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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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My name is Bill Kasky.
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We are take two-ing this episode because we had a little technical glitch.
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Hey, if you re not in the Insider Program, you need to be.
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Go to our website, look at the, just Google Advanced Selling Podcast Insider.
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All of you need to invest in yourselves, especially in 2023.
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Great group, great camaraderie.
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The other thing I love about the Insider, it s like the groups group.
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You know what I mean?
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We have accountability people that have spun off of there that do work together.
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It s a really awesome thing.
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When you talk about value for what you pay, it s off the charts good.
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We had a lady this past Friday, we had our insider program, and it was on business planning, which we re going to talk about a little bit today.
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But there was a lady there named Marissa, and she s been attending every insider program for the last year.
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And she s been really reluctant to shoot video.
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And she actually finally shot a video from a conference.
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She interviewed a couple of people who were speakers, I think, at the conference, posted it on LinkedIn, had several thousand views.
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And I think she said she got two clients from it, several booked appointments and two clients.
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And yet she s been putting this off for a few months because she s a little bit shy.
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She s really smart.
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But you know how people with video, I mean, it s a big deal.
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So she finally now has seen the light.
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But that s the kind of thing you hear in The Insider.
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It s not just about how to sell more stuff by asking the right questions.
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There s a whole lot more breadth to it than that.
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No doubt.
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No doubt.
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If you want to learn more about it, just go to advancedsellingpodcast.com slash insider.
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Please go there and join.
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You should do that.
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So OK.
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Well, I have a quick story.
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Ready.
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It s a different one.
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I ll pretend it s different.
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You know, sometimes you re listening to commercials on the radio, and the commercial tries to reenact a thing, like the man and the wife, the husband and the wife are talking, and they re talking to their kids.
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And you know it s a reenactment.
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You know it s talent.
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You know it s not real.
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And sometimes they really miss on it.
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Sometimes it s like, well, who would say that to somebody?
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Well, I was listening to one the other day in the radio or in the car listening to radio.
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And this one came on.
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It was the scene, set the scene was a lady who obviously comes into her husband s, into the bedroom or somewhere and says, here, John, here are your pills for today.
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He says, oh, thank you, dear.
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Well, first off, to me, calling someone dear, now, I may get all sorts of hate mail for this, but calling someone dear was kind of out of the 70s and 80s, wasn t it?
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Or do you think it s still a thing?
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You know what I think it is?
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I think it can be a little patronizing.
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Exactly.
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Right.
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The term, like, oh, thank you, dear.
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Exactly.
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That s the first thing I thought of.
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I didn t say that because I knew you would.
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Yeah, I did.
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Thanks.
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Now I ll get the hate mail.
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Send it over.
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Send it all to Brian.
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Email at.
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Yeah.
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So anyway, so that was the first clue that I was in for a treat here for the next minute.
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So then you hear this guy s little boy come up to him and say, Daddy, and it sounds like he s five, six years old.
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Daddy, are you going to the hospital because you ve had a heart attack?
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He goes, he says, no son, I bought some fake pharmaceuticals from a rogue pharmacy online.
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Okay.
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OK, so apparently this guy had bought fake pharmaceuticals from a rogue pharmacy.
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What does the five-year-old know about fake pharmaceuticals from a rogue pharmacy?
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What does he know about the word rogue?
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Exactly, exactly.
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And pharmacy and pharmaceutical, there s a lot of words in there.
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And then I thought, I wonder what the kid s reaction to that was.
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Just like, OK, I m going out to play.
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Or I just picture the, you know, the acting, like they say, cut.
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And then the kid turns into like a little jerk.
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He starts cussing.
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He s like, he s like, where am I?
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Where s my vape?
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You know, he s like six years old.
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Oh, that s so, I thought, you know, if you re going to do creative for commercials, make it somewhat realistic and leave out words that, you know, the person s really acting.
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Here s my deal that was stuff like that.
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And this will bleed into our topic and just business in a little bit.
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Um, you know, I m a hardcore capitalist.
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I just believe that, you know, things only work when the market says they work.
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So when I see things like that, my only default is somewhere, some way that, that language works.
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Yeah.
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That s all I can think of, because you do scratch your head on some of these things.
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And then you think, OK, as I m sitting around, you think of the writers in the room.
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This is real stuff, right?
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OK, I ve got the read.
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I ve got the first draft.
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You guys ready?
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OK, so inter-scene woman, middle-aged woman says, quote, and they do the read, honey, I ve got your pills for the week.
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Oh, I like the line.
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You like pills?
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Yeah, what do we like, your medicine, pills?
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Do we want to say a number of pills?
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That s true.
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And if I ve heard a commercial a thousand times, I almost assume, even though I don t like it, it works because they re not going to continue.
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I mean, think about.
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That s what I would think.
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And sometimes they may be going for more of a humor.
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Like it s so absurd.
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It s memorable.
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Like here we are talking about it.
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Yeah, you know, I don t know.
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I don t not my bag was not that but I know what you mean that make it make it so out of yeah out of reality that we can t we laugh at it.
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Yeah.
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Yes, like I falling and I can t get up like that s yeah, exactly iconic.
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There was a problem and I can t get up and everyone s really joking about it, but everyone s talking about it.
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Right.
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But you wonder how many, how many reps did they go through until they found that?
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I mean, we only see, we only see the, the, the Olympic gold.
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We don t see all the practice and all the stuff that didn t happen.
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So, or, you know, that didn t work.
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So I could have been number one or it could have been number 1000.
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It s funny.
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Anyway, that s good.
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All right.
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Topic today, we re going to talk about planning and the way we re teeing this up, we re heading into, again, just going off the news and the vibe that it s going to be a tough road here for a bit.
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It looks like.
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So the question is, as we re planning for 2023, which all of you should be doing now,
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How do we plan differently?
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Let s think about our planning.
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Like we say, sometimes, think about our thinking.
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Let s think about our planning.
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It s one thing to just fill out a business plan, which we have and we do.
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That s great.
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Let s step away from that and look at it and say, should this be any different?
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Should there be a nuance to it that s unique?
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And we re going to talk about this.
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So this is kind of analyzing your plan before you do it in the times that we re in, 22 into 2023.
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Yeah, I like this topic because we just did this in the Insider meeting on Friday.
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And it was a one-page plan.
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It s a fillable PDF.
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It s really easy to fill out.
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But there s more to it than that.
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And one of the areas is target accounts.
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So what are your target accounts by name?
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Do you have 5, 10, 50?
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What do you have?
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And most people had 10 to 12.
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But it s not enough just to list them on a piece of paper.
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Then the question is, what are you going to do to serve those and to harvest those?
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And how are you going to reach out?
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What s the process?
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And so I like the simple, I like the simpleness of a one page plan, but it seems like there s always more to it than just the one page.
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That s sort of the overview, but then there s, you got to have guts to it.
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Absolutely.
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That s what we re going to talk about today is the, the guts of your plan, if you will.
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So I wrote down on my board,
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in our lengthy, lengthy pre-show prep session.
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Ask yourself this question about your plan.
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Look at your plan and ask yourself, do I have a why behind the what s?
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Do I have a why behind the what s?
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Your plan is likely filled with a lot of what s.
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Bill, you just mentioned a couple.
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Target account, number of behaviors I m gonna do, number of videos I m gonna post.
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What s the why behind every one of those?
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Most of us just put this up.
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Hey, you feel really good.
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We all do this.
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Got a plan in place.
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Got my behavior plan, got my target accounts.
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And it does it feels great, doesn t it?
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Before you even head off for the holidays, you got your plan done.
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Really question your personal motive behind it.
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Because we know for sure as we go into headwinds in the economy,
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Your innate drive is going to be the trick to the plan, not the stuff that s on it.
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It s what s going to motor you, what the engine is inside of you, the fire burn.
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So ask yourself, do I know the why behind all the what s?
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That s my first.
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So are you talking about the
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the general why behind your business?
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Why are you in this business?
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Or are you talking more micro level behind like, why do I have 20 target accounts?
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And why do I have this income set where it is?
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Yeah, it s a great question.
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I hadn t thought about your first segment there, which is just why in general.
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That s a much more thoughtful exercise.
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I was thinking more on the plan itself.
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So people say, I ve got this particular company.
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I ve got the advanced selling podcast on my,
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target account list, I would say, why do you have them there?
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I m going to get some intellectual answers.
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I want a deeper emotional answer.
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Well, I feel like I really connect with those guys.
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I love their messaging, I feel really aligned to them, etherically, energetically.
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They seem like the kind of group I d want to partner
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with and be with and spend.
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Who are these guys now?
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Yeah.
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Advanced selling podcast, Casky Neal.
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Yep.
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So we just, we just landed on someone s business plan by saying that I guarantee it.
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Okay, so the why, which I think both of those are really important, but this is a good time of the year as you re doing your planning for next year to ask yourself a question.
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Why do I do this work that I do?
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Why am I in this business?
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I don t think you can ask that question often enough.
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I mean, you know, probably could do it every day.
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It d be useless, but once a year, once every few months, you should ask yourself, because as the world changes and as the business changes, and as you change,
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Maybe what was true two years ago is not true today, and the why has shifted.
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But I think it s really, we ve heard about the asking the question why, and Simon Sinek, the power of why, or the golden parachute, or the golden circles, or whatever it is.
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I think it s really important.
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And I think we, I ve got a program coming up here this week in Chicago.
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And that is one of the first questions I m going to ask, because our goal is something different.
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But I want to start with, why the hell are you guys in this business?
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And if it s because it s a job?
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or because I need to make money for my retirement, then you re probably not gonna get anything I have here because this is a little deeper tread, a little deeper in the path.
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But I think that s a good question.
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Why do you do what you do?
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Yeah, bravo.
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You wanna take another one?
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I ve got one else.
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I got something else written here.
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I just wrote down.
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Well, this is kind of what I referred to at the beginning, is if you have a section of your plan that has to do with complexity, like target accounts, let s just say, and I want to, I have these 10 target accounts, then I think there s a how-to element of that that probably is on a separate page.
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And maybe it s something as simple as, it doesn t have to be for each target account.
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It could be generally, here s how I m going to approach them.
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Number one, I m going to make a list of all the people in those companies that I need to connect with on LinkedIn.
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Two, I might want to direct message them in the first week after I connect with them and say, hey, I ve got something here as a white paper, freebie, or video, or something.
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What s the how to get to the 12 clients?
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And I don t think we do nearly enough how.
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And I know sometimes people are like, no, I don t want to know the how.
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I want to know the why.
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Yeah, but at some point, you ve got to send something, or call them, or reach out to them.
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At some point, something has to happen.
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physically, and that s what I want to talk about in that how.
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So each one of your sections, whether it s income, or whether it s lifestyle, maybe you have some fitness goals, target accounts, social media, personal branding, there s got to be a how-to.
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So we go what, then we go why, why behind that, but then we go how, what, what, how, why.
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We re not doing where, I m not going to do where.
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But it s what WUT, right?
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It s what WUT.
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You know, the one I always forget, SMH.
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I always forget SMH.
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When someone sends SMH to me, I never remember what it is.
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You know what I forget is LMAO.
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Now I ve got it.
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But yeah, it takes a minute, you know, what are we doing?
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You know what I mean?
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It is.
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All right, here is something.
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We re going through this with our coach right now.
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And I struggle with this one.
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I m going to be really clear.
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And I ll tell you why I struggle with it.
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Our coach is having us plan for regression, for going backwards.
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for slowing growth, which any business going into recession would prudently plan for that.
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The problem is now I say, well, I have a trouble with it.
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I m very optimistic and forward thinking.
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I don t like the plan to go backwards and we need to do that.
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And so as we head in here, look at your plan and ask yourself, is it overly aggressive?
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And I m not someone that s purported, I m not proposing that you plan for ease and comfort,
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I am saying if you ve been on a path of 25 to 30% growth for 10 years, that s not likely sustainable.
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So we have to get mentally okay with planning for flat is what I, what I m saying here.
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And I think that s really troubling for the, some of the energetic things where we ve been used to.
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You got to go get a man.
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You got 30% grow, you know, dream big, go big and dah, dah, dah, dah, dah.
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And we haven t, the economy hasn t breathed for 10 years.
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So we ve been getting all that stuff.
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Right.
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And that s not here anymore.
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So is planning for a fallback, is it more of a position like in the event this occurs, here s the corrective action I m going to take, like as a business owner, maybe there s, you know, thing, or is it more, that s the essence of the whole plan is regression?
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I don t know that it s the, um,
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essence of the whole thing, it is saying, okay, just what I mentioned.
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So if we ve been on a path of just south of, you know, 100% growth, that it s okay to plan for 30% growth, or even 10 for a year.
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But my mentality struggles with that, or are because we re so used to bullshit, you know, or shoot, we beat that up.
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Yeah, you know, we ve done
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50% growth for five years, seven years, why would we plan for 10?
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Why would we plan for zero?
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You know?
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But don t you think that s market dependent too?
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Like in 2008, when we were doing business together, I mean, there were some good years because recessions are good times for people in the coaching and training business because
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We have to keep, so if you re in a business that is like the hotel business or luxury car business or something that is always impacted, I think that s different than our business.
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So I d probably be a little bit more conservative maybe, but also maybe it s going to be a better year next year.
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Yeah, something to think about.
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Yeah, for sure.
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That s good.
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The last thing I have here in the how to plan section that has little to do with the thing and more to do with the thinking behind the thing,
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is who do I need to be in order to execute these areas?
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Because if I say to myself, I m going to double down on my personal brand in 2023, I m going to post every day on LinkedIn and every other day on Instagram or whatever, whatever those are, do you have to change in order to do that?
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Do you have to become somebody different, somebody new, reinvent yourself, think differently about yourself?
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skills even, but it s probably less about skills and more about just who do I need to become inside myself to be able to go out and post every day on LinkedIn.
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And some of these things that we put in our plan require us to be somebody different.
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And I think we get real resistant.
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Well, wait a minute.
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I am who I am, brother.
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I mean, I m not going to change for this.
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No, we re just talking about you got to be, if you re, if you want to go from 200 K to 600 K, you re probably going to have to become somebody else in a way, maybe more filtered on your activities.
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Maybe you re going to have to say no more frequently.
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Maybe you re going to have to really be more rigid about your day and your planning and things like that.
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So who do you need to become might be a question worth asking in some of these areas where there s a lot of expansion.
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I love that.
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I m going to, can I add to that?
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Yeah.
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I just wrote a thought and it s a little cliche on the normal quote that we hear.
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So I m going to change it a little bit and I m going to have some fun with pronouns because I really like English and grammar.
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So you pose the question, who do I need to be?
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first person subjective, which I love.
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I m going to add to that.
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Whom do I need to be with?
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Which would be third person or first person.
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I see you had that.
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Right.
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Whom do I need to be with is the question.
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The cliche thing is you re the sum of the five people you spend the most time with, blah, blah, blah.
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That s so fine.
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Okay, good.
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I do want you to take a look though, in this plan about the company that you keep.
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And ask yourself, are you around people that are going to lift you, and stretch you, and challenge you, and not coddle you?
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Or are you going to be with people who make you feel safe, who your air quotes doing better than, so you feel good?
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And just examine that.
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So who do you need to be, and whom do you need to be with when you re planning?
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SPEAKER_00
I love those two.
1
SPEAKER_00
Those are two, because they fit like hand and glove, as we used to say.
1
SPEAKER_00
Don t they?
1
SPEAKER_00
Yes.
1
SPEAKER_00
Yeah, that s really good.
1
SPEAKER_00
to go to advancedsellingpodcast.com slash LinkedIn.
1
SPEAKER_00
You can be a member of that group.
1
SPEAKER_00
Complimentary, I mean, it s just a LinkedIn group.
1
SPEAKER_00
We ve got 12,000-ish people in there.
1
SPEAKER_00
Yeah, or more.
1
SPEAKER_00
And there s some good discussions going on.
1
SPEAKER_00
And we d like to start a discussion about this, because we think there s more to the business plan than just seven categories on one page.
1
SPEAKER_00
And if you really want to expand your business next year, then maybe there s a deeper dive you can take on your business plan.
1
SPEAKER_00
For sure.
1
SPEAKER_00
See you next time.
1
SPEAKER_00
See you next time.
1
SPEAKER_00
Bye.
1
SPEAKER_00
Bye.