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Welcome back to the Advanced Selling Podcast, the longest running sales training podcast in podcast history.
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I am Bill Kasky.
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Brian Neal here.
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We are remote today.
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We re virtual again because of all this supposed virus stuff.
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Supposed.
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No, I m just teasing.
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You re going to get us in trouble.
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I m not a virus denier.
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No, no.
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Although I did have a friend ask me, do you know anyone who s got it?
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It s an interesting question.
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And we know there s a lot of people very sick, so it s very bad.
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Yeah.
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But it is a thing where I don t know anyone.
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Do you know anyone?
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Do you know anybody that has it?
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at it.
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Really?
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No, I m just kidding.
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I had it back in sixth grade.
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No, I don t.
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Yeah, I don t.
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We just didn t know what to call it.
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No, exactly.
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You know, I just noticed I m down in my studio to see I ve got a banjo over there.
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You know, people are saying this is a great time to like take up a new hobby.
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I bought a banjo last year and with all intention to learn how to play it, but haven t done it yet.
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Just reminded me maybe I ll hurry up.
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Yeah, it s gonna be over soon.
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Which brings us to the topic of today s episode.
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The beginning of the end.
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The topic is the beginning of the end.
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And we were trying to figure out, is it the beginning of the end?
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The end of the beginning?
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Is it a new beginning?
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But at some point, we have to assume that we are closer to the end now than we are to the beginning.
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Yes.
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And we want to start planning for the end.
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And like you said, Brian, I don t want to steal your thunder.
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What is there about this end that s really cool?
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It s the best fricking beginning of the end ever.
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Because most times you say beginning of the end, and it s a very negative thing.
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Yeah.
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Well, as Bill and I were talking in pre-show warmup, you talk about a great thing to know that this is the beginning of the end of this time period that we re in this episode, this thing that we are all in right now.
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So we wanted to talk, I know you re getting a lot of messages.
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Our listeners are getting a lot of the other thing we re trying to do is give a different message.
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Everyone s saying, here s what to do now.
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And people are saying, sell through the crisis, selling in panic.
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And I m like, that just adds to this deal.
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If you if you if you if you re selling in crisis, you re acknowledging you re in crisis, you need to hear what you re saying.
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If you re selling in an epidemic, you re selling, you know, so there s this situational thing that is going on without question.
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I don t think we need to feed it more.
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We don t need to deny it by any stretch, but we don t need to feed it more.
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So we there s a there s a medium.
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Yeah, there s a middle ground there between feeding it and denying it.
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And unfortunately, I don t think too many people have occupied the middle ground.
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Now you were telling us telling me earlier about a person in our business who everything they re doing now webinars and teachings and books is about the crisis there and the crisis and how to sell and how to avoid and all that stuff.
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And it feels to me like it s kind of like the ventilator
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You know, it s kind of like the ventilator dilemma.
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It s like, it takes 90 days to build ventilators.
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Aren t we going to be past this in 90 days?
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I thought the same thing.
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Aren t we going to have a plethora of ventilators in inventory?
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We are.
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An abundance, as we say in the Vincelink podcast.
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Yeah.
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And yeah, I m also, so we re trying to give some, some people some, some tactical planning advice and, or maybe not even tactics, just a way to think about,
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this like all things, like if I, if I asked the listeners to say, do you remember what you were doing in the middle of the 2009 financial crisis?
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Some of you might remember if you lost your job or something that was traumatic for you.
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Most people, I can t remember.
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I know I was worried and I had, I had a whole lot more overhead and a whole lot less cash.
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then.
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And I can t, I can t re I can t recall the worry.
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I can remember the things, but I can t re I can t remember the feeling and I can t replicate the feeling of the anxiety.
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So this is going to be the same deal, meaning we re going to flash forward.
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It s going to be 2021 and we re going to not, or we re going to remember the jokes and stuff like, Oh, remember when we couldn t go outside, we didn t touch an elbows and all that jazz, but we re not going to remember how we felt from a standpoint of like refilling it.
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Does that make sense?
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Yeah.
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So the point is, this is going to go real quick.
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It doesn t seem like it when you re in it, you re stuck and cooped up in a house with five kids, which I am, which I get.
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It can be challenging, but it s going to go fast.
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So Bill, I want to help you get ready for when we start to edge out of this whole deal.
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Alrighty.
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I ve got a, I ve got a way I think to kick us, kick us off.
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I like it.
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Yeah, please.
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I had a client yesterday call me and he s a young man.
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He s probably 24 years old and he he s in his father s business eventually going to take it over and they re in the they re in the glue packaging business where they sell glue and and appliances that put
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glue on like large packaging.
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So they do a lot of food service work and such.
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And he said, he goes, I m trying to figure out what to send out to my clients, because I don t know when this is going to end.
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But I know it is.
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And I need to be providing value, which is really good.
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It s taking a little bit of my advice there.
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And I said, What s the biggest problem when we head back to the to the real world?
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Because I ll tell you, the biggest problem is supply chain, the pent up demand is going to be so great, that we won t be able to get parts.
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And if anything s coming from China overseas,
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It s going to create more problems than today is.
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And I said, well, that s awesome.
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Then you ve got something to talk about over the next two weeks to a month.
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You ve got value.
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You re not trying to scare people into buying, but if this is going to be a problem, you ve got to tell them.
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Who else is going to tell them?
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Beautiful.
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So that s an example of he s taking this idle time to say, okay, May 1, what s going to happen?
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So I ve got, I think that s a question we can all ask in our businesses.
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What s going to happen when the faucet gets turned back on?
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What are the pains?
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Yeah, yes, that would be and I m glad you said that that s that s the first question I d recommend our listeners who are loyal listeners who, you know, have been with us for a long time, even if you re new, they really like take this advice and say, put it into practice.
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A very tactical thing to do a bill saying is to put your clients
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just on a spreadsheet or a grid.
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And you know, if you ve got 150 clients, you have to do all of them, but maybe a top 10%, whatever, gives you a nice usable number.
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And do this little drill that Bill s talking about.
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And I want you to do a positive and a negative meaning coming out of this here, the positive impacts that are going to occur.
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So I know this.
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So I ve got a company, a client who s in the travel business.
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Well, when this thing comes and breaks open,
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all these events that were supposed to be in the spring are out now being rescheduled in the fourth quarter in the first quarter of 2021.
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So they are going to get slammed with business in the fourth quarter, they re going to have capacity issues, they re going to have some logistics problems.
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So there s plus and minus to both there s plus, the good part is they re going to get slammed.
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The bad part is they re going to need resources and fill in gaps, they re going to need to know how to tell people no, they re going to know how to
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talk to someone who had everything all buttoned up and ready to go for a May meeting that s now in December, my client s gonna have to tell them, hey, remember we were gonna do that event, we can t do that now, but here s what we can do instead.
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So that s how I think about that, is coming out, what s gonna be the good and what s gonna be the bad of the client coming out and start to tee that up right now before we get there.
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Because a lot of people are not thinking that way right now.
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They re just thinking like this very in the moment.
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What do I do?
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And this thing s going to end these things and they seem to me.
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Now, who knows if we re going to like be let out like, you know, we re going to let the A s and B s out first.
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Your last name is A or B. You can go to school.
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Everybody else.
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They trickle it out.
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That s one thing.
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Either way, we re all going to be out sooner than later.
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That s what I m thinking about.
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I think that s probably the way, it s probably the way it ll happen is there ll be a release of certain of the prisoners.
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Yes, yes.
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And then the rest of us and then the old, the old folks like us probably will never ever see the light of day again.
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You ll be quarantined forever.
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That s right.
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We ll still be, can we still do the podcast though?
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Oh yeah, we re remote down in the kitchen.
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You ll be out and about.
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Down in the, what was supposed to be a tasting room right over the shoulder.
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So I have another thing here, and we touched on it a little bit in the last episode, and that was positioning.
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How are we positioning ourselves to come out of it?
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Again, we re going to focus today on not what we do over the next week or two, but what we do May 1st when we re out of it.
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And that is, if you re in the services business and you sell services to companies that can help them grow or help them grow their business or grow their profit,
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I think you re going to be in demand, but you ve got to figure out your messaging strategy now, right now, today.
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Don t wait until May 1st, because to use this time to produce content that helps people see what your position is.
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So my belief is that there are going to, and I think you might agree with me, Brian, there s going to be wreckage out there.
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There s going to be companies that are just in a wreckage moment and they need sales.
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They need, do they need sales training?
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I don t know.
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Maybe they might need coaching.
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They might need sales.
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It might need online.
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They need, but they need something to get their people back into the market and generating revenue.
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Well, I think that s going to be very good for our business.
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And so, but we ve got to message our way to that, not just hope they show up and wait around until May 1st comes.
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And I say, well, we re all the calls.
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I mean, we ve got to do something.
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Right.
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We have to act on that now.
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So that it may sound like the same thing.
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To me, it s a little bit different.
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So there s one thing you evaluate the plus and minus on how everybody s impacted.
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Then you move into your own personal strategy, client by client, you say, Okay, how can I support this group on on, you know, on the breakout, you know, and we start to move out,
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and the lights turn green, it s almost like reverse triage, if that makes sense.
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So, you know, triage on the downside coming in is like some people are going to make it, some aren t, some are in the middle.
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I work on the middles first.
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And so coming out, same sort of deal.
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So some people are going to be, some people are going to come out of the thing and be okay.
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they aren t going to have some of the carnage that we re talking about, things are going to be okay.
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So I might like, I might move them down the path, I may be with a client.
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So for instance, in our world, where Bill and I do sales coaching, I might have a client that because of the business that they re in, they really don t need more sales, they re actually at capacity.
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So you know, joking, but if we worked with a ventilator company,
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they don t really need sales coaching right now.
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They can sell, they can find a place, they need manufacturing operations help, logistics.
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Other people who have been set aside, people that may be at the service, so the hotel business needs to recapture and get full again and those sorts of things.
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That might be where I spend my time first, if that makes sense.
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So I m trying to make this prioritization grid of who needs the most help coming out.
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And if I m looking at calls, setting up meetings and things like that, I start with those and then move on down.
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So it s like reverse triage.
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who s going to need the most help coming out.
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Yeah, so you ve got the pent-up demand category, which is like restaurants.
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If you sell ticketing processes and procedures to restaurants, I think the restaurant business is going to be crazy when it comes back because there s a pent-up demand there.
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Or there s the pain element, which is where are the companies that are suffering
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and that you need to pay attention to because they re still in business.
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They re going to make it, but they re going to be suffering a little bit.
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Yes.
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And then the other people who are fine, the ventilator, the, you know, the companies that are in demand.
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That s good.
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That s good.
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Yeah, for sure.
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So to wrap.
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What we don t want you to lose sight of here, we ve done a lot of some tactical things in this episode, is don t lose sight of that thinking column, your mindset, because that more than ever will help people roll through this.
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So the things that Bill and I talk about a lot, especially the big three, the abundance of a marketplace, practicing healthy detachment and having really good intent or intentions as we move out are going to be more critical than ever.
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Because the other thing that starts to happen is people get all loosey goosey, and they re trying to make up their number.
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And when they try to make up their number, they set those things aside, and they go out and get desperate, and they go out with bad intention, and they go race to get their number back up to sort of save the day when they can, when they finally can.
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And so do not lose sight of those core principles that Bill and I talked to you about all the time, abundance, detachment, and tension.
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And make sure that those are first, there s a forefront in your mind and with your behavior and your energy as you head back out of this thing.
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Do not throw those things away or set them aside.
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Because it ll be tempting to when you re just trying to get something done.
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It ll be very, very tempting.
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I ve got to do seven months worth of volume in five months or whatever.
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Absolutely.
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And you don t just do not.
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It s not to say you can t do it.
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It s not to say it won t happen.
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But I don t think you can go into it with that mindset.
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You need to go in with a mindset of helping people.
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One more thing you said that I know
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You might have even said the words, but this is a time where we have to act our way as if it s going to come back May 1st.
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So pick a date in your head.
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I don t care whether it s Easter, May 1st, it could be May 15th, but over the next 30, 45 days, act as if you know exactly when this spigot is going to turn back on and start doing those things that you would do knowing that
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knowing that you know.
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Now you may be wrong.
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I wouldn t call it out.
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I wouldn t predict it because you really don t know.
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But just at some point we have to get in our mind, okay, now I m working April 1st through April.
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I m working for the May 1st Spicket Opening.
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Love it.
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For the grand opening.
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It s a re-grand opening.
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How do you spell spicket?
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S-P-I.
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You go ahead with the rest.
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C-K-E-T?
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T?
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I don t know.
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I think it s G-G-O-T, isn t it?
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Spigot.
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I love that word.
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It s one of my favorite words.
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Yeah, it is a great word.
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Is it spigot?
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S-P-I-G-G-O-T?
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I think it is spigot, isn t it?
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With G s.
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It might be one G. See, I should know this stuff, but I don t.
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Don t I?
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I use the word.
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I don t have to.
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Do I have to learn how to spell the word to use the word?
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I don t think I do.
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No, no, no, no, no.
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Absolutely not.
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No, no, no, for sure.
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I just love the word spigot.
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It s one of my favorite.
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I love it.
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I learned something about you today.
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Speaking.
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All right.
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See you next time.
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Bye.
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Bye.