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Attention, Gen Z listeners.
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In this episode of the Advanced Selling Podcast, we talk simp, fax, bet, and other Gen Z phrases, as in simping a prospect.
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Bill approves my grammar performance in this episode, says it s one of my best ever.
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And we speak on behalf of all salespeople and tell our sales leaders what we ve always wanted to say, but have been afraid to say it.
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Welcome back 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 are here every week.
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And we re ready to blow this thing up.
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Is that what we re doing?
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We re blowing this thing up.
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I m losing.
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I need to go back.
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So my kids are high school, college now.
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So there s all this other language that I don t know.
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If you said something that I really agree with,
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I say facts, don t I will.
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I go facts.
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I just go facts.
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Those are the facts, like yeah.
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So if you said whatever, I really think 2021 is going to be still a tough year.
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I ll go facts, just like that.
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And that means I agree.
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I would never do that.
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Exactly.
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I ll tell you something else I would never do.
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And I ve heard this a lot in the last month.
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And I know it s an old term.
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It s like a few years old.
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Yeah.
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Is dope.
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Dope.
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Yeah, and people come back.
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Is it coming back?
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Because I started to hear it more in the last few weeks.
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It never left.
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It s always been around.
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Okay.
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Bet?
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Yeah, they do say bet.
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I m like too old.
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You are too old for that.
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You are.
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Well, I m too old for dope.
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No one s too old for dope these days.
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They re making this stuff legal everywhere.
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Oh, wait, we re on dope.
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My bad.
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If I went into another 60-year-old person and said, you know, this cop is dope, man.
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Yeah, it would be, you re trying too hard.
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They would say, you re done.
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Yeah, you re trying too hard.
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And then simp is a thing?
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Yeah.
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So simp is like, you re trying too hard on your girlfriend?
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Yeah.
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Trying too hard to get a girl simp.
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I would do that.
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I would simp.
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So I wonder if we can use simp with customers.
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Let s tie it back into sales coaching.
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If I m trying too hard to get a customer.
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So do I say simp?
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What would I say?
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Do I say like, I m simp?
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You re simping for someone.
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Oh, it s a participle.
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Oh, that s good.
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It s a participle.
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Now we re back to grammar.
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So at some point, we ll get to sales coaching.
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But you could be simping for a customer, right?
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Oh.
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Begging.
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We just got all the Gen Z listeners.
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All the Gen Z listeners know if you want to learn about how to not simp a customer, listen to events like podcast.
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Yeah.
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Can t trade too hard.
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Step by step.
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Step by step.
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OK, let s see.
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We re going to talk.
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So this is fun.
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This is affordable episodes.
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So we re asking every.
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listener, every one of you, who has a sales manager, sales leader, to listen to this episode and then forward this episode to your sales leader or manager, because we are going to speak on your behalf.
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We are going to say the things to your sales manager that you may be uncomfortable or afraid to say in this episode.
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But we know you re thinking it.
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We know you re feeling it.
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And it s a great message for the sales leaders to hear, because a lot of them, just for whatever reasons, don t understand where you re coming from, salespeople.
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So this is forwardable.
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Say, boss, listen to this.
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Listen to these guys.
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I would even say it s for sales managers who have a manager or CEO, because we have probably 25% of our listening audience is VPs of sales and sales leaders.
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So this is not just for anybody who has a manager or a supervisor.
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that if we say anything in this program, and by the way, I don t think we re insinuating here that the sales leader or the leader is not doing a good job.
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We re just saying there are certain things that are overlooked.
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And we re going to give you a handful of those.
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OK.
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So I ve got four.
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You ve got five.
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So I m going to jump right out.
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I got five.
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Yeah, pretty quick here.
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So here s the first one.
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Ready?
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Yeah.
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Pay attention to me.
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Pay attention to me.
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This is a fallacy.
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Now, here s the other thing.
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There s a little bit of an age thing going on here.
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So a lot of the sales leaders, VPs of sales, chief revenue officers, and sales managers are stereotypically not all.
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They re Gen Xers.
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And Gen Xers tend to be like lone wolves.
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And they don t really pay attention to others unless they really need to.
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They re sort of selfish, because I am one.
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I understand this.
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We think we don t want to micromanage anyone.
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Because we don t want anyone micromanaging us.
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So we don t want to micromanage.
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So we don t pay attention to salespeople.
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So we err on that other side.
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Absolutely.
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Salespeople want you to pay attention to them.
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It makes them feel better.
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Pay attention to me.
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That s my first one.
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Yeah.
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I have it framed a little bit differently.
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Leave time for me, which is pay attention for me.
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But then I think I m going to go off on a little 30-second rant here.
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If I can keep it to 30 minutes, you ll be lucky.
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I think that you leaders need to pay attention to the mental state of your sales team, mental and emotional state.
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And because of what we ve been through, I m not going to get into the uncertain times and all that rubbish.
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But we ve been through a lot.
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And we ve talked about it on the show.
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It s kind of shaking the ground we walk on a little bit.
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And you as a sales leader, if you have 10, 12 people on your team, you better be checking in with them occasionally on their mindset, on how they re doing mentally.
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Because a lot of these folks are high I. They are outgoing, your sales team.
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They re used to being out and about in meetings and networking and speaking and whatever.
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And now they re enclosed.
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And that s going to have an impact on your people.
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And I think it becomes harder to leave time and pay attention to me if I m a hundred miles away and I never see you in the office because you re not coming in.
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Our office is closed.
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So I think there s a lot of wrinkles to this one that are more important today than they even were a year ago.
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Absolutely.
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That s critical for culture and all that other stuff.
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Very good.
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Here s one that I think we ll support.
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Oh, I went, didn t I?
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I just seconded yours, but go ahead.
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No, no, good.
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I thought you were good.
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That was a little extra.
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I was getting a little selfish there.
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Extra was another, that s another thing.
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That s another Gen Z thing.
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Stop looking at mine.
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Are you looking at mine?
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That was so extra.
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That was extra.
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That s when you went overboard with that.
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Is there a dictionary?
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Because I need to get up to date on these terms.
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We got simp.
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Is it called the dope dictionary?
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Simp, fax, and extra.
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What about based?
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Is that a Twitter term?
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What about grift?
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No.
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Twitter term.
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OK.
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OK, here s one.
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What about gaslight?
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What about ghost?
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See?
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Bitch, I m a ghost.
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That s a TikTok trend that I ve done with my niece.
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I did it with my niece.
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She s a fifth grader, and we nailed it first time.
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That s really hard to do if you watch TikTok, by the way.
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51-year-old B Neal nailed bitch, I m a ghost first time.
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We ll put that up, Travi.
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I ll send it to you so you can link it up.
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Demonstrate for me.
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I want you to demonstrate for me.
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And I think so many sales leaders are hesitant to demonstrate because they don t want to be vulnerable.
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Demonstrate what?
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A sales call, how to handle a conversation.
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They want to put all the pressure and the onus on the salesperson to work through it and coach them.
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But I really think you need to demonstrate, here s what it might sound like.
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And more than anything, you need to make yourself vulnerable to screw up in front of your sales team so they recognize.
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Because I think what a lot of sales teams do is to like, well, let s see you do it.
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Like, well, I did it.
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Everyone s like, well, I already did it.
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I m like, well, show me.
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Demonstrate for me.
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I think that s a thing that people want.
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Show me.
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Yeah, I think that s a good idea.
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I think the leader could say, let me share with you how it would sound if it came from me in my mouth, and then you tell me what you like about that, and let s connect.
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And then they ll leave a better communicator because you have done that.
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I love that.
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I love that.
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Demonstrate.
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Here s one.
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Learn more about my personal goals.
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Learn more about who I am, who I want to become, what I want to accomplish in my life.
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Why am I even here?
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We ve heard so much about Simon Sinek over the last 15 years.
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He wrote a book called The Golden Circles.
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Is that what it s called?
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The Golden Circles?
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The meaning of why.
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The why guy.
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Start with why.
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Start with why, yeah.
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And he s had a TED Talk.
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And Simon Sinek is kind of a, he s
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High-paid consultant now and he s all he s done all this based on this little concept to start with why and we ve heard about him But I don t know that we ve really dug deep into someone s why I think leaders can do that and it s a healthy place to start
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Why do you think you re here?
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Why do you love this job?
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Why are you on this planet?
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What s your life purpose that you want to carry out over the next five to 10, 15 years?
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And be ready if it s not working for you doing cold calls 10 hours a day.
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But I think the closer we can get to a person s personal goals, the more inspiring that we can be in that person s life.
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Love that.
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Love that.
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That is a missing trait of a lot of leaders.
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these days, full show.
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OK, here s one.
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This is a very frustrating thing for sales teams.
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Sales leaders, let me celebrate a big win.
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Let me celebrate a big win.
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So often, we have a big month, a big week, a big deal come in.
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And the boss is like, hey, great job.
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And then it s just over.
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Yeah.
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Or it s like, hey, great job on that.
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By the way, have you heard from the other one?
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Or hey, by the way, oh, no, that s really, really good.
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So do you think you could get an extra 10%?
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It s always like, what?
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And salespeople get so frustrated by that.
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Let me just celebrate, even for 24 hours, and be in my big win.
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It s kind of the Shuler rule, really.
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It is.
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It totally is.
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It s a 24-hour grief, 24 hours of celebration, then we re back.
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That s exactly right.
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But don t give me 30 minutes of it.
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Exactly.
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Two minutes.
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Exactly.
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Yeah.
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And sales leaders.
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And this is really important, I think, for even that VP, chief revenue officer level.
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Because I think they can really struggle with this.
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Because they re kind of looking at the whole big picture.
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And they go, oh, that s great.
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You got this one deal.
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But we re still behind on the quarter.
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You know?
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It s like, God, you just like crack.
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Like, yeah, I m trying to get us un-behind on the quarter.
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What have you done for me lately?
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Yeah.
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And so because that energy is contagious, and it can move, and it can go to their customers and stuff like that.
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So let me celebrate a big win.
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What if the VP of sales said, Brian, that was a great win.
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Here s what I d like for you to do.
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I d like for you to do a write-up.
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And I want to hear exactly how you did it, what happened, where were the points where you were like, I don t know if it s going to work or not.
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What did you do to get through them?
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And let s share it with everybody.
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Let s celebrate this, not just with cookies and cupcakes and candy and things, but with a story that then allows the person to shine in the light a little bit.
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Beautiful.
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What if we did a video?
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Or a video.
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Even better.
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Imagine if the VP, the chief revenue officer, in that conversation said, you know what?
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Hang on.
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Pulls the phone out, like, hey, it s Brian.
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I m talking to Bill.
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Bill just closed a huge deal.
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That s beautiful.
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Wasn t that great?
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Blasted out that whole sales team.
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Yeah.
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Right there.
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Yeah.
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Yeah.
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So tell us about the deal.
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And that s recognition.
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Absolutely.
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It s acknowledgment.
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It s celebration.
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And it s also helping the other people on the team.
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It s learning.
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Absolutely.
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It s learning.
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Yes.
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Do that.
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That s beautiful.
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Do that.
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Beautiful.
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Here s one.
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They will never tell you, sales leader, that I really want to be more skilled.
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I really want to be better.
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I want to be improved upon.
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Sad Guru talks about we all, as human beings, we all want to live full-fledged lives.
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We all want to be all we can be.
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And the best person to help you with that is not your spouse or your pastor or your dad or mom or kid, it s your manager.
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And if your manager can say, Travis, we re looking at 2021 here.
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I ve got 10 skills here that I think you could be a little better at.
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You might disagree.
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Let s have a skill conversation where we talk about how you can even trump what you did in 2020.
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Let s just make next year or this year an awesome year.
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But skill development is the job of the sales manager.
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It s not the job of the salesperson.
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It s easy to say, well, they ve got to work on their own skills.
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Well, how do they know?
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You re blind to the skills that you re not good with.
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So leaders, you ve got to get into skill conversations.
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And it s OK to say, look, here s three I want.
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Let s work on these once a quarter.
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Let s work on the skill of finding the problem.
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Let s work on the skill of economics discussions.
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And I had a guy who was in one of my leadership programs who did that.
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Every month, he would sit down with his people.
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And within six months, the inspiration level was off the chart, because they kept feeling like they were growing, growing, growing.
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They would take more risks, be more confident.
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That s awesome.
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And you re right.
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Salespeople, it s not their fault.
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They just don t do that.
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No.
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Here s my last one.
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Be consistent.
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Be consistent.
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There s one complaint that sales teams have to me is that, well, you know, Tom, you know, he told us for the whole first quarter he was all about new business.
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And now he s hammering us for renewals.
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And so I don t know what to do.
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And people really struggle with that if they don t know that clear direction.
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It s OK to pivot if you have to and move.
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Did I just say pivot?
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Mm-hmm.
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Where s the SAS curse jar?
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Pivot.
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Not too bad?
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Pivot, move?
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I think that was probably very appropriate there.
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Was it really?
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And I hang on about every word you say to determine appropriateness.
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And grammar flaw.
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That was good.
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So far, you ve had a winning episode.
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This is a great episode for you.
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Oh, that s good.
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I m really proud of myself.
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It s not over yet.
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Exactly.
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Now I m nervous.
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It s really important that if you move, you tell people why you re moving.
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If you pivot, tell them why you re pivoting, why you re making the move.
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That s OK.
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What is not OK is to just randomly and arbitrarily, even if it s not arbitrary, it comes across that way, just to switch gears and go, we need new business, new business, new business.
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Hey, guys, what are we doing with these renewals, renewals?
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I m like, well, you re just barking at me for new business 20 minutes ago.
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Now you re barking renewals.
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What s going on?
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Be consistent with your message.
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Why is that?
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SPEAKER_00
Is that because the?
1
SPEAKER_01
The orders from above reflect that?
1
SPEAKER_01
Well, why do they shift?
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SPEAKER_01
I don t know.
1
SPEAKER_01
It s a good question.
1
SPEAKER_01
I think lots of reasons.
1
SPEAKER_01
I mean, I see a lot of sales leaders that I tend to work with.
1
SPEAKER_01
Yes, well, they move based on what the CEO says.
1
SPEAKER_01
Yeah, they just got chewed.
1
SPEAKER_01
Not even chewed, but the CEO s like, yeah, what are we doing in rules?
1
SPEAKER_01
We need to really focus on renewals.
1
SPEAKER_01
And they don t think.
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SPEAKER_01
They don t push back.
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SPEAKER_01
They don t have the guts to push back.
1
SPEAKER_01
They just go, oh, OK, OK.
1
SPEAKER_01
Like, what are you telling the sales team about renewals?
1
SPEAKER_01
OK, I ll talk to them.
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SPEAKER_01
I ll send an email out this afternoon.
1
SPEAKER_01
Seriously, it s what happens, isn t it?
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SPEAKER_00
It s true.
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SPEAKER_01
That s exactly what happens.
1
SPEAKER_01
They send an email out this afternoon.
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SPEAKER_01
Hey, guys, you really need to focus on renewals.
1
SPEAKER_01
Like, oh, he just had a meeting with Susan, the CEO.
1
SPEAKER_00
It would be better if they said, hey, I know we re going to continue our push for a new business through the end of January.
1
SPEAKER_00
Come February 1 through May, we need a little bit more emphasis on, as opposed to the wheel at the top turned to half, and the wheel down here is turning like 70 times.
1
SPEAKER_00
Yes.
1
SPEAKER_00
That was it the last one I had is probably a lot of repeat here, but just help me think through things so if if you are a sales leader and One of your people comes to you and says hey, I d like to double my net income for 2021
1
SPEAKER_00
Don t just say, you can t do that, or that would be awesome.
1
SPEAKER_00
See you in December.
1
SPEAKER_00
Help them think through things.
1
SPEAKER_00
OK, well, let s talk about that.
1
SPEAKER_00
John, tell me why you came up with that.
1
SPEAKER_00
What is at the heart of that?
1
SPEAKER_00
How do you think you re going to be able to do it?
1
SPEAKER_00
What kind of strategies are you going to employ?
1
SPEAKER_00
Where is a resistance point?
1
SPEAKER_00
What s going to get in your way?
1
SPEAKER_00
How do you set up your day?
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SPEAKER_00
Help me think through, because I think sometimes salespeople have good ideas, but if nobody s there to help them walk through and reflect back, then it becomes an idea whose day comes and it s gone.
1
SPEAKER_00
And you know what?
1
SPEAKER_00
For the first year, I wanted to double my income, but I didn t get any traction on that.
1
SPEAKER_00
Yes.
1
SPEAKER_00
That s so great.
1
SPEAKER_00
So the thinking through of things.
1
SPEAKER_01
And people don t sometimes want to, know how to, or even think to ask for the help.
1
SPEAKER_01
So the sales, you know.
1
SPEAKER_01
They re just not sure how to do it, because they think it makes them look weak.
1
SPEAKER_01
Or they think the boss is going to think, well, I don t know what I m doing.
1
SPEAKER_00
But sometimes we just need another human being there to help us think through things, because Dan Sullivan, I know you go to a strategic coach, and he s big on that whole idea of fleshing things out.
1
SPEAKER_00
If you have an idea, if you re as excited about something 30 minutes after you tell somebody about it as you were before or more, it s a good idea.
1
SPEAKER_00
If you lose interest 15 minutes in, probably not a good idea.
1
SPEAKER_01
No, that s fantastic.
1
SPEAKER_00
But I think leaders can do a better job there of just thinking through things.
1
SPEAKER_00
So we re putting a lot of emphasis on time here, because all these things take time.
1
SPEAKER_00
But what else do you have to do as a leader?
1
SPEAKER_00
Your number one goal should be to bring the best out of your people.
1
SPEAKER_00
If you do that and you focus on these eight or nine things that we ve given you, will it take more time?
1
SPEAKER_00
Yeah, but I think your benefits and the economic benefit will be definitely worth it.
1
SPEAKER_01
And I guarantee you, if we had a room of salespeople in here listening to this episode live, and we re speaking on their behalf, each one of these, they would have gone, yep, yep, oh gosh, yes, yes, yes.
1
SPEAKER_01
Guaranteed, they would have said that on all these things.
1
SPEAKER_01
So take an inventory of that and put them into play, fo sho.
1
SPEAKER_00
Yeah.
1
SPEAKER_00
One thing that I know we have a lot of people who listen who are members of our Advanced Selling Podcast Insider group.
1
SPEAKER_00
We meet one Friday a month for 90 minutes.
1
SPEAKER_00
It s a Zoom call.
1
SPEAKER_00
There s coaching.
1
SPEAKER_00
There s a different topic every month.
1
SPEAKER_00
If you think you might have some interest in that and just want to learn more, go to advancedsellingpodcast.com slash insider.
1
SPEAKER_00
And there s a video there and a little bit about what the upcoming month s curriculums are going to be.
1
SPEAKER_00
It s nominally priced.
1
SPEAKER_00
We think it s a great program and people love it.
1
SPEAKER_00
So we just invite you to give it some thought.
1
SPEAKER_01
Great way for you to start off 2021 with a group of people that will support you and some great content from us live and in person.
1
SPEAKER_01
Love it.
1
SPEAKER_01
See you next time.
1
SPEAKER_01
Bye.
1
SPEAKER_00
Bye.