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In this episode of the Advanced Selling Podcast, Bill shares how eating lunch has impacted his mirrored reflection, we listen to a clip that is the ultimate 911 cry for help, and we share the ultimate guide for anyone interviewing for a sales job.
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Welcome back to the Advanced Selling Podcast.
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My name is Brian Neal.
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I m Bill Kasky.
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We are the longest running sales training podcast in podcast history, rapidly approaching 10 million downloads.
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And we re so thankful, so grateful for all of you for that.
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We re sitting here waiting to start waiting for Travis to walk four feet over here and push the button.
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So thank you for doing that, Travis, finally doing this job.
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Well, it s not just the pushing of the button.
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It s the knowing which button to push.
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It s pushing it in the right way.
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If you push and hold your hand down there too long,
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I can t reach it.
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You ve got alligator arms, kind of like when you go out to dinner with me.
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That s why I make Travis walk over and push the button.
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We love Travis.
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He s a stud.
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Hey, if you haven t done so, go to ultimatepregame.com.
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UltimatePregame.com.
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Some of you are going, what is that?
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UltimatePregame.com.
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Some of you have been listening for a couple of years, and you go, I don t even know what UltimatePregame.com is.
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Well, it is just what it says.
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It s a great little pregame document to read and use before you go into a sales call.
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And Bill and I drew it up several years ago.
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And all you got to do is go to UltimatePregame.com, put your email address in there, and we ll email it to you.
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And you ll have that as a little prep tool before you go into your sales call.
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next sales call.
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So go do that right now.
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And we re still booking gigs for the end of the year.
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So listener at advancedsellingpodcast.com.
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That s the email.
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Put come see us in the subject line, even if it s not you in charge of the meeting.
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If you want the meeting to be gangbusters, awesome, super valuable, fun, all that jazz.
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You know, we hand out money.
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We give away money.
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It s one of the little things we do when we re there, kind of like a fun game show.
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Send us an email and we will start the process and booking up for Q4 of 19 and Q1 of 2020 as we speak.
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So I looked at myself in the mirror the other day and found that I have not been skipping too many lunches.
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But some people do.
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Some people skip lunch every day just so they have time to complete the calls and the emails and the texts.
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And you think about it, all the different platforms we re on.
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and all the different devices that people have, it becomes a pain to examine all those and make sure that you re not missing something.
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Well, I got news for you.
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Outreach.io is the leading sales engagement platform.
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It supports you and your managers by making it simple to humanize and personalize communication at scale.
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Automate the soul-sucking manual work
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and dramatically increase the productivity and efficiency of all revenue generating teams, and you get to go to lunch.
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You can check them out at outreach.io forward slash ASP to chat and receive a copy of their new book on sales engagement.
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That s outreach.io forward slash ASP.
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And I will not be looking at myself in the mirror again.
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I think it s great.
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I have skipped.
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I have not skipped enough lunches.
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You know, I eat lunch every day, and I eat fruit for breakfast every day.
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And I heard the other day a guy said, oh, I never eat breakfast or lunch.
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But then he gorges himself at dinner with all the starches and the carbs and everything, and then he goes to bed.
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So I think it s better to eat throughout the day.
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I m bad that way.
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I ll save them up.
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You know what I mean?
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I ll eat kind of light.
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Like today, I had a banana for breakfast.
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That s good.
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I had a Subway sandwich, a clean one, like no cheese for lunch.
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No bread.
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But then I ll tend to add bread.
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But you know, it s like 600 calories total.
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I had chips in there.
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So I ve probably had 700 calories to eat so far going into dinner.
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And I ll go and eat a 2,800-calorie dinner and some ice cream, some peanut butter and chocolate.
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Because you re starved.
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Right, exactly.
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It s not a good way.
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Anyway.
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So I heard something, I don t know, it was probably three or four years ago.
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I heard it on the Don Imus show.
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Remember Don Imus?
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Is he still alive?
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Yeah, he s still alive.
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Don Imus?
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He still does his radio show.
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He used to do it on TV, and that s where I first heard this, and it was hilarious.
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And I know, I don t know if you ve heard it before, but I heard it the other day again.
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It just makes me laugh.
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So I m gonna play it for you.
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8 p.m., 23 seconds, October 24, 2009.
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Flight 2911.
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Somebody s really drunk driving down
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Granton Road.
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Okay, we re on Granton Road.
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Uh, there s only, like, six miles drive to Granton and Nailsville, and... Which way are they going?
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They are going, um... Towards Granton or towards Nailsville?
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Towards Granton.
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Okay, are you behind them, or...?
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No, I am in them.
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You am numb?
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Yes, I am numb.
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Okay, so you want to call and report that you re driving drunk?
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Yes.
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Okay, what s your name?
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Mary.
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Okay, hold on one second, Mary, okay?
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Okay.
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Are you still driving right now?
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Yes.
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You want to stop driving before you get an accident?
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Yes, I will stop.
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Is that hilarious or what?
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That is beautiful.
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Have you heard that before?
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I ve never heard that before, but that sounds like it was very Don Imus-ish.
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Yeah, well, it was a real thing.
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I mean, I looked it up, and it was real.
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And it s like, are you still driving?
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Oh, yeah, I m still driving.
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You pull it out, fine.
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Yeah, I ll stop.
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Sure, I ll stop.
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I ve run over a couple of head of cattle.
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You know, I heard the saying that every action by a human is either a sign of love or a cry for help.
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I d say that.
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I would say that s a cry for help.
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I would say it s a cry.
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I hope that woman s OK.
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Yeah, I m sure she is.
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But that s crazy.
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She s still driving laps around 465.
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She did not know which way, which way.
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Are you behind them?
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I am.
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I am them.
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She sounded fairly coherent.
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Yeah, I know.
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She did, except for a couple of things.
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Have you ever called the cops behind an erratic driver?
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I ve done that.
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I never have.
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I m weird.
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I m for someone that I have a low-security driver and a risk-taking person.
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I m crazy about safety things, like buckling my kids up and all that jazz.
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I m just crazy, like smoke alarms.
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I m a psycho about that stuff.
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And if I see anyone that s bad, I always call 911.
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And people are like, well, that s a little overkill.
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But you just don t know.
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No, you don t.
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And I would just never, it would be very difficult for me to, if God forbid something happened, and I didn t do it, and I m like, I m just doing it, and they re always cool.
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They say, where is it?
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What car is it?
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Boom, and I say it in a mile marker, and done.
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But I have done that before.
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And they re not ever going to find out who did it.
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No, no, no.
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Police are really good about preserving anonymity.
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I m not worried about that.
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So do you want me to tee up this, or do you want to?
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Unless one of the drivers that I turned in is a podcast listener.
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He s like, that s the one.
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I m coming to get you, Neil.
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I know where you live now.
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Yeah, so we talked a little bit about talking to CEOs.
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And that was kind of inspired by someone who was interviewing for a job.
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And so we got to talking here in the prep, and like, you know what?
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We ve never, I don t think, and at least it s been a really long time since we ve talked about, if I m looking for a sales job, and there s thousands and tens of thousands of you that listen, surely some of you are interviewing right now, or you re getting ready to interview, or you think your tour of duty s up at your existing place, and you re like, you know, I want to go do something, but your interview skills are kind of off.
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What should you do these days?
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How has the interview,
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moved on, transformed over the years.
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What sorts of things should you be asking and talking about in a job interview where you re interviewing for a sales position?
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So that s what we re going to talk about today.
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And I ve got, oh, four things here, a couple specifics, a couple energetic things.
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I ve got a couple too, but I ve got a technical thing.
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Oh, OK.
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Sure.
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You know, a lot of interviews are done today via Zoom or via Skype or online and their phone, obviously, and of course, face-to-face.
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That s different.
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But if you are in a role where you are interviewing or going to be interviewing or doing any kind of anything online where there s video involved,
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And you re going to laugh at this.
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But make damn sure that everything looks good behind you.
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I ve seen sometimes when people are on camera, they literally, all you can see is the top of their head because the camera has kind of slid down or the laptop is closed a little bit.
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Just make sure, look at yourself in the screen, in the monitor, and say, if I was interviewing this person,
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Can I see all the crap behind you and like empty beer bottles and vodka bottles?
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Did you see something like this?
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It seems like this is inspired.
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No, it s just I see people a lot on camera and I don t think we fully realize how we look.
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We look at ourselves and say, you know, that bright light behind me that all I can see is the black silhouette of my face.
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You know, that s kind of the way it is in here.
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No.
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Get the light in front of you.
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Get something behind you that s darker.
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Make it pleasing for the other person.
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This is part of customer experience.
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Yes, that s very good.
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So if you re interviewing somebody on Skype, on Zoom, on camera, just make sure that everything is kind of framed up OK.
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It doesn t have to be perfect.
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You don t have to go out and buy Diva lights for your camera.
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Just make sure that they can see your eyes and they can see you.
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And now back to the program.
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And now back to the program.
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Questions to ask in a sales interview, or things to say, or how to position yourself in a sales.
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What are the benefits of this job?
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Yeah, I would say that.
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And how much vacation time?
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I would start there and I would start with saying now I have three weeks in my existing Still yeah, you re gonna cover that.
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Yeah.
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Yeah, so when we get to the vacation and I ve got any car I ve got something planned for November It s a two-week sort of excursion to my wife and I husband I plan it.
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It s okay.
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That s it
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Now, don t ask anything.
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I mean, you ll find out about benefits.
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Especially a top-level leader, don t ask about benefits.
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I know we all know this, and yet I bet you when leaders interview people, they say, you know what, 80% of the time people ask stupid questions about that.
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They do.
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They do.
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So I have one here, and I don t know if you want to go down the what questions should I ask, or just generally?
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Prep and things to say, how to position answers, anything at all.
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I think anything to do with a sales job interview.
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OK.
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Well, one thing I would do if you haven t done it already and you know you re going to be looking for another position soon, maybe even next year, is I would start writing something on LinkedIn.
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I would start publishing articles about not about politics or religion or abortion.
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Start writing about
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Success things things that you know about success things that you know about selling things that you know about the marketplace in general Just start writing just two or three articles because when somebody goes to your LinkedIn page Which they will go to they will they will always and they didn t used to but but they will now give them some sense of how you form thoughts and how you form perspectives and how you Speak and how you write and you may say but this is not a writing position.
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I don t give a damn.
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Yeah
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It s a position where you re going to be asked to think.
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People want to know, how do you think?
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And if you can write something good, maybe 500, 600 words, 1,000 words, do that a couple of times, put it on LinkedIn.
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And that way, you ve got something there to demonstrate your expertise.
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Yes.
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You have to do that.
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You just have to do that.
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People are going to search, and they re going to see lots of things about you.
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And they re going to make inferences on what they see.
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And you have to have good writing up there.
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You do.
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And post and just be active.
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Or it could be video.
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It could be a profile video of you just talking about yourself.
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Podcast meeting.
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OK, this is prep for you.
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I think before you go into a job interview of any kind, especially a sales job, though, you have to recognize that you are half of the equation.
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And they re the other half.
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What I mean by that is you ve got to know what you re looking for.
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They ve got to know what they re looking for.
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And you ve got to know what you re looking for.
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Too many people I see go into a sales
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a job interview, and they do not have clarity around their non-negotiables, let s say.
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So they ve not talked through things of the role, or of the money, or of the location, or the culture, or things like that.
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You ve got to have superb clarity on all those things.
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Let s say I m looking for a B2B sales job in this type of industry, in these locations, at this income level, with this split of commission and base, and all those things, and get super clear on those.
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Because so many people go into these job interviews just like with what, they ll just kind of take whatever.
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And it s very, it just doesn t play well, I don t think.
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And I think sales managers, hiring managers, they want people.
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They want people that are clear.
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Yes, they want you to say, yeah, I got a bottom line with that.
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And I m not interested in doing these.
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People love those answers, even if they don t get you the job.
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Because if you say, I don t want to do any cold calling, this is a cold calling job, then it s easy.
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You say, I m just not interested in cold calling.
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Say, well, this is a cold calling job.
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Say, well, that makes it easy.
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Thanks.
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See you.
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Here s 30 minutes of your life back.
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So don t be afraid to have those bottom line sorts of things.
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But doesn t that also fit into the what do you want category?
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What do you want out of your life and out of your business life?
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What kind of lifestyle do you want to have?
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as you work, because I just think the 8 to 5, 8 to 6 is dead.
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And in its places, you might need to be accessible 7 in the morning till midnight.
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You might need to travel a lot.
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You may need to write and produce things.
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And you need to be kind of a freelancer at times.
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So knowing that is a whole lot better than not knowing it.
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Because if you re getting a job, and you think it s a freelance job, and you re free to come and go as you please, and somebody s there watching the clock, it s going to be miserable.
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Miserable for both of you.
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I like that one thing that you mentioned about coal calling that I also said is
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I would ask the hiring manager or the hiring manager, how do you acquire customers around here?
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What s the customer acquisition process?
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And by that, if that person comes back and says, strictly cold calling, then you have a decision to make.
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If it s strictly networking, if it s all trade shows, if he says or she says, no, our marketing team creates leads, and you run these leads, and you don t have to cold call at all,
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Yes.
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That may sound great on the surface, but I kind of want to know, OK, well, tell me what that looks like.
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What are the leads?
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And it gets back to your point, Brian, on clarity.
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I think sometimes, especially when we see something that kind of looks cool, and it s new, and it s shiny, and it s different, we abdicate all of our preferences and say, well, this was going to be really cool.
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That s a crap house where I was.
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This is going to be really nice.
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But if you don t know how customers are acquired,
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you re battling uphill because you may get there and find that this is not your cup of tea.
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There s no doubt.
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And I don t have this down, but it s always part of the equation.
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There s a sliding scale.
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So if you look on the right hand, you put to.
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And you draw a line.
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And back on the left-hand side, you put from.
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There s a sliding scale.
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And when you re switching jobs, you re always going away from something and to something else.
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And you have to be at least over the midway point to the to, or you re super vulnerable.
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Because if you re running away from something, you re going to make things that are not good look good, because you re trying to get out.
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Escape hatches never work.
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Escape hatches do not work.
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If you re in an escape hatch route, you ve got to reset and figure out what the problem is there.
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That s good.
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You already said this.
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I ll just reiterate it.
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I said, don t sell yourself.
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Demonstrate yourself.
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Your LinkedIn should speak for you.
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You shouldn t have to say, well, I post 10 times a day on LinkedIn.
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We should just see that.
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You don t need to say that.
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It s just there.
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They ll figure that out.
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And then I wrote down,
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Generally speaking, make yourself vulnerable.
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So many people are afraid to make themselves vulnerable in an interview situation because they think it makes them look weak.
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And I m not saying you need to take responsibility for all the problems in your life and all this jazz, like, woe is me stuff.
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But it s OK to say, yeah, as I look back and reflect on that, two years ago, my performance wasn t where it needed to be.
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So I made some changes to it.
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But that year, I laid an egg for me, or whatever that is.
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Just say that.
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Just own it.
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People love personal accountability.
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They love it.
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It s so true.
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So be OK just to say it.
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It s so rare.
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It s so rare.
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Everyone wants to spin everything up, like positive, like, look at all this stuff I did.
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Because it s almost like if you say that, your believability goes way up, and then the next thing you say becomes more believable.
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And if you re always spinning and in kind of media spin mode, it just doesn t work.
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I want to know.
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from someone at the company, what are the critical success factors for a top sales performer at this company?
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What are some of the factors?
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Is it the time they spend in the field?
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Is it the product knowledge?
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Maybe you re going into a technical type of sale, and the critical success factor is knowing everything there is to know about the product and all the rules and regs around it.
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But I want to know, what are the three to five critical success factors?
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And somebody needs to be
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owning that and telling you that, because they know it.
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And it might be at a higher level.
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It might not be even the sales manager, because the sales manager may just say, well, you know, the more calls you make, the better you do.
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Yes.
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Well, that s not a critical success factor.
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Correct.
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Yeah.
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I want to know what are the attributes that you re looking for that you know, if I find these attributes, this person is going to be successful.
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And do not
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When Bill, that s a great question to ask.
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And when they give them to you, do not immediately go in and start talking about how good you are at those things.
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So many people do that.
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If I said, what s the number one factor here?
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And if you said, well, it s networking.
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I m a masterful networker, Bill.
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Oh, you haven t seen me.
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I m four days a week.
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Have you ever read Never Eat Lunch Alone, Bill?
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That s what I bring.
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Don t do that.
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It s too easy.
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It s too obvious what you re doing.
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Just take it in.
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Like Bill said, just listen to it.
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And all they re doing is telling you, here s what you re signing up for.
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And if you want to be good, you got to do this.
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You see?
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Yeah, that s so true.
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It s true, isn t it?
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It s tempting.
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It s so tempting, especially if it s true that you re a good networker.
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Right, right.
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You just got to really watch it.
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Just be careful, yeah.
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This is a huge pet peeve of mine, because it s a pet peeve in selling.
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And so therefore, it becomes a pet peeve.
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Wait a minute, you ve got two in a row here.
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Huh?
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Yeah, well, I kind of added on to yours.
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Oh, OK.
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Sorry.
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OK, go ahead.
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And that has never run out of questions.
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I can t tell you how many times I ve interviewed a prospective salesperson for a client.
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And I say, do you have any questions?
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And they go, no, not really.
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And I m like, if that s how you re going to sell, you re not going to be good here.
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And so I m not saying you need to keep the person for four hours.
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But it s always OK to say, you know, Bill, we re up against time.
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It s 4.30.
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I have more questions.
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I think I can either give them to you email or wait.
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But I ve got some more things I m curious about.
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That tells the person, OK, you re going to sell that way.
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You re interested.
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There s a reason to come back and that sort of stuff.
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I totally agree.
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Never be at a loss for questions.
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No, never be at a loss for questions.
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Nope, that s about it.
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No, I m good.
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I wonder what percent of high
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hiring managers here.
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No, that s all.
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I bet it s higher than you think.
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It is.
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And I do interviews with a few of my clients.
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And it s frightening how, in a sales job, how many times that happens.
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I ll start keeping track.
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But it scares me.
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And sometimes it almost sounds condescending.
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I m like, do you have any questions?
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No.
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No.
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I am good to go.
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Oh, I m good to go.
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I m good to go.
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You guys OK with me?
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I m OK with you.
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Totally.
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OK, I have one here that s very, very tactical, but I hear it and I see it all the time, and that is rambling.
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Oh, jeez.
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Do not ramble.
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I know that if I ask 100 people, 100 salespeople on the street,
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0% would say they ramble.
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And if I ask their customers, they would say 80% of them ramble.
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So by rambling, I don t necessarily mean you shouldn t talk.
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I just mean make sure that when you re, especially when you re interviewing, like I was telling this person that I was doing some free consulting with this weekend, who was going to be interviewing with a CEO, I said, what if the person, what if the CEO asks you, so tell me, what are you good at?
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What are some of your strengths?
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Have three things, two or three things, but don t just start in and make it a stream of consciousness conversation with yourself that you re just blabbing about and the person starts looking at their watch and curls up and takes a nap and wakes up and you re still talking.
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Three things.
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And as I always say, and you re tired of hearing me say it, those who hear me say it a lot and who are tired of it are tired of it.
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And that is, chunk everything down to a couple of things.
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So when you say, if Brian says, well, tell me, what are you good at?
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I say, well, you know what?
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As I look at that, it s a good question.
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I feel like I got a lot to learn, a lot of areas.
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But there s three things that I feel pretty comfortable with.
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Number one is, blah.
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Number two is blah.
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Number three is blah.
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It ll force you to be a little bit more confined with your answer.
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And they don t need to know, from birth to now, how you became good at this skill.
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Let s just say it s communication.
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They just want to know what you re going to say, what are you good at.
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So come up with three things that you say, you know what, I m better than the average Joe at these things.
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And come up with maybe a story underneath each one.
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But don t go for 45 minutes on these.
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But just have some kind of a sense of what you re good at, one, two, and three.
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That s it.
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That s a good episode.
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I don t care where you are in your career, if you re interviewing, or you ve got a college kid, son or daughter of yours that s interviewing, or a neighbor friend or anything, send this episode to them.
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People interviewing for sales jobs really need to work on this process, from what I can tell.
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And send it to your HR team, too, because if the salesperson is not asking all the questions they need answered, they may not be a good fit.
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Yes.
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Because if they re not asking you, they re probably not asking the customers either.
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No, exactly.
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Brian, that s all I got today.
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That s it.
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We are thankful for you as a listener.
2
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Again, if you want us to come see you, send us an email.
2
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Listener at advancedsellingpodcast.com.
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Put in there.
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Come see us.
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Don t hesitate.
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Just go ahead and send it over, and we ll start the conversation.
2
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We d love to go out on the road booking for Q4 of 2019 and Q1 of 2020 as we speak.
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And that is sales kickoff season as it is.
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We especially like to go to warm places in January and February.
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Just as an aside.
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Out of the Midwest.
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Just as an asterisk.
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So that s it.
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See you next time.
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Bye.
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Bye.