A balanced training approach improves health and running speed
Bakken endorses a balanced training approach as the way to both be in better health and run faster.
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Bakken endorses a balanced training approach as the way to both be in better health and run faster.
The host says the biggest lesson from the book is that if you can keep your muscles healthy and feeling springy, it is highly likely you can continue to get miles in and be less prone to injury. Bakken describes the system across the week: you're trying not to accumulate tone throughout the week but go up on the hard days and down on the easy days.
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Dr. Marius Bakken advises keeping muscles healthy and feeling springy, which makes it highly likely you can continue getting miles in and be less prone to injury. The host echoes this as the biggest lesson from the book.
Consequential creator advice requires independent verification before Today can promote it.
Bakken endorses that keeping muscles healthy and feeling springy makes a runner highly likely to be less prone to injury.
Bakken recommends finding a way to do the cardiovascular work without constantly going into the race-pace zone, i.e., using sub-threshold work as the backbone of training.
Bakken recommends doing training within a strict framework instead of doing it by feel to unlock performance gains.
When your champion asks for a contract, walk them through the next steps live: confirm when they will submit it to legal, when legal will return first-round redlines, and draft the follow-up email on the spot while sharing your screen. Pre-schedule the kickoff call with the implementation team before the contract is signed, noting that a signed contract is required to hold it — this makes the champion hold legal and procurement accountable to the agreed timeline.
Send thoughtful, personalized no-ask gifts to prospects — it does not have to be expensive or formal — to stand out, be remembered, and make them more inclined to move the process along. Send them early in the sales process, not later when you clearly want something in return. Ideas tied to prospect context: a cup of coffee for an executive prepping a board meeting, or cupcakes/cookies when they mention celebrating their kid's birthday.
Bring in an executive sponsor early in the evaluation — you do not have to run the deal alone. Match them to the prospect contact by peer role and seniority (VP of marketing to your VP of marketing, head of sales to your operations counterpart). A peer-level sponsor serves as a trusted point person who can help navigate dicey negotiations and escalations, and their message lands better than yours.
At the end of your first conversation, ask to text prospects your number so they have access to you between meetings; a first text during late-stage ghosting will reek of desperation, so establish the texting relationship early.
Close every meeting by offering two concrete follow-up times and asking which works best: 'Next Monday at 2 or 4 p.m. Eastern, we go over everything together — which one works best for you?'
Before showing a demo, set it up so it can sell without you by including three slides: the biggest problems learned in discovery, how you solve those problems, and a 'what does success look like' slide.
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Preemptively tell the prospect you are not asking them to pay now — 'let's chat now so that when you do have budget, you know exactly how we could come and support you' — and still get meetings in before end of year.
Ask: 'If you don't invest in something like this right now, how is that going to impact your business in the next six months?'
Ask the direct question 'What needs to happen to get this over the line?' to get an accurate read on deal status and update your internal pipeline team. Append 'I would rather be accurate than optimistic' to give customers a graceful out if the deal is going to slip.
Make your champion sell your solution back to you — recommended at the end of the call but also usable mid-meeting. Use the champion's answer to brief your account executive on what impressed the prospect, so the next meeting is tailored to sell that way.
When a prospect says they need the investment but lack budget, ask 'who does?' — many teams have budget that rolls over — and propose shifting budget from another team to the deal at hand; for example, if marketing clearly has budget, suggest the sales leader shift marketing budget to fund sales training.
When a prospect is interested in booking, offer a time today (e.g., 3:30 or 4) instead of defaulting to next week, prefaced with a humbling disclaimer like 'this might sound kind of crazy, but I'm free at 3 or 4 later today' so the offer does not come across as weird.
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After sharing your research-based point of view, ask the executive to correct it: 'tell me where I'm off and tell me what I'm missing.'
Before the meeting, book 15 minutes with your champion to learn each attendee's headspace, anticipate major objections, and run your call plan past them; immediately after, hold a pre-scheduled debrief call to learn what people liked and did not like, what they were Slack-ing each other during the meeting, and get coached on how to follow up with each individual.
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