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What if I told you that the secret to exponential success lies in your belief system, how you think about yourself, and what you believe about your possibility?
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Well, I believe it is, and I want to give you a glimpse into what s possible for you on July 8th during our Insider Program.
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We re going to be talking about the beliefs that you need to have if you are to significantly grow your income.
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So if you re listening to this prior to July 8th, make sure you go to advancedsellingpodcast.com slash insider to join us on this belief journey.
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If you re hearing this later, go to that same site, see what next month s training is.
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Welcome, everybody, to the Advanced Selling Podcast, the longest running sales training podcast in podcast history.
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My name is Brian Neal.
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I m Bill Kasky.
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Coming to you live.
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I m in the home studio in Indianapolis, Indiana.
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And Bill, you are not.
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I am in lost wages.
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Lost wages.
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You hear my phone ringing?
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Yeah.
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Lost wages.
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Lost wages.
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Yeah, I don t know.
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I like Las Vegas.
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It s a great convention town.
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It really is.
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I mean, there s just so much to do.
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And I was out walking around last night in the 106 degree.
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It was 106 yesterday.
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Don t say it.
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Don t say it.
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Don t say it.
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It s a dry heat.
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Don t say it.
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It s a great town.
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It s just exhausting, and it s loud, and you never really get a moment of silence.
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I got a little massage yesterday.
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I did six one-hour things, and I gotta have some kind of, I m the most, I feel like I ve been through a war, and I was sitting there getting this massage in the middle of the mall, and it was just loud, and there was music, and screaming, and I m like, this is not relaxing.
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So anyway, but it s a great thing.
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Well, and I also, I enjoy, and you know, we ve had our experiences with, you know, you ve put the party time of your life and that, that is not as sunset now.
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And, um, you know, I m not as crazy as I was in my twenties.
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And so I like going for an early morning jog down the strip and you see the people that are still out from the night before and like, boy, I m glad I m where I m at now and not where I was then, you know, you see him still going.
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It s kind of an interest.
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I m out here for, um, for a gig, uh, one of my clients and, uh,
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And we had quite a few podcast listeners in the group.
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And there was one specific young lady.
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Her name was Sarah.
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I did not recall her name, but it s probably OK anyway.
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It s her last name.
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You knew her first name, huh?
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Yeah, last name.
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And she had listened to us for several years.
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And she actually started a podcast a couple of years ago during the pandemic.
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And she said it was great.
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She really enjoyed doing it.
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And she stopped.
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So we ve got to, I know she s going to be listening, because I told her I would shout out.
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And we ve got to give her a little pep talk to get her butt in gear again.
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Sarah.
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Do you have any thoughts?
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Sarah.
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Sarah.
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OK.
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Starting is the most difficult part, especially with something like a podcast.
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And you did the most difficult part.
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continuing is slightly below that.
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And the idea of, ah, it s really busy, it s time consuming, I ve got other things to do starts to bleed in that resistance builds back around you and shuts it down.
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And what s great about though is, you already started once, you can start again.
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You ve already proven that you can start, so all you gotta do is start again, and you pick up right where you left off.
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And Bill and I have talked about this on the podcast, if there s one magic bullet, it s consistency.
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That s all it is.
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You just, Bill and I have done one episode a week for 15 years.
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That s what you do.
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So Sarah, right?
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Sarah, you could even call that, that was season one.
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You finished season one.
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You took a couple of years off.
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It was grueling.
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And now you come back for season two.
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That way, the interruption doesn t feel like it was just you losing your way, which it might have been.
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But it s more just, OK, I m ready to restart.
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And you re a different person now than you were two years ago.
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And so this is a good, this is not a shame thing.
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This is a good thing.
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You get a chance to restart with the new you and get after it.
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Do it once a month to start with and just get some momentum.
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And, and you know, Tom Cruise and Jerry Brookmeyer, whatever that guy s name is, are a great example.
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We just went to Top Gun the other night and it s a wheelhouse for me, my age.
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I mean, it was, it was in high school.
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I took my high school boys, my high school boys said greatest movie I ve ever seen.
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They ve seen Top Gun five times already.
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The new one.
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Sarah, that s who you are.
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You re the Tom Cruise of podcasting.
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You re just going to do it quicker than 35 years later.
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You just are.
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You re going to come back and just do it.
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And thank God you did it.
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You re going to.
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Yeah.
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I love the hold back too.
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If our podcast, what s it about?
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Can you say?
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Uh, it s about, I think it s about office management, uh, how to be a better office manager.
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She calls on office managers.
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I think, although I m not, I m not positive what it was about it, but you know what?
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We could, uh, you know, it s like, boy, I can t wait for when season two coming out.
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Like when s the next one going to show?
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It s kind of like, uh, she s Banksy that, that, that artist.
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the, you know, the guy Banksy who like does these random and then this painting sell for a bazillion dollars, but no one knows when he s going to show up.
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No one knows who he is.
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Okay.
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So it s like this anticipate.
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So I wonder when Sarah s going to restart her podcast.
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Yeah, that s step one, maybe, just start your promotional schedule.
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Don t even worry about the podcast.
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Exactly.
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It s going to be releasing in 60 days, coming soon, and then you got it.
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All right, Sarah.
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Topic.
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Tag us as soon as she goes.
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Topic.
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Broad topic.
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We re going to do a two-part series here.
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Two-part series.
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Just going to roll through this one, a little bit long, very important.
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And we re going to talk about the idea and concept of discipline.
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discipline.
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And we re going to talk about discipline as salespeople, discipline as sales managers.
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First half of this, we re going to chat a little bit about how to evaluate our own discipline.
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So what, when, how do we know when we re being disciplined when we re not?
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And then at the second half of the conversation table, we ll get into some things about here s what you should do, ideas around discipline.
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And really, to me, this is inspired a bit.
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And Bill, I think we ve talked about this on the, on the podcast a bit.
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Everyone s talking about it, right?
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The headwinds are coming.
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the recession is looming.
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And so when recessions are looming and we re in that mode of we ve got to be buttoned down, ready to go, sales readiness, I think we talked about that.
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Discipline is a key part of that.
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Yeah, I just looked up what is the definition just to make sure we re clear.
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I like the practice of training people to obey rules or a code of behavior using punishment to correct disobedience.
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Oh, that s the verb.
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That s to discipline somebody.
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Right, right.
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Is there another version?
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No, I read the noun.
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The practice of obeying rules or a code of behavior using punishment to correct disobedience.
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So that s all part of the definition.
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That sounds a little angry.
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It does, well.
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But when you think about discipline, it s one of those words that s like, I m going to discipline you doesn t mean I m going to reward you with a blizzard at Dairy Queen for all your good work.
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It means I m going to punish you.
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So there is a negative connotation, I think, that comes along with that word.
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Well, here s my little take, kind of like when we re talking about evaluation of my own discipline.
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I have this like quirky, I think this is kind of a little, maybe covered in the book Atomic Habits by James Clear, a bit.
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He would say, you have habits.
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Everybody has habits.
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The question is, how are they?
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I would argue you have discipline.
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You have discipline to something.
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You may have discipline to sitting on the couch and watching TV, because you do it every night.
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Um, you have discipline to show up late to work.
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I mean, you get in at nine 30 or 10, you have discipline to, um, not make any calls.
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You re very disciplined that way.
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You don t make calls every day.
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You re very, but it s true, isn t it?
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It s like, it s like predicted behavior.
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So, and you do it, boy, you re right.
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That s a good response for an interview.
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If the sales manager says, well, tell me about your discipline.
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I am disciplined not to make calls on the advanced selling podcast.
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Oh, that is kind of funny, isn t it?
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I didn t think about that.
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No, but I think you re right.
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We have a preference.
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We have a habit.
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The habit is coming in late.
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The habit is not doing my behavior.
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The habit is whatever.
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It is.
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It is.
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That s true.
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Very true.
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Yes.
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Yes.
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I am very, very disciplined at not talking about pricing.
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Very disciplined at that.
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I m very, very, very disciplined.
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I never, ever- You cannot talk about pricing with a pesto.
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Exactly right.
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It s true, though, isn t it?
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It s funny.
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And so I think that s the first step, is to kind of see this in a different light, that you have discipline to something.
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And the question is, is it discipline to the right thing?
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And you have the ability to do something over time.
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And the other thing I would say is, if you look at your sales life,
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I bet you now I m going to go on the positive side of discipline.
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I bet there are certain things that you are very disciplined in and other things you are not in the sales process.
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I find some people are very disciplined at using their CRM and some people are not.
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And then other people are disciplined at always
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about economics and other people are not so that s the evaluation part is to start to look at your sales process and say what parts of the sales process am I disciplined in I always do and what parts are I not disciplined in is a first step of evaluating your I think it s a good idea
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And I think you would even do it if you divide the sales process up into three parts.
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You say there s the building traffic, or building opportunities, or marketing, whatever you want to call that section where you are disciplined of doing the behavior that s going to put you in front of opportunities.
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And then there s the conversion and the process of closing those opportunities.
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And then there s all the other stuff, which is the goal setting and the planning and all those things.
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So I guess I like your idea of, because it s easy to say, I m really good at posting on LinkedIn, but I m really bad at introducing myself to people on LinkedIn.
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So the question is, okay, well, maybe you don t need to introduce yourself to people.
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Why be disciplined in an area that you don t need?
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So the first question I think is, do I really need improvement?
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Is this area really important that I m saying that I m not disciplined in?
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Some areas are, some aren t.
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That s so interesting.
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Yeah, there s a discipline of the behavior.
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Then there s the discipline of what type of behavior within that.
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Yeah, so I love that.
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That s a great analogy.
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So like people go on LinkedIn every day, and they like, like, like, they like things all day, but they never do a video.
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Why don t they do?
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Yeah, so they re, they re disciplined.
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Like, oh, I m on LinkedIn every day.
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So say that I start my day on LinkedIn.
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What do you do there?
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You know, what kind of discipline do you have toward that?
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Um,
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Or yeah, I m thinking even I m reflecting on some internal things we were talking about here.
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I am very disciplined sales process wise.
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I am very disciplined in talking about economics.
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It s very natural now.
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I always do it.
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And our sales team is not.
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And we re just talking about this.
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And even our CEO is not.
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And she was saying, it s not natural to me.
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And she goes, I hear you do it.
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It s just so natural.
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And I m trying to think in my head, how can I help them create discipline
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You know, make it easy for them so they always do it.
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They never wouldn t do it.
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Well, isn t that part of it, too, as you evaluate?
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And maybe this is how we close up part one of this is in the evaluation phase is there are things that are just difficult that it s harder to muster the discipline around, like for your team, maybe, or somebody talking economics.
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Once you understand the language of how to do it,
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and you know the value of it, and you ve practiced it, and you ve done 20 reps, then it doesn t require discipline to do.
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It s just a habit.
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It s just what you do.
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It s not like, oh, god, I ve got to talk about economics.
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No, it s just, well, we re in the second call, third step.
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I guess we ve got to talk about economics, sir.
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Can we talk about economics?
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Yes.
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And that s my goal with discipline is to get
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is to get the system built so that it doesn t require you to mentally construct discipline in your mind.
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It s just what I do.
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I just make calls.
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I just do this in the sales process.
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It doesn t require any kind of extra burden.
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Yes.
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Yes.
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And I love what you said.
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The steps or the process, because they re either repeated so many times you know them, that part s effortless.
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So then you can just work on the art part of it.
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I mean, even us, I would say we re very disciplined with our podcasting.
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Even today, we re like, hey, we re going to have some vacations, so we ve got to record on a different day.
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And Bill s in Vegas, and I m in Indy.
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But we do it.
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We work hard, and Bill s got to catch a flight soon.
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But our discipline, it would have been easy for us to go, ah, blow it off.
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Let s just throw up an old episode.
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But, and the reason we don t is because we ve got this dialed in.
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Cause we ve done it so many times.
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Bill s got the boom.
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I mean, it s not, not pristine audio and Bill s standard, but you know, but it s good.
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I m sorry.
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It sounds really good.
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It sounds really good to me.
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And we re going to get comments about the audio, aren t we?
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So here s where we should end part one here, is just having people look at all of their entire systematic way that they go out and pursue business and develop leads and opportunities, and just start to ask yourself, where could I use a little bit more discipline?
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And then when we come back next week, we ll talk about some tips on how to create that so that it s not, as I said, it s not a yoke around your neck.
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It s not a burden.
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It s just part of the pleasure of selling and of business development.
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See, I think that that s really, really great.
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It s just looking at the steps, right?
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Somewhere in the process, in the steps, part of the language, talking about economics, dealing with process, setting a clear future date, opening
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Your offer, Bill, you ve been talking about that a lot.
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Getting disciplined and always, always talking about your offer.
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That s all good stuff, so.
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Yeah, good.
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So we ll see you next week.
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We ll talk a little bit more about discipline.
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Think about it over the next few days, and we will see you next week.
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Bye.
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Cheers.