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Welcome back to the Advanced Selling Podcast, the longest running sales training podcast, podcast history.
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I m Bill Kasky.
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And I m Brian Neal here.
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And we love you guys.
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We record an episode every week.
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I don t know how many we re up to now.
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Well over well over 10.
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And we ve been doing this for many years, and we get great comments and emails from you.
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So if you do have a critique or a question, just send it to listener at advancedsellingpodcast.com.
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If you want us to use your name on the air, we will.
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If you want to be anonymous, we can do that too.
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But we did this here a couple of years ago, opened up our question line.
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We got a lot of really good ones.
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We haven t done that for a while.
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So make sure you send us a question or just a thought.
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If you have a perspective on things you ve heard on the podcast, we will answer them all.
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I love it.
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And we do love our listeners.
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What I m amazed by, this is just fun.
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We still, I just got a note the other day that said, I just found your podcast.
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We ve been doing this for 15 years so that two things are happening the world s just getting more into podcasting and Secondarily because we ve never really promoted this thing ever like in terms of like getting new listeners.
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It s all organic People are still finding it
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Yeah, and you figure there s, what, 10 million sales managers, leaders, salespeople.
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I don t know.
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I used to hear 17 million.
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I don t know if I buy that, but I think it s lessened.
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But in the business-to-business space, there s millions of people, and we have probably, what, 15,000, 20,000 per episode.
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So we re just scratching the surface.
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Yeah, just a lot of room to grow there.
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Hey, I ran across a Twitter feed that I thought you would find interesting.
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We do like to talk about vocabulary and words and word origins.
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This is a Twitter feed.
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The woman s name is Dr. Kat Day, K-A-T-D-A-Y.
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And her Twitter handle is Chronicle Flask, C-H-R-O-N-I-C-L-E-F-L-A-S-K.
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She s a proofreader for a living though.
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She s a proofreader, but she did a really cool series of posts on words that are the same word that have different definitions.
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And when I start reading these, you ll figure out what it is.
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Forgo, F-O-R-G-O, and forego, F-O-R-E-G-O.
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Those mean different things, same word, different things.
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Forgo, F-O-R-G-O, means to opt out or abstain, right?
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I m gonna forego the party, I m gonna forego the invitation.
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Forgo, F-O-R-E-G-O, means to go before.
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I never knew that.
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I know.
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I ve always used the first one, forgo.
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I know.
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Right.
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And the spelling, too.
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The spelling s wrong.
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So complement with an E, complement, and complement with an I are different things.
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Complement with an E. Yeah, I know that one.
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Complete something or add to feature, right?
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Complement is to say something nice.
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Stationary and stationary.
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stationary and stationary.
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That s a good one.
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No, let me, let me guess here.
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What s the difference?
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The A R Y is stay in one place.
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You got it.
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And the E R Y is paper.
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Yes.
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Yeah.
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How about broach and broach?
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Broach, I m gonna wear a nice broach to the party.
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Yeah, well, are they spelled differently?
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They are.
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The broach to the party is spelled B-R-O-O-C-H.
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B-R-O-O-C-H.
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And to broach to raise a difficult subject is B-R-O-A-C-H.
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Oh, it is?
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A-C-H?
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I thought it was C-H-E.
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So it s A-C-H, like a roach, like a cockroach.
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That type of broach, okay.
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Yes.
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Advice or advised.
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Advice is the noun, right?
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Yeah.
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That s just a little, a fun thing.
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Uh, that she s got.
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So check her out.
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This is just a fun, you know, and just keeps going and going.
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Effect, affect.
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She s got all these things.
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Rain and rain, R E I G N and R E I N. R E I G and R E I N.
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The affect-effect thing is a problem for me sometimes.
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I ve got to stop and think about it.
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You do, don t you?
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Yeah.
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Yes.
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And I see a lot of people misuse it.
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And it s like, well and good.
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We ve had that conversation before.
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Yes.
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And bear and bear.
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Yeah.
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Oh, that s a good one.
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Bear and bear.
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Like, if you bear arms, you re a P-K-R-E, correct?
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Yes, correct.
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Correct.
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Unless you re... Some people goof that up because they think, like, a bear s aggressive.
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I don t know what they think.
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Except for Winnie.
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All right.
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Anyway, what was the bear s name?
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Smokey the Bear.
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Smokey, yeah.
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Smokey the Bear was the bear that told us not to make forest fires.
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He kind of disappeared.
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Yeah, it was a good ad campaign.
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He disappeared.
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He s retired.
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He retired to an island just off the coast of Alaska.
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Oh, really?
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It s hibernating.
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Living in a fine daily meal of salmon.
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Good for him.
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Smoky to bear.
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All right.
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Topic of the day.
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Go ahead.
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Fire away.
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Yeah.
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We ve got an insider coming up in April.
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April 1st, actually.
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It s the first Friday in April.
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April Fool s Day.
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It really is happening.
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It really is happening.
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It s called Your Assets Equals Your Future.
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And we ve been talking about this concept of assets off and on, but I don t know we ve ever really coined the phrase that way.
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And so we started talking pre-show about how to help you think about that a little bit.
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We d love to have you in the Insider Program so you can get access to that particular one, because it s gonna be really good.
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We re gonna take a deep dive and everybody s going to have a way for them to identify their own assets.
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And the way this all started was,
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Brian and I, as coaches, we get people that come to us and they say, hey, want to grow our business, want to grow myself, company, want to grow all my sales team.
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And I think, Brian, if you re like me, you sometimes look at the people and you look at all the potential and value that they bring, and sometimes they don t even see it themselves.
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Either the VP of sales doesn t see it, or the people themselves don t see it.
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And so I ve always struggled with, how do you really
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put a mirror up in front of people and say, look, you re fricking good.
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You are really good.
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Why are you not doing this and this?
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And why are you doing this?
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And so I wanted to talk about that today a little bit in the run up to that April 1st event.
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I love that.
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I love that.
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And I think you re going to go really deep on this.
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Aren t you on the show or on the at the insider, right?
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We are.
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And we are today.
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So this would be a really good one if you re not in the program to start with.
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I wrote down,
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Bill in the pre-show, I told you this.
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I wrote down the word human balance sheet, human balance sheet.
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That s my own personal human balance sheet, me as a person.
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And like any good balance sheet, I ve got assets and liabilities.
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I feel like, I don t know where this comes from.
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In our society, we tend to focus so much on the liabilities column, the things we re not good at yet, the things we need to improve upon, the things we want to accomplish we haven t done yet, all that stuff, versus examining the asset column with the same level of detail to say, what am I really good at?
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What skill do I have that other people may not that differentiates me and that sort of thing?
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And I don t know if it s a humility thing.
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or we re so wired to find what s wrong with things.
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I don t know.
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Probably both of those.
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I love my wife dearly.
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We have this little hand-woven basket that s hand-woven from palm-leaved palms from these women in South Carolina, where my mom lives, that hand-make these things.
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And I ve had this thing for almost 20 years, and it is awesome.
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Last night, we were at dinner.
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It holds the bread.
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I m like, it s amazing.
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These are handmade.
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And she goes, yeah, this one s coming apart, actually.
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And she points to this little beady spot right in the corner.
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And I love her to death.
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I go, it s amazing.
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You can look at this and find something wrong with it.
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And she goes, well, I just don t want it to come apart.
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And I know where she s coming from.
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And she s right.
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She knows that our dog bit at one time, and she knows where that spot is.
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Point is, I think so many people are wired that way.
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So many of you salespeople listening to this are wired to think, oh my gosh, I can see the flaw or the spot on the ceiling or whatever.
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And you see it then in yourself.
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And that s the thing.
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So we want to work today, I think, on the asset column of really showing the whole picture.
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That s so true.
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Yeah, yeah, it s beautiful.
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It s the yeah, but yeah, but yeah, well, this is precious.
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But, you know, what if, what if this whole world comes to an end next week?
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Well, I guess we won t have to worry about that.
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No, no, that s little.
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Yeah.
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I think, don t you think what we ve all been through in the last couple of years has exacerbated that?
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I mean, think about when, when you,
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Back in the height of the pandemic, when you saw somebody maybe on the street and you re masked up or you weren t or whatever, but everybody s talking about it, it s at the top of everybody s mind.
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What did they always say when you left them?
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When the conversation was over, what did they typically say?
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Stay safe.
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Oh, stay safe.
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Be safe.
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Yeah, take care of yourself.
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Yeah, stay healthy.
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But it s always that stay safe.
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And I think, is there really good advice to stay safe?
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I know what we meant there.
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I m not saying we should have not.
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But I m not sure if we hear that over and over.
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Be safe, Brian.
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Don t do anything crazy.
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Well, don t take any risks now, because you know what could happen if you take a risk.
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And it s like, well, isn t life just one big risk after another, especially in business?
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You try something new, you try a new program.
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Staying safe, we would never leave our comfort zone.
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No, not so true.
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That s interesting, isn t it?
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Yeah.
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Put yourself in danger.
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Hey, see you, Bill.
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Yeah, right.
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Good luck.
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Do something that scares you to death.
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So true, isn t it though?
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We never do that, do we, press?
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Hey, do something, you might fail out.
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You know, we don t leave people that way.
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Hey, I hope you do something that fails this week.
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But that s where growth comes, isn t it?
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It is where growth comes.
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So true, so true.
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So anyway, I like your idea of human balance sheet, assets, liabilities.
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So do you want to take a couple of examples of liabilities first, or should we just ignore that column?
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For a minute, yeah.
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I m kind of leaning towards ignoring it on purpose, because I think the asset column is where, that s where the action is that s missed, you know?
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And what I m thinking through is how do you how do you I think we want to create some self-awareness here And how do you do that?
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Like how do you look at yourself and go?
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I m actually pretty good at this thing without feeling like you know a dork or you re bragging or anything like that.
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I Wonder if we can I wonder no, I wonder if we can I wonder if we I
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should be able to find someone else in our life who observes us in the raw, in the wild, and says, oh, you don t think you re good at this?
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Oh, no, you re very good at this.
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And by the same token, somebody says, you know, you think you re really funny?
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You re really not.
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Don t do a comedy tour.
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Well, that s a good point.
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I think the mechanism here to find out what these assets are at a deeper level, one is to ask those people closest to you.
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So this might be a spouse question or a kid question or a best friend question.
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Like, hey, if I were, I m listening to these two dudes on this podcast that tell me I need to figure out what my assets are, inventory.
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If I were to ask you, what is one personality trait, way that I am, some skill I have that you think is like as good as anybody else you were around, what would that one thing be?
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and to ask people that.
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And I would also, in that case, and most people care about it, they re gonna have something.
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I mean, no doubt.
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I mean, if we did it, if you asked me, hey, Brian, give me, you know, I could name a list for you, Bill.
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You can name a list for me, but it would be difficult for us to do that with ourselves, right?
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Or I would dismiss it.
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Or we would, we would dismiss it.
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Discount it.
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I m okay at this, but isn t everybody, isn t everybody good at that?
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I do that all the time.
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Well, yeah, everybody does this.
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What s the problem?
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It s funny, isn t it?
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Yeah, so I think that s a good idea is go to somebody.
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And don t let them get away with, well, you re a very caring guy, Bill.
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You re a nice guy.
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No, we want some harder assets than that.
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And harder assets could be things like, you know what, you really are a good listener, or you re really present when someone is around, or I ve noticed how careful you take care of the surroundings when we have a party, or I don t know, whatever those things are.
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Yes.
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But those have to be the personal ones.
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And go assets and liabilities.
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You don t spend much time on liabilities, because like Brian said, I don t want to insert those any further down than they already are.
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But I think it s also good to say, what s one of your liabilities?
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Like, I m unorganized.
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That s one of my biggest liabilities that my wife reminds me of from time to time.
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Like, already did she remind me.
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Yes.
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But she s right.
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And she s right.
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And that is a liability for me.
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So, but one option is go to organizing school and spend four years.
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Or the other option is to delegate some of those things that I m disorganized about.
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And so I ve chosen to be said that organized.
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Yeah.
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And I m, I m, um, yeah, I m, uh, really bad at responsiveness.
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Like people text me and call me and I don t respond, or they send me an email, like, do you get the email?
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And I m just, I m really bad at that.
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And I tend to focus on that.
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And then I think what happens in the liability, we are talking about the liabilities now, is I think we will tend to exacerbate those and make them sometimes even worse than they really are on one hand.
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On another hand, we could ignore them, you know, and just like dismiss them and say, well, that s no big deal.
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There s a balance in there.
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Because I run the risk of going way the other way.
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It s like, oh, I m a horrible person because I didn t respond to Bill s text.
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Well, I m not a horrible person.
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Yeah.
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Instead of just saying, that s just me.
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It s just who I am.
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Right.
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Accepting like I, and as long as I m continuing to pay attention to that and recognize where it might hurt someone else or cause harm to others, as long as I m aware of that and I can manage through that.
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What about the asset column?
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Yeah, let s talk about the assets.
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Let s do it.
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I was thinking about it in a couple of different ways.
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One is, as I just said, it s what you own.
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It s your personal assets.
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Like, let s say, you know, Brian, you ve got, I don t know what you re 50, are you 50 yet?
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50, yeah, 52. 52.
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You ve got 52 years of life experience.
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And some of that was in childhood.
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Some of it is once you graduate from college.
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You ve done a lot of cool things.
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And the refereeing, you ve got a lot of experience.
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Well, that s something that nobody can take away from you.
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You own that experience.
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So I would think about this as owned assets, my experience, my mind.
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My creativity, I might be able to work on a little bit, but we all have this creative slice of genius within us.
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It s not usually nourished, but we have it there.
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So that s one type of asset to me.
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The other type is an asset that you either purchase, or you lease, or you rent, like your customer list.
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You don t own your customer list.
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But as long as you have customers, then they are part of your asset base.
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Happy customers, satisfied.
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Testimonials probably is more something that you would own.
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But that was a way that I was thinking about dividing these, and there may be even a third category.
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I love it.
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I love it.
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So you have these life experiences things.
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And in that, you ve got to watch the balance of these things.
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The failures are assets.
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I m in your experience column, which I love.
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Failures are the assets, right?
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having been through a bankruptcy, or a divorce, or a business failure, or losing a big client, or you have a client that hates you because of how bad you were in the past.
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Those are assets, as much are the good ones, right?
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Yeah, then on the physical side, it s the stuff that we own.
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Like, I think about that.
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If I m taking inventory myself, I was an early adopter on LinkedIn.
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It was real bullish on it.
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So I ve, you know, either accepted or requested every one of 17,000 connections, not followers, but actual connections on LinkedIn.
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That s an asset that I own technically, but it s mine.
1
SPEAKER_00
Right.
1
SPEAKER_00
And it s there and I built it and I knew I remember when it was zero.
1
SPEAKER_00
So that s what you re talking about there, right?
1
SPEAKER_00
Yeah.
1
SPEAKER_00
Something like that.
1
SPEAKER_01
Yeah, that s a really good one, too, is do you own that?
1
SPEAKER_01
Because technically, you don t.
1
SPEAKER_01
Right.
1
SPEAKER_01
As long as LinkedIn doesn t tamper with it, and as long as you don t say something that gets you banned from LinkedIn, like I did, then it is yours.
1
SPEAKER_01
So yeah, I would say it is.
1
SPEAKER_01
Now, it s even better if you have their email addresses or phone numbers.
1
SPEAKER_01
Then you technically do own it.
1
SPEAKER_01
But I d say, yeah, that s a great asset.
1
SPEAKER_01
Yes.
1
SPEAKER_00
Yeah, what about a skill?
1
SPEAKER_00
Where does a skill fit into this?
1
SPEAKER_00
So experience is one thing, I think skill might be another thing.
1
SPEAKER_01
I think skill, your skill, personal skills is an asset.
1
SPEAKER_01
I think our ability to do this every week and release a podcast, I think it s a skill that pays off.
1
SPEAKER_01
We have insider members and we have gigs that we get, we ve got advertisers that, so I think skills are a big part of it.
1
SPEAKER_01
And my question always is, what are the skills of the future?
1
SPEAKER_01
And to me, one of the skills of the future is actually recognizing the assets that you have.
1
SPEAKER_01
Yes.
1
SPEAKER_01
So to make your head explode, yeah, a skill is an asset.
1
SPEAKER_01
But also, one of the skills is to recognize and identify and be proud of the assets that you bring to the table.
1
SPEAKER_00
Yeah, that s the trick, to be proud of them.
1
SPEAKER_00
Not braggy, but proud.
1
SPEAKER_00
I love that word.
1
SPEAKER_00
Yeah.
1
SPEAKER_00
And I also love the idea of the skill asset is demonstrable or demonstrable?
1
SPEAKER_00
How would I say that?
1
SPEAKER_00
I don t even know.
1
SPEAKER_00
Let s ask Kat.
1
SPEAKER_00
We should ask Kat, Dr. Kat.
1
SPEAKER_00
Let s go back to Twitter.
1
SPEAKER_00
So in other words, we have a skill.
1
SPEAKER_00
We have a mechanical skill in podcasting.
1
SPEAKER_00
And we know that because if someone walked up to us, if you and I were having a meeting anywhere, anytime, and literally came up and stuck two microphones in front of us and said, I want you guys to record a podcast, we would go, okay.
1
SPEAKER_00
And we would, that s a skill that we have.
1
SPEAKER_00
It s a mechanical skill, how to get into a show, how to banter, how to not step on each other when we re talking.
1
SPEAKER_00
That s a skill that we have.
1
SPEAKER_00
Maybe stepping on each other while we re talking.
1
SPEAKER_00
We re afraid.
1
SPEAKER_00
Give me the cue.
2
SPEAKER_00
Exactly right.
2
SPEAKER_02
Yeah, I like that.
2
SPEAKER_02
I think skill.
2
SPEAKER_02
And so that might be something else you do, is look at the skills that you have.
2
SPEAKER_02
Because skills, to me, you can
2
SPEAKER_02
you can assess whether you re pretty good at something.
2
SPEAKER_02
If you re good at finding the problem when you first start talking to a potential client, you know whether you re good at that or not.
2
SPEAKER_02
And some days, you may be better than others.
2
SPEAKER_02
But generally, if you get down to the end of the process and you re only closing 6% of the deals, you probably are not very skilled at finding the problem.
2
SPEAKER_02
So there are some indicators I think you could use.
2
SPEAKER_02
But that would be an asset, I think, is any kind of a skill in the buyer-seller process is an asset.
2
SPEAKER_00
Absolutely.
2
SPEAKER_00
I think about the ability to talk about money in a process, a skill or not a skill.
2
SPEAKER_00
And I think we got to keep in mind here, we re
2
SPEAKER_00
We re not self-evaluating our ability to talk about money.
2
SPEAKER_00
We re trying to make a list of our assets so that we can live in those, right?
2
SPEAKER_00
Throw fuel on them and make sure they re alive and big.
2
SPEAKER_00
Because if you live in your asset column, you re going to be in good shape no matter what you do.
2
SPEAKER_00
And be super happy.
2
SPEAKER_02
And you said it earlier, just take inventory of it.
2
SPEAKER_02
And that s a great word.
2
SPEAKER_02
And so I would encourage you to do that.
2
SPEAKER_02
so inclined and want to go a lot deeper into this topic, then April 1st is our next Insider Program, Your Assets Equals Your Future.
2
SPEAKER_02
I really believe how you leverage those assets that you have, once you identify them, will determine your future, your future income, your future relationships, your career path.
2
SPEAKER_02
How many times have you seen somebody who has done really well and you kind of look at them and you do the whole terrible comparison?
2
SPEAKER_02
He makes that much money an hour?
2
SPEAKER_02
And it s not because he s better than us or because we re worse.
2
SPEAKER_00
It s because he s leveraged his asset better.
2
SPEAKER_00
That s it.
2
SPEAKER_00
That s it.
2
SPEAKER_00
That is no doubt.
2
SPEAKER_00
And I m assuming in this insider group, we ve not talked about this.
2
SPEAKER_00
People are going to leave with this list started, correct?
2
SPEAKER_00
Or something personal.
2
SPEAKER_00
Yeah, their personal list.
2
SPEAKER_00
Yeah, that s great.
2
SPEAKER_00
That s a really good reason to go check that out.
2
SPEAKER_00
Yeah.
2
SPEAKER_02
All right.
2
SPEAKER_02
All right.
2
SPEAKER_02
See you next time.
2
SPEAKER_02
Good job.
2
SPEAKER_02
Yeah.