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Welcome back to the event selling podcast, the longest running sales training podcast, podcast history.
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I am one of your co-hosts, Bill Caskey, other co-hosts here, Brian Neal.
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We ve been at this for 120 years.
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A long time.
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Been at it since 06.
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I was on a podcast the other day, and he had done about 200 episodes.
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And he was very proud of that.
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He s a good guy.
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And Mark Schreiner is his name.
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And he said, you know, I was looking at you.
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He says, I thought I had 200.
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He goes, you ve done 700 episodes.
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I m like, 700?
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We ve done like 1,500.
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Way more.
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Way more.
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But yeah, I think we stopped using one platform halfway through or something.
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And so you don t get the full effect of that.
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But then I felt like a one-upper.
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No, no, hang on.
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Check, fact check your math.
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Kind of like they fact check that picture of those royal people over there.
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Well, did you see that?
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Well, anyway, it s a sidebar.
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You didn t see that?
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Kate, I don t even know the name.
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Oh, I heard about it, but I didn t see it.
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I m a sick.
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I hope she s OK.
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I hope she s OK.
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They photoshopped the kid s hand in there.
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I don t know.
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What are we doing?
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You can t believe anything you see.
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Literally.
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I literally said that.
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Well, you can t believe anything you hear.
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Now you can t believe anything you see.
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Yeah, yeah.
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And it s difficult, because we used to hear things and say, well, that can t be right.
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But usually when we saw things, we said, well, I saw it with my own eyes.
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I know.
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Not anymore.
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It s not a thing.
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No, no.
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Um, I deal, I will, I do something that did happen that is true.
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I ll tell you this.
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Uh, and I feel bad about it.
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driving in this morning.
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It s where you feel bad about things you shouldn t feel bad about, but you do.
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Meaning I got really hurt.
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I got behind the school bus and it seemed at a school bus, it was picking up kids, not just like driving behind a school bus.
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So we were stopping and stopping and stopping.
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And I m like, can we freaking go?
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You know?
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And then I hate it because they, the school bus as they should drive very slowly.
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Then they, they stop at a full stop.
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Then there s a little pause.
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Then they put the arm out.
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Then once the arms out for a few seconds, then they wave the kid out to the bus who walks the entire length of the driveway without, you can t run, can t run.
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We don t want the kid to fall down, gets on the bus, wait for the kid to get back to his seat, then slowly close the arm.
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Then look always, then we accelerate two more driveways.
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Then we do the whole freaking thing again.
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And I m going, there s gotta be a better way.
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Anyway, is that why you relate?
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Uh, no, well, a double whammy.
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I mean, I, I m always a little, there s, I m a schedule guy and there s, this is, we should just move this to nine 10.
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I m always texting you saying, Hey, it s nine 10.
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Um, but it would, it would have been nine Oh five.
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So is, is that, cause I get that feeling sometimes.
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Um, and I always know that that s not the real issue or what I get frustrated about is not the real issue.
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It s always like,
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Like I mentioned the Bruce Hornsby concert last week.
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I m not going to go into that again, because we spent way too long on it.
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But I felt angry about that.
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And it had nothing to do with him.
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It was like, I wanted to hear what I wanted to hear, and he didn t play.
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So it s always us.
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It s always something deeper.
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And I knew I was running a little bit late.
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So for sure, that was part of it, too.
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And then I was mad at myself because I could have turned before I, you know, and I didn t, I m like, I should have turned on 71st street when I turned on 71st street.
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Now I m stuck here.
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No, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no, no
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Like I should be happy that they re taking their time getting the school children out to the school bus.
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Should be a good thing.
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And then of course, you know, right when I get by my office, there s a walkway.
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There s like a trail that runs through our city.
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There s this walkway.
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So there s a guy, this is double irritating, little generational thing, younger dude with a coffee cup on the phone.
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walking across the street on the crosswalk, which is fine.
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Also just about sloth speed with no recognition.
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There s like eight cars watching him.
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He s on the phone drinking coffee.
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I m like, bro, just a little self-awareness here, dude.
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I like it when I pull up and somebody is trying to get across, and I motion, and they kind of do a little hop, skip.
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Totally.
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That happened to me this morning.
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That happened.
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I stopped, and the guy s like, go, go, go, go.
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There s my running.
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Yeah.
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Thanks, dude.
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Sorry, man.
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Thank you.
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Right.
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This guy just kept walking, sipping his coffee.
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What s it called in tennis, the skip step?
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Anyway, split step.
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Split step.
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You get moving when they hit the ball, so that way you re in motion.
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Oh, yeah, you re moving.
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Yeah.
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Anyway, I want to see more split steps from you walkers and you joggers.
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Please, yeah.
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Put down the coffee and get off the phone, then go for a walk.
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OK, I m done.
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Bill, what do we got today?
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Title.
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You were going to, oh, is that what you were going to?
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Oh, you want me to say the title?
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Oh, no, I ll do it.
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I ll do it.
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I m sorry.
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I thought you had a story, but that wasn t.
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No, no, that was the story.
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That was it.
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Yeah, yeah, yeah.
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You ought to do better next time.
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I m sorry.
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I m just.
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Nearly long enough.
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You didn t irritate your listeners and my listeners.
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So here is, you know, I ve been talking about this book called 12 Bold Moves.
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And you know, the story is I went back and transcribed almost all of the insider programs, which is our monthly training for listeners.
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And pulled out the 12 things that I think were the most important.
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So I thought we d talk about one today, if you re OK with that.
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And you can tell me what you think.
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Because you re not really that familiar with the book, because I haven t sent you a copy.
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I probably should.
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But here s one of the moves that I think are really important.
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It s bold move number three, and it is clarity yields confidence.
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And I think sometimes we talk about confidence in the sales process and in our lives and in our, you know, whether we re leading a team or owning a company or having a territory and growing confidence is a key issue.
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And I think it is, I really do think, you know, our ability to look at something and say, you know what, I can figure out a way to do that.
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versus I ve never done that before.
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So I m going to run the other way.
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So I think confidence is important.
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But my point in the 12 bold moves book was that if you want more confidence, get more clear.
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Yes.
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And, and I want to talk about that a little bit today about what we need to get clear about
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And to give us the confidence required confidence, like the fuel that s going to get us across the finish line, get us up to track and get our performance up.
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Yes.
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I love, first of all, I love this, uh, bold move.
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Number three, uh, because I, one believe in it.
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Number two, work really hard to try to live it.
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And I ve seen it work in, in all sorts of things.
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I ve seen it work in selling.
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I ve seen it work on the football field.
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I ve seen it work in playing music, all sorts of things.
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And I think people have had it backwards in the past.
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They ve said, well, you need to show up with confidence, Bill.
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They just say that.
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Yeah, what do I do?
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And then you re like, OK, so what does that mean?
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Does that mean I puff my stand up straight and stick my chin out?
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And you re right.
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It s like, is that what that is?
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Or is confidence that is something that comes from something else.
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And that s where I think this whole move is.
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It comes from something else.
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Um, there was a, uh, who s, did you watch the Oscars last night?
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Nope.
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I didn t either.
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Just not my deal.
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I just not my deal.
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Some guys.
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So he s really famous.
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Ryan Gosling, I think really famous guy sang the song from the Barbie.
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Everybody ran race.
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That was great.
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Slash the guitar player play, which was pretty cool.
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But I heard radio show guys talking about this morning, sports radio guys, but they were saying, well, he doesn t lack confidence or anything.
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You know, boys, he s not short on confidence because he s a singer, but not a great singer.
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But the only way you go out there in front of lots of really good performers and perform something that s not really your bag, maybe, if you re not a singer and you re singing, you re an actor, but now you re singing, is to be incredibly clear about what you re doing and why you re doing it.
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About your role.
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Absolutely, about your role, 100%.
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So that first means that if you re not put on the earth to sing, don t go out and sing like you re put on the earth to sing.
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That s right.
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Right?
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Be OK in the place that you are.
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which is you re a really good actor who happens to be singing.
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He s also singing a song about being a Ken doll.
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You can t take yourself too seriously if you re singing about being a Ken doll.
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You know what I mean?
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Now, I didn t see it, so I can t speak to the actual performance.
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But hearing it back, I m like, this is an example of this.
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It s a silly example, but it s an example.
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No, but I think that example also carries over.
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Like, let s say that you get nervous before presentations.
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So whether it s a Zoom virtual or face-to-face, you get a little.
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And I think we all do.
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We get a little pit of our stomach, a little hope.
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Yeah, I hope you do.
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Excitement.
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And so the question is, well, how do we bring confidence into that mode when we re a little bit, you know, we re not confident?
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And because of that, our breath is not right.
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We have a little anxiety.
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And we talk a little higher.
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We talk a little higher because that s like.
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So I think that s a perfect way to segue into business is, what do we need to be clear about in the presentation?
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For example, one thing is, what is my role here today?
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If I m giving a presentation, is my role to
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That s a heavy burden.
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That s a heavy ask.
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Maybe my role today, maybe you could improve your confidence by getting clearer about the role by saying, look, my goal today is to start a conversation.
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It s to share some ideas, some insights, understand them, learn about them.
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And then at the end, we can decide if there s any reason to have a second meeting.
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Well, I think that s a great question.
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I think that s a great question.
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Well, that s super clear.
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And I can get confident about that, because it doesn t feel heavy.
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It doesn t feel weighty.
100%.
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Yes.
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And you can craft that.
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So part of our work, we do it in our operating system, is you create a context statement before every call.
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And one of the elements of the context statement is to call the statement of attention.
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It s very clear.
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And we also propose that that be numbered if there s more than one.
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So I m going to go give a talk here in a few weeks to a group and I always start all my keynote speeches with statement of intention.
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And I said, my intention is very, very clear.
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Two things.
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Number one, I want you to find something that you re looking for, lean into it, find it.
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And I m going to ask you what that is at the end.
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And number two, I hope every one of you leave a little bit better off anywhere when you get in here.
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When you state your intention to people, everyone goes, OK.
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I ve never one time, I ve been saying that a long time, not one time has someone said, oh, hang on, time out.
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I don t know.
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I m not going to find a thing.
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Or I don t want to feel better off.
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They don t say that.
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They re like, oh, I got it.
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OK, cool.
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But if you just start talking with no context.
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And how many times do your speakers do that?
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All the time.
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Not great speakers.
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Great speakers.
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It s clear.
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Yeah, it s clear.
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So here s what you can think about doing in your business life.
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If there is a place, and I say this in the book, if there is a place where you re a little bit, you get a little anxious, get a little nervous, maybe you re procrastinating, you re not
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So there s always an issue of clarity.
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So let s say that you say to me, Bill, I know I should be doing LinkedIn video, but I don t have the time.
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And I always say, that s just an excuse.
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Let s get clear on what you re going to do.
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Because after I ask a few questions, they ll say, well, I m not really sure of the structure of the video.
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OK, well, that s a problem.
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That s a problem.
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That s a problem.
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That s a problem.
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That s a problem.
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That s a problem.
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That s a problem.
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That s a problem.
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If you don t know the structure of the video, you re just going to wing it, or you re just going to say, screw it.
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I m not going to do it at all.
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Great.
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So true.
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Yeah.
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So true.
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That s where it comes from.
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And you can still, people think, I think they confuse this sometimes with being restricted or scripted.
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And the freedom is in the structure.
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You ve got to have some structure.
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So this is a sports analogy, but it works for business.
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in football refereeing, we have a thing called mechanics.
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We have a 100-page mechanics manual that tells us where to stand, where to look, and what to do when the plays aren t occurring.
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Each play s about seven seconds.
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We do these very specific things.
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I stand 15 yards behind the offense.
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If we re on the right hash with my left foot on the left hash on the inside of the line, and I stare at the center and the two guards, so the ball snapped and I immediately move over to two people.
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It s all mechanical before anything happens so that when the ball is snapped, we can do the art part.
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Make sense?
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And we can do that in selling.
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That s a great example.
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Yeah, it s it s not about being robotic.
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It s about putting yourself in position to succeed by doing the things that are are people who have come before you have done and they have been successful.
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And so whether that applies to a presentation, your concept of intention when you first start a meeting, whether it comes to anything that you re not doing or procrastinating or don t feel like you re good at, it is just an issue of clarity.
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So dig deeper.
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Say, OK, I might have told a story before.
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I was giving a talk here a couple of months ago before Christmas.
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Lady raised her hand and said, hey, here s an example.
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I ve got a really difficult call I ve got to make today to a client who is thinking about leaving.
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And it s a big client.
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And the owner of our company has said, I don t want anything to do with it.
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You take care of it.
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It s your problem-based.
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I m lost.
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I m nervous.
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I got a call today.
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I ve been putting it off.
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And today is like Friday, so I got a call.
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So I said, well, let s just work through it.
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And so we worked on it for about five minutes.
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We got clear about her intention on it.
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I said, look, it could be that they say to you, we re done at the end of this.
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And you re going to have to accept that and say, I ll move on.
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So we gave her intention, clarity.
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And she goes, oh my god, that helped so much.
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She called me later.
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I said, you ve got to call me if you re going to call him.
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Tell me what happened.
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We got it patched up.
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We got it worked out.
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We got some things to take care of next week.
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But she said, I was so confident on that call because she had clarity.
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Yes.
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That s it.
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So great.
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It sounds so rote, but people don t do it.
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Just having an agenda written out
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for that call creates massive amounts of confidence.
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Cause like you said, a lot of people like, Oh crap, I gotta, okay, I m gonna call Bill.
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He s about ready to cancel on me and a, Hey Bill, it s Brian.
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Hey, how s it going?
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So got the, or they do the E or I got the news.
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So we re yep.
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Kind of bummed out over here.
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So like, does that make you want to stay?
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You know what I mean?
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It s like, wah, wah, wah.
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OK.
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It s like, I m going to have a quick agenda.
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Just three, like, hey, let s talk through this.
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I want to hear some of the background of the reasons why you re leaving.
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Talk about what options we got going forward.
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And let s figure out, hey, let s patch it back up, put it back together, do something different, or call it a good day and hit the road.
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Call it a day.
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Yeah.
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That s it.
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It s like, boom.
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That s all it is.
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I mean, you might, if it is call it a day, and you leave, of course, you re a little bummed out or whatever, but you did everything you could, man.
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You re, I mean, you should not lack for confidence, or you shouldn t be like, oh, I didn t do a good job.
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You just worked the process.
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Or you go back and say, where were we not clear with them?
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I m doing some video ads for a product that we re doing.
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And you have to be crystal clear, because people aren t going to watch a two-minute video if they re not clear about where you re going, where you re coming from, where you re going to, where you re taking them, what is it.
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Sometimes you have to just say things like, look, let me tell you why I shot this video.
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Or let me tell you what I hope you ll learn here today.
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Or let me tell you my intention today.
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You have to be crystal clear.
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And when you are, you can now deliver it with confidence, because you know you re helping them get there.
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And so whatever it is for you, if you are in a mode where certain things aren t working, seek clarity.
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Seek clarity.
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There is one more thing to punch this out, Bill.
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You re not going to find any human on the earth that s going to argue back the concept of clarity.
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And if you tell people, the reason we do this is we just want to be super clear and super efficient and people will go, okay, no one s going to go.
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I d really like to just keep guessing.
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We d really like to keep this kind of ambiguous and not quite sure.
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Everyone s like, thank you.
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Everyone loves it.
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It s great for everybody.
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See, that s the way most companies operate.
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I know.
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Most companies operate from a place of ambiguity and obscurity.
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Totally.
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Yeah.
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Guessing.
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There s always another level deeper.
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Well, I don t want to share that with my team, because I m not going to.
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Right.
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No.
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Freaking share it.
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Just be open.
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Just be vulnerable.
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Yeah.
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So much easier that way.
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So much easier.
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All right, man.
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Go to 1, 2, 12.
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12 bold moves.
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12 bold moves.
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12boldmoves.com.
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12boldmoves.com.
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Go get that book from Bill and get an insider, would you?
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It d be the next book.
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You ll love it when I show it.
24.
SPEAKER_01
I love that.
SPEAKER_01
It s my fave.
SPEAKER_01
12boldmoves.com.
SPEAKER_01
You got to watch this on YouTube, y all.
SPEAKER_01
We ll see y all in the next matchup.
SPEAKER_01
Bye.