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In this episode of the Advanced Selling Podcast, Bill references one of my favorite 80s videos.
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We describe the newfangled drone method of selling, something that all of you must do.
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And we teach a framework for how to build your story in a way you may not have thought of.
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Welcome, everybody, to the Advanced Selling Podcast, the longest-running sales training podcast in podcast history.
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My name is Brian Neal.
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And I m Bill Kaskin.
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We are here every week for your listening enjoyment, hopefully give you a sales tip or two.
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We re glad that you found us.
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If you re a new listener, lots of things for you to do.
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Go to our website, check out.
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We ve got some products there.
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There s a great product called All In that all new listeners should have.
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It s under the little Products tab there.
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And there s also a big, is it the green button?
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It s a big green button.
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A big green button?
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What does the big green button do on the website?
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Well, it takes you to a page where you can learn about our program called the Dealwork Studio, which is a way for you to access Brian or Bill or both in a program for an hour, hour and 15 minutes virtually.
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You can bring your team together and we can work on deals that you have in the pipeline that aren t moving quite as fast as you d like.
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The clients and listeners of ours who have signed up and executed this deal work studio, I think would tell you to a person the best hour they ve spent in sales coaching, sales training, any time in their sales career.
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Not because it s us, partially because it s us, mostly because of the framework and the structure that we take you through when working on deals.
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And you get learning and a deal unstuck at the same time.
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It s called the Dealwork Studio.
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Go to the big green button on the website.
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Check that out.
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And that s a good one.
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And a fun one for Bill and for me.
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I ll speak for myself.
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Notice I did for me.
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I said for me.
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Yeah, we got to watch that.
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We got called on our grammar by someone.
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Well, I did.
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It s more me.
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Was it?
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And I m kind of embarrassed.
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You re great with grammar.
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Hey gang, listen up.
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I know one of the most important, most challenging, most difficult things for salespeople is trying to find the first appointment to get people interested to even schedule time on your calendar.
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Wouldn t it be nice, quote from an old Beach Boys song, wouldn t it be nice if you came to work on Monday and over the weekend someone had filled your calendar up with sales appointments?
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Well, that s not a,
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Fantasy, that s a reality.
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You need to know about my friends from Chronologic, the world s first calendar monetization engine.
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You can use their technology for yourself.
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and book a demo at chronologic.ai to try it out.
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K-R-O-N-O-L-O-G-I-C.ai, chronologic.ai.
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Go check them out.
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You ll be amazed, I guarantee it.
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Hey, do you remember a video?
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We re going back in time, so here we are again, boomers, going back to the 80s.
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Are you a boomer, technically?
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Barely.
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You gotta be one of the youngest boomers, don t you?
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I don t know when they stopped.
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No, I think I m five years in.
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But here s the deal.
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There was a song and a video that you will remember.
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I m a Gen Xer.
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You will still remember it.
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I think we might have even talked about it, but it was a song called Take On Me.
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Oh, of course.
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I know where you re going with this.
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This is my wheelhouse.
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This is 80s.
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Yeah, this is 80s.
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And I think it was one of the best pop songs ever.
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For sure.
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I mean, it was just good.
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And for those of you who haven t heard it, I m less interested in you liking the song and more interested in you watching the video.
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Yes.
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Because the video has several billion views now on YouTube.
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Just went over a billion.
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Just went over a billion.
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Maybe just went over a billion.
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So you re well.
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Do you check it like every week or something?
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Well, I m subscribed to the AHA fan site.
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Yeah, but Google Alert.
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Exactly.
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But the point is, we re going to use this story to launch into our topic today, but the point of that is that when you watch music videos today, and it was one of the initial ones, it was one of the most popular, it was all sketch art, just really well done.
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I watched it yesterday and had just forgotten about how good it was.
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So good.
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It s timeless too.
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It is timeless.
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It s timeless.
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And it s a story about a young lady, a very attractive lady, who s at a restaurant.
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And she s reading a sketch, a comic book or a sketch.
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And obviously, the dude in there is a hunky dude and looks good.
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And all of a sudden, his hand comes up through the table in the sketch.
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And she decides, do I grab his hand and go into the sketch, or do I stay here?
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And she grabs it.
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And it s the adventure of that.
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And when you re watching it, it s like you can t take your eyes off of it.
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It s just, even if you ve watched it a dozen times,
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The point of this is that it s a story.
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It is.
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And it s a great story.
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It s well done.
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It s well delivered.
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It s the story of adventure, of drama, of romance.
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I mean, it s got all the different buttons that it pushes.
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The question I have for us today, Brian, is we talk about story a lot on the podcast.
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And we talk about it from the perspective of, do you have your personal story?
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And I think that s really important for you
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declare and proclaim your uniqueness.
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But there s also the story of your company and the customer.
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And when you tell the story, can people see themselves in your story?
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Like when a person watches this video, they can see themselves, whether they re a female, whether they re a male, they can kind of see themselves in the story.
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And I think it s really important that as we tell stories and craft stories for our businesses,
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that we tell them in a way that causes someone to say, yeah, that s me.
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I can relate to that.
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I love that.
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And of course, I love the fact you referenced this aha video.
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It s just defining for me and my generation.
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I was in high school when that, high school or junior high, right at the edge.
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Wonderful.
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Actually, last night on American Idol, a guy tried out with that song, and he sang an acoustic version.
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Kind of a goofy dude.
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Oh, you re kidding me.
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Oh, really?
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But really great performance.
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He didn t get passed through, because they said he was too, like, theatrical theater guy.
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But it was a wonderful rendition of that song, acoustic.
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So I think that s beautiful.
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And I also think when I watched that video, see, I didn t see myself as the hunky dude.
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I saw myself as the cook in the restaurant.
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Oh, in the restaurant, yeah.
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Like the Mel.
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Mel throws it away.
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It wreaks havoc on the story.
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I was the big chubby, angry guy.
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No, that s not true.
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So as you re listening to this, I think what Bill and I, and we did not intentionally prep on this one.
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Normally, we do a little prep beforehand.
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We re going to free will this one off the top of our heads, because we think it s good for you to hear the thought process.
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We re not necessarily talking about the story that we articulate to the customer in terms of what you do and how you sell it.
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We re looking more for either pieces or parts of your sales process or things that people can grasp a hold of in the process.
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That s how I m thinking about it a little bit.
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Does that make sense?
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And this was inspired.
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We can say this, right?
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Who this was inspired by?
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You want to tell that story a little bit?
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Yeah, there was a guy back in the 80s who s still around, actually.
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Name is Terry Slattery.
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He might be a listener.
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I doubt it.
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Hey, Terry.
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And he came up with this concept for sales trainers called Wimp Junction.
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And Wimp Junction was a story that he told to potential clients
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that helped them see what he did through the eyes of being in pain and through the eyes of the story.
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I don t want to go into all of it, but basically the story is that when you re in sales,
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There is a point you get to in the sales cycle where you make a decision.
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You either go the prospect s path, or you go your path.
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And right there at the junction, it s called wimp junction.
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It s the time where you ll either be strong, or you ll wimp, and you ll be weak.
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And he goes through and talks about each side of that.
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The prospect has their system.
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The salesperson has their system.
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And the systems collide right there at Webb Junction.
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And forget about whether you believe that or not.
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It s really actually a very good model.
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But the question is, as you re hearing that, do you put yourself in that story?
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And that model made him and made a lot of us a lot of money in the 80s because it just spoke to people.
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And it still does today.
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It s still very relevant.
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So maybe what we do is we dissect and break down Wimp Junction or that story, and then we come up with three or four elements of a framework that people can use, maybe?
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I love it.
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I love it.
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And I think, as you re listening, the one thing to know about this going in, to set it up,
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This is my opinion.
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This is really, really hard to do.
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A lot of people think they can just sit down in one sitting and just sketch out a story real quick and a story really, really like kind of accept the fact that this is something that you re going to have to craft.
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That s going to take time that you re going to have lots of trial and error.
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You re going to go back and forth.
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If you watch that aha video, I can, I wasn t there.
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I can almost guarantee you though.
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They didn t just like, here s the idea.
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Here s the storyboard.
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Okay.
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Let s just sketch it out and go right.
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They had, they had debate back and forth.
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Is this kind of edgy?
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Is it weird?
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Is it comic booky?
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It s, you know, and so that should be part of this process.
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So I really encourage you, number one, to commit the effort it takes to do this, crafting this story.
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And I think if you do that, you re going to wind up with a really
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good product.
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More than that, though, you re going to learn so much through the process.
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It s like working out.
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You re going to feel really good.
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It s not just finishing the race.
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It s about the process up to it.
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So just think about that.
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And then I think we ll be able to pull some framework out of this for sure.
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Yeah.
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OK, so here s my first.
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Here s my first one, is I think you have to start this by being the observer, observing these two people do business.
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So in Terry s model, he was observing the salesperson and the buyer as they interacted and as they came together and talked and questioned and challenged and all that.
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And so I think there s a role for you to pull focus, get above the fray, look down on these two people, or on the prospect, and say, this is what we observe when we observe people who buy X. Yes, I love that.
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There s a there s a basketball official a retired famous basketball official here in the Midwest in the Big Ten named Ed Hightower a lot of a lot of people remember Ed Hightower s at Big Ten basketball basketball.
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He did.
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I don t know.
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That was Steve Wellmer played basketball.
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You thinking of Steve Wellmer?
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Columbus and there was there was a high tower maybe a Wayne height could be I don t know But one of the things he used to talk about when he s roughing a game as he tries to pull focus and see the inside of the stadium like Watch the whole thing from like up high, you know, your vision is courtside, right?
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yet do you understand what s going on everywhere?
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The clock, the crowd, the coaches, the subs, the tension between the teams, just all, can you, can you be aware of all of that?
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Kind of what you re saying, like to pull focus and observe.
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So if you re listening to this, you re thinking, what if I pulled focus?
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I got like, um, you know, a drone.
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I just wrote that down.
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I didn t see it.
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Drop it, drop the mics.
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I was loving this.
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It s the drone view, yeah.
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So you re taking a drone and you re really watching weeks, a month s worth of your sales cycle and your process.
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What s interesting is, what if the drone stayed back behind when you left?
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What would you see?
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So you have a sales call, a sales meeting, then you leave.
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If the drone stayed there and followed around, or the YouTube customer.
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Does the customer see the drone or is it invisible?
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That s the new good strategy.
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OK, we re going to switch gears on this one.
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So go get a drone.
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Paint it the same color as the ceiling of the prospect s office.
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And you can tag it to people, right?
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Those military drones, you can actually follow the person.
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Geotargeting.
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Geotargeting.
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Just buzz them around and just keep sending them emails that say, I see you.
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I see you.
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Could you maybe hypnotize the prospect so they would not see it?
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Oh, that s great.
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Anyway, so I love that pull focus.
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That s one.
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I m validating that.
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The other framework I wanna pose for people is just the good old-fashioned fundamental story framework.
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So every story has, correct me if I m wrong here, Bill, a protagonist and a hero, right?
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Protagonist and a hero are defined, okay?
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Then there s a tension, there s a problem that needs resolved, there s a plot issue that needs resolved.
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And then there s the actions that go between the protagonist and the hero.
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And then there s usually a resolution at the end.
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That s almost every story on the earth follows a very similar format that way.
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So you need to be sure as you re crafting your own story that it has elements of that process in it.
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Who s the protagonist?
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Who s the hero?
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Now, be careful.
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The thing is not to make yourself the hero.
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It can be a thing, a process, whatever.
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Then there s tension, and then there s this resolution.
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And so that s a good framework for you to... So in Terry s example of Wimp Junction, as he rose above, like Bill was talking about, and he saw this thing, he saw this issue happening right now.
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The protagonist was actually the sales process of the buyer, I saw.
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That was kind of the...
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Yeah, it wasn t the buyer.
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It wasn t the buyer itself.
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It was their process.
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Because we can drop into that sometimes, where we think the enemy is the buyer.
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The enemy is not the buyer.
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The enemy is the unclear nature of the process.
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Absolutely.
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Yeah.
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Really, really important to not make this about the people, for sure.
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It s a distinction.
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It s a distinction.
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Then he saw this resolution where he gave his clients that he taught, he gave them a different process to follow.
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And that process became the hero that made it better for both.
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So that s a way to think about it.
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And Terry s story, that s how I saw that.
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It was the processes kind of competing.
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And this new process came in to sort of save the day, to make it better for both sides.
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And really, the new process was the hope.
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Yes.
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It was the hope that I can get out of this dilemma that I find myself in all the time.
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And I m going down this path.
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I think that s good.
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Yes.
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So the only thing I would add to your, you said you had a protagonist, there s tension, there s a villain or antagonist, and then there s a resolution of that tension.
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Usually what happens, I think, is the protagonist goes on a trip or a journey or an adventure.
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They re seeking something.
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And then when they start to seek that, they don t get it quickly, and that s when the tension arrives.
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But I think that s an important part.
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So in the story, the salesperson wants to make a sale.
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The journey they re on is to make a sale and grow a business and be prosperous.
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And this thing gets in the way.
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The tension of not knowing how to handle the process gets in the way.
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Another way to look at this is step back and look at the process the buyer goes through.
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So let s say you are in the dental capital equipment business, and you re selling large 100,000, 200,000 pieces of equipment to dentists.
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And I think you have to pull back and say, OK, what s the process the dentist goes through, not just to buy the equipment, but for the entire life of the equipment, or maybe even the entire life of the practice?
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You get out of school.
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You re 28 years old.
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You ve got a half million dollars in school debt.
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And then you have to buy a practice, and you spend a million dollars on a practice, another half million on equipment.
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And so you spend the next 20 years paying that back.
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And then at some point, you say, you know what?
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I m about 10 years from retirement now, and the equipment s getting old.
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And you say, well, geez, do I want to invest another half million?
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I mean, whatever it is, that may or may not be true.
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But the point is that you re painting an entire picture of the prospect s process
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kind of beginning to end.
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And I think that is kind of what Ed Hightower does, your official friend, is he pulls focus, and he can see the whole thing.
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Yeah, absolutely.
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And so the process, if you can see it all, not just your part of it, though, I think you have to see the life and the prospect.
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Yes, and see it pass when you re not there.
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Try to see it when you re not there, what all goes into it.
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Another element, and I m getting a little tactical on this one, if you re thinking about this, but I think it s important, if you can, to brand and or name
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your story or this element.
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So if you go to, Bill and I have been to get coaching from keynote speaker coaches that coach us on how to be good speakers.
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And they ll sometimes call it your walk-off story.
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It s the big ending.
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Most keynote speakers have a big story.
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One of my walk-off stories is called the Don t Iron Your Socks Story, D-I-Y-S.
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And I tell this whole story of working the national championship game.
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And I tried to do some laundry in the hotel room.
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And I tried to iron my socks.
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And I m ready to polyester.
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And my socks got stuck to the iron.
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And I peeled them off.
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And it s a funny, clever little story.
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It s just unique.
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And it s kind of funny.
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But it s D-I-Y-S.
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Everyone that s heard me speak knows the story.
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Tell the socks story.
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So it s branded, you know, and so you can brand your story, and you can say, this is the whatever story, or this is the... Absolutely.
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You should brand it.
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You should brand it, absolutely.
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And so Terry, let me tell you the story of Limp Junction.
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And then now it s got a name.
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If you can, this is the part that s hard, is you have to really think about this and talk about what story is this.
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Where does it fit?
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Who is it?
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But it becomes branded, and you can tell.
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Let me tell you a story.
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And you can say, this is called D-I-Y-S.
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This is called the blank story.
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Exactly.
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This is called.
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And so when I m setting it up, I ll say on stage, I ll say, OK, I m going to talk about one of the most
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important life lessons you can ever learn.
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And I ll put these initials down on your piece of paper, D-I-Y-S, D-I-Y-S.
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Then people are like, D-I-Y, and they were boom, boom, boom.
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And I tell the whole story.
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And I said, so D-I-Y-S says, don t iron your socks.
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And it s clever.
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But the point is, you don t take yourself too seriously ever.
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So everyone needs to brand this story.
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You need to have a name for it, what it is, think about calling it, thinking about telling it to someone.
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And then it has all the elements of the things that Bill and I just talked about.
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OK, I ve got one more here before we close up.
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And that is, I think every good story has to have a junction in it where there is a point of decision, where the prospect is
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is faced with this dilemma, do I continue, do I go or do I stay?
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Do I continue, do I halt?
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And that s kind of the emotional set point for your solution is where that decision has to be made and they re unclear about it.
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And that s the way in every adventure story is at some point the adventure, the protagonist decides, is this worth it?
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Is this really worth it or not?
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That s right.
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There s no doubt.
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So think about this.
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And we may come back and do some more.
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This would be a really good webinar or training deal.
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To help people develop their story?
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Because this is so, if you get this right, and you can go out and tell this story to hundreds of clients a year, and you can increase your closing percentage by 30%
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3% or 10% or you can, this story can be just a huge windfall for you.
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So give it some time, go back and listen to this again.
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If you have any thoughts or questions, you can send us, go to our LinkedIn page, advancedsellingpodcast.com slash LinkedIn, make sure you join our group.
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And while we can t promise we will get to every question, what we will do is we ll take some of those questions, maybe follow up next time or in a couple of weeks.
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That d be great.
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See ya.
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That s it.
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Bye.