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so we like to talk about their number of attributes that factored together statistically to describe the challenge of profile one of the things we're very careful about is not to lay claim to having invented challengers a per se what we did was document what best sales people are out there doing already now we tried to lend a bit of a story to what we see in the data in the three things specifically we see in the data in our members and our clients would concur with this interpretation is that challengers really do three things that are different from the average performing sales person first they teach the customer something that new they show up with new ideas to make money to save money to mitigate risk to steal market share to engage employees to engage customers whatever the key outcome is that your company is striving to deliver for your customers they show up with those new ideas and bring those ideas to table and they're often ideas that the customer themselves haven't thought of before second there was a tailor those messages they'll just just teach a message or an insight they tailor it depending on who's sitting across the table and we know today it's a world of consensus buying a b2b selling is a game of herding cats at some level the more people were involved in a sale the more a salesperson needs to actually tailor that message to make it resonate at a personal emotional level with that stakeholder sitting across the table and the third thing that challengers do that's very different is that there is certif or they take control as we say in the book we don't mean that they're pushy or aggressive or obnoxious and we think that's a big misinterpretation that people have when they hear the term challenger they think of that old kind of used car salesman notion of the salesperson really what we're talking about here though is professional respectful holding your ground it's not about being passive and do whatever the customer wants nor is it about being aggressive and do whatever you want it's a comfortable middle ground where we can use tension to our advantage to get the customer to really rethink core assumptions of their business to get them to see that when we're bringing a disruptive solution to the table that the pain of saying is actually worse than the pain of change so again teaching tailoring and taking control of the three things that we see challengers do very differently from average reps