit of fire to the deal.
And so, and perhaps this was a little while ago, so you'd leverage it differently now but how would you leverage that article, that press now to get in with an organisation like that or to get top of mind and reengage with an organisation?
Yeah. So it's something you use in conversation again, instead of the aggressive cold sales type approach it's going to them with, look, saw this article really fantastic stuff. I mean, I do this now. I use all these things to this date for prospects that I'm trying to sell to, whether it's social selling or whether it's the daily sales and I will look, follow them and use content that they put out or content that they're included in. Again, the key point is just to start friendly non sales type conversations that then can lead into sales type conversations.
And I like the way you paused for emphasis when you said friendly. And I don't want to belabour this point because unless someone is completely on the spectrum, most people will be able to understand this but how do we draw the line between cadence of my boss says, I must follow up and do this and do that and do that versus a friendly conversation which actually builds a relationship rather than just pisses people off over the long term?
Well there's that fine line, isn't there? From being too much of a friend where and I'm working on a blog at the moment about the sales friend zone, where a lot of sales people take that too seriously, where they just don't want to sell and they do everything but sell. And all they end up doing is becoming that person's friends and they never win the deal from it because they're too friendly. And then the opposite end of the really aggressive sales person, that's constantly pushy, only interested in the sale. So it's finding that midpoint balance where you are genuinely interested in that person and their business and what they're doing, you do care about what's going on but you are keen to help them with your solution. It's, I don't know, I think that's the perfect midpoint.
And how do we leverage this into influence? Because clearly we want to… Well, it's not clear but I know from my experience, there's no data on this. It's probably difficult to build data on this. The more people I help build podcasts, the more people I help, you don't need any help, you're crushing it with your social media profiles but when I have you on the show and I help, can I promote you and get you in front of new audience, that comes back around over time, not of everyone but I always say that the 10 people that you help, one person will help you back more than 10 of them combined. That's the thought process I have with all of it. But how do we cadence this? How do we put it into a spreadsheet if we can? Because I don't want the audience to go away thinking, "Oh, I've just got to have loads of friendly conversations and everything will work out." Because that might work six months, two years from now, it's not going to help you hit your target this month.
No, it's the very tricky part of social and you're right, it's very difficult to measure. And I think for me, it's always been key to just have it as part of a balanced mix of other activities. So, you're doing your cold calling, you're doing your emails, you're doing your phone calls and meetings, et cetera. And that value giving social content type stuff is just a part of that. But you afford the ability to do that by focusing on other activities that bring in quicker results. So by being on top of those activities, it gives you the time to then, I mean, like for me, I'll go and speak at loads of events and give as much content as I can. I'll do profile reviews for people or answer questions because you're right, what you give, whether it's through content and things like that, helps build relationships. And those are the people that they do become your customers at some point or they'll refer you to customers. So it's but you can't just only do that. You need to earn the right to be able to do that.
So we're going down the funnel here. This is hopefully the method behind the madness of the show. So we're getting towards the end of the funnel. What can we do when there's been buying signals? We've been in front of them, we've built relationships, is there anything we can do in that time where we are very literally sending proposals, when we are when these proposals come back when we're? Even for me, one of the biggest pain in the arses to sell into the NHS was, we'd send a quote, not hear anything back for six months and then they'd be complaining that we didn't chase up the quote because they want the equipment. Because there was gaps in communication along the procurement route. So at the far end of the funnel and I think this is where people focus less on social than anywhere else. Perhaps. Is there any ways we can use social, whether social media, whether it's content, whatever it is to push those deals over the line that are just nearly there?
I'll tell you what, there's three things I would advise. One is connect to different people in the organisation because you don't know who's going to be involved in those conversations or who might have potential soft bits of influence with a decision maker. So by connecting with and putting your presence and your brand with more people in that business, again helps bring you to the top of the list potentially to the top of conversations that might help again, put the spotlight back on your deal. Number two is give value, give more content, put content on a consistent basis. So again, whether it's the decision maker or anyone else, you're there on a regular basis, they're seeing you, they're thinking of you but they're also feeling like you're giving them something.
You're not just hounding them on the phone to sign the deal. You're actually giving them stuff, whether it's value or entertainment. And the last bit is to engage in their content. So when they write a post, when they write a blog, when they do something on social, engage in it, click the like button, add a nice comment. You don't have to do it all the time. Don't be a creepy stalker but give them a little bit of love to again, put your name on top of the list.
So Dan, you're selling an IT solution to IBM, some giant. So they've got a specific procurement team. The deals done pretty much, the proposals over there. Everything's ready to ship and procurement are slowing down, we don't have any connections there. What would be the 1, 2, 3 steps to get in, in front of procurements, whether it be social and it doesn't have to be social, it could be the phone, whatever it is? And then you said something interesting, giving them stuff, entertainment or education. So how could entertainment and education fall into this when we're trying to get in front of people that we don't know?
When you say we don't know, how do you mean?
We've been idiots, we've gone the whole sales process about engaging with the people who are signing the documents, the decision makers on board but we want to get this deal closed by the end of the quarter because it's a big bonus for us. It's sodding IBM, it's could be 20 grands worth of commission right there and procurements, we've got no network within there. So we're trying to get in front of them and engage them and build influence and momentum with them. But perhaps we find it difficult to pick up the phone to them because they're like, "Who are you? We've got it. We'll we'll, we'll sort it out when we're ready."
I guess the first thing I would do is find out who they are on social. That's probably one of the easiest things to do. You can pretty much find anyone you want to, whether it's on LinkedIn and then use that to find because this is one of the misassumptions that, they might not have a presence on LinkedIn. They'll probably have a profile but that doesn't mean they're active. So find the network they're active on and what you do find with a lot of senior decision makers, procurement, they tend to be slightly more active sometimes on Twitter. So once you've found out who they are, find them on Twitter and again, build that relationship, follow them, start to engage, get them used to seeing your name and hopefully through giving value through content.
And what does this content look like? I'm trying to drill into the weeds here a little bit, literally for the audience to paint a picture in their mind, for a procurement officer, what content are you sending them, engaging on? Basically the proactive side of things. If they've posted something it's perhaps easier to comment and get involved on that front but perhaps they're not posting much. If anything, what proactively should we be sending a procurement officer at IBM?
Well, the first thing I would do is research the content that they tend to engage in themselves, be wrong for me to assume that they're going to like blogs, for example. So you can go into say their LinkedIn profile or even their Twitter one and you can see their activity. So see what blogs they're engaging with, what videos, you can get an idea of the tone of the content they like and then you can create that content or go out and find other examples of content like that, share it on your network. Hopefully they'll see it. If they don't send them a message with it directly. And just say, "Look, I noticed that you're interested in this topic. Here's a fantastic article. I just found about it. I hope you like it." Again, give a lot first before you then earn that right yet to perhaps ask for something back.
So the reverse engineering process is I guess, content type. So audio, video, podcast, books but a lot of people comment on books but perhaps don't write about blog posts. So then clearly you'd send them a book. So you understand the type of content. Then next step is, I guess, you mentioned the tone there. So whether it's serious, whether it's not serious, clearly I wouldn't send them perhaps one of our podcasts where we're joking around if there's a, if it's a more serious VP of sales versus some of the more jovial ones out there, which it may be more appropriate. And is there any other layers in this that we need to dive into?
No, I think you've mentioned a garrick point in terms of the tone. I have tonnes of great memes, which for some customers work great but there are going to be some customers where they don't think it's appropriate and it's not to their level. So no, get the tone right. I think the other key is balance. Don't do too much and don't do it, not enough. Try and find that right balance where it might be, I don't know, maybe two or three times a week. You don't want it to become a, a daily thing where again, like I say, you're literally stalking them, liking everything they do and posting really kissy type of comments. You want to find that nice tone where you're showing respect, you're showing that you appreciate them. And yeah, I think just like I say, find that right balance.
Are there any tools that we can use to, not necessarily automate but speed up from this process or just make it easier and bearing in mind, I want to talk about next, whether what we need as content assets and things of that nature. So put that to one side for a second but are there any social media tools or any, there's probably word to describe them but tools that tell us when someone said something rather than us searching for them, if that makes sense?
Yeah, sure. There are some great tools and I've yet to use them properly myself. I think I've done this just by being present on social media enough of a time to be able to find it but there are tools out there. I think there's a tool called Nimble that is a CRM/social tool. And there are other add-ons that you can add into things like Salesforce, where again, it tells you when your prospects and customers are alive on social. I think we're going to see a real influx of social enablement tools. We've got lots of sales enablement tools out there. And I think the rise of social in business, which is going to continue, it's going to become a bigger part of it. We will see a lot more social enablement tools that will do that a lot more effectively.
If you don't own social enablement.com, you should definitely buy it and you should definitely have a book with that name to claim that sub segment of the sales tools market and if you don't somebody who is listening to this, definitely will do, there's all that kind of people in that space. Okay. So what assets do we need then, other than the obvious, which is a great LinkedIn profile. And we've covered that a bunch of times and I'll links and shown it to this episode of salesman.org fewer episodes with Viveka Von Rosen and people like that, we've covered that. She tore my LinkedIn profile apart because it was terrible. So that's a good laugh for the audience. But do we need a website? Do need to be creating our own content? Do we need a page with a bunch of memes so that we can entertain our people within our vertical? What do we need to be able to not necessarily be a thought leader, a guru in the space but to come across as a credible salesperson who is because that one, two steps just ahead of competition?
Yeah. I think that's a good point because there are different types of people you can be on social media. So yes, if you want to be a thought leader at the top of that chart, you probably do need a website. You probably do need a page or a group or something, a podcast, for example, where you're giving something back. But if you are just a and I say just, I don't mean that in a negative way but if you are a salesperson for example and you're using this purely to sell, then I would think, yes, you definitely need a fantastic LinkedIn profile top of the list and you do in my opinion, need to create content. And I think that's something a lot of salespeople are going to start to adapt to be able to do. And it's not as scary or difficult as they think. I am probably similar to you, a salesperson at heart.
That's what my experience in life has been. I don't have a degree in English. I don't have a graphic design degree. All the content that I create, it's just come from experience and passion of what I sell. So, I think creating content and building an asset pool of content because you can create content and use it in so many different ways. But I think those would be the two things you really need to leverage. I don't think as a salesperson, every salesperson's going to want their own website but perhaps a presence on their company's website would help. So whether it's a meet the team page or a place within the business website, they can contribute their content. That would probably be a good thing to leverage.
What is, I forget the sentence you use now but a content pool, what is a content pool? What does it look like on a computer screen with different folders and files within it? And how can that be, this is what peaked my interest, how can that be leveraged repeatedly?
Well, I'll have to do a screenshot of my desktop. You'll see what a content pool looks like. I think I've got 500 plus memes, 250 blogs, 300 quotes. That is my content pool and the way I use that on a repeat basis is when I schedule content. So I'm going on whole holiday next week for two weeks and I'm going to try and take as much of a break from this as possible. And so I'm now in the process of scheduling content for those two weeks that I'm away. So that every day there's content, there's probably 30% is old content from six months ago, nine months ago. And then 70% will be new content that I've created especially for that. So, content is an asset and whether it's just by resharing it or taking that topic and subject and then diving into it in different ways. So I might do a meme about a pipeline and then I'll do different things from that. Maybe it's a blog. a video, could be a podcast, could be an ebook, for example, content could be split in many ways.
And just on this because we've mentioned memes a few times, just give the audience the high level numbers of the attention that your memes get every week because it might seem like something flippant but if you are selling to CMOs and you had a page like yours Dan, doing your numbers for memes for CMOs, they're crazy numbers. Share them with us.
Yeah. So I mean The Daily Sales has just coming up to 300,000 followers on the LinkedIn page alone. It shares content on a daily basis, probably four to six bits of content, usually two to three memes, a blog, a quote, for example and it's making over 10, well, I think it's over 10 to 15 million impressions each month. And we're currently growing by about five to 10,000 new followers every single week. And again, that is just purely meme, quote and blog content shared on a daily basis. That is 95% value giving content.
Hopefully that gives the audience a little bit of a like, oh shit moment of, it doesn't have to be some sterile 2000 word blog post about how, I don't know some, some bullshit that no one really cares about. And you're just trying to put words on a page, which is a lot of the marketing world. There's a crazy statistics of the number of corporate blogs that actually get more than a thousand views is so, is just tiny that it blows my mind that people can actually be paid to do this kind of stuff. And obviously there's this scales to this, obviously HubSpot have an amazing blog for example and they get a tonne of traffic. So there's back and forth of it. But I just wanted to highlight to the audience here that it doesn't have to be a horrible blog post.
It doesn't have to be… Everyone seems to be doing these cheesy LinkedIn videos now where I think, I don't think, I know they can be more of a hindrance potentially than help depending on how good you are on camera and how much shit you're talking essentially, if you can't, if you are not a true expert in the space, you shouldn't be pretending to be. There's multiple angles to go at it. There's my angle of, I'm just trying to learn from the experts like yourself. So I don't need to pretend anything and I can still have a big audience and the content flowing out. So I guess on that, we'll wrap up with this Daniel, are there any, has this ever blown up in your face? Have you ever sent a meme in an email and got a response back of what the hell is this, Dan? Are there any times that this hasn't quite worked out for you?
Oh God, many times. I'd be wrong to lie and pretend it's all been smooth sailing. There has been times where again, I've potentially used memes or emojis and things and then you get back very negative or sometimes slightly aggressive responses. So yeah. Look, it's not for everyone. And like you say, well, I think the key is just be you, you can't win everyone. You can't please everyone. When you try to be something else, when you try to be an expert, when perhaps you need a bit more experience, when you try to claim stuff that isn't true, that's where it tends to fall through. So I've learned to just be me and stick to the content that I'm passionate about. That I love, the topics that I enjoy and not try and be anything more than that. And I think that's the same, whatever you're doing in sales, whatever your position is, just be you, find your tone, find your voice because like we know people buy from people and you can use social to show people you.
And just a final one before the final question, just on this, just to wrap that up because I think this is the really important point. I don't want to gloss over it. How do we, it's one thing to say, just find yourself and perhaps go off to some Buddhist temple and sit on a rug for two weeks in silence and maybe that'll help. But how do we, especially for the younger people, perhaps listening to the show, just getting into B2B sales, how do we know the real us? What am I getting at, how do we know whether we should be corporate will in a suit, which is appropriate for some occasions?
And how do we know when we should be friendly chillaxing, go into, I literally went to jujitsu and wrecked my knee today. And I've just been talking about that on another podcast. How do we know when that is appropriate versus the suited and booted other than making mistake after mistake after mistake, is there any way to narrow this learning path down for those individuals that are not feeling like themself, that are feeling like they've got to be the corporate drone in their sales role?
Do you know, unfortunately practise and experience is going to be the main solution to that. I mean, I found my voice through creating content. So, I've worked in sales for a long time and it was only when I started writing a sales blog or a blog about my sales career and my thoughts on sales that I found my voice and it took plenty of blogs and different of content. There were some terrible blogs in there, some good ones but it was that, that helped me find my voice. And I think it's the same thing when you need to find, whether it's the right time to use a meme or it does come from experience and you are going to make mistakes, just try and keep it to a level don't try and do more than you can do and learn from those mistakes.
I think, ever you spot on there. This is really important. Just make content, do a video, do a podcast, do whatever it is because no one's listening for your first six months doing it anyway, your first three months doing it. So and have the ability to remove it from whatever platform you're do in case you do screw it up completely. But yeah, I think that's probably the best answer I've ever had when I've asked that question of, create the content, write it out and then you'll suss out what works with you and what doesn't. So with that, Dan, I've got one final question to ask everyone that comes on the show and that is, if you could go back in time and speak to your younger self, what would be the one piece of advice you'd give him to help him become better at selling?
Similar to the point we just made, practise more, make more cold calls, send more emails, go to more meetings, just practise more. I think as a young person I found for me, especially you value experience, not a lot at all. You just want to be so much more than you are. And I would like to go back and say, "Do you know what? Just do more, the quicker you learn, the more you practise, the better you get and the quicker you get better at it."
Amazing. Well with that, tell us a little bit about The Daily Sales and your social selling master classes as well. So I know you're crushing it with those.
Ah, no, thanks Will. So The Daily Sales is a sales platform page community it's on LinkedIn, Facebook, Twitter, Instagram, as a website, thedailysales.net. And it just shares content for sales people, very similar to the great content that you share Will, on a daily basis. So please feel free to follow it. And yeah, the other half of what I do is help sales people and companies learn how to use social media to sell properly, not something that I've learned but something I've experienced and done. So I do a one day social selling master class, which just helps people learn the real, it's what we've been talking about today, how you really leverage LinkedIn social properly to sell.
Perfect. And where can we find the master classes?
So if you come to my LinkedIn profile, connect with me, follow me, you'll see all the content for it. My website's just about to go live. It's danieldisney.net. So check that out. It's there just needs a few tweaks.
Perfect. Well, I'll link to all that in the show notes to this episode over at salesman.org. With that Dan, I want to thank you for your time as always mate, I appreciate these conversations and for joining us on the Salesman Podcast.
Thank you very much, Will.


text:
Night's silent hunters may live in your 'hood
If you're a rodent, you don't want those big eyes turned in your direction.
Photo credit: Jim Williams
A female great horned owl on her nest. Females are larger than males, weighing almost 4 pounds
by Val Cunningham
Great horned owls begin nesting in late winter, with some even wearing 'snow hats" as they sit on their eggs.
A barrel shape, a big round head and a heavy mass of sticks: these are the only details you had time to absorb as you drove by a field with a big oak tree.
That shape is a great horned owl, and the mass of sticks is its nest for the year. A pair of red-tailed hawks built the nest and raised their young in it last summer. This year it belongs to a pair of the big owls, who've had their big yellow eyes on it since early in the winter. (One quick aside: those feather tufts on top of the owl's head are neither horns nor ears. These protrusions help the owls look like a tree snag and possibly escape notice as they doze during the day.)
Because great horned owls aren't builders they're eager to find an abandoned nest built the year before by a hawk, bald eagle, crow or even great blue heron. The most powerful owl in North America, these are the first owls to engage in courtship and breeding each year, starting the process in late winter with hoots and calls in the night. A female lays her eggs in late February or early March in our region, then starts the month-long process of egg-sitting, even as late winter rages around her.
Snow hat
In fact, it's not unusual to see a female great horned owl wearing a snow hat as she hunkers down during a storm. She can't leave the nest for more than a few minutes at a time, to keep her eggs from freezing. Even after her two or three chicks hatch, she will keep brooding them for several weeks until they're feathered enough to stay warm.
Why do great horned owls nest so early, people wonder? The answer has to do with how long it takes their offspring to become mature enough to survive on their own, which translates to developing adequate hunting skills. And since they hunt at night—in fact, the night could be said to belong to great horned owls—there's more to learning to locate and catch prey than there is for other raptors like hawks, who hunt by sight in daylight.
Owls have extraordinarily well-developed senses and young owls must learn to use the information gathered by their keen eyes and ears to become successful hunters. Owl ears can hear the tiniest squeak from a mouse hundreds of feet away, and their huge eyes can see in very low light. But it takes dozens of misses before they successfully pounce on their first mouse or vole with those sharp talons.
Kids tend to like gross things, so they're fascinated by one of the products of an owl's unique digestive system, the dark, cigar-shaped pellets often found under an owl's roost tree. Owls generally swallow their prey whole, and lack the stomach juices to break down fur and bone. So after the protein portion of their prey moves to the small intestines, the indigestible stuff gets packed together and coughed up as a furry pellet hours after eating. Researchers (and school classes) pick apart owl pellets to get an idea for what the raptors have been eating. The great horned owl's diet, while broad, is primarily made up of small mammals.
However, they are fierce, powerful hunters and will kill and eat other big birds like hawks, herons and other owls, as well as mice, voles, rabbits, porcupines and even skunks. Although most predators avoid skunks, great horned owls seem to relish them; in some cases parent birds bring back so many skunks for their offspring that their nest can be located by smell. Sometimes called "tigers of the night," due to their ferocity, great horned owls help keep rodent populations in check.
Duluth ornithologist and naturalist Laura Erickson, in her recently published Twelve Owls, notes that we live in close proximity to owls, even in cities and suburbs. Most Minnesotans, she says, live less than five miles from an owl.
And since great horned owls are our most plentiful owl species, chances are that this owl doesn't live far from you.
St. Paul, Minnesota resident Val Cunningham, leads bird hikes for the St. Paul Audubon Society and writes about nature for local, regional and national newspapers and magazines.
Red-Bellied WoodpeckerJanuary 29, 2014 - 5:42 pm
8 Ways to Help BirdsDecember 29, 2013 - 5:20 pm
The Squeaky Bird of the ForestNovember 16, 2013 - 7:20 pm
Bird World Changes With the SeasonsOctober 16, 2013 - 7:48 pm
A River of Birds Stream by at NightSeptember 16, 2013 - 8:19 pm
Grosbeaks are the Bandana BirdJuly 19, 2013 - 7:26 pm
Blue Indigos Catch the Eye — and EarJuly 19, 2013 - 7:12 pm
Nest Cams Put You in the Catbird SeatJune 19, 2013 - 7:40 pm
It's Hooting Season for Great-Horned OwlsFebruary 19, 2013 - 7:48 pm
Watch for Handsome, Hungry Winter FinchesJanuary 19, 2013 - 8:02 pm
Birds Triumph Over the ColdDecember 20, 2012 - 6:47 pm
Downies, the Pocket-Sized WoodpeckersNovember 20, 2012 - 6:54 pm
Birds Eating WeirdlyOctober 20, 2012 - 7:22 pm
Cranes families are on the moveSeptember 20, 2012 - 7:35 pm
Songs subside as birds rear their youngJuly 20, 2012 - 7:45 pm
Blue Jays Get a Bad RapJune 21, 2012 - 3:25 pm
The Incredible EggJune 21, 2012 - 3:21 pm
Nature's TurncoatsMay 21, 2012 - 3:32 pm
Night's silent hunters may live in your 'hoodApril 21, 2012 - 4:07 pm
Beautiful Springtime MusicApril 21, 2012 - 3:45 pm
Beautiful Springtime Music Nature's Turncoats

redpajama_set_name: RedPajamaCommonCrawl


text:
Regeln » has returned to the Cincinnati Reds clubhouse four
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Cast on a multiple of 7 sts + 1.
Row 1 - RS: * Ssk, k5, yo; rep from * to last st, k1.
Row 2: P1, * p1, yo, p4, ssp; rep from * to end.
Row 3: * Ssk, k3, yo, k2; rep from * to last st, k1.
Row 4: P1, * p3, yo, p2, ssp; rep from * to end.
Row 5: * Ssk, k1, yo, k4; rep from * to last st, k1.
Row 6: P1, * p5, yo, ssp; rep from * to end.
Row 7: K1, * k1, yo, k4, k2tog; rep from * to end.
Row 8: * P2tog, p3, yo, p2; rep from * to last st, p1.
Row 9: K1, * k3, yo, k2, k2tog; rep from * to end.
Row 10: * P2tog, p1, yo, p4; rep from * to last st, p1.
Row 11: K1, * k5, yo, k2tog; rep from * to end.
Repeat Rows 2 - 11.


I considered our marriage to be a success. Mike would often brag about it, emphasizing to whoever would listen that we had been married for 60 years. And now, totally unprepared, I was being kicked out of our home. Unbelievable!
PHOENIX - Jan. 23, 2019 - s4story -- The book "When Love Meets Dementia" is the story of a love so strong it withstood the devastating impact of a little known brain disease called Frontotemporal Degeneration (FTD).
A personal memoir, full of inspiration, hope, information and research about FTD, it's a must-read for caregivers, physicians, spouses, family members and anyone dealing with dementia.
About the Author: Ada Anbar is a long time educator with a Ph.D. in Early Childhood Education from the University at Buffalo, New York. After a 40-year teaching career, she now is a full-time writer.
Anbar is author of several parenting books that discuss early childhood development issues and the difficulties that mothers encounter in balancing their needs with those of their young children.
Anbar's latest book titled "When Love Meets Dementia – Frontotemporal Degeneration (FTD) and the Family", is based on her experience with her late husband.
"When Love Meets Dementia" published by McFarland & Company Publishers, Inc. is available at Barnes & Noble, Amazon, and fine bookstores everywhere.


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text:
Q: Background timer function in WIndows phone 8.1 I'm developing windows phone 8.1 Application. I have timer function that works perfect in foreground. I need to send report every 30 seconds when Panic button is on.
Here is My Timer Class,
 public void Start_timer()
    {
        DispatcherTimer timer = new DispatcherTimer();
        timer.Tick += timer_Tick;
        timer.Interval = new TimeSpan(00, 0, 30);
        bool enabled = timer.IsEnabled;
        timer.Start();
    }

 async void timer_Tick(object sender, object e)
    {
        // string which collects data.
       URL_log_string = device_id_string + "," + UTCdatetime + "," + lng + "," + lat + "," + speed + "," + heading + "," + alt + "," + "," + battery_level + "," + accuracy + "," + 1 + "," + "," + 0;

       //Locally log storage
       Log_Class_Object.Save_Data_in_Log("Panic Sent ", URL_log_string);
       URL_log_string = "";

    }

my background Class is to implement background task.
class Task_Class
{

    public sealed class ExampleBackgroundTask : IBackgroundTask
    {
        public async void Run(IBackgroundTaskInstance taskInstance)
        {
            BackgroundTaskDeferral _deferral = taskInstance.GetDeferral();

          //

            _deferral.Complete();
        }

    public static async Task<BackgroundTaskRegistration> RegisterBackgroundTask(String taskEntryPoint, String name, IBackgroundTrigger trigger, IBackgroundCondition condition)
       {
           foreach (var task in BackgroundTaskRegistration.AllTasks)
           {
               task.Value.Unregister(true);
           }
           await BackgroundExecutionManager.RequestAccessAsync();
           var builder = new BackgroundTaskBuilder();
           builder.Name = name;
           builder.TaskEntryPoint = taskEntryPoint;
           builder.SetTrigger(new TimeTrigger(15, false));
           //var ret = builder.Register();

           BackgroundTaskRegistration related_task = builder.Register();

           return related_task;
       }

   }
}

Here is My xmlmanifest screen shot.

I don't have idea how to call this timer class in background. Cooperation in this regard will highly be appreciated.

A: You cannot use DispatcherTimer in background task
Use ThreadPoolTimer
    TimerElapsedHandler handler=function;
        ThreadPoolTimer.CreatePeriodicTimer(handler, TimeSpan.FromSeconds(30));

 async  private void function(ThreadPoolTimer timer)
        {
            URL_log_string = device_id_string + "," + UTCdatetime + "," + lng + "," + lat + "," + speed + "," + heading + "," + alt + "," + "," + battery_level + "," + accuracy + "," + 1 + "," + "," + 0;

   //Locally log storage
   Log_Class_Object.Save_Data_in_Log("Panic Sent ", URL_log_string);
   URL_log_string = "";

        }

redpajama_set_name: RedPajamaStackExchange


text:
All results / Stories / Frank Washington
When you're offered seat time in a McLaren GT, take it. The 612 horsepower Supercar was very livable because of its translucent roof. It was very open and very fast — 0 to 60 mph— in 3.1 seconds. And comparably affordable, $217,155. The GT was low, and it was a long – 15 feet. It was all about speed. It had a carbon fiber structure and aluminum body panels underpinned its segment-leading light weight and outstanding dynamic agility. There was a proactive damping system that delivered a surprising comfortable ride, almost like a midsize sedan. A hydraulic steering system made for great handling. This car did not drive anything like it looked. It was quiet, rode smooth, it comfortable, even though it was a two-seater and there was plenty of room inside all round. Nappa leather trim features as standard but this can be upgraded to soft grain luxury leather or Alcantara®, depending on vehicle specification and customer preference. SuperFabric® trim for the rear luggage bay is another option, the innovative woven fabric infused with a layer of tiny, armored guard plates providing increased resistance to stains, cuts, nicks, and abrasions, as well as being breathable, easy to clean and quick to dry.
By Frank Washington
Nothing cut-rate about 2022 Volkswagen Taos
DETROIT – Volkswagen has shifted its product lineup upstream without a lot of fanfare. Just look at the Taos. It is the brand's entry level crossover but there is nothing cut-rate about it. We had the front-wheel-drive version, and it had a wheelbase of 105.9 inches; it was 72.5 inches wide and 64.4 inches tall. The point is that the Taos had heft and size. It just didn't seem small. There was a sculpted hood and Volkswagen's signature three-bar grille. It had a molded front bumper with side air intakes and large lower intakes that gave it a sporty face. LED headlights, Daytime Running Lights (DRLs) and taillights are standard across all trims.
2022 Lexus GX 460
The Lexus GX 460's toughest competition may come from its siblings; there are five crossovers and sport utilities that wear the Lexus badge. The GX 460 lay toward the top of the model lineup. It is nearly impossible to not identify because of its huge Spindle Grille. This is a tree-row sport utility. It was powered by a 4.6-liter V8 that made 301 horsepower and 329 pound-feet of torque. It was mated to a six-speed automatic transmission. The GX 460 was not a gas sipper. It got 15 mpg in the city, 20 mpg on the highway and 17 mpg combined. Still, the vehicle was appreciated. It had a towing capacity of 6,500 lbs., great for boat hauling. Lexus said towing was aided by trailer sway control and vehicle stability control for straight-line tracking.
Phoenix – Lexus intends to expand and diversify its customer base with the new NX. To that end the luxury brand has diversified the NX's offerings. There are now four models, with four different engines, a new grille and it is a better-looking small crossover, which is no longer that small. They've refined the spindle grille and added full-width blade taillamps and LEXUS' rear badging. At the front, the updated grille pattern and frame created a more integrated feel to the body of the vehicle. Made up of tall U-shaped blocks, the spindle grille is designed for a three-dimensional effect and creates a sense of depth while expressing a strong impression. Framed on top by the L-shaped daytime running lights, there were optional three-projector headlamps. In the rear, the Lexus logo was redesigned. The use of the L emblem has been replaced by a new, unified LEXUS logo located at the center of the vehicle. A full-width blade rear combination lamp and an L-shaped lamp on the rear fender are separated to make the expression unique to the NX. The light bar lamps are constantly illuminated at night to function as a taillight and illuminate the rear brand signature.
2022 Audi A3/S3
Denver – Audi has redone its entry level sedans, the A3 and the S3. They are both all new. These sedans have been around since 2005 and neither seemed the worse for wear in terms of the time they've been on the market. But the entry level premium/luxury market is growing and getting crowded with more entries. So, Audi decided to put some polish on the sheet metal, throw in more pronounced creases and make the operative word for the 2022 Audi A3/S3 more.
2021 Jaguar E-Pace 300 Sport
DETROIT – As Jaguar has scaled its way back into viability in the luxury market, it seems that a main part of its characteristic has been overlooked. Yes, the British brand is a luxury marque. But it is also and has always been a luxury performance brand. We had the 2021 E-Pace 300 Sport for four days. It was a small crossover that is the entry level into the Jaguar lineup. Recently refurbished, it had a 2.0-liter turbocharged four-cylinder engine under the hood that made 296 horsepower and 295 pound-feet of torque. This was more than enough oomph to move the vehicle with ease and with a lot of speed.
SAN ANTONIO, TX — We came here to evaluate the 2022 Toyota Tundra. This full-size pickup truck was one of the few products the automaker has introduced in this market that just didn't measure up. But we really can't say that anymore. With any pickup, its worth can be measured by what is under tight hood. And the 2022 Toyota Tundra's new powertrain is the ante that may make truck buyers look at it seriously. The basic engine is a twin turbocharged 3.5-liter V6 that made 389 horsepower and 479 pound-feet of torque. It was mated to a 10-speed automatic transmission. True truck buyers are obsessed with horsepower and torque. And the new Tundra's 479 pound-feet of oomph put to the pavement kicks in at 2,400 RPM. Before we go any further, we need to say that the Tundra is all new. During a deep dive at the company's Plan, TX, headquarters we were told that every part, big and small, had been changed on the 2022 version of the Tundra They've branded this engine i-Force. However, there is a second engine. The i-Force MAX, which has a hybrid component, makes 437 horsepower and 583 pound-feet of torque. It too was mated a 10-speed automatic. We climbed into a 2022 Toyota Tundra SR5 TRD Sport. It was powered by the smaller V6 that made 389 horsepower. The interior was dominated by a 14.3-inch infotainment screen.
2021 Land Rover Discovery R Dynamic S
In our view the most impressive thing about the Land Rover Discovery was under the hood. Our Discovery R Dynamic S had a 3.0-liter straight six that made 355 horsepower and 369 pound-feet of torque. It was mated to an eight-speed automatic transmission with paddle shifters. This combination got 18 mpg in the city, 24 mpg on the highway and 21 mpg combined. It still had the heft of a Land Rover, but this new edition was sleeker. Yes, it had the clamshell hood, but there were new LED headlights with daytime running lights with sweeping front and rear turn signals. At the rear, the New Discovery featured new LED lights, which were joined across the back by a new black panel.
2021 Mercedes-Benz E450 4Matic
Detroit - It sounds like a huge insult but the new Mercedes-Benz E450 is much better than the car it replaces. And the first place to start with this sedan is under the hood. The twin turbo V6 has been replaced with an inline 3.0-liter turbocharged six-cylinder engine. It made 362 horsepower and 369 pound-feet of torque at a ridiculously low 1,600 RPM. It was mated to a nine-speed automatic transmission with paddle shifters. But it gets better. The E450 was equipped with Mercedes' EQ or electric boost system. In this case, it was a 48-volt hybrid with an electric motor that added up to 21 horsepower and 184 more pound-feet of torque to assist the turbo spool up.
St Helena Ca - When it comes to the 2022 Infiniti QX60, it is not about horsepower, torque, or bulk. The three-row crossover is about understated refinement and elegance. Yes, it had a 3.5-liter naturally aspirated V6 that made 295 horsepower and 270 pound-feet of torque. It was mated to a nine-speed automatic transmission. The combination got 20 mpg in the city, 25mpg on the highway and 22 mpg combined. Front wheel drive is the natural setup for the QX60, but we had an all-wheel drive model with paddle shifters, and it could tow up to 6,000 lbs. There was also a panoramic roof.
2021 Nissan Rouge
The 2021 Nissan Rogue is a real piece of work. There were high points and low points. The interesting thing was the highs were up there and the lows were not that bad. Under the hood was a 2.5-liter four-cylinder engine that made 181 horsepower and a matching 181 pound-feet of torque at 3,600 rpm. That was the low; full torque was not engaged at a low enough rpm to give the Rogue some real muscle from relatively slow speeds when needed. But what really caught our attention was the transmission. It was a continuously variable transmission that Nissan has branded Xtronic. The company has invested a lot of time and money ridding or, minimizing most of the things that prevent CVTs being embraced by the driving public.
2021 Lexus RX 350 AWD F Sport
DETROIT – When you make one of the most popular luxury sport utilities on the planet, why change it before it is time? Thus, the product planers at Lexus did not do that much to alter the 2021 Lexus RX 350, or the 2022 version. Engineer's added blind spot monitor with rear traffic alert, and they added power folding auto diming side mirrors. They added and then made wireless charging optional, and they renamed the performance package the handling package. There were a couple of interior colors added to the palette, but our interior was a dulled red, which was not hard on the eyes. And the sheet metal was a gun metal grey. Lexus called it Nightfall Mica. It still befuddles us that people get paid a lot of cash to come up with these names. Anyway, the specs on the 2021 Lexus RX 350 AWD F Sport are impressive. It was powered by a 3.5-liter 295 horsepower V6 engine that made 267 pound-feet of torque. This engine is normally aspirated, it has been around for years, thus it is a tried and tested reliable set of pistons. The car had sport instruments. There was an odometer with a digital speedometer in the middle. The temperature and fuel gauges shared the same housing and the TFT screen was on the left.
2022 Toyota GR 86
Toyota has retrofitted its GR 86. For the uninitiated, this is a world class 2+2 sports car. That may sound strange in a utility vehicle world, but the automaker is looking for incremental sales; perhaps as many as 13,000 annually. And they did this the only acceptable way with sports cars. Improvements were incremental. The engine was bumped up from 2.0-liters to 2.4 liters. That gave the 2022 GR 86 18 percent more horsepower and 11 percent more torque. That is 284 horsepower and 184 pound-feet of torque. The GR 86 keeps its horizontally opposed four cylinder or boxer engine; but engineers also tweaked the engine so that torque comes far earlier in the power curve, at 3,700 rpm versus 6,000 rpm on the previous model. The bore was increased to 94 mm from 86 mm for 20 percent more displacement. That bumped the engine up from 1,998 cc to 2,387 cc. Doesn't sound like much but it translates into a better zero to 60 time from 7.0 to 6.1 seconds for the manual. Almost a second faster and that is significant. For the automatic the reduction was even more, it was 8.0 to 6.6 seconds.
2022 Mitsubishi Cross & Outlander
living@thetimesweekly.com ANN ARBOR, MI – Mitsubishi is back. Or a more conservative view is that it is progressing nicely. We came to this college town just west of Detroit to get a look at the Outlander and the Eclipse Cross. Before we go any further, we are more than pleased to report that the automaker has refined the grilles on both crossovers. They look like a full piece rather than being horizontally cut in half. That alone to us was a major improvement. What Mitsubishi representatives told us was by summer they will have refreshed their product lineup and we will see a redesign of their flagship, the Mitsubishi Outlander.
Small use to be a synonym for cheap but not anymore. We test drove the 2021 Hyundai Venue and were impressed. It was a subcompact crossover, it seems the category has grown, because of its performance and size. It was powered by 1.6-liter four-cylinder engine that made 121 horsepower and 113 pound-feet of torque. It was mated to a continuously variable transmission that had been engineered to simulate automatic shifts. This it did nicely.
2021 Mazda MX-5
The 2021 Mazda MX-5 is an enthusiast's throwback. It is a two-seat sports car in a real sense of the words. We had the MX-5 RF; the RF stood for retractable fastback. In other words, the roof retracted into the tonneau cover in a relatively quick 13 seconds, creating a roadster.
We have driven more all electric vehicles in the last three months than we have in a lifetime. What seemed like the distant future is now upon us. The latest wattage on four wheels we've evaluated was Volkswagen's ID.4. We have no idea what that stands for. But we can share some truths. The ID.4 was quiet, but it was not silent. Road noises combined with wind noise provided that aural sense needed when driven. Trust us, absolute silence while driving can be dangerous. And we have been surprised that electric vehicles function like internal combustion powered cars. They are quick, steady on the road and they have the same equipment; Volkswagen's ID.4 included.
2021 Genesis GV80
Detroit – Genesis did it backwards. The luxury car-maker introduced first rate luxury sedans when it entered the U.S. market in 2015. The problem was the market was speedily shifting to crossovers. Although they never said it, but Genesis' launch plan called for sedans before utility vehicles. Since we are talking years of development and billions of dollars to make its luxury car lineup happen, we did not see a sport utility until the 2020 model year. But the GV80 has been worth the wait. It was dominated by Genesis' crest grille. There was a Parabolic line that ran along the side, accentuated by power lines above each wheel. The quad lamps, which flanked the grille, required sophisticated technology, that's what Genesis wanted as its brand identification. The bottom line was that the headlamps were distinctive, garnering attention wherever we went. The Genesis GV80 had a unique face that turned heads. The quad lamp look, it was repeated in the rear, will come to define Genesis.
It has been a while since we test drove an Infiniti. Thus, we forgot the identity of the brand: speed, quickness, and maneuverability. We had the 2022 QX55 crossover and were surprised on several levels. First, it was quick and fast. Powered by a 2.0-liter turbocharged four-cylinder engine that they got 268 horsepower out of and 280-pound feet of torque. To our surprise, this engine was mated to a continuously variable transmission. It had paddle shifters. Infiniti engineers mastered getting the transmission to move the QX55 almost instantly from driver input. The QX55 was fast; we pushed the peddle to the metal on one of the expressways here and found ourselves looking at 80 mph and the engine wasn't even working hard. It had a MacPherson strut front suspension and an independent multilink rear suspension. In other words, it was set up for smooth riding at high speeds and comfortable transport at low speeds.
We just drove the future. The Chevrolet Bolt EUV is an electric vehicle but it goes a step further. In a phrase, it can drive itself -- sorta. Chevy calls it Super Cruise. It is a driver assistance feature to maintain your current lane. It works in conjunction with adaptive cruise control. And the system will alert the driver when he or she needs to take control. It works on compatible roads, meaning thoroughfares with painted lanes and medians, that separate opposing traffic. It uses a GPS system, map, a network of cameras and sensors that maintain control of steering. The adaptive cruise control maintains the gap between the vehicle you're following. There is also a driver attention alert to make sure the driver stays alert. In other words, you can't engage this system and then take a nap or sightsee. Chevrolet is careful to emphasize that Super Cruise is not a self-driving system.


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Distance Education Leaders in Latin America and the Caribbean
Patrícia Lupion Torres and Claudio Rama
VOL. 5, No. 1
Distance higher education has only relatively recently been established in some Latin American and Caribbean countries, as part of wider higher education reforms. It has steadily boosted enrollment since the 1970s but despite its growth and significance, the overall contribution and coverage of distance education are still marginal. However, the existence of distance education systems contributes to the increased complexity of higher level education in this region, allowing greater diversity in the use of technologies.
Distance education is a method for increasing access to higher education but it was initially characterised in Latin America by simple and predominantly low-quality education systems and learning resources, offering very limited institutional care for students. To policymakers, in general, distance education was regarded as a second-class education for citizens excluded from traditional higher education systems. However, over recent decades, distance education has undergone significant transformation, with the addition of virtual processes as well as greater innovation, standardisation, complexity, and differentiating processes within university systems. At a regional level, these new realities have resulted in increased public policy focus and the gradual growth of distance education as a more important sub-sector.
Distance education in Latin America and the Caribbean struggles against traditional instructional paradigms and strongly consolidated views regarding its low quality. It also faces many challenges that include scarce resources, limited teacher capacities and low social recognition. The absence of a comprehensive quality assurance system focused on learning outcomes has resulted in perceptions of its low quality. It is a sector with low cultural capital and less political weight.
In the first decade of the twenty-first century, with the virtualization of educational processes and increased regulation, distance education started to improve its quality standards while expanding its coverage. In 2008, all distance education, especially blended learning programmes, accounted for only 1.3% of total education coverage, with about 164,000 students. Increasingly, there has been a process of blending distance education with traditional methods to create mixed models, especially since 2010, as more countries have started to offer online programmes. Several countries have started to allow completely online courses, and institutions have begun focusing increasingly on distance higher education. Consequently, dynamic multi-models have been created in which blended online offerings are presented to differing extents, along with traditional classroom courses.
Growth in the provision of distance education has been evident in not only the private sector, but also the public sector. Its popularity has increased due to an increase in low-income family resources, professional job market demands, private sector participation in distance programmes, and due to a decrease in the costs of communication and digital information infrastructure. Although it remains a sector controlled and limited by strong laws and regulations that engender lower levels of coverage in some countries such as Peru and Uruguay, distance education in larger countries such as Brazil, Mexico, Argentina, Colombia, and Ecuador have expanded to attain coverage of between 10% and 20%. This was the result of the sheer prevalence of the private sector, and an increased offering of technical and graduate programmes.
Initially, unimodal blended learning models were established in Latin America and the Caribbean, with the mandatory requirement for some classroom attendance, especially for assessment (Mena, 2008). However, with digitisation, online courses have become widespread. Current legislation on distance education in Latin America, shows little difference between the different models.
This has led to the creation of multi-modal university offerings in distance education because of the availability of 100% online courses, as well as a break with traditional rigidity, which is leading to the emergence of new forms of assessment and accreditation. They transcend the traditional document review procedures, inputs, and processes with numerical indicators relating to the assessment of students' learning outcomes.
Latin America is formed of 20 countries and 11 territories. (As the latter are not independent, they cannot be considered countries, despite being part of Latin America). The developments of distance education have been the result of sustained efforts of leading thinkers and practitioners in the region. In this article, several leading distance education professionals coming from some of these countries are presented as recognition of their contribution to the development of distance education in the region.
Marta Mena
Professor Marta Mena has had a long career in distance education in Latin America. She started working in this modality in the National University of Luján in the 70s. She was president of the Argentine Association of Distance Education (AAED) when she also served at the National Council for Scientific Research and Technique (CONICET) on the curricular project of distance learning for science teachers. She directed the Teacher Training and Support Program (PROCAD) of the City of Buenos Aires. She served at the Faculty of Economic Sciences of the University of Buenos Aires (UBA) from 1984 to 2006 as a consultant, prosecutor, undersecretary, and finally pedagogical secretary. In these positions, she created Distance Learning Programmes for the four undergraduate courses in the Faculty and in the Continuing Teacher Training Programme. This last programme became a career for virtual teachers in the Faculty and was adopted by different universities in Argentina. Between 2006 and 2012, she was a consultant to the World Bank, and led Electronic Training (PROCAE) for the virtual training of Public Officials of Argentina and neighboring countries. Since 2012, she has managed the Virtual Training Programme for Researchers (PROFORVIN) at the Secretariat of Science, Technology and Post-Graduation from the National Technological University (UTN) in Spain and throughout Latin America.
Beatriz Fainholc
Professor Beatriz Fainholc obtained a doctorate in Education (Interactivity in distance education) from the National University of La Plata, Argentina and undertook post-doctoral studies in Virtual Pedagogy from the University of Illinois, Urbana-Champaign, USA. She held a Fellowship with the Ministry of Foreign Affairs of the Government of Canada (twice) to study, investigate, and report on open and distance education universities. She is a founding Member of the Argentine Association of Distance Education and an Academic Member of the Mexican Academy of Distance Education. She is a professor and researcher in Argentine and foreign universities in both undergraduate and graduate courses in Educational Technology, and ICT in distance education within the fields of science, society, and digital culture.
Fredric Litto
Professor Fredric Litto has been Founding-President of the Brazilian Association of Distance Education (ABED) since July 1995. He was Professor of Communications of the University of São Paulo from 1971 until 2005, when he retired from full-time activities. He is now Professor Emeritus of that institution, Brazil's leading public research university. In the USA, he worked on radio production (Pacifica Foundation and Indiana University) and began working with computers in 1964, which led to the organisation and publishing of one of the first reference books in the humanities in the USA using a mainframe computer for content organization. Professor Litto has held various post-doctoral research positions. In 2008 and 2011, he co-authored the books Distance learning-state of the art: Vols 1 & 2 (Litto & Formiga, 2008 & 2011) which received the award for best book in education from the Brazilian Publishers Association; and the Association for Educational Communications and Technology (USA) awarded him the "De Kieffer Prize" for "International Educator of the Year ". In 2011, his second book, Learning at a distance (Litto, 2010) was awarded the prize for best book in informatics and technology by the Brazilian Publisher's Association. In 2013, the Syndicate of Engineers of the State of São Paulo conferred on him title of "Personality of the Year in Technology, Entrepreneurship and Innovation in Education" for his work in the development of engineering and technology in Brazil. In 2014, the OpenCourseWare Consortium (MIT) selected him to be recipient of its "Prize for Lifetime Achievements," "in recognition of his efforts to expand access to learning". Professor Litto's contribution to strengthening distance education in the region has been substantial.
Daniel Farkas
Daniel Farkas is a public administrator of the University of Chile and did post-graduate studies in Spain. He has been director of several organisations including the department of social services linked to the Ministry General Secretariat of the Government of Chile and the National Training Service of the Ministry of Labor and Social Planning of Chile. He is the author of several publications on eLearning and has received distinguished recognition for his outstanding career related to innovation and the development of training and qualifications through ICTs. He is a recognised authority in distance education and eLearning and is currently president of the corporation of private universities.
Henry Rodriguez Serrano
As Dean of the University of San Marcos (USAM), he was a pioneer in offering the first 100% online teaching degree programs in Business Management and Accounting. Although undergraduate distance education programs and some graduate programs provided via a virtual modality had already been offered for several years, the USAM was the first to enter the higher education sector using this new learning modality. Professor Rodriguez has also contributed to distance education in Costa Rica by generating debates in the media about the advantages of this form of study. The construction of online programs has been a cornerstone of the University of San Marcos, allowing it to focus on improving content quality indicators and learning objectives, as this institution is a national pioneer and leads in training "virtual" professors, so that they can understand their new role in university education
Mary Elizabeth Morocho Quezada
Professor Mary Elizabeth Morocho, from the Technical University of Loja-UTPL, is the Vice-Director of the Latin America and Caribbean Institute for Quality in Distance Higher Education (CALED). This institution has contributed to developing and improving higher distance and online education by designing guidelines and tools for the evaluation, accreditation, and certification of distance and online undergraduate programs, as well as providing accessible online training. She has provided expert quality training at Distance Superior Education (ESAD) and the development of global-level cooperation projects. She currently works as coordinator of the Focal Point of Quality for Latin America and the Caribbean regions with a two-year mandate (2016–2018), having been appointed by the International Council for Distance Education (ICDE). This allows her to develop strategies to improve the quality of distance education in Latin America, along with six other regions: Europe, North America, Asia, Africa, Oceania, and the Middle East. Her contributions to distance learning have therefore been considerable.
Judith Zubieta García
As Secretary of Educational Innovation (2004–2009) in the "Coordination of Open and Distance Education" (CUAED) at the National Autonomous University of Mexico (UNAM), Judith Carcia has contributed to implementing formal distance education programs and also participated in the design and establishment of the regulatory framework governing Distance Education at UNAM. As Director of CUAED between 2012 and 2015, she focused on training and updating professors, expanding the institution's graduate programs, and improving the quality of these programs. From a broader perspective, she contributed to UNAM's reflection on and discussion of new pedagogical models; the use of technology in teaching and learning processes; the design and development of open educational resources, and the establishment of methodologies and evaluation criteria. As President of the Common Space for Distance Higher Education (ECOESAD, 2012–2014), she placed special emphasis on offering continuing education courses and made a major contribution to a project, led by the Federal Secretariat of Higher Education, to define the legal framework for a National System of Distance Education and its evaluation schemes.
Fernando Gamboa
Professor Gamboa obtained a Master's and a Ph.D. degree in Computer Science from Paris-Sud University, France. Since 1999, he has been working at the Apollo Science and Technological Development Center of UNAM, where he coordinates the project entitled "El Aula del Futuro" (The Class of the Future). He has held several positions, including: Coordinator of the Spaces and Interactive Systems Group for Education of The Centre for Applied Science and Technology (CCADET) from 1999 to 2012; Scientific Director of Virtual Educa, a multilateral initiative administered by the Organisation of American States (OAS) from 2005 to 2016; and Secretary of Educational Innovation in the Coordination of the Open University and Distance Education of UNAM from 2009 to 2014. In this last position, he contributed to the increase of UNAM's student enrollments in open and distance modalities from 15,000 to 28,0000 students. Teacher training programs for students were also redesigned. He also participated in meetings and negotiations that allowed UNAM to be the first university in Latin America to offer Massive Open Online Courses (MOOCs) in Spanish, in partnership with Coursera. His contributions to distance education and online learning in Mexico have therefore been significant.
Ricardo Mercado
As General Director of the Virtual University of Veracruz from 2003 to 2009, Professor Ricardo Mercado created the first free online courses and degrees at the institution. Subsequently, between 2009 and 2014, he worked as Academic Director of the Clavijero Consortium Institute, a public higher education institution that is fully online. In 2007, he was invited by the National Council of Science and Technology to participate in a focus group responsible for formulating evaluation criteria for graduate distance programs. Recently, he has worked as consultant for the Inter-Institutional Committees for the Evaluation of Higher Education (CIEE in institutions) in the revision of the Self-Evaluation Guide for Higher Education Programs. He participated in the formulation of policies that guided all distance education in his country. His latest publications address the following topics: online collaborative learning, mass online courses, and the influence of ICT on access and quality of education in Mexico in response to the Incheon Declaration (World Education Forum, 2015). His publications are essential reading for all those who wish to start their work in distance education.
Henry A. Chero Valdivieso
Dr. Henry is a post-graduate professor and director of international cooperation at the Catholic University of Los Angeles in Chimbote. He graduated in Mathematics Education from the National University of Trujillo - UNT, gained a master's degree in education with specialization in research, curriculum and university teaching and a PhD in Education Administration. His greatest influence in the area of distance education is the fact that he is the creator and promoter of the Latin American and Caribbean Teacher Network (www.reddolac.org - RedDOLAC). This network contributes to the training of thousands of teachers who are essential to the future development of the region.
Juan Tito Melendez Alicea
Juan Melendez Alicea is a Professor in the Department of Art, Technology, and Innovation at the School of Education, Río Piedras Campus, and a member of the Institutional Council of Distance Education in the university system of Puerto Rico.
He started working with technology in education in 1975, and with distance education in 1985, in a project with the University of the Virgin Islands. Since 1990, he has been conducting research and publishing studies on distance education and has presented his work in many countries. He obtained a degree in political economics and then continued his graduate studies in information science in Albany, New York. He received his doctorate in education from the Inter-American University of Puerto Rico and undertook advanced studies at the University of Cambridge, England. His online work has influenced and guided many teachers in their distance education careers. He is a respected authority in Latin America for themes related to distance education.
Cristina Contera
In 2006, as Coordinator of the Academic Unit of the Pro-Rectorate of Education of the University of the Republic of Uruguay (UdelaR), Professor Contera started investigating the educational use of ICT in education with a small interdisciplinary team.
She participated in the development of a project submitted to the Spanish Agency for International Development Cooperation (AECID) and obtained funding to implement a Virtual Platform (EVA) at UdelaR. Today, this initiative includes more than 200,000 users (professors, students, and researchers) and has enabled the implementation of powerful virtual environments. Currently working at the Ministry of Education and Culture (MEC), she has implemented a Virtual Observatory for Higher Education composed of a pool of experts from all public and private higher education institutions in the country. It is the first time that a space with these characteristics has been created, and its potential for future development is very powerful. This group contributed significantly to defining regulatory frameworks for distance and online education that did not previously exist.
Irama F. Garcia
Irama Garcia is an Associate Professor at the Faculty of Dentistry of the Central University of Venezuela, and has worked with distance education and elearning for many years. She was the head of the course Introduction to the Study of Dentistry and coordinator of distance education at the dental school. She was president of the Venezuelan Association for Distance Education for two terms, from 2006 to 2008 and from 2008 to 2010. She was also vice-president of the same association from 2010 to 2012. She has been honoured by various awards for her work in the area of education and distance education. By holding these positions in the most important national associations of distance education, she has become a noted authority for all who work with distance education in the country.
Brief Concluding Remarks
The rapid spread of the Internet, development of computer systems, and digital convergence, along with the flexibility of authorization requirements for distance programs, are all leading to greater democratization of education in most Latin American and Caribbean countries. Distance education has the potential to be one of the most important future levers in the growth of higher education, due to its lower costs, quality, wider access, ability to individualize learning, and scalability. These are still the first steps in an ongoing process that will require more research, innovation, investment, and resource training. Policies that do not limit education to rigid protocols and standards will also be required. Future developments in distance and online learning in Latin America will also need the strong leadership that has been illustrated in this article.
Litto, F. M. (1969). American dissertations on the drama and the theatre: A bibliography (1865-1965). Kent, Ohio: Kent State University Press.
Litto, F. M., & Formiga, M. (Eds.) (2008). Educação a distância – O estado da arte. São Paulo: Editora Pearson/Prentice Hall.
Litto, F. M. (2010). Aprendizagem a distância. São Paulo: Imprensa Oficial, Retrieved from https://www.imprensaoficial.com.br/downloads/pdf/12.0.813.730.pdf
Litto, F. M., & Formiga, M. (Eds.). (2011). Educação a distância – O estado da arte. Vol. 2. São Paulo: Pearson.
Mena, M., et.al (2008). La legislacion de la educacion a distancia en America Latina. ICDE, Unad, Virtual Educa. Bogota.
World Education Forums (2015). Incheon Declaration. Retrieved from http://en.unesco.org/world-education-forum-2015/incheon-declaration
Dr. Patrícia Lupion Torres holds a degree in pedagogy from the Pontifical Catholic University of Paraná (1981), a master's degree in Education from the Pontifical Catholic University of Paraná (1994, a PhD in Production Engineering from the Federal University of Santa Catarina (2002) and a post-doctoral qualification from Port University in Portugal. She is currently Coordinator of the Stricto Sensu Postgraduate Program in Education at PUCPR, titular professor at the Pontifical Catholic University of Paraná and permanent professor of the master's and PhD programmes in Education at PUCPR. She was also: member of the Board of Directors of the Brazilian Distance Education Association (2012-2015; director of distance education of the Pro-Rectory of Extension and Community in the period from 2005 to 2009; coordinator responsible for the evaluation and research sector of the Distance Education Center of PUC-PR from 2002 to 2003; professor of UFSC in master's programs in Media and Knowledge from 1999 to 2002; director of Education at PUCPR from 2003 to 2005; member of the board of directors of PUCWEB from 2003 to 200; coordinator of the Pedagogy course from 2010 to 2014. She has books and chapters of books published in the Dominican Republic, Peru, England, the United States, Colombia, Mexico, Portugal, and Brazil. She has experience in Education, working mainly in the following subjects: educational technologies, distance education, professional training, teacher training and higher education. Email: patorres@terra.com.br
Dr. Claudio Rama is a professor and researcher specialising in Higher Education with a master's degree in education, PhD in Education and Law and four post-doctoral qualifications. He was Director of the International Institute of Higher Education of UNESCO in Latin America and the Caribbean (IESALC), Rector of the Institute of National Higher Studies (IAEN) in Ecuador and Director of the Faculty of Business Studies at UDE in Uruguay. In Uruguay, he was Director of the National Book Institute, Director of the National Television System and Vice-President of the Official Transmission, Radio and Television and Entertainment System (SODRE). He has more than 26 books published on issues of education and society. He has received six honorary doctorates from universities in Latin America. Email: claudiorama@gmail.com


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