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In this episode, we get a little bit nutty.
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That s my Austin Powers impersonation.
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My inner hillbilly shows itself a little bit too much.
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And Bill gives me a deep, cold topic with absolutely no prep as we talk about how there is a third layer to messaging that most people will never find.
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Will you find yours?
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Welcome, everybody, to the Advanced Selling Podcast, the longest running sales training podcast in podcast history.
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My name is Brian Neal.
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I m Bill Kasky.
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We re here every Monday for your listening enjoyment.
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Glad that you re here.
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It s November in the United States.
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Crazy times, eh?
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Hey, you betcha.
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No comment.
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No comments.
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Well, it s just, you know, it s what it is.
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It s the deal.
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That s the thing, right?
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Well, 2020 is not over yet.
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It isn t.
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And so anybody who thinks that, oh, OK, I think we re almost through it, no, you re not.
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We re not through it yet.
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I mean, just a lot of things.
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I m not talking about politics or elections.
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I m just talking about a lot of things.
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We re not done with this year yet.
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And who knows?
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Maybe we re recording this a couple of days in advance of the release date, and the stock market is way up all of a sudden.
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Now, by the time this hits, it may be way down.
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Good things are in store, I think.
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It s OK.
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And if you want a better 2021 than you had in 2020, and you re a sales team leader, this is for the leaders.
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And if you re not a leader, forward this to your manager.
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We still have one chance for you to get in on this 2021 business planning program that Bill and I are doing.
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We re only taking five.
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And so right away, if you could, go to advancedsellingpodcast.com
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Virtual, V-I-R-T-U-A-L, virtual.
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Very good.
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And sign up for that.
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It s a team group planning session, where you will leave that session with your first half, at least, of 2021 planning done for your whole team.
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All the individuals have their own plan.
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The group will have a plan.
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It s a great, great thing to do.
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Go to the website, advancedlearningpodcast.com slash virtual, and sign up for that last slot.
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Perfect.
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Do you like nuts?
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Do I like nuts?
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Does that come out of nowhere?
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It s kind of quotable.
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Do you like nuts?
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Do you like nuts?
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I m kind of back and forth.
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That wouldn t be like my favorite.
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Are there certain kinds you like?
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I like the real bad ones that are bad for you.
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I love macadamia nuts.
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OK.
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And I like cashews.
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I like honey roasted peanuts.
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Those are not natural.
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Those are not natural nuts.
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I don t really like almonds, although they re really good for you.
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And pecans.
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Well, I ve got a problem with a certain nut family.
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Oh, OK.
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It s the Brazil nut.
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OK.
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I don t know much about the Brazil nut.
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And do you know, Brazil nut are pretty large.
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They re large nuts.
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Oh, yeah.
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And Travis was talking before we came on.
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He said, those are the nuts that people actually take out of the dish of nuts.
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They do actually, don t they?
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Because they don t like them.
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Right.
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I heard about them first from Tim Ferriss.
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He talked about how they are a blood pressure control kind of thing.
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He says if you eat two or three of those a day, and I don t have high blood pressure, but so I always eat two or three.
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So I buy these from Amazon.
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They re big bag, you know, like a pound bag.
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And occasionally you will grab one and eat it.
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And it will literally, you cannot get this nasty taste out of your mouth for hours.
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And 99.9% of them, they taste the same, but occasionally, probably in a bag, you ll have two or three.
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And I wonder, what is that?
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What causes that one nut to be, and since you re kind of the nut DNA expert, I thought I would ask you, what causes that to taste like this?
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do bad terrible stuff.
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I don t know.
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Do nuts go bad?
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I don t think they go bad.
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Do they?
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Well, you would think if they go bad, the whole bag bag would go bad.
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Maybe they go bad one at a time.
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I just have this really bad visual of some guy in Brazil picking nuts and like every one hundred.
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He kind of does something.
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Well, I know that s what I m asking.
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He like rubs it under his armpit exactly.
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I watch this did a did a rat die on that place.
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This one going it s going to Carmel, Indiana.
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Watch this
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He rubs it under his armpit.
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After a good, hard day of work in the Brazilian jungle picking nuts, next thing you know, you re putting your mouth like, god, this tastes like some guy s armpit.
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Like, what is this?
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I don t know.
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Or is it a DNA string or something that goes bad?
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But I don t know.
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It s armpit.
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It could be a beetle that dies on it.
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It could be a beetle that defecates.
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I don t know.
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I don t know what the answer is.
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But I do know that it s one of those tastes.
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It s like a smell that stays with you.
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with you for hours.
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It s the aftertaste of a bad Brazilian nut.
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But you like cashews.
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I do.
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I detest cashews.
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How can you detest cashews?
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I just don t like them.
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And isn t it cashew?
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How do you say them?
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People say cashews, and I say cashew.
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Is it the same thing?
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I don t know.
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Well, cashews would be several.
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Cashew, wouldn t it?
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I don t know.
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No, cashew versus cashew.
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No, you put the emphasis on the first syllable or the second syllable.
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Oh, oh, I see.
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I see.
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Yes.
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Cashews.
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Oh, I don t know.
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But one Christmas, I remember, we had like a stocking stuff for Christmas.
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My former sister-in-law got me like a five-pound jar of cashews.
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Thank you.
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And I m trying to pretend.
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She did that on purpose.
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I don t like my brother-in-law.
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What s Bill s least favorite?
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Exactly.
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It could have been.
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This is just reminding me of a line from Austin Powers when he s drinking his coffee.
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And he says, it s a bit nutty.
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Travis is laughing.
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He likes that one.
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It s a bit nutty.
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If you ve watched Austin Powers, you know what scene I m talking about.
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It s really good.
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OK.
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OK.
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Topic today.
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So sometimes when Brian and I get ready to do an episode, we will talk about the topic and we ll kind of work through three or four things each.
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We never talk to each other about what we re going to do.
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That s why sometimes we have the same thing sometimes we don t.
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This one, I wanted, I just told Brian when we walked in here, I said, I want to introduce a topic to you that we ve never talked about before in the way we re going to talk about it.
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And I don t want to do any kind of pre-show work.
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So here it is.
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You know that we have done in the Insider, and we ve done webinars on it.
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And I know you work with your clients.
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I work with my clients on this whole idea of messaging.
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How do we craft our message so that when we go into a prospect s office or we go into the market, our message is cohesive and coherent, and it works, and there s a story behind it, and it focuses from the prospect s perspective versus our perspective.
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We do all those things.
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But I think there s a whole different level of importance of messaging.
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And I think it is about us.
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And what I mean by that is if we are super clear on what we stand for, what value we bring to the world, either as an individual or as a representative of a company and products and services we sell, the clearer we are about that, the more confidence we move through the marketplace with.
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So that s my proposition here.
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I don t know if you agree with that or not.
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And if you do, I think it might be fun to kind of dive a little bit deeper and dissect that.
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In other words, I know we work on message so that we can deliver it to somebody.
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But what if the real value had nothing to do with us delivering?
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It was just about how we understand our own value.
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Love that.
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Yeah, and our listeners know that we intentionally don t do a lot of prep.
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And we do some.
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We ll come up with a topic.
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Literally, this time, Bill said, I have a topic.
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I m not even going to tell you what it is.
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So this is the first time I m hearing this.
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So it s got my wheels spinning.
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So let me do my first.
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Can I react to that?
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Yes, you can react to that.
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Can I react to that?
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We spent more time on the nuts segment than we did on this main segment.
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Nuts, all right.
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N-U-T-Z.
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Nuts.
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Here s what s hitting me.
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This is the core.
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So this is like, who am I first?
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What do I stand for?
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That sort of thing.
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And I wrote down the word.
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One of the first things that came to me was non-negotiables.
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Non-negotiables.
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So I think about if I m going to tell a story, or share a value positioning statement with somebody, or just tell them about we, us, what it s like to work with us, anything like that, at some level, there s got to be a stopping point.
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There s a non-negotiable.
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Now, non-negotiable sounds like a hard-assy thing.
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It s not meant to be that way.
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Yeah, what do you mean?
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Non-negotiable between you and your prospect?
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If you and I had a, I just had this happen in a training session.
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So I had a guy who is formally trained by a very well-known training organization that uses a submarine as their model, that we both know, which is great.
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And they ve done a great job, and they re big, and a lot of people know them.
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And I have some very strong feelings about parts of their process, very strong.
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And so this person was a very proudly trained person by that organization.
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This is now a new client of mine.
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He s in his first training session with me, and he s trained by them.
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And he s very proud of that, which is great.
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I appreciate that.
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He s got his thing.
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We re doing abundance, detachment, and intention, first session.
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And I m translating, because I know a lot about that other system.
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I m like, here s the difference, right?
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You get blah, blah, blah.
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And he said, can I challenge you on abundance?
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And I m like, sure.
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So we talked through it.
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And I just told him that this is non-negotiable.
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We believe in abundance, period, case closed.
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You re non-negotiable with him about, yeah.
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It was abundance.
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So if he wants to say there s not really abundance, he was kind of arguing the other side.
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Well, in this part of our business, there s not really.
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I m like, if that s how you believe, go ahead.
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That s non-negotiable for me.
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And I tried to help the guy.
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It s also non-negotiable for your CEO.
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So some advice is I would never say what you just said to me in front of your CEO, because it s non-negotiable.
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That would be an example.
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That s a core belief I have.
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Obviously, I get a little riled up about it, too.
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I guess.
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Exactly.
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I don t get in your way.
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But it s true, though.
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That s what I m talking about.
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We as coaches have to have those, because if we don t, people will run amok.
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They will get off the program, and they ll go running through the fields.
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And all of a sudden, we ll say, a year from now, we ll say, how come you re not doing very well?
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Well, I ve got my own system, Bill and Brian.
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I m just not using your system.
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Well, everybody else is striking it rich, and you re out there running amok, running afoul.
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Yes.
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So that would be my example of that.
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Because if I carry that, that s part of my story.
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And that s part of our delivery.
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That s part of our brand.
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And any advanced selling podcast company that s hired us knows that.
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And to me, it s just non-negotiable.
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It s such a core belief that I have.
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If people want to argue it, they can argue it all day.
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But it s not, I m not.
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That s a non-negotiable.
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Okay coming off of that.
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So where does where does that fit in then with the with the message is that?
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You you are non-negotiable Negotiable about a certain value that you hold dear.
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Yeah, which is this attribute of abundance?
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Yes, you re saying that
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If someone s going to come to you and say, I like what you do, but don t do that abundance thing, you probably say, you re out.
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Yeah, totally.
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So standing for something, standing against something, non-negotiables.
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And so the way that translates from a story standpoint is if we work with a, so anyone that comes, again, to hire me or Bill to come in as a podcast listener, to come in your company to coach you,
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One of the non-negotiables, one of the things you re going to get from us is we believe wholeheartedly that what we think inside drives what we say and do without question.
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And so we were always going to go there first.
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We will always go there first.
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That s part of our story.
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So if someone s hearing that on the other end, a prospect of ours, and they re like, I just really want some cold calling tactics, guys.
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No, thank you.
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Cold calling without the stuff is an empty eggshell.
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Without the, I can t say the IG word, but you know.
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No, without the foundation of it all.
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Yeah, the philosophy.
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So can I ask you a question now?
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Because here s where I struggle with this.
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So there s a common theory in circles we run in called progress over perfection.
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Progress over perfection.
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The other thing I am always careful of or cognizant of is I never want to be closed off to a new idea.
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I never want to think I ve got all the answers.
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I m always right.
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I never want that to come across either in these non-negotiables.
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So how do I handle that part of it in my story, or in my positioning, or in my messaging, that while I m very strong and stand for something, I m not like this end-all, be-all guru that s got all the answers person.
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Well, what you just described there in the scenario is a reflection of you not being open, probably because you haven t found anything that works better than abundance.
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That s good.
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So I don t know.
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Who s to say if we re all right about anything?
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Totally.
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I mean, I ve been teaching a lot of the same stuff.
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And one of the things that I think is important about this messaging
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topic is that I know that confidence is the main ingredient to success.
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I think we all know that.
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Your ability and my ability to bounce back from failure or from rejection, our ability to master ourselves and communicate in the market all gets back to confidence.
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Yep.
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and confidence to me at its root, or rut, as we say.
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Is it root in Indiana and rut everywhere else?
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No, it s rut here.
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We say rut and crick.
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I never say crick.
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Well, I don t know.
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You re from Carmel, though.
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But I do say rut.
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But I m from Evansville.
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Say crick.
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You know what else?
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What do you call the little things that live by the river that build little mounds and look like lobsters?
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What do you call those?
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Crabs?
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No, no, no.
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Ants?
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In Indiana.
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Crawdads.
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OK.
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Crawdads, right?
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We do a crawdad stomping.
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So you go crawdad stomping when you re a kid.
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You basically go and knock down their house.
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They build a thing.
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You just go kick their house down.
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You cook them up then?
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They call them crawfish down in Louisiana.
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They eat them and everything.
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Are these the same thing?
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Is it the same thing?
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I think so.
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I don t think anyone, I don t know anyone doing a crawdad boil here in Indiana.
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Oh, I know.
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I think if we could eat them, we would.
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Hey, we got some nice crawdads out of the White River down there.
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Because we ve been known to eat possum on the roadkill.
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Down south of Floyd s Mob.
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That s a real town in Indiana.
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It s near Santa Claus, isn t it?
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It s near Santa Claus, Indiana, just south of Popcorn.
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These are all Indiana towns, by the way.
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That s true.
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They are.
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Check it.
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Google it.
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Yep.
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And so at the root of confidence is, what are we here for?
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What is our purpose here on this planet?
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And our purpose is not to sell a bunch of stuff and make a bunch of money, I don t think.
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I know that s one of our business purposes, maybe.
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But if we can get in sync with what our true purpose on this planet is, which I believe is some form of contributing to people, serving our fellow human, fellow man.
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And I think the way we serve people is we sell them.
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We solve problems.
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We help them get to their goals.
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We charge them.
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Yes, we charge them money.
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We make money.
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They get the value.
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There s nothing wrong with that.
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If we can t communicate what our true value is we are not serving our fellow man Nope, so I think it it gets back to
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SPEAKER_00
Do we really understand the value that we bring?
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SPEAKER_00
Do we really believe that if someone does business with us instead of doing business with competitor B, that they re going to have a better experience?
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SPEAKER_00
Or deep down, do you say, you know what?
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SPEAKER_00
Really, it s all the same.
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SPEAKER_00
It s all the same stuff.
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SPEAKER_00
We re just an Amazon store.
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SPEAKER_00
We re just shipping stuff from wherever.
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SPEAKER_00
But I think most of the people in the B2B world who listen to us, there is a difference.
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SPEAKER_00
There is.
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SPEAKER_00
And is it distinguishable enough?
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SPEAKER_00
Are you unique?
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SPEAKER_00
Do you believe in your value?
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SPEAKER_00
And if you don t, figure out a way to embrace that belief.
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SPEAKER_00
Yeah.
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SPEAKER_00
What if you don t?
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SPEAKER_00
What if you look at your company and the product you represent, and you re like, I don t think I believe in this thing?
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SPEAKER_01
It s an interesting idea.
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SPEAKER_00
So I was thinking on the way over here,
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SPEAKER_00
If you work for someone and they say, hey, Brian, we ve got 1,000 of these units to sell in the next 30 days.
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SPEAKER_00
Now, they re defective.
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SPEAKER_00
And our customers won t like them.
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SPEAKER_00
And we re charging too much for them.
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SPEAKER_00
But look, your job is to sell this stuff.
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SPEAKER_00
And we have to turn this inventory into cash.
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SPEAKER_00
So you need to sell it.
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SPEAKER_00
You might be able to do that for a few weeks or a month, maybe.
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SPEAKER_00
I know.
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SPEAKER_00
I know.
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SPEAKER_00
But some listeners say, you know what?
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SPEAKER_00
I can do anything for a month.
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SPEAKER_00
And if it s good for me, and the company pays my check, so.
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SPEAKER_00
But if I ask you to do that for five years, you re not going to be able to do it.
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SPEAKER_00
No.
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SPEAKER_00
If your integrity says this is not right.
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SPEAKER_00
Correct.
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SPEAKER_00
And so I agree totally that if you don t believe in your product, that s kind of the same thing as selling something that you re a little out of integrity with, because the inside doesn t match the outside.
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SPEAKER_00
And I think that s a problem.
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SPEAKER_00
If you don t believe in what you sell, I think it becomes hard for you to distinguish and communicate the value.
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SPEAKER_01
That s just so true.
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SPEAKER_01
And I hope, if you re listening to this, that your brain is spinning around that, because you really have to examine this, where you are.
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SPEAKER_01
And that s a spectrum.
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SPEAKER_01
Right, that belief in the good that you, whatever you sell, with the belief in what the good it does for other people and businesses and companies.
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SPEAKER_01
And also then the belief in the value that you being involved in it adds to the mix.
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SPEAKER_01
Because that s another thing that I think salespeople do not give themselves credit for.
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SPEAKER_01
is you can sell your software product all day long, and everyone s like, oh, demo this product functionality.
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SPEAKER_01
And the product is one thing.
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SPEAKER_01
But you being involved has to make that experience and that product better.
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SPEAKER_00
Absolutely.
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SPEAKER_01
Has to.
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SPEAKER_01
Absolutely.
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SPEAKER_01
And it does.
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SPEAKER_01
And that s where I think people get goofed is that they don t think that it does.
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SPEAKER_01
They don t give themselves the chance to add to it.
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SPEAKER_01
Even our friend Aaron at Chronologic, he does that video stuff.
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SPEAKER_01
That s just extra stuff that he s teaching.
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SPEAKER_01
And he could teach other people.
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SPEAKER_01
That s just extra stuff.
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SPEAKER_01
That s not what his product does at all.
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SPEAKER_01
It s very valuable to others.
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SPEAKER_01
Even just reporting stuff, even reporting tools and things.
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SPEAKER_01
You gave a great example on the last Insider call.
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SPEAKER_01
We had a great Insider call last Friday, by the way.
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SPEAKER_01
If you haven t joined Insider, there s a little plug for you.
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SPEAKER_01
You need to be in that group.
1
SPEAKER_01
Equipment list to buy when people are doing video you got to sell by video these days and people don t know what to do And that s value.
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SPEAKER_01
You don t you re not a in a video equipment salesperson But you giving that information makes you more valuable to say Bill being in my life is massively valuable because the guy brings me info that I don t get without him I m salespeople just flat-out miss that sometimes
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SPEAKER_01
You mean they miss it when it comes to how they serve their clients or they miss the fact that they can They can bring value outside of the product.
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SPEAKER_00
They re I think both Okay, I think both because if you so you think so if you say all I do is sales coaching, that s all I do It s all I do.
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SPEAKER_00
So if you have a question about video equipment, it s out of my out of my lane No, but it s not because that s not I don t think you re an expansive thinker and that s what we want Everyone listening to be we want to you be an expansive thinker.
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SPEAKER_00
Everyone s got the ability to do this.
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SPEAKER_00
Yeah, everyone does
2
SPEAKER_01
Hey, if you have not checked us out online, go to advancedsellingpodcast.com.
2
SPEAKER_01
We urge you, we, I shouldn t say that, we invite you.
2
SPEAKER_01
We invite you to consider joining our ASP Insider Program.
2
SPEAKER_01
It meets every month for 75 minutes.
2
SPEAKER_01
There s coaching.
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SPEAKER_01
If you want one-to-one coaching with us, that s the way to do it.
2
SPEAKER_01
It s a group of about 60 to 75 people that meet once a month.
2
SPEAKER_01
Go to advancedsellingpodcast.com slash insider to get more information about that.
2
SPEAKER_01
You also talked earlier about the big goal setting event that you can bring us in to do that sometime between now and the second week in December.
2
SPEAKER_00
December 18th is a drop dead on that.
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SPEAKER_01
Yeah.
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SPEAKER_01
So we ve got a couple of deals working right now.
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SPEAKER_01
So we d love to have you if you have a VP of sales that needs to hear about that.
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SPEAKER_01
It s a two hour session.
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SPEAKER_01
We will go through front to end how to set goals for 2021.
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SPEAKER_00
And you will leave with your goal set.
2
SPEAKER_00
It ll be a great thing.
2
SPEAKER_01
All right.
2
SPEAKER_01
See you next time.
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SPEAKER_01
Bye.