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In this episode of the Advanced Selling Podcast, we make the case to go with you on your awards trip this winter.
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We discuss the process for making foie gras, and we teach you how to build your own personalized selling methodology.
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Welcome back to the Advanced Selling Podcast, the longest running sales training podcast in the history of podcasts.
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My name is Bill Kaskins.
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I m Brian Neal.
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And we would love it if you sent us an email right now within the subject line that says, come see us and talk to us about bringing one of us or both of us into something this fall.
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I know a lot of people are setting up for fall retreats and fall sales meetings and rollout meetings and all sorts of great stuff.
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Here we are in July.
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So it s a good time to start talking to us about coming in.
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We ve done several of those this year It s always fun.
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People always get a lot and we just we have a good time.
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It s it s not boring I can tell you no, it ll be it ll be sale as far as sales speakers ago.
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We have a sales speaker
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It s a different deal.
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I m telling you, if you ve been to 1,000 sales, I ve heard all the sales speakers.
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I m telling you, we come out and do this podcast gig.
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It s a big deal.
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And I would also say, if you re doing awards trips for people in January and February, and you re going to Mexico or Dominica, we would do that, too.
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We would do that.
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That would be great.
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December, January.
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In December, January, January, February, those sorts of things, awards trips.
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We love to get warm in the winter.
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It s called twisting our arm.
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Okay, last episode, Brian and I talked about the top five sales methodology training companies.
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And we came up with some thoughts on whether we believe that you even need a method or not.
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And we kind of came up and said, Yeah, you need some kind of a foundation framework, whatever you want to call it.
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But then we also promised you that we would give you several components for you to build your own sales methodology.
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So you can save yourself $250,000 don t have to buy anything.
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No, and again, after the mics went off last time, after we took that deep breath that we do when the mics go off.
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We made it through another episode.
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I said, I don t want to dump on these top five.
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The top five, by the way, that we re going to dump on was Sailor, Miller-Hyman, Solution Selling, Challenger Sale, and Spin Selling.
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And we re not.
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We re not dumping on those at all.
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Some of those have been around for a long time, which some of you might say, well, that s part of the problem is they re kind of old and a little bit antiquated.
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But they all have positives.
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They all have good stuff to them.
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But we want to talk today about helping you devise your own methodology.
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Yeah, and that s a thing that we ve heard us use the phrase before on the podcast.
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People support what they help create.
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And one of the problems with, as we joked at the end of the show last time, was I get put through a training.
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That doesn t feel like you ve had much say in it.
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Your company decided.
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And usually, companies don t ask the salespeople.
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They don t bring someone in from Sandler and Miller-Hyman and spin and bring the salespeople in and say, which of these fits aligns with our customers, with you, with our culture?
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They should.
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You should.
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They absolutely should.
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Should get the vote.
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Instead, the senior VP picks one and says, we re doing this.
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And everyone goes, OK.
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Then you re force fed.
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You re infused.
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What are they called?
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It s called, oh, what is it called?
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It s called, um.
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When something is forced down fog down your throat how they make foie gras foie gras You know you know I mean, it s like pate made out of goose liver But I think they force feed the goose and the duck to make them okay, okay?
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I think that s a big debate true.
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Yeah, I can t say that word Travis is our resident animal rights activist over there.
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Yeah He refuses to eat anymore foie gras
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No more.
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Yeah.
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So you re, you re infused with this knowledge and you don t really want it.
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So, so let s talk about some, you ve got three or four, I ve got three or four here, just some things that you should consider as you build your own methodology.
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And I don t know whether you ll be able to build it out from this, but you ll be able to get really make a good start on it.
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Yeah, I think these things we re going to put can lay over any of these.
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So don t get too worried if you re a Miller-Hyman person or if your boss is like, no, no, we spent so much money on Miller-Hyman.
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You can do what Bill and I are going to teach you here within the Miller-Hyman environment without a problem.
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I can almost guarantee you that.
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I bet we have almost the same ones.
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Well, I don t think so.
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You don t think so?
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I don t think so.
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OK.
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Go.
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I ll go.
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First, you have to have a thinking philosophy, a thinking philosophy.
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The way to come up with this is creating what I ll call sometimes when I m coaching this is a how I roll or how we roll.
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Yeah, things about how you see the marketplace.
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So for Bill and me, for the Advanced Selling Podcast, you ve heard of us talk about the big three, abundance, detachment, and intent.
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That s how I roll.
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I see the market as abundant.
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I m detached from outcomes.
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I m OK with or without whatever happens.
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And I ve got really high intent.
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When I go to talk to people, I always want to be helpful to them.
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That s what that is.
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You have to have a philosophy no matter what methodology you use.
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And you pick any of these we mentioned, Sandler, Spinn, Dunn, Matter, Challenger.
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These apply without question.
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And none of them speak specifically to those elements.
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No, none of them do.
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They talk in generality a little bit.
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I mean, barely one of them does.
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But no one has a specific codified philosophy.
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And you have to have one for yourself.
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You have to.
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So is part of the philosophy there
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who I call on, who I don t call on, how long I will tolerate somebody putting me off.
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I mean, those things are all a part.
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So you need some ground rules of operating.
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Yeah, one of my clients has the pretty woman rule.
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If you see the movie Pretty Woman, there s a phrase in there where Julia Roberts, who plays the prostitute, but she says, I decide who, I decide when, and I decide how much.
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And that s her philosophy.
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It s really interesting.
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It s a great movie, by the way.
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It was on this weekend.
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Does she carry a bag?
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She does, right.
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She s doing demos.
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Yeah.
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She s an SDR.
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Yeah, she is.
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She was the first SDR.
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She was.
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So yes, you can decide who you call and how.
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Yes, absolutely.
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I like that.
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I could go forever on that.
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Yeah, pretty woman.
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OK.
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So I love that training philosophy.
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Here s one that I have, and that is I think the customer
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needs to be at the heart of the system or of the method.
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And so the question is, what is your mission?
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as a seller of your product?
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What is your mission?
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And how does the customer figure into that?
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So if you say your mission is to grow your business by 30% this year, that is not a mission.
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That is a goal.
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It could be a projection.
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But it s not a mission.
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A mission has to have something about the customer in it.
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Like our goal is to help our customers be 30% more effective in the accounting business or whatever.
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It s got to have something.
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that is customer-focused.
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And most companies don t have that.
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Their mission becomes diluted over time, especially when 30 people get in a room and try to write it.
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So if you don t have a corporate mission that has your customer at the heart of it, you need to have one.
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Forget about anybody else.
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You need to say, what is my mission with my customers?
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And I think you ll come up with something very valuable.
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And that will drive your philosophy.
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It ll drive almost everything you do.
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That s fantastic.
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It also bleeds into your story.
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Bleeds into your story.
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You start to lead with that, right?
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And again, these systems are not working.
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They re working on the elevator pitch, 30-second commercial, and that sort of thing.
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What happens if he says that?
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Exactly, right?
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A lot of movie technique-y stuff.
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Yeah.
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So we ve got two good ones.
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Really good.
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So this is a little bit more tactical, but your personalized selling system has to have a prospecting strategy around it.
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So you have to have some methodology that you utilize that says, this is what I m going to do to make my number.
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Now, a couple of these have a version of that in there.
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But I would have you think about modernizing them.
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Because I think what a lot of them lean on, the ones I know that have it, literally have 50 cold calls a day.
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It s a cookbook approach.
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Correct.
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And to Bill s point about thinking about the customer at the heart,
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Think about, where does my customer live during the day?
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Where are they?
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How are they?
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What are they like?
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And how can my prospecting strategy fit into their world, if that makes sense, versus calling them 50 times until they answer, and then saying, why did you pick up the phone and talk to me?
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Yeah.
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Yeah.
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That s a good move.
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Very good.
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Very good.
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Prospecting strategy.
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Here s one that I think you have to have is a customized sales process that you take your client or your prospect through.
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And this is not a methodology.
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This is the process.
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So if typically
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You get invited in, and the first call is kind of a get-to-know-each-other call.
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Then that s step one, get to know each other.
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Step two, what s the next logical in the sequence, next logical element that you want to go to?
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Do you want to have their manager?
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Do you want to have the CEO?
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Do you want to have your CEO?
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What are the steps of the process?
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And forget about how you re going to make all that happen.
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Just what s the optimum sales process for you?
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And if you can document that, and even graphically illustrate that, that can in many ways become your methodology.
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Because it s just how you work, like you talked about earlier.
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How do I roll?
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Well, I roll because I have a process.
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that I find is very useful to help me understand whether you have a problem I can solve or a goal that I can help you with or not.
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And either way is OK.
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Yes.
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And you think about that.
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You think about having a system that someone goes through, back to that customer at the heart.
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you can design it around them to know this is how they are, and this is how they make decisions, and that sort of thing.
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And we tell people that.
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You say, I devised this from interviewing 10 of my top customers, and they helped me come up with this process.
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That tells someone that you re talking to, like, OK, this person really cares, and they re engaged in what I want and how I want it, that sort of thing.
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Yeah, that s good.
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That s good.
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OK, next, I think you need to have your own personalized social media plan.
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Your own personalized social media plan is part of your process, your philosophy.
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Again, these elements, these systems that we ve talked about so far, to my knowledge, don t do anything or speak at all about how to leverage LinkedIn, Instagram, Facebook, Twitter, pick one, any of those things.
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in terms of generating leads and starting conversations and getting to know people, and publishing yourself and your own content to position you as an expert in an industry.
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And it s funny.
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I m doing some challenger work.
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That s the one I m most familiar with on this list.
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And they tell you to do it.
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So one of their fundamental core philosophies, it s teach, tailor, take control.
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Teach is one of their core philosophies.
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But they don t teach you how to.
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how to find stuff and how to position yourself to teach, especially in the modern day of LinkedIn, podcasting, video blogging, things like that.
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And what s interesting is if you go out to an organization and you re in front of 40 people and you say, guys, ladies, what s the number one biggest problem you have in sales today?
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80% of them will say lead generation, which none of these other systems cover.
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And so it seems kind of odd to me.
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In fact, it s very odd that these guys would not focus on that.
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And I think the problem in some of these
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Methods that have been around for a while.
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They re so stuck in their old ways.
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They can t get out of it, correct?
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And they re not nimble at all.
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No, the vast majority of them start with I m having a conversation with the CEO They don t say here s how to get one exactly And then one of them just teaches you to make a hundred cold calls a day to your fingers bleed.
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Yeah, that s kind of it Yeah
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OK, I ve got one more here.
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Well, I think it s your turn.
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I think I did process.
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Did you do one?
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I d have one more.
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Your own selling methodology has to have its own personalized business plan.
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You have to have your own personalized business plan.
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We utilize one here at the Advanced Selling Podcast, a template that we use for people.
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And it s really, really important that you have one of those.
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A couple of these have a version of that, but most of them are corporate plans, and they re sales plans.
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They re not personalized business plans.
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So they only cover, like you said earlier, Bill, my goal is $50 million this quarter.
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It s real mechanical that way, where ours is much more holistic with some of these other philosophical things we talk about.
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And if you want to get a copy of the Advanced Learning Podcast,
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personal business plan, you can actually go it s in the resource toolkit.
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If you go to the website, advancedsellingpodcast.com on the products page, there s a product called resource toolkit, it s actually in there.
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And that alone is worth the 47 bucks you gotta pay for it.
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So that ll get you really square on your own personal plan.
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My last one here was personal vision, plan, and position.
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So you ve already taken, you sucked out the idea there on the plan.
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But I also think that vision and position are important to you.
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And that is, where are you going?
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What do you want in your business?
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Over the next I don t know one to five years some teams people say oh, it s got to be a ten-year I don t know that seems a little long to me.
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But what is the vision?
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So not just what s the plan for how much money you re going to earn in the next 12 months?
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But what s the what s the overall vision for your business life and get clear on that?
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and I think once we get clear on that lots of other things kind of come into the loop to help us get there and
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Yes, but if we don t have anything written down about what my person what the personal vision is and it becomes hard to accomplish I think the second thing of the three there is position.
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How do you want to be positioned?
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Do you want to be positioned as a salesperson?
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Who comes in a route person who comes in once every month and you know brings donuts Is that how you want to be positioned if it is that s fine.
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I don t want to be positioned that way I would rather be
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and have my clients positioned to be thought leaders, to be compelling storytellers, to be valuable resources for your customers.
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That s how I want to be positioned.
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I always say that I want your customers to feel like whenever you show up, they make money.
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And if you re showing up and they re saying, oh God, how quick can we get rid of Kasky?
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That s not good.
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So how you re positioned is very important.
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How do you become positioned well?
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You declare how do you want to be positioned?
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I can t tell you.
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Brian can t tell you.
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Only you can tell yourself that.
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So start thinking about, how do I want to be known by my prospects and clients?
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And just write some adjectives down, and then go to work and be that person.
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We ve just given you a wonderful framework to take your own personal selling philosophy and put it into play.
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No matter what your Sandler spend doesn t matter.
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All this stuff will work within that.
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And you ll see, once you ve got all that solidified, those are the missing pieces we gave you.
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It s lights out for you in a good way up the stream.
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That s it.
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Thanks for listening to the Advanced Selling Podcast.
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Reminder to send us an email if you want us to come visit you.
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Listen to advancedsellingpodcast.com and put in the subject line, come see us.
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We ll start talking about that.
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We ll see you next time on the Advanced Selling Podcast.
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Bye.