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In this episode of the Advanced Selling Podcast, I share some of my high school freshman year biology knowledge, and Bill is unimpressed.
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I make up my own rules to our game while we re recording.
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And we take the first step in preparing your very own customized question bank.
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Hey, everybody, Brian Neal.
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And I m Bill Kask.
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And we are here every week for your listening enjoyment.
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The Advanced Selling Podcast is here, released every Monday.
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And those of you who ve been around for a while, we thank you.
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Those of you who are new, welcome to the party.
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Go to the LinkedIn group, Advanced Selling Podcast group, I should say, and join us there.
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It s a really, really great place to be.
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Lots of your friends, 11,000 of your fellow listeners sharing good ideas.
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You re getting ahead of yourself a little bit, but about 10, 10.4, 10.5.
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You re rounding up to 11?
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Yeah.
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OK.
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Good.
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Brian, today s podcast brought to you by Panda Doc.
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If you need help creating beautiful sales proposals, visit pandadoc.com forward slash ASP.
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And while you re there, download your copy of Elements of a Winning Sales Proposal.
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Also, great friends at outreach.io.
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If you want to make your team a revenue driving machine, you just need to go to outreach.io slash ASP to learn more about them.
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So go do that outreach.io forward slash
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Bill, I was driving yesterday with my, now my spouse, by the time this hits the airwaves, of two weeks.
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And occasionally, I don t know if this ever happens to you, do you get help from the passenger seat with your significant other?
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Absolutely.
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So I was turning at a light, so the light turned green.
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And I didn t hear what she said.
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And she s laughing.
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I m like, what did you say?
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She goes, I m not going to tell you.
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I m like, what?
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She goes, I don t want to say.
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I m like, you have to say it now.
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You have to.
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She said, well, I was going to tell you that the light was green, because I was the first one in line.
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And the light turned green, and I was just sitting there.
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And she said, you were just sitting there, and I was waiting for you to go.
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Then I realized you were turning left, and you were actually waiting for all the traffic to pass by coming the other way before I turned left, which is a good driving move.
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Yeah, you re supposed to wait for the oncoming traffic before you turn left.
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Yeah.
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So I just said, hey, I really, really appreciate your help and your driving advice.
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No, you didn t.
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I did.
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And I said, you can please keep it coming.
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You re still newlyweds.
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You re still newlyweds.
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Just make sure that you re right when you actually hop in and tell me how to drive.
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That s right.
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Anywho.
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It s better.
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That s better than, go!
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Go!
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I got this t-bone Appreciate the help.
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Yeah.
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Well, we had something that we talked about here last week, which was motivation and we talked about in the context of discipline and
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And I had a quote here, not a quotation, but a stat.
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And let s see if I can find it.
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This comes from a Harvard Business Review survey.
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And the article was titled, What is Work Anyway?
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In a 2013 survey of 12,000 professionals, half, half,
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said their job had no meaning, no significance.
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Wow.
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And an equal number were unable to relate to their company s mission.
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While another poll of 230,000 employees in 140 countries showed that only 13% of workers actually liked their jobs.
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A recent poll among Brits revealed that as many as 37% think they have a job that is utterly useless.
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Wow!
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What s that from?
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That s crazy!
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Well, the first one s Harvard, the second one... I don t know if they were all Harvard, but they re all legitimate research companies.
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The point is that...
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Not only do you have to ask yourself the question, is this me?
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Am I one of the 50 or one of the 50?
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And or, what if your prospect is one of those?
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What if your prospect is one that has no meaning, no significance?
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And you have to be careful about saying, well, yeah, but my prospects, they re all, no.
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This number probably runs across the board.
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50% felt like they had no meaning and significance.
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It s a question you ve got to ask yourself.
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And we talked about discipline and what s underneath the lack of discipline, and there might be something in there for you.
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That s crazy.
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That s really good.
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I like that.
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You can check them out at outreach.io forward slash ASP to chat with them and receive a free copy of their new book.
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So tee us up, Mr. Neal.
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OK, you ready?
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Questions, questions, questions.
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There are questions all over the place, aren t there?
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I think it s really, really important to be really, really good at asking questions to be a good, high-performing professional salesperson.
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And it s one of the lost arts of selling, I believe.
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And I think we ve been so trained these days to be fast and hurry, get things done, and to stay surface and get all the information.
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We re so data-driven.
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We ask lots of questions about data and facts, and we never go deep on them.
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So today s topic is the idea about giving you some questions that you can ask.
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Bill and I each wrote down four what I m going to guess are really good deep sales questions that you can write these down.
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And then the last bit I m going to tell you is you have to prepare for your sales calls by pulling this sheet out and reading it.
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You can t go in and wing these things, because by winging it these days, you re staying very intellectual
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So my clients are doing that a lot.
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I think it s getting worse.
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So I really want to spend some time on being better question askers.
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So we re going to give you eight.
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So I call this a question bank when I do this with my clients.
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You ll have a nice little start to your question bank.
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And there are more.
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There might be more that are specific to your industry, but of course, we wouldn t know that.
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Yeah, right.
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Exactly.
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Yeah, I think so you talked about that real briefly about why is it that it s a lost art?
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And you said that speed this whole notion of you know, people are busy.
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They don t have time to they don t have time to answer questions I just don t think that s true.
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I just don t I mean, I agree that that s the case Yeah, that s our belief, but I don t think that belief holds water agree I think people agree want you to ask them so that they know that you understand their plight or their dilemma so that when you come back and propose something It s relevant to them.
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No doubt
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Do you want to just alternate these?
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Yeah, sure.
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Okay, so I ll go first.
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Okay, please do and and I wouldn t say these are in particular There s in no particular order But I do think this first question probably comes somewhere in the first few minutes and that is I want to know From the prospect or the person I m talking to how did you get here?
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How did you get to this place where you are the VP of marketing or the VP of accounting or CF or whatever?
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How did you get here?
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And and they will start to tell you their resume their well first I graduated from here Then I went here and I hated that we went out of business in one minute They will give you a schematic of their life That will be helpful for you as you ask some of these further questions because it ll give you some background some narrative
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So I like the question of, how did you get here?
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And I think there s other questions from there, but I think that s a basic question.
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It s getting to know the person.
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And then what they re probably going to say is, well, how did you get here?
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How did you get to this position?
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Exactly.
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Yeah, you ve got to invite people s stories.
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And that s what you do.
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You get people to tell you their story.
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That s the story.
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So how did you take me through it first?
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How did you get it?
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It s a wonderful way to start.
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I ve got this little bank of three questions kind of together, because they re all very similar.
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But these things will follow and can follow answers to questions.
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So think what I just said.
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So you can ask some question.
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And then these three are follow-ups.
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I call this a plus-one strategy.
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If you watch good interviewers, Barbara Walters, Dan Rather, Geraldo Rivera, these people, they always have another question coming.
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They re always ready.
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A good journalist is always ready.
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The questions are why, why not, and what if?
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Why, why not, and what if?
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So someone can tell you anything.
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Yeah, we started doing a podcast 10 years ago.
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Oh, that s neat.
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Why not?
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Exactly.
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I said, so why did you start doing a podcast?
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Or I could say, well, what is it?
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Yeah, once a week we do it.
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Well, why not do it three times a week?
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Or what if you did it five times a week?
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Or what if you had guesses?
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You know what I m saying?
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You just explore things with those questions.
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Why, why not, what if?
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Those are plus one questions that typically follow answers.
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So this allows you to keep a line of questioning going, as opposed to getting just stuck with one.
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Why, why not, what if?
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I would venture to say there s not one situation where you can t ask one of those.
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No.
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Why?
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Now, you might have to ask it in different ways.
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You can t just keep going, why, why, why.
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Correct.
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But it might be a different way to treat that.
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Yes.
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Yeah, I like that.
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I agree.
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So is that, do you have three more there?
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I have three more.
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That was one.
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So you got nine.
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That s interesting the way you do that.
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We had three out of four each, and then he has some sub-bullets.
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Well, this family of questions has nine in it.
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This is eight.
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But it s only, it shrinks compared to the fourth question I have, which is a family of 14.
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What were those things?
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Kingdom, phylum, genus, class, species?
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Remember that from biology class?
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No, I do not.
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Kingdom, genus, phylum, class, species?
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So it d be like it s an animal, then it s a mammal, then it s a feline, then it s a cat, then it s a leopard.
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Is that what you re doing here to me?
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Okay, this is a very procedural question, but I think it s good, especially if the intention of the meeting is not clear, and that is, what are you hoping to accomplish at our meeting today?
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As a result of us getting together, however you want to put that, what are you hoping to accomplish today?
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I want to get the agenda on the table now again, I know that we re probably you re probably sending agendas in advance You might have even had a discussion with the prospect.
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So it s pretty clear if it s crystal clear You probably wouldn t want to ask this.
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Yep, because it would be redundant But a lot of times I find that even just asking the question.
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So what are you hoping to get out of today?
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brings up
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things that you never expected.
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Because they might be in a different state of mind today than they were a week ago when the appointment was set, and I want to know where they are today.
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So that s a very process-focused question, but I think it s critical.
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And also, I ve got seven more.
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No, I m just kidding.
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I m done.
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Go ahead.
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Back to you.
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OK, this is an interesting one.
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And these people get a little squirrely about asking questions like this, but I want to know.
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This is one.
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One in this phylum.
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I said, hey, so if I hung out here for a week and just observed everything, how would you feel about what I would see?
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How would you feel about what I would see?
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If I just stayed here for a week, or if I watched the process, again, you have to make it for your own business.
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So if I just observed, if you sell big machinery or something like that, so if I just stayed and I watched the process run for a week, how would you feel about what I m going to see here?
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And you might even.
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Would you feel proud, embarrassed, hopeful, excited, nervous, whatever?
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I want to get a sense for people self-reflecting on their own culture, their own environment, their own work processes, and things like that.
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And if you throw in that idea of how would you feel, you ll get an emotional response back.
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People are like, oh, you know, I d probably be sick to my stomach, or well, why, or whatever.
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So feel.
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What you re looking for there is the feeling emotion.
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It s the emotion of feeling of how you would see things.
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That s good.
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That s good.
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Something different.
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So if you re like Brian and I, you ve probably sent a sales proposal at some point and you ve wondered if your prospect even saw it.
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But with PandaDoc, you ll no longer be left in the dark.
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PandaDoc can help you create, send, e-sign, and even track every proposal you send.
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The detailed document tracking allows you to see where deals are stuck by telling you how long your recipient spent on each page of your proposal.
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You can try PandaDoc for free for 14 days at PandaDoc.com forward slash ASP.
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And while you re there, don t forget to download your free copy of Elements of a Winning Sales Proposal.
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That s PandaDoc.com forward slash ASP.
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Here s one thing, and it s the one thing question.
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As you look out to your future in the next one to three years, what s one thing that s on your mind as it relates to blank or whatever?
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Like if you re selling accounting services, then you might say, as you look out to your future, Mr. CEO, Ms.
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CEO, what is the one thing that s on your mind when it comes to accounting and accounting practices and just the whole financial bookkeeping area?
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So just pick pick your genre in there But what s the one thing you have on your mind as it relates to blank as you look out one to three years?
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So you get a little future pacing in there you have them start to start to look out away from what they re doing today out to the future because I still believe that
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If we can be equally as involved in helping them accomplish their vision as we are in helping them relieve their current pain, I think we get paid a lot more and we think we help them a lot more.
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So it s the one thing question.
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And what s great about that is, you know, we do a lot of music trivia on the show.
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Well, we ve now brought in our younger listeners because there s two song titles that are one thing.
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One s by a band called Finger Eleven, which is a really great song, one of my favorite songs.
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The other one is by One Direction.
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Oh, yeah.
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One direction, one thing.
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So just keep Bill in mind.
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We re singing Finger Eleven or One Direction.
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OK, next.
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I said, so if we flashed forward a year, two years, three years from now, we work together, how are we going to know that what we did worked or was successful?
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Just take me through what that s going to look like, feel like, smell like, all that jazz.
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And what I m looking for them to do there is I m looking for them to visualize the future and to say, boy, if this could be better, it would look like this.
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Here s what it would.
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And I want them to paint a real clear picture for me of what their successful outcome looks like so that I can decide whether or not I think I can help them achieve that or not.
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Get them there.
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Yeah, one or the other.
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That s a great question.
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Do you run into people who struggle with that answer?
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Yes, that s a really good point, which I think makes it valuable.
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Our friend Chris Stark, who we both know, used to say that he felt like he got judged more by the questions he asked than by the answers he gave, which I think is a good thing.
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I don t know if he made that up.
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Stole it, but it sounds good.
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I always give him credit.
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Sounds pretty good for him, but we ll go with it.
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I know Chris.
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He s good, though.
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I think it s a very valuable question because it makes someone think.
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And if they don t have an immediate answer, it s like, whoa, that s a good question.
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I don t know.
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Think about that.
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Yeah, it s kind of like the question that, let s imagine that we re out one year, and you re experiencing a different world because of the work that we did.
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What kind of world are you experiencing?
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I love the question.
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I always feel like, okay, am I asking that because I m searching for something?
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Or because I really want to know how they see things in the future, how they envision things.
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Yeah.
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I don t think I m ever searching for something.
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OK.
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You mean searching, like, hope they see this?
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Yeah.
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No.
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I think never.
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OK.
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Never think that.
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OK.
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Well, that would be a tip, then, along with that question, is make sure you don t ask it with the, yeah.
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Yeah, with the intention to get a certain answer.
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Yeah, definitely not.
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Don t do that.
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This is you ve heard this question before but I do like the notion of once someone Establishes or envisions their future one to three years out.
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They start talking about their business or their success in future terms I just like to ask though What what do you what have been some of the roadblocks that you ve experienced in accomplishing that?
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I want to ask it in past tense, though I don t necessarily want to say well what roadblocks do you see because we don t we re unable to see the roadblocks so
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Unless they ve really done a lot of thought around it, I want to know in the past when you ve had similar goals and vision, what kind of roadblocks have you seen?
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Have you experienced?
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Have you witnessed?
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Have you tried to get around?
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And that s going to help me see how they deal with roadblocks, whether they re even honest with me.
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Oh, no, we never have any roadblocks around here.
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It s always clear sailing to the next vision.
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Exactly.
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That s good.
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And I heard one the other day.
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Do you have one more?
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I have one more.
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OK, do this one, and then I ll tell you one that I thought of while you were speaking.
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So my last one?
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Yeah.
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But you went ahead and added one?
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I went ahead and added one, but you ve had.
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Yeah, go ahead.
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This last one, and this is actually like a subject, but you can actually ask it directly, is you need to ask personal impact questions.
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And you can say that a thousand different ways.
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But I do want to know, how does whatever we re doing impact this person s career, their life, their income, their salary, their promotability, their own personal performance?
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I just want to know what kind of skin they have in the game here.
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And again, you can ask it 1,000 different ways.
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You can say, how does this affect you personally?
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It s a little tight, I think, for me.
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I d rather loosen it up a little bit and just say, so we get done with this, and this thing works.
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What s in it for you there?
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Or what do you got going?
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How is it going to impact you?
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A lot of different ways.
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I m a little babbly, but thanks for saving me.
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Shut up.
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It sounds awful.
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So the last one here is something I heard the other day.
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And I don t think it fits every business, but it fits our business when we re calling on people.
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And it might fit some of our listeners.
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And that is, I want to know, everybody s business is changing today.
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There s nobody, if there s 1,000 people in the room and you say, OK, how many of your businesses are undergoing massive changes?
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Everybody in the blasted room will raise their hand.
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So the question is, when there is change, there is also need for reinvention.
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Not necessarily new logos.
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I m not talking about that.
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Just reinvention.
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Reinvention of our message.
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Reinvention of our market.
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Reinvention of how our sales professionals sell and communicate and engage people.
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Reinvention of our social media strategy.
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So there s a constant reinvention going on.
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And if you re in a business where that s the case, I might want to know from the prospect
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Are you seeing a need to reinvent your business in any way?
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And if so, where do you see those things happening?
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Where do you see the reinvention happening?
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He or she may say in a different area than what you re talking about, which is fine, but I still like to know that but every business is undergoing this today and I think if you ask it
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you will get some really valuable dialogue going.
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That s very good.
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So we gave him like 15 questions there, didn t we?
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Jeez, oh, peace.
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We gave him 19, so that s good.
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24-12.
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Hey, if you want us to come visit you, just send us an email.
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There s more to it than just sending us an email.
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But at least we ll start talking to you about it.
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Put it in the subject line, come see us.
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We ve been on the road.
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We will continue to be on the road.
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Now s the time to book for summer.
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and fall.
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You have a sales retreat, national sales meeting launch, product launch, anything like that.
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Really great treat.
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You ll see that your people, if you talk to any of our clients that have hired us to do this outside, they would tell you, must do that.
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So send us an email.
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We ll start the process and have some conversation with you.
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Awesome.
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And that s it.
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See you next time.
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See you.
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Bye.
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Bye.