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Welcome everybody to the Advanced Selling Podcast, the longest running podcast, sales training podcast in podcast history.
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My name is Brian Neal.
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I m Bill Kasky.
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Kind of goofed that one up, didn t I, on the intro.
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Kind of forgot a word there, didn t I?
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Yikes, been doing this too long.
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We re thrilled to death that you re here.
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If you re not a member of our Insider Program, by all means, you need to go check that out, advancedlinepodcast.com slash Insider.
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Do we know July s topic yet, Bill?
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Are we letting that out of the bag?
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We do know July s topic.
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I think this episode, though, will... Oh, no, it s good.
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I think it s good.
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We ll be in time, right before.
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I don t, let me look, let me look to see what it is.
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Okay.
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Yeah.
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Yeah.
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Put me on the spot.
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You re good.
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We re good.
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So, uh, but I, I did want to mention, um, a, a pop culture announcement that we sort of knew was coming and no one ever wanted to admit that it was coming, but do you know what famous TV personality is retiring after nearly 40 years at the helm?
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You do.
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Who s that?
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Pat Sajak is retiring.
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And you know, I mean, he s been there a long time.
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Love, I mean, this wheel of fortune is just the most wholesome, perfect American thing, isn t it?
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So Pat say Jack is retiring.
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This is just a huge, like, and it s been around for so long.
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It s wonderful.
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Here s what s interesting to me though, as you reread past the article.
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So Pat Sajak is retiring, but if you read further, the article says he s going to stay on as a consultant for three years.
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My question is, what exactly is there to consult on to Wheel of Fortune?
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It s literally been the same game for 40 years.
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Slightly different back in the 70s, but since he s been there, it s been the same.
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But I just don t know what is there to talk about, you know what I mean?
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I think we should scoot the contestants a little bit closer.
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I think we should, instead of R-S-T-L-N, I think we should say R-S-T-L-H.
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Yeah, totally.
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I just didn t get it.
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But I think it s great.
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What a great game.
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And I would not want to be the person that takes over.
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Well, you know who s taking over, don t you?
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No.
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His daughter.
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She is?
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I think I read that.
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I didn t know that.
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It was either she s in contention.
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I mean, okay.
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She wants it.
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She probably has it, but, and I ve seen her some video.
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She s very good.
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She s kind of, she s awesome.
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Yes.
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And she, uh, she does the, his social media, I think, I think she runs their social media.
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She s like their, the face of their social media.
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Anyway, that will be a quick.
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Yeah, you know what I love about Pat Sajak is you never feel like he s on.
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You never feel like when the cameras are on, he s different than when the cameras are off.
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Not at all.
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He s just himself.
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And he says things that I find very funny.
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Nobody else laughs.
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And I m sure he s just like, I got to amuse myself after 80,000 episodes of this thing.
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Right.
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But that s a lesson, I think, for all of us.
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Sometimes we feel like, well, when we re on a webinar or when we re presenting to a group, we have to be on.
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We have to be extra excited and eager and raise our voice and talk a little faster.
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And that s not him.
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He s just, yeah.
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Stand over there.
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There s the mark.
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Okay.
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Yes.
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And I also love, uh, in addition to that, he is also think of, like you said, how many 10, I don t know how many episodes would be thousands of episodes he s done.
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Everyone feels like the same, the next one, like it feels fresh.
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Doesn t it?
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He doesn t sound tired.
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It doesn t sound bored.
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He s just done the big band.
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So yeah.
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Yeah.
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I saw that.
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It s good.
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Good.
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Yeah.
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Go ahead.
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Yep.
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We spent a little time last week on this when we talked about LinkedIn fatigue and the idea of taking a very step-by-step approach.
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I quoted a doctor that specializes in movement, Kelly Starrett.
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He speaks about, you have to set up your processes so they are easy to adhere to, and he s talking about it from a fitness standpoint.
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But I think it s the same thing in sales.
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Sometimes I think our sales process, what we teach people, and I think you and I are both teaching similar kinds of things to our clients, sometimes it becomes hard to remember it all.
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And so I m wondering if there s some discussion we could have here today about some things that are barriers to executing the sales process and remove those barriers which will allow the process to be executed more easily and implemented.
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So I thought that might be a, I ve got a couple ideas here I think of things that get in the way.
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And if we can remove those obstacles, it ll get better.
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Can I give it a name?
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Absolutely.
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I m gonna call it friction.
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Friction.
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Because I talk about.
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Would you make that name up?
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Removing friction.
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I ve never heard of it.
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It s something I always talk about.
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I always talk about removing friction.
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It took me a long time to come up with that word.
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Yes.
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A couple of focus groups.
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You re amazing.
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God, you re amazing.
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I do wonder, sidebar, you ever wonder who names all the pharmaceutical things?
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Who comes up with Oman s Appeal?
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You know what I mean?
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Or Lipitor.
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And they always sound a little bit like what the problem is, don t they?
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Exactly, exactly.
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Or the key ingredient.
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But there has to be a graveyard of none that didn t make the cut.
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I want to know, there s got to be some firm that didn t, like, Lipitor was going to be called, you know, LipoSuck.
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I m like, well, LipoSuck didn t quite make it, but it was third on the list.
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Someone help me, someone in the pharma world, tell us where the graveyard is for drug names that didn t make the cut.
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I want to know that anyway.
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Well, you know they re market testing these names too, so this is not- 100%, they have to, right?
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They re not just pick one, going with it.
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No, no.
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And there have to be some point where there were like a couple of finalists and Lipitor won over something else.
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Yeah.
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I d love for a listener to tell us about that.
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That would be really cool to know.
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So I ll give you one of my beliefs about barriers is I think there s a barrier to starting the sales process.
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So we have a sales process that we ve been teaching you for the last 95 years on this podcast, and there s a lot to it.
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There s a lot in it.
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There s economics, and there s finding the problem, and there s all those things.
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But I think the beginning of the sales process, if we don t start it correctly, then the rest of it
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become unwieldy.
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And even to the point where, how do you start the first conversation?
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Like, what are the first few things you say, when you re talking to, let s just say you re talking to a prospect who s called in, and they booked a call, and now it s you on the phone with them, first call.
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So what are the, what are the key things that you want to say first?
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I think that s a barrier, because then, then we get off on the wrong track, and we can t get back.
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Yeah.
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Or I start the conversation by saying, so Bill, you a golfer?
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Yeah.
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Yeah.
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Put your shark.
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You catch that shark on the wall.
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Oh man.
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Uh, I love that one though.
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There, there s a massive barrier to starting, isn t there?
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When I started thinking about my clients and our team, I m like, there s, that s absolutely the first barriers that starting like, like I get all have clients that want to do like days and days of research.
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you know, about about it, I m like, call them, call them, send them an email like you don t need to know every single thing.
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So that s it.
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That s a really good barrier.
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So here is a barrier or point of friction that I see a lot.
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And that is the the barrier of discomfort.
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that there are points in the process, if anything, edges on the place of discomfort.
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Could be a question that s a difficult one to ask or answer, or I realize that there s four other people involved in the decision that aren t in the room.
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And I m like, I feel this angst, and I resist going through that.
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I just let it be.
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Oh, so you hear from a buyer, like, well, we re going to take this to our senior leadership team.
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We have a meeting coming up, so we re going to talk about this and get back to you.
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And there s resistance right there to go, hang on, time out.
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Tell me about this again.
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Most people go, okay, sounds great.
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Well, keep me posted and I ll check in with you if I don t hear from you.
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not knowing how to handle those things that pop up are barriers to executing the process.
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I don t even, I think we know how to handle them.
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We still don t do it.
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I think, I think our, I think our listeners will be in a call and something will come up and they ll know because they listen to the advanced learning podcast, what they should ask next.
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But it s a tough question, but they don t do it because they re like scared of the, they re scared of the discomfort in it.
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And you re right, I think there s some people that don t know that, but I even think people that do know what to do still don t do it.
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So maybe, because what you just said there kind of took it a step further, is that there s fear, there s anxiety, there s pressure, there s whatever that causes us to
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to just, we know we should say it and we just skip over it.
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I ll bring that up later.
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Totally, totally.
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It s fear, it s attachment, it s what will they think if I bring that up and don t bring it up in that perfect way.
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It s that fear of other people s opinions.
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Yes.
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It s part of that fear too.
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Yes.
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I think anytime you ve been in a sales call and you re debriefing with your boss or yourself, and you say something to the effect of, well, I was gonna ask them if they, or I wanted to ask them, or I wanted to see if, if you say I wanted to and didn t, there s your trigger.
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Why didn t you?
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Yeah, sorry, I didn t know what to, go ahead.
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Yeah, no, that s good.
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So that s a mindset thing.
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That s an inner, well, that s a mindset.
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Don t say it, don t say it, don t say it.
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Is he still alive?
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No, I still can t say it.
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Yes, he s still alive.
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His lawyers are alive.
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That s the problem.
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Well, that s what I wonder.
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What happens?
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I don t know how that happens if you say something that someone has trademarked after they ve passed.
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Is there a state to you then?
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I don t know.
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Yeah, what Brian is referring to is an inside joke that if you ve listened to us for a while, there s a certain term that we used to use that we got
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excoriated for by the attorney.
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But I ve heard that term a lot of people.
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Oh, it s the most generic.
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Here s another one is, you know, sometimes I ll ask like a brand new client.
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And one of the things I ll do is an onboarding where I want to get clear on what they know and what the problem is that they solve.
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And that s something that a lot of salespeople can t answer.
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And that is, what problems do you solve?
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Your value that you re so proud of and should be is wrapped up in problems or circumstances or things that aren t going right for the prospect.
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And if you don t know, if you can t articulate what those problems are, it becomes really hard to execute the process because that s at the core of the process is discovering what are they wrestling with?
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What s not working?
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Where are the problems?
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So that s another causes friction if we can t literally put our hands on what problems we solve because if we can t We re probably not going to ask the questions that help us determine whether they have those problems truth
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And that s it.
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That s so true.
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Isn t it?
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And it s, uh, it s not that difficult to find out all you need to do.
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All you do is ask your ask.
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I just said your clients, right?
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I mean, I said, all s you need to do, which sounds like I m from Evansville, Indiana thing.
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Yeah.
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All s y all need to do is, uh, you don t say y all down there though.
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That s a little South, isn t it?
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We do.
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No, we say y all say y all.
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Okay.
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Yeah.
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But it s a little more, it s a different version of it.
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It s not very charming.
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The accent from my hometown is not charming.
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It s kind of, you know, it s just not.
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Southern charm is like a thing.
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We don t talk like that.
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Alls we need to do, that is true, though.
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Alls we need to do, it is, right?
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That makes its way up to the Midwest, up to North, too.
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We say here in a minute, here in a minute.
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I m going to go upstairs here in a minute.
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That s the thing, isn t it?
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Okay, so that s another point of friction is not really knowing and having a clear understanding of what kinds of problems we can solve.
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I think that s it.
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You got one more for us?
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I ll go one more.
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I ll say there is friction or resistance around ending something that s gone too long.
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There is friction around that.
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We tend to resist
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closing a file or shutting down a sales process that s lingering or meandering and isn t going anywhere.
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And that we left are left with a funnel in the spirit of problems that you solve.
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You have a funnel that s full of muck.
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That s not real.
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The sales leaders feel like that s a problem that you and I would help fix.
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And we re afraid of that.
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We re afraid of letting go.
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We re afraid of shutting something down or calling it.
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And you know, we ve just been,
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just been going through the motions through the process.
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It doesn t feel like we re going anywhere.
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So let s just stop.
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People don t want to do that.
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Well, I haven t heard no yet.
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Yeah.
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Yeah.
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Yeah.
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I think also there s a, and this kind of is a cousin to that one is the as a friction point of, well, what if I go through the process and they re not a prospect?
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Oh, right.
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And
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So better not to adhere to it too closely so that I can then make that judgment at the end.
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Well, they didn t say all the right things like you just said, but no, I think deep down, I think they like me.
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I think they liked me when I walked in.
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Yeah.
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Great relationship.
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Yeah.
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Great relationship.
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Yeah.
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We talked about it.
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I mean, I m talking about Bill s grandkids and yeah, great relationship.
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Yep.
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But if we adhere too closely, then I think there s always that in the back of our mind.
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And that s the stuff we re trying to bring up here on the podcast.
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We re not telling you how to run your sales process.
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We re just exposing you to some things that we have seen and observed that gets in the way.
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And so I would suggest you go through the list that we just gave you.
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Some of it s anxiety, some of it s the beginning, some of it s not knowing what questions or what problems you solve.
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And I ll bet you, if you look at that list again or re-listen to this, there s one or two of those that are at work.
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Guaranteed.
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Guaranteed.
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Great reflection episode.
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Okay, so July s Insider, which is coming up here, we re not doing it on the week of July 4th, we re doing it the next week, is called Exponential Income.
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And it s going to be really about your income, your personal income, how do you exponentially grow it?
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We re going to talk about skills a little bit, but it s really tied to personal income.
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And I don t think we talk about it usually as a byproduct of the other things.
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We re going straight head on to talk about how do you exponentially improve your income.
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And it will require some rethinking about how you do things.
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And I think you ll find it, Debra.
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So go to advancedsellingpodcast.com slash insider.
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It s on the screen below if you re watching this on YouTube.
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And there s a whole list of the things that we re going to be covering over the next few months.
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But I m looking forward to July s episode.
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That s a good one, especially back half of the year set up.
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That s great.
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Yeah, yeah.
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OK, that s it.
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We ll see you next time.
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All right.
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See you next time.
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Bye.