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In this episode of the Advanced Selling Podcast, the legendary Fact Checker Doug makes his first audio appearance on the show, I misuse yet another big vocabulary word, and we tell you what to do when a long-term client says they are about to hit the road.
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Well, good morning, good afternoon, good evening.
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No matter where in the world you are, we are in Indianapolis.
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You sound like a ham radio operator.
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I ve always wanted to say that.
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Ham radio operator.
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Some sort of a satellite radio.
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Well, you know who said that?
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No.
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It was the opening for a show.
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From what, decade 70s?
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Or one decade.
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Probably was this, probably the 60s.
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Good morning, good afternoon, good evening.
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Depending upon where in the world you are, we are in Indianapolis.
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Oh, is that, no, I don t know the show.
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500, Indianapolis 500 broadcast.
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Oh, really?
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And it was Sid Collins.
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I didn t know that.
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You don t remember that probably.
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No, no, no, no, no.
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Only Paul Page.
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I always wanted to say that, and I said it.
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You did.
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Yeah, it s a bucket list.
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Check it off.
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Check.
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Well, we have a special guest.
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I know that you ve heard us talk about this guy, and we ve talked about him, and we ve never, ever talked to him.
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We still haven t talked to him.
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I think people have wondered if he even existed before.
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Longtime listeners to the show, you know who we re talking about, don t you?
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I was telling a friend of mine who s a listener to the show, I said, oh, we got, I don t know if you ve ever heard of Doug Drozen.
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He goes, yeah, fact checking Doug Drozen.
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Here s a clip that he sent in to us.
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So listen and see what you think.
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Hi, Bill.
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Hi, Brian.
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It s fact-checking Doug Drozen, giving you a call here from the Garden State of New Jersey.
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Guys, great episode a few weeks back, titled The Importance of the Customer Experience, and the six points that you put forth to help deepen and strengthen relationships with clients really do work.
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And as I was discussing the episode with my business partner, it occurred to me that there s a subset of listeners who are solopreneurs or independent sales agents that may not have an accountability partner or somebody that they can speak to on a regular basis about the weekly episodes.
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And I can tell you that these discussions have really led to some creative and successful solutions for our clients to grow our own respective businesses.
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So I just wanted to share that with you.
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Thanks so much for the great content always, and keep up the good work.
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We appreciate you.
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Doug s a good guy.
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Isn t that great?
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It s great.
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And I think what I d like to do now, from now on when he fact checks, which he did fact check me in an episode from a couple of weeks back, is maybe he could do his audio fact check.
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Oh, yeah.
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Send in the audio clip.
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Good audio.
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Good audio quality.
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Tell them what the facts are.
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So I apparently dropped in one of the previous episodes something about that 40 million people a week watch Wheel of Fortune.
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Well, that s not quite accurate according to Doug Drozen.
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Nope.
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It s actually about 10.2 million people tune into Wheel of Fortune every week.
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See, I thought you were saying 40 million an episode, 40 million a show.
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Perhaps I was.
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Which is like super, almost Super Bowl style audiences.
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I would say though for a show Wheel of Fortune s doing okay.
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For a show that s been on the air for 35 years or 40 or whatever it s been.
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So thanks Doug for that fact check and we ll continue.
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What s the guy s name, Wheel of Fortune?
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Pat Sajak.
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He is the most understated host.
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Sometimes you can t even hear him.
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He s like, well, I think you ought to stand over here.
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Well, let s go over and take a look at this board.
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And it s like millions of dollars are on the line.
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He s just so understated.
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I love it.
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Here s an interesting thing that Doug s probably going to fact check.
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I saw them like on a 60 Minutes deal.
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So you know when they say, you ll spend $500, and they ll go F, and he ll go three F s.
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Do you know how he knows that?
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He doesn t have it on a card anymore.
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There s a person standing off camera that has the sheet, and then they say F, and the person looks at the sheet and they go, they give a big signal of three, and he goes three Fs.
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Pretty high tech.
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Real high tech.
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Well, so we like Doug s example there and his suggestion.
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And we would encourage you to, I don t think we are going to develop a program around it.
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But I do think that almost in almost every organization, there are a few of you who listen to the podcast.
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And so try to make it a point of just connecting with the person on a once a month basis.
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Talk about the episode you like, talk about what you didn t like, what you learned.
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And I do think he s right that the discussion around these episodes and these topics, especially the last couple of weeks, we ve been talking about some fairly heavy, heady topics, can really bring your opinion and somebody else s opinion and maybe a third, it can bring a rich tapestry of extra value that we won t bring in the show.
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Even if you re not a solopreneur, if you re just a salesperson, if you look hard enough, and it s not real difficult to do, we ve got 8,400 people in the LinkedIn group.
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You ll find people in your city.
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Absolutely.
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And salespeople, we re nomadic.
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We re moving around all day, routing about.
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There s sometimes not a lot of camaraderie.
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Some of you work out of your homes.
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This is a great way to get together, to socialize, to fraternize.
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Is that a word?
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Oh, yes, it is.
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You like that one?
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Fraternize with fellow listeners.
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Not usually used in a positive way.
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in a positive sense, but it s OK.
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No, but we ll get together to fraternize.
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Let s don t fraternize.
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Let s get together to socialize.
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Yeah, much better.
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So highly encourage you to do that.
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If you do that, let us know.
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Maybe take a picture, send it in of your little advanced selling podcast, peer group thing in your city.
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That would be fun to do, wouldn t it?
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And yeah, we can send them some.
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We can send them.
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Yeah, this is OK.
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We re cats out of the bag, cats out of the bag.
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We ve got stickers.
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We ve got a lot of stickers, don t we?
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We need we re going to.
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We did not decide yet how we re going to do this, but we have laptop stickers and we ve got thousands that we want to get to you via stamps dot com.
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Of course.
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You know, that s a good way to do it, though.
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If you have a meet-up and you sit and talk about what s on the podcast, send us a picture of you guys talking about it and an address.
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Send it to listener at advancedsellingpodcast.com.
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We ll post it on the website.
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That s great.
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And we will send you the proper number of stickers.
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Yes, and LinkedIn s a great way to find this.
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So just everyone start to go to LinkedIn.
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There are 8,500 of you, or 400, whatever it is, there.
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And put up, hey, I m starting a meetup group in Atlanta.
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Starting a meetup group in Dallas.
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Starting a meetup group in Des Moines.
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And then, yeah, you get together.
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Get together once a month, something like that.
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Grab lunch.
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And we ll send you some stickers.
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Too much fraternizing.
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Yields the thing.
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Hey, before we get going today, we want to acknowledge our great partners at Stamps.com.
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That s stamps.com.
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Okay, topic today is, a couple weeks ago, we referenced this plight when you are in a relationship with your client, and maybe it s been a three to five year relationship, and each year, it s kind of a re-upping.
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And then at some point, the client says, Brian, we re not going to re-up quite so quickly this year, we re going to send it out to bid.
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And that s when you get nervous.
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And you should.
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You should.
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And let s suppose that this occurs and you had no idea.
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No idea.
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And so the question is, what do you do about it?
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And so Brian and I are going to talk about two elements of this.
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One is, how do we prevent this?
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And what does this all mean?
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When you get that call or when you get that email, what does this really mean?
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And then number two, what are a couple of things we can do to remedy it if you if you just got that call in the last few months, last few weeks?
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And plus, we re right now entering the time of year when re-upping and signing the new contracts for next year happens.
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These are great reflection points for you.
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This is to me, this is feedback from the world.
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When you have a situation like this and you re kind of nice and cozy, two, three, four, five year relationship, been renewing, growing, you know, that sort of thing, it s good.
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And all of a sudden you get this hit in the head that s we re going to go out to bid or we re going to RFP this thing or we re going to bring in some competitors or whatever.
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This is great reflection back to you for you to go, whoa.
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You don t get nervous because the deals, that s what everyone does.
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They get nervous the deal is going to go away.
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What Bill and I are trying to teach you to do is to self-reflect at this time to say, OK, every time this happens, it means something.
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What does it mean?
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And this is where the growth for you will occur.
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OK, so you ve got a few.
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What does it mean?
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I ve got a few.
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What does it mean?
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So I ll go first.
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Please.
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I think that a lot of times what this means is we did a lousy job working on the
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relationship.
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We might have been shipping the product, whatever the product is, or if it s a service, we were doing the service.
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But we didn t work on the relationship or relationships of the people that mattered at the client company.
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Yes.
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And I think sometimes I think we say, well, you know, we re shipping them 99.5% within two days.
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I mean, come on, what more do you want?
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And really, somebody else can come in and promise 100% whether they can do it or not, but it s the relationship that matters in addition to the competency, and we ve got to have both.
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One and four.
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Deepen and grow relationship.
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Deepen and grow.
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Check and check.
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Check and check.
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Next, I didn t network internally.
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I didn t network internally.
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So what that means is I didn t do a good job of moving throughout that customer and that client and getting the perspective and the personal motives of other people, impacts of what I do with them.
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That could be a delivery person, could be a production person, could be.
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And what you ll do to justify this, you go, well, they re not really involved in the decision.
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And they re not.
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They are.
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I m telling you they are.
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All right?
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So you have to figure out different ways to get through and around within the company.
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If you re getting this, that tells me you didn t go deep enough.
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Because people will rally behind.
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If they find out the boss has taken away your solution and everyone loves it, they ll get their ear.
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Right?
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Yeah.
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Oh, you better not fire them.
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You better not let them go, that sort of thing.
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That ll happen.
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That s good.
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That s good.
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I had that one too, as you know.
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Number two of my list here is we stopped appreciating them.
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You know, Dan Sullivan, I know you know Dan and part of this program, Dan Sullivan, the strategic coach always talks about things that appreciate, you appreciate go up in value.
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Yes.
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And if we re doing 300,000, 300,000, 300,000, and that s what it is every year, and we re not appreciating their business, appreciating the relationships we have, appreciating the opportunity to solve problems, and to be of service, and to be of value, and to be relevant, and all those things, then don t be surprised if that number doesn t go up.
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And at some point, it will go to zero.
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Yes.
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So I think, and this is a hard one, because it s not just a matter of sending Chotskys and stress balls to people with your logo on it.
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Although.
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Or laptop stickers.
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Or a laptop, that s right.
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We do appreciate those.
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Well, now that s different.
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That s different.
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That s very different, my friend.
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But yeah, so what can you do to appreciate your clients?
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And again, this list is not just for people who have had this happen.
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Take your current clients and run it through this filter and say, am I doing these things for my current clients?
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Because you may get the call from them a month from now, but if you start this process, you may not get it.
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Yes, absolutely.
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And I feel like doing 10 years of free content s appreciative.
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That s a lot of giveaway, isn t it?
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Other than the laptop stickers.
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I think we re thanking the people, okay.
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Let s see, next.
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This is an indication that you didn t challenge the status quo.
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You accepted the status quo.
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And by accepting the status quo, you ve told the people indirectly, I m really not that concerned about your growth, your well-being.
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People don t challenge the status quo because they re afraid it s gonna disrupt the relationship, right?
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it actually strengthens relationships.
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This is one of the, so I m doing a lot of work with the challenger sale and a couple of my clients.
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And you read the challenger sale, one of the things it says is that most people are relationship builders, right?
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It s like, hey, we go to drinks or we go fishing and we know each other and we build a relationship.
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That s a misnomer, that s a misdefined relationship in my opinion.
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A great relationship is one that you can openly challenge each other.
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That s the most healthy kind.
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When you re not carrying around any resentments and harboring any ill will, not carrying around any secrets, you re sharing things free of whatever happens, the consequence.
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That s a good relationship.
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So you ve gotta be able in a good relationship to challenge status quo.
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It s your job to do that.
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If they re getting ready to leave you, that tells me and you that they didn t, that you didn t.
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That s good, that s good.
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Status quo.
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Yeah, I had one similar to that, and that is no big ideas.
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You re not bringing anything new to the table.
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And I think the same reason applies there.
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It s almost the same exact thing.
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And that is we re afraid to disrupt.
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And somebody else is looking to disrupt.
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Yes.
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So you re in the mode of disruption, whether you re the disruptor or the disruptee.
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Oh, nice.
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Is that those words?
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See what I did there?
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Is a disruptor or disruptee a word?
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Probably not.
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It is now.
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But I don t want you to be the disruptee, because then it s coming down to you.
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I would rather you be the person who s proactively pursuing that.
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So sometimes you ve got to blow things up and say, look, we ve been doing this for three years.
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Is it still working?
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Do we need to reconfigure it, reorganize it, rethink it, re-strategize about it?
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And are there big ideas that we have not brought to the table?
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And bring them.
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I mean, even if they don t.
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If they don t embark on them and implement them, just bring them.
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That s part of the deal.
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That s really, really good.
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I just have one more, but go ahead.
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No, go ahead.
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You go.
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I m ready to go to remedy.
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OK.
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Here s one that I don t think you can do this for everybody, but have you made that client part of your business?
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And what I mean by that, I ve got a couple of clients who have user forums, and they have informal board of directors, and they ask some of their best clients to be on these boards because they want to share new product ideas, new marketing strategies with these clients.
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And when they bring them onto the board, it really makes them feel like they re a part of the business versus just a customer who pays money to get stuff shipped to them.
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And so if you have a way to do that, and maybe you can t do it with everybody, but maybe your top 10 or 15 clients.
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And maybe in each territory, you could have top 10 or 15 clients and do some kind of a user forum
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Wonderful.
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Or a board of directors, meet once a quarter.
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Make them part of your business.
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Then it becomes hard.
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A, you learn a lot.
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B, they learn a lot from you.
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And C, it becomes harder to move.
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That s a fantastic idea.
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Everybody should do that, a version of that.
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Okay, so we do Remedy.
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Yeah, let s do Remedy.
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And the interesting thing about the Remedy, Bill and I both, when we talked about Remedy, Bill said, you got to be careful with the Remedy.
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And we both, almost in the same breath, said, because you can t go into it like you re going to save the deal.
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And that s the problem with this.
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When everyone flips into Remedy with this issue, is they re going to save the deal mode.
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And that just does not work.
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It s too little, too late.
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I m taken back to an old movie.
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Remember the movie Stripes, Bill?
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Mm-hmm.
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Remember the movie Stripes with Bill Murray?
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Bill Murray.
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Army, it s a great movie for you youngsters who haven t seen that.
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You should watch that movie sometime on the weekend, Stripes.
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The opening scene, his girlfriend is leaving him.
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He lives with his girlfriend and she s walking out on him.
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And I remember he s grabbing her ankle and like, don t leave, don t leave, all the plants will die.
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And it s such a desperate scene.
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And that s what I think of when I think of this.
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Like, don t leave, don t leave, all the plants will die.
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And he keeps saying, I ll change, I promise, I ll change.
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And she s done, it s too late.
1
SPEAKER_01
he should have changed before that.
1
SPEAKER_01
And she walks out, that s how the movie starts.
1
SPEAKER_01
And so the same thing here, it s too little, too late.
1
SPEAKER_01
So you can t do that.
1
SPEAKER_01
You just have to acknowledge where you are.
1
SPEAKER_01
Doesn t mean there s nothing to do necessarily, but you have to really check yourself.
1
SPEAKER_01
I think you re better off going to do these things that Bill and I talked about, about what it means with other, so it doesn t work.
1
SPEAKER_00
Yeah, and I circled out, it could be too late.
1
SPEAKER_00
Because once somebody decides that you aren t bringing the value that they thought you were, I m going to go out to date somebody new.
1
SPEAKER_00
Yes.
1
SPEAKER_00
They ve almost checked out.
1
SPEAKER_00
Yes.
1
SPEAKER_00
And so you may find that it is too late.
1
SPEAKER_00
But here s
1
SPEAKER_00
one thing that I would suggest is, can you treat this client, this long-term client who wants to go out to bid, treat them like a new prospect.
1
SPEAKER_00
And the way you would treat a new prospect is you would start from scratch.
1
SPEAKER_00
You would find out what they re trying to accomplish.
1
SPEAKER_00
You would get some numbers behind it.
1
SPEAKER_00
You would maybe do, if you do any kind of a formal or informal assessment, you might do that.
1
SPEAKER_00
But have you done this, the very thing that you would do for a new prospect, have you done it with this client over the past few years?
1
SPEAKER_00
Or have you just taken the money and delivered the service and that s it?
1
SPEAKER_00
So if there s a way in your business to treat this person like a new client, and say to them, look, you know what?
1
SPEAKER_00
I know no other way to do this because I don t want to be in the mode of trying to save this account.
1
SPEAKER_00
If you ve already decided to leave, then you should leave.
1
SPEAKER_00
But if you haven t, I d like to take us back to the beginning and talk about what the issues are.
1
SPEAKER_01
Yes.
1
SPEAKER_01
And I might add something that might sound awkward also.
1
SPEAKER_01
If they re to that point, why don t you be the one that helps them date?
1
SPEAKER_01
Help them go find the next replacement to say, you know what, if you re done with us, I m going to serve you to try to help you find a new relationship, a new vendor, a new partner.
1
SPEAKER_01
And here s some things you need to look for.
1
SPEAKER_01
Here s some questions.
1
SPEAKER_01
Maybe I can interview.
1
SPEAKER_01
This gets kind of weird all of a sudden.
1
SPEAKER_00
It could.
1
SPEAKER_01
But you re doing it out of the spirit of helping them, not the spirit of.
1
SPEAKER_00
Fraternizing with them.
1
SPEAKER_01
No.
1
SPEAKER_01
Yeah.
1
SPEAKER_01
Exactly.
1
SPEAKER_01
That, to me, is a really, really, really important framework for you to figure out what does this mean.
1
SPEAKER_01
Because everyone in this situation, everybody goes into save the deal mode.
1
SPEAKER_01
Absolutely.
1
SPEAKER_01
Everybody does.
1
SPEAKER_01
First things.
1
SPEAKER_00
OK.
1
SPEAKER_00
So you heard Brian talk about the offer.
1
SPEAKER_00
The offer is, it s a big offer.
1
SPEAKER_00
It s a big, big, big offer.
1
SPEAKER_00
You get together with some of your friends.
1
SPEAKER_00
You talk about the podcast.
1
SPEAKER_00
You send us a picture.
2
SPEAKER_01
to listener and advanced selling podcast of you guys talking about, doesn t have to be audio, we don t have, it could be just you out drinking with some buddies, we don t care.
2
SPEAKER_01
But we d like it if you talked about the podcast, we ll send you each a sticker, you need to send us your mailing address and you can get them to your group.
2
SPEAKER_01
So better if we drop shipped, or if we sent one package instead of sending out 100.
2
SPEAKER_01
All right, see you next time.
2
SPEAKER_01
Bye.