0
SPEAKER_00
Welcome everybody to the Advanced Selling Podcast, the longest running sales training podcast, Podcast History.
0
SPEAKER_00
My name is Brian Neal.
0
SPEAKER_00
My name is Bill Kask.
0
SPEAKER_00
We are here every week.
0
SPEAKER_00
Glad you re here and joining us.
0
SPEAKER_00
It s been a long road, the old Advanced Selling Podcast.
0
SPEAKER_00
It s a long and winding road.
0
SPEAKER_00
A winding road.
0
SPEAKER_00
Who sings that?
0
SPEAKER_00
That s a...
0
SPEAKER_00
But hey, if you re new here, welcome.
0
SPEAKER_00
Glad you found us.
0
SPEAKER_00
We re glad we found you.
0
SPEAKER_00
And we got a couple programs.
0
SPEAKER_00
Number one, join our LinkedIn group.
0
SPEAKER_00
There s like 12,000-ish, 13,000 people in the LinkedIn group.
0
SPEAKER_00
Lots of smart people there.
0
SPEAKER_00
More importantly, you need to be a part of our insider program.
0
SPEAKER_00
A little live coaching program with my good friend, Bill Kasky, every first Friday of every month.
0
SPEAKER_00
Fantastic topics, fantastic group.
0
SPEAKER_00
Sometimes even a guest lecturer, like there was last week.
0
SPEAKER_00
Scott Snowden, friend of the show, friend of the firm.
0
SPEAKER_00
Great guy.
0
SPEAKER_01
He s a friend of all of us.
0
SPEAKER_00
I mean, he s really friendly.
0
SPEAKER_00
He s a super friendly guy.
0
SPEAKER_00
And smart as a whip.
0
SPEAKER_00
Yes.
0
SPEAKER_00
And very, very smart.
0
SPEAKER_00
Great at what he does, especially on the story thing.
0
SPEAKER_00
And a very wonderful Canadian dude.
0
SPEAKER_00
Speaking of Canadian.
0
SPEAKER_01
Oh, man, you was that seriously?
0
SPEAKER_01
You did not even know what I was going to talk about.
0
SPEAKER_00
I had no idea.
0
SPEAKER_01
And you just did.
0
SPEAKER_01
You just like throw it through an underhanded pitch to me.
0
SPEAKER_00
I mean, that s what that s what happens when you ve been doing this as long as you think for each other.
0
SPEAKER_01
Finally, you re welcome.
0
SPEAKER_01
You re welcome.
0
SPEAKER_01
Um, if you ever go on like a, like a listening binge to like music from maybe your childhood, like a hundred percent.
0
SPEAKER_00
Yeah, absolutely.
0
SPEAKER_01
And you go down, you go down the path and before you know it, you re deep cut into an album that never sold any because you re like, you just.
0
SPEAKER_01
Well, I did that with a guy that just died this week.
0
SPEAKER_01
His name is Gordon Lightfoot.
0
SPEAKER_01
Yes, and he was is Canadian.
0
SPEAKER_01
Yeah, and so when you mentioned Scott and apparently they had a They honored him at the Toronto Maple Leafs playoff game
0
SPEAKER_01
here last week.
0
SPEAKER_01
And he was 84 years old.
0
SPEAKER_01
For those of you who don t know who he is, just go look up Gordon Lightfoot.
0
SPEAKER_01
He was an awesome singer, storyteller, guitar player, arranger, lyricist.
0
SPEAKER_01
I mean, he was just really good.
0
SPEAKER_01
And you would recognize some of his music, if you could read my mind.
0
SPEAKER_01
The Wreck of the Edmund Fitzgerald.
0
SPEAKER_01
He had probably a dozen songs that were really good.
0
SPEAKER_01
And then if you really got into his voice, which he had a very distinctive voice, you could go deep cut.
0
SPEAKER_01
Did you ever do that?
0
SPEAKER_01
Just like, Oh my God, I was three hours on Sunday.
0
SPEAKER_00
I mean, without question, um, I do it probably more than even realize that I do it, um, for sure.
0
SPEAKER_00
And, um, it tends to go in what you said.
0
SPEAKER_00
So it tends to go in, you know, um, what do you want to call it?
0
SPEAKER_00
Uh, uh, order.
0
SPEAKER_00
So I think these songs are stored in parts of your brain.
0
SPEAKER_00
Does that make sense?
0
SPEAKER_00
So like Gordon Lightfoot for me was like, I was five to seven years old when his songs were out.
0
SPEAKER_00
And it was very kind of, there s a love song era there.
0
SPEAKER_00
And the Edmund Fitzgerald was one of the first like really popular, not probably the first, but storytelling song about a thing.
0
SPEAKER_00
And you know what I mean?
0
SPEAKER_00
Um,
0
SPEAKER_00
Yeah, I m huge.
0
SPEAKER_00
So I do that all the time.
0
SPEAKER_00
Yeah, you re going to like high school, then you re going to like hair bands and your prom songs.
0
SPEAKER_01
Casey and the Sunshine Band.
0
SPEAKER_01
You go deep on them.
0
SPEAKER_01
And then you try to go deep on something that s a one hit wonder.
0
SPEAKER_01
Like, oh, I remember that song.
0
SPEAKER_01
And then you think, well, I came up dry.
0
SPEAKER_00
That s the only song I remember.
0
SPEAKER_00
Totally.
0
SPEAKER_00
Yes.
0
SPEAKER_00
Can I actually play something for you here, Bill?
0
SPEAKER_01
If we don t get in trouble.
0
SPEAKER_00
Well, we ll see.
0
SPEAKER_00
I don t know if I can play this or not.
0
SPEAKER_00
I m just going to play.
0
SPEAKER_00
You hear that?
0
SPEAKER_01
Oh yeah.
0
SPEAKER_01
That s a sundown.
0
SPEAKER_00
Yeah.
0
SPEAKER_01
Isn t it?
0
SPEAKER_00
But listen to it.
0
SPEAKER_01
It s not coming through the road caster though, is it?
0
SPEAKER_00
Isn t that cool?
0
SPEAKER_00
I can t hear it very well.
0
SPEAKER_00
No, I can t hear it.
0
SPEAKER_01
Is it a, the riff on sundown and then it s a,
0
SPEAKER_00
Yeah.
0
SPEAKER_00
It s a producer named Noah Nash.
0
SPEAKER_00
Okay.
0
SPEAKER_00
Maybe we ll take it up.
0
SPEAKER_00
Anywho.
0
SPEAKER_00
Yes.
0
SPEAKER_00
I go down that path.
0
SPEAKER_00
We love Gordon Lightfoot.
0
SPEAKER_00
It is to our topic.
0
SPEAKER_01
Topic today is this idea of, how do you get to the higher level person inside your client or prospect company?
0
SPEAKER_01
And a lot of times, we don t start there, even though we should.
0
SPEAKER_01
And it s great when the CEO, Brian, calls you and says, hey, I ve got a team.
0
SPEAKER_01
We ve got three VPs of sales and 17 salespeople.
0
SPEAKER_01
I want to talk about how you get.
0
SPEAKER_01
That s great.
0
SPEAKER_01
But for a lot of people who listen, that doesn t happen because often the CEO is not that involved in your thing.
0
SPEAKER_01
So if you re Larry Ellison running Oracle, you re probably not going to call a company about a $5,000 investment because it s just too small for you.
0
SPEAKER_01
You ve got people to do that.
0
SPEAKER_01
And a lot of our clients, and I m sure yours too, we do need to have some input and perspective from the CEO.
0
SPEAKER_01
And I thought it was a good topic because it came up in some corporate work I did the other day where they close 80% of the deals where they talk to the CEO and 20% of the deals they don t.
0
SPEAKER_01
So it s a 4x improvement.
0
SPEAKER_01
And so the question not is, why is that?
0
SPEAKER_01
The question is, how do we get to the CEO or to this top level person?
0
SPEAKER_01
I ve got a couple of thoughts, but I wanted to get your feedback, see if you think that s a topic worth addressing.
0
SPEAKER_00
I think it s a great topic.
0
SPEAKER_00
It s a timeless topic.
0
SPEAKER_00
It s been around forever.
0
SPEAKER_00
There s a book written, what, Selling to Veto?
0
SPEAKER_00
Is that what it s called?
0
SPEAKER_00
Very important top officer.
0
SPEAKER_00
There s a book written in the, is that the 90s or 2000s?
0
SPEAKER_00
Selling to Veto.
0
SPEAKER_00
Anyway, this has been a thing.
0
SPEAKER_00
Now I do, and I m super strong on this.
0
SPEAKER_00
I think I ve said this in the podcast before.
0
SPEAKER_00
I think you agree with this, Bill, that I do not, do not endorse the concept of decision maker singular at all.
0
SPEAKER_00
I m vehemently against that concept.
0
SPEAKER_00
And that s not what you re saying here.
0
SPEAKER_00
You re not saying, how do I get to the decision maker?
0
SPEAKER_00
You re saying, how do I include or engage the C-level person in the process?
0
SPEAKER_00
Just want to make sure that everyone hears when we re talking about this.
0
SPEAKER_00
We re not talking about, well, if I go to the CEO, I sell to the CEO.
0
SPEAKER_00
No, you don t.
0
SPEAKER_00
You sell to the group in this process.
0
SPEAKER_01
I don t think that s inconsequential either, though.
0
SPEAKER_01
What you just said is that we have to get away.
0
SPEAKER_01
And I know most of us have, because if you ve been listening, you know that we don t believe in the decision makers.
0
SPEAKER_01
Rarely it is.
0
SPEAKER_01
But most of you are in business to business.
0
SPEAKER_01
And what s the average of 6.5 people who are involved in a business to business decision today?
0
SPEAKER_01
So if you re calling on one, you ain t there.
0
SPEAKER_00
You re not calling on enough.
0
SPEAKER_00
No.
0
SPEAKER_00
1994 was when Selling to Veto was written, by the way, which I believe is almost 30 years.
0
SPEAKER_00
Correct?
0
SPEAKER_00
Yes.
0
SPEAKER_00
So people are still, and I m not saying it s a bad idea, but it s like 30 years old, man.
0
SPEAKER_01
So during my discussion with this client,
0
SPEAKER_01
I said, because they relayed this statistic that 80% of the time, 20% of the time.
0
SPEAKER_01
And I said, well, why do you need to get in front of the CEO?
0
SPEAKER_01
I mean, I know from your standpoint, it increases your closing percent Forex.
0
SPEAKER_01
But from the customer s standpoint, why is it important you speak to these other people?
0
SPEAKER_01
And the young man who was doing it cobbled together one thing.
0
SPEAKER_01
and couldn t come up with any more.
0
SPEAKER_01
And the president of the company chimed in and had a couple of things, and a couple other people chimed in.
0
SPEAKER_01
But there was no real
0
SPEAKER_01
attitude about why is this good for them for us to talk to the CEO?
0
SPEAKER_01
And I thought we call it five reasons or seven reasons or whatever.
0
SPEAKER_01
And so if you re struggling either with having people follow your sales process when they may want to follow their buying process or getting to the CEO or a top level person when they would prefer to do that internally, no, that s OK, Brian.
0
SPEAKER_01
I ll take it too.
0
SPEAKER_01
I ll take it to the CEO.
0
SPEAKER_01
Don t worry about it.
0
SPEAKER_01
They really trust me.
0
SPEAKER_01
Yeah, OK, right.
0
SPEAKER_01
Or anything in the process where you re looking for a change from the way they typically do things, I think you have to have reasons why.
0
SPEAKER_01
You have to have a document documented, here are the five reasons or three that I
1
SPEAKER_01
need that it s good for you if I talk to your CEO.
1
SPEAKER_00
Yeah, that s brilliant.
1
SPEAKER_00
First of all, that s what we always forget.
1
SPEAKER_00
We forget why is it valuable to them.
1
SPEAKER_00
I love the idea of documenting a sales process in a why, what, how, and who framework.
1
SPEAKER_00
Why, what, how, and who.
1
SPEAKER_00
So if I have four stages to my sales process, I give a why for every stage, a what it is.
1
SPEAKER_00
So it s, you know, fleshing out the data and then how it s done.
1
SPEAKER_00
So it s done in two 30 minute meetings and who s involved, who is involved on both sides.
1
SPEAKER_00
And that becomes a document, a one page document.
1
SPEAKER_00
We re working really hard on this for our clients to help them build this.
1
SPEAKER_00
And for ourselves right now is that to be able to show that in one document.
1
SPEAKER_00
And once you show that in one document, that s your process.
1
SPEAKER_00
It s kind of like flying an airplane.
1
SPEAKER_00
You know, the guy who s flying me on United Airlines doesn t like one day go, you know what?
1
SPEAKER_00
I don t think I m going to check the landing gear today.
1
SPEAKER_00
I m sure it s fine.
1
SPEAKER_00
They don t do that.
1
SPEAKER_00
They re not allowed to, they have to follow the process.
1
SPEAKER_00
So.
1
SPEAKER_00
The first thing I think we have to get real with, this is a good math question, Bill.
1
SPEAKER_00
If they re closing percentages 80% with and 20% without, and they require that as a step, what do they give up?
1
SPEAKER_00
like mathematically, that your client should just make it a rule.
1
SPEAKER_00
Because I think the math is in their favor, that what they re going to lose versus what they re going to gain is monumental.
1
SPEAKER_00
What they ll lose is some people will say no.
1
SPEAKER_00
Exactly.
1
SPEAKER_00
But they re going to say no 80% of the time.
1
SPEAKER_00
There s a 20% chance they re going to change that.
1
SPEAKER_00
Yes.
1
SPEAKER_00
So it s like, I d much rather go, I d spend all my time with 80s.
1
SPEAKER_00
Yeah, the 80, not the 20.
1
SPEAKER_00
And none of my time with the 20s.
1
SPEAKER_00
And so when the people say, sorry, I m going to take it to my CEO, say, no problem, I m going to tap out then.
1
SPEAKER_00
and just stop the process and move on with that math that dramatic.
1
SPEAKER_00
And that was a, that s to me a really big number.
1
SPEAKER_00
That s a good, that s a, if they have that reality, then it s a hard rule.
1
SPEAKER_00
They do not do a process unless the C-level person is right.
1
SPEAKER_00
Right.
1
SPEAKER_01
And that is, that is what we re doing and working on.
1
SPEAKER_01
However, um,
1
SPEAKER_01
I bet you that if you took a poll from all of our listeners, that 80-20 number is probably not that far off.
1
SPEAKER_01
Right.
1
SPEAKER_01
Oh, right, right, right.
1
SPEAKER_01
Yes.
1
SPEAKER_01
For everybody.
1
SPEAKER_01
Yes.
1
SPEAKER_01
Yeah.
1
SPEAKER_01
Yeah.
1
SPEAKER_01
So if you are in search of talking to other people, we ll call it the CEO, but it doesn t have to be.
1
SPEAKER_01
Because some companies, Fortune 100 company, you re probably not going to get there.
1
SPEAKER_01
But there are people inside the company who you want to be speaking with.
1
SPEAKER_01
Come up with why.
1
SPEAKER_01
Yes, I m up with just and I like Brian s.
1
SPEAKER_01
Uh, why what who what is it?
1
SPEAKER_01
Why well how why what how what how and what why what how new Yeah, you can rearrange them if you want, but but start with the why so why is it good for them?
1
SPEAKER_01
Why is it good for them for you to talk to these important other important people?
1
SPEAKER_01
and I think you ll and the um
1
SPEAKER_01
The president of this company, he sent me an email like an hour after a call.
1
SPEAKER_01
He had put into a chat GPT, the question and, and chat spit out six reasons, the CEO, uh, six, six things the CEO is concerned with.
1
SPEAKER_01
And then you have to decide if those six things, any of them are pertinent to you.
1
SPEAKER_01
And maybe only four are in that case, you would.
1
SPEAKER_01
to lead to two.
1
SPEAKER_01
But the point there is, if it s not in writing, it s not in belief.
1
SPEAKER_01
If you write it down, and you rehearse it, and you really believe it, you really believe it s in their best interest, it ll be easy to tap out if they say no.
1
SPEAKER_00
Yes, easy.
1
SPEAKER_00
And just think about documenting this.
1
SPEAKER_00
And then it s saying, OK, so then step two, you do the why.
1
SPEAKER_00
So we do this step two for two things.
1
SPEAKER_00
We re strategic alignment.
1
SPEAKER_00
and strategic alignment and financial prioritization.
1
SPEAKER_00
So number one, we want to make sure that what you re asking us to help you with, I m the salesperson now, what you re asking us to help with is to align strategically with the big picture and make sure that financially this is where resources should be put.
1
SPEAKER_00
So we need the CFO involved in that, the CEO, and the director of the division.
1
SPEAKER_00
And that s it.
1
SPEAKER_00
That s what you say.
1
SPEAKER_00
Like, well, sorry, we re not going to get the CEO fee.
1
SPEAKER_00
No, we re going to, okay.
1
SPEAKER_00
Say, well, that s, that s part of our process.
1
SPEAKER_00
So we can just, you know, either press pause until we can make that happen.
1
SPEAKER_00
Or if we can t, we totally get it.
1
SPEAKER_00
Um, that we just, it means that much to us that we ll actually tap out of the process if we can t, no
1
SPEAKER_01
And it s all done with the intention of giving you the best possible outcome and results from this work that we re about to do.
1
SPEAKER_01
So you have to keep in mind, this is not just about you.
1
SPEAKER_01
You have to sink into your heart there the belief that if I don t do this, they re going to get a less than solution.
1
SPEAKER_01
Yes.
1
SPEAKER_01
If I do this and they agree to it, they re going to get a spot on high value solution.
1
SPEAKER_01
So this is all about them.
1
SPEAKER_01
It s nothing about you, even though the numbers are beneficial.
1
SPEAKER_00
Yes.
1
SPEAKER_00
Well, that s what the numbers to me are beneficial because when you get that information, you line up with the right deals, the right time, the right money.
1
SPEAKER_00
It just does.
1
SPEAKER_00
It just lines up and you still lose 20% of them, which you probably should because those things don t check.
1
SPEAKER_00
Like, strategically, this is not where we shouldn t be putting our money and time and effort into sales coaching right now.
1
SPEAKER_00
We should be putting it into our production facility.
1
SPEAKER_00
Because we can t, OK, cool.
1
SPEAKER_00
Right?
1
SPEAKER_00
We re out.
1
SPEAKER_00
They re one of the 20% that say no.
1
SPEAKER_00
Or they shouldn t.
1
SPEAKER_00
Yeah.
1
SPEAKER_00
I m sorry.
1
SPEAKER_00
That s it.
1
SPEAKER_01
I m sorry.
1
SPEAKER_01
So from a sales person, for our listeners, I think Brian brings up a good point there.
1
SPEAKER_01
And that is that you ve got to look at your assets.
1
SPEAKER_01
And one asset is time.
1
SPEAKER_01
time, energy, effort.
1
SPEAKER_01
And it s easy to say, well, at least I ll have a 20% chance.
1
SPEAKER_01
We could.
1
SPEAKER_01
We could.
1
SPEAKER_01
But you re going to spend a lot of time with the other 80% who you re not talking to.
1
SPEAKER_01
And you will never get that back.
1
SPEAKER_01
You never, ever will get that back.
1
SPEAKER_01
much older than you as I get older.
1
SPEAKER_01
That s a really important part.
1
SPEAKER_01
And to be honest, I don t care how old you are.
1
SPEAKER_01
If you re 30 or 22, you will not get the time you spent on the 80 hours pursuing something.
1
SPEAKER_01
It was never going to happen because you weren t talking to the CEO.
1
SPEAKER_01
So you ve got to get right mentally.
1
SPEAKER_01
I just had an email just while we were on break here from a client, and this exact thing.
1
SPEAKER_01
And he said, I just got the go ahead on a deal.
1
SPEAKER_01
And it s because the CEO was involved, and it was that point in the process where it s all on the line, where you have to say to your contact, look,
1
SPEAKER_01
Here s the reason we insist upon talking to the CEO.
1
SPEAKER_01
And if you can t do this, or if he or she doesn t want to, I understand.
1
SPEAKER_01
But I ve got to tap out.
1
SPEAKER_01
And he did that.
1
SPEAKER_01
And the person said, well, yeah, I think I can make that happen.
1
SPEAKER_01
And the CEO was awesome.
1
SPEAKER_01
He says, oh, my god.
1
SPEAKER_01
I wish I would have known this dude.
1
SPEAKER_01
He s just an awesome guy.
1
SPEAKER_01
And they did it.
1
SPEAKER_01
And the CEO just said, let s get it done.
1
SPEAKER_01
Let s do it.
1
SPEAKER_01
That wouldn t have happened if he wouldn t have done that.
1
SPEAKER_01
So we have to believe in our own heart is best for them.
1
SPEAKER_00
Truth.
1
SPEAKER_00
That s so, so important.
1
SPEAKER_00
And then Bill used some words, too.
1
SPEAKER_00
We ve talked about this language set before in the podcast of we want is their perspective.
1
SPEAKER_00
We want their input.
1
SPEAKER_00
We want their point of view.
1
SPEAKER_00
I like to even slight change on the word sometimes, because I get a lot of people go down this path, and we ve said even just talking about it here, this talk to the versus engage or enroll the in the process.
1
SPEAKER_00
So instead of talk to the CEO, I want to enroll the CEO in the process.
1
SPEAKER_00
I want to engage the CEO in the process so I can get her to take her opinion, whatever that is.
1
SPEAKER_01
Include, I use the word include a lot today because it s hot.
1
SPEAKER_00
It s a buzzword.
1
SPEAKER_00
Use their perspective.
1
SPEAKER_00
Inclusion.
1
SPEAKER_00
We like it.
1
SPEAKER_00
Include the CEO.
1
SPEAKER_00
We re inclusion of the C-suite.
1
SPEAKER_00
in our sales process.
1
SPEAKER_00
Yeah, great, though.
1
SPEAKER_00
So good.
1
SPEAKER_00
It s such a good topic.
1
SPEAKER_00
And people don t know now there s a we don t have much time left on this episode.
1
SPEAKER_00
There s another reason I think salespeople struggle with this.
1
SPEAKER_00
That s deeper and within them is I think deep down salespeople are uncomfortable
1
SPEAKER_00
in a conversation with a C-level person, and they then have easy resistance to any resistance from the customer.
1
SPEAKER_00
So if I m intrinsically not comfortable to talk to a C-level person, and you re my buyer, Bill, and I say, hey, we really want to enroll the CEO, and you say, well, she s not really going to be involved much in this process, so we won t be able to make that happen.
1
SPEAKER_00
I ll go, OK, no problem.
1
SPEAKER_00
I understand.
1
SPEAKER_00
Because inside, I don t feel comfortable talking to her because she s a C-level person.
2
SPEAKER_00
If I feel super, this won t work if you don t feel comfortable talking to C-level people and engaging with them and asking them strategic questions.
2
SPEAKER_00
Totally agree.
2
SPEAKER_01
You got to check yourself there first.
2
SPEAKER_01
So how does one get comfortable?
2
SPEAKER_01
Well, one does it by doing it.
2
SPEAKER_01
But I think if you understand what are the five primary roles of a CEO in most businesses and how does your solution or the problems you solve relate to any one of those and you
2
SPEAKER_01
map out a call and you talk, interview a couple of CEOs, interview your own CEO.
2
SPEAKER_01
And say, look, I m going to present it this way.
2
SPEAKER_01
Tell me what are some of the things I should be thinking about?
2
SPEAKER_01
What are you paying attention to?
2
SPEAKER_01
CEOs are paying attention to the high level stuff, but I guarantee you there s something you do that connects with that high level stuff.
2
SPEAKER_01
So just don t find yourself saying, well, he didn t care about that.
2
SPEAKER_01
Oh, he might, or she might, and they might care about it more than you think, because it impacts something that they pay attention to every day.
2
SPEAKER_00
Yes.
2
SPEAKER_00
And, and your, your client had this experience.
2
SPEAKER_00
They met to the CEO, this guy was great.
2
SPEAKER_00
Like, what do we expect?
2
SPEAKER_00
You expect them to be like an a-hole and mean and stuff like that, some mysterious and like, no, they re all, you don t get to be a CEO usually.
2
SPEAKER_00
You re a jerk.
2
SPEAKER_01
They re always great.
2
SPEAKER_01
I mean, almost always.
2
SPEAKER_01
Now they may be bottom line.
2
SPEAKER_01
They may be indignant.
2
SPEAKER_01
They may be short, but I kind of like that because I have to deal with that.
2
SPEAKER_00
And I also believe none of them have anything figured out.
2
SPEAKER_00
Everyone thinks there s like this magic book that a CEO reads on how to run a company.
2
SPEAKER_00
They have no idea what they re doing.
2
SPEAKER_00
I m telling you, they don t.
2
SPEAKER_00
And so Bill s right.
2
SPEAKER_00
And you have them in your hip pocket.
2
SPEAKER_00
You have your own C-suite, your own CEO, CFO, COO that you can call, ask for advice.
2
SPEAKER_00
Then you have your like first tier tight relationships.
2
SPEAKER_00
Best clients.
2
SPEAKER_00
And you go and you say, hey, I m looking for some advice.
2
SPEAKER_00
I m getting into more conversations with CFOs.
2
SPEAKER_00
And I just want to talk to you over lunch and say, I just want to hear, what do you think about?
2
SPEAKER_00
What matters?
2
SPEAKER_00
What do CFOs believe in?
2
SPEAKER_00
How can I roll through a conversation and stay connected to a CFO?
2
SPEAKER_00
They ll tell you.
2
SPEAKER_00
Here s what you should.
2
SPEAKER_00
And they ll say what their pet peeves are.
2
SPEAKER_00
Don t come in here pretending like you know how to read a financial balance sheet.
2
SPEAKER_00
Salespeople try to pretend they can, and they can t.
2
SPEAKER_00
They get found out.
2
SPEAKER_01
Don t try to explain EBITDA.
2
SPEAKER_01
You re right.
2
SPEAKER_00
You should get Warren Buffett explain EBITDA and Charlie Munger.
2
SPEAKER_00
I heard some of that.
2
SPEAKER_00
Did you see that?
2
SPEAKER_00
It was really good.
2
SPEAKER_00
Even Charlie Munger is like, no.
2
SPEAKER_00
He s 100 almost.
2
SPEAKER_00
It s so funny.
2
SPEAKER_01
OK, so let us know in the comments on LinkedIn when we post this up what you got from this.
2
SPEAKER_01
Just remember that any time you re trying to change the process to help the customer, you might need to have the why behind that.
2
SPEAKER_01
And if you do, and you can articulate that effortlessly and efficiently, I think you re going to have a lot of people say, OK, well, now I understand.
2
SPEAKER_01
Well, sure, that makes sense.
2
SPEAKER_01
Well, sure, Bob, that makes sense.
2
SPEAKER_01
I ll do that.
2
SPEAKER_01
So I think it will help you a lot.
2
SPEAKER_01
Always have the why.
2
SPEAKER_01
Yeah, I love it.
2
SPEAKER_01
All right.
2
SPEAKER_01
Good stuff.
2
SPEAKER_01
Good one.
2
SPEAKER_01
See you next time.
2
SPEAKER_01
Bye.
2
SPEAKER_01
Bye.