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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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I m Bill Kasky.
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I am remote today.
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We can tell.
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Let s see how the, dang it, see, I was going to see, because you see news people these days with AirPods in.
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What I can t tell is if they re using the AirPod audio.
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Just to hear, I think they are.
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Yeah, I think a boom mic is behind the camera.
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And I don t know that, because I m not on set.
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I got my own set, as do you.
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Right.
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But yeah, I wondered about that, because there s a huge difference in quality between a super good mic, but the audio, I mean, I don t know how important it is for you to hear great audio.
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So I think they re for audio.
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Yeah for listening not that not the actual mic.
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So you ll have to forgive me this uh, that s okay a couple episodes Had to be on site somewhere.
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I didn t intend to be so here we are.
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I ll do all the talking so we ll be Please would you be good to go?
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Hey, I did hear a uh interest an interesting ad today on the way back from uh,
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I m not going to say the name, you would have known it.
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They do a lot of advertising.
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The jewelry store marketing people are probably always searching for what s unique, what s innovative.
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Can we call this bracelet something?
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Can we call this ring something?
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Is it a sweetheart diamond ring?
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And I m sure they re struggling with, as opposed to just, hey, come in and check our diamonds out.
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So I heard there s a new Valentine necklace.
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This one has, and I m going to give you the name, and then I want to riff a little bit on,
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How the customers are going to react to this so the name the name of the necklace is the moi and
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The moi and toi, which of course in French means me and you.
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I don t know how those are spelled, but if you walk into a jewelry store and you see a sign that says, hey, ask our associate about the moi and toi, and it s in writing, how does the person from Indiana or anywhere really articulate that?
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Well, and let s be kind here, as kind as we can be, since we re both native Hoosiers, and we know our family lineage and how some of our relatives use the English language.
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So, I know a few of my relatives that would walk into that store and say, yeah, I d like to take a look at your Moytoy necklace.
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Oh, what?
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What?
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It s come again?
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Your Moytoy.
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I heard it on the radio.
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Moytoy.
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Moytoy necklace.
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What?
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What are you talking about?
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The Moytoy is for Valentine s Day.
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That s what they would do.
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That s what they would do.
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Moetoy.
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Moetoy.
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How about that Moetoy?
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I got me a, yeah, I m gonna take a look.
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I got me, I got me a great deal on this Moetoy necklace.
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Yep.
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It s like, it s Indiana.
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That s how we talk.
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It s true.
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But in our defense, I think that that s probably, unless you re a French major, you re probably not going to Moetoy.
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Moetoy is probably what s going to come out of your mouth.
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Then you re going to think better of it.
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Then the person, then the person has to explain to you, well, sir, before we go any further.
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That s a pet peeve of mine, by the way, we re on it.
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Sorry, we got to get to our topic in a second.
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We re going to talk about, by the way, like the layoffs going on and what to do if you re in a job where you might get cut in a second.
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But before I do that, I, I want to talk a little bit about, you know, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the, the
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we were talking about words that people they are speaking, just whatever.
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And then they say a word that s not an English word and they put the full accent on the word in the middle of the English sentence.
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Like, um, you know, one of the things I m really a big proponent of is people selling a niches.
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It s a little, little bit.
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Yeah.
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Yeah.
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Kind of irritates me sometimes.
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Anyway.
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Yeah.
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You re dying to say something.
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I am.
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I really am.
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If it was you and I with a bunch of guys and somebody said that, they all would look at you and go, what did you say?
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Don t ever say that again.
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Mish.
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Exactly.
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That s right.
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Mish.
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All right, topic today.
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Hopefully people haven t been laid off in the time that we had our fun here.
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Well, and that s what s interesting about this.
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So, uh, regardless of what industry you re in, you, if you re, uh, paying any attention at all, you will have seen that there are a lot of layoffs or rifts or whatever you want to call them.
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I know in the UK, they call them redundancy being made redundant.
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And, uh, I think people are a little nervous right now.
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There s some really, really big companies, Microsoft, Salesforce, Google, who are making some really, really big cuts.
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And so we thought today we would address this with you as a sales professional, regardless of where you are on that spectrum.
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You may have lost your job.
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You may are about to lose your job Friday.
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You don t know it yet.
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You may be in no shape to lose your job, but there are things out of your control.
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So what should you as a sales professional right now here in January, late January, early February of 2023 be doing
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Ensure that you stay on the right side of that fence In a layoff scenario.
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It s a great topic because yes We would none of us think that we are going to be the ones And and you know, I used to say that it was always a performance matter, but I m not sure today I mean, I think there s a lot of cuts going on even even decent performers are getting cut.
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Maybe they re making too much money and
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Maybe, you know, there s other reasons.
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So it s not only performance based, but I would suspect that a lot of it is.
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Yes.
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Yeah, I think the what no one wants to my old peer group, my peer group manager used to say the good leaders are have the ability to face the brutal facts.
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And sometimes people in these situations, it s very challenging to face the brutal facts that perhaps you being a middle, upper pack performer and a good person with a good attitude and trying real hard wasn t enough.
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And sometimes it s not.
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And sometimes it s not.
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And there are also all sorts of things out of your control.
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The time you ve been at the company could be, you could have been there too long sometimes.
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That s right.
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Sometimes you haven t been there long enough.
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And, but no matter what, where you are, whatever, wherever you are in that world, that s where you re supposed to be.
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In other words, if you just got riffed, I hate to say this, but that s where you re supposed to be.
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And you ve got, there s a lesson to learn in this.
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And that s what we want to talk about today is what to do and how to, how to position this in your mind.
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Yeah.
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And I think we have to acknowledge that it is a massive distraction for people.
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Like I ve got two daughters, uh, both in the software, uh, SAS business and, um,
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And one s with a large SaaS company.
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And it s a distraction.
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And they just laid off a percentage of the workforce.
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And you say, OK, well, they laid them off.
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Now it s back to work.
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No, it s not back to work.
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Because you always know there s another round coming.
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And I don t think either of my daughters are in line for it, but there s just all the conversation and the water cooler and people that are just like, well, do I start looking for a job?
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Maybe I should carve out a day a week and start looking for a job.
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And so now you re only getting 80% if you ever got 100% of performance, now you re getting 80.
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So there s just all sorts of garbage that goes along with layoffs and rifts, I think.
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I love that you said that too, the distractions.
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So that s a good, that gets us into a little bit of one of the lessons I want to bring today was,
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Um, you know, we ve gone and, you know, Bill and I, you and I have opinions on this.
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They re probably stronger than they ll come out right now.
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But, uh, you know, we went, we went, it became an, an employee s market.
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The employee had the upper hand.
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People couldn t find people.
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Everybody said, I m going to work from home.
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You re going to give me unlimited PTO.
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And I come and go as I please.
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And just let me do my job.
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Well, that doesn t work.
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It can work when it works, but when it doesn t work, now you re faced with these other choices.
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There is no right to have a job in our American structure.
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You re not guaranteed to be kept for any reason.
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Major companies, it s a capitalistic market, major companies can go out of business.
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Long company, Bed Bath & Beyond, it s about to shutter and close down.
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It s been around forever.
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Most people are probably too young to remember the Enron situation.
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You had one of the biggest companies in the world, literally just completely.
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So you got to realize that just because you work somewhere and you ve done a certain way or been a certain way, that doesn t guarantee you anything at all.
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you have to be able to be self-sufficient on your own, whether it s in the job search market or at work.
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And I think the ability to block out those distractions is a good first step.
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It s to say, I can t control the stuff going on around me.
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I ve got to put my... And I look at it as prideful.
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So many people go into zombie mode, like Where Your Daughter Works, which I know, which everybody on this podcast has heard of.
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It s one of the biggest SaaS companies in the earth.
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And when that happens, everyone stops working.
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Like you said, they get distracted.
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I think you need to buckle down to work or decide that this environment is not your deal and then buckle
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and get out of there on your own.
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But don t just sit there waiting to be the next person, because that s what you re doing if you re not working and doing your deal.
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Yeah, and how companies go about doing reductions in force, like Google got a huge black eye with how they did it.
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They laid off 20,000 people and basically just shut off their access to Wi-Fi.
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Yeah.
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And then four hours later, they received an email and said effective immediately, your position s been whatever.
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And it s like, and that, and you know, I got to tell you, I know, I know that we always look out for the company.
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We re trying to work both sides of this table, company and employee.
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But if I m with a company that does that, that tells me a lot about how, what they think of me.
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I can think the world of my boss and my company, but if that s how the company treats employees, I might want to get out.
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So you may be watching these signals of how your company handles these layoffs or slowdowns or whatever, and it may be a big eye-opener for you.
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I just read an article in Wall Street Journal, 700,000 sales positions.
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Now, some of those are not going to be the kind of sales positions you want, but there s a lot of openings.
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Almost every company I know of, and probably you too, is looking for good people.
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And so this is a perfect time, even though it doesn t feel like a recession.
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If you don t like the way your company s handling the recession, the slowdown, the layoffs, whatever, then start looking.
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That s OK.
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It s a good time to start looking.
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It is a free market.
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There s a book called by Kevin Kelly called The Inevitable.
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And it s how it was written in 2016.
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And it was how the internet is changing everything, including the employee-employer contract and arrangement.
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And it gets back to personal brand building and that you have a voice, you have a platform, you have media now available to you, you never had before.
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So take advantage of it.
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I know you ve heard us talk ad nauseum on this podcast about this, but this is a good time to re-inspect what is your brand in the market?
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Does anybody freaking know you?
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Does anybody have a sense of the kind of work you do or the portfolio you ve accumulated?
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Does anybody?
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Probably not.
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And now s a good time.
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time to start that.
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Yes, and usually not.
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And the other thing that has come clear for me with people, and we teach this, you know, very directly, that you should always be out in your marketplace, in your network, always 100% of the time, you should be out in your marketplace in your network.
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And so many people get so heads down in their own little microcosm of their company, especially when things are going great.
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And we re having these virtual happy hours, parties.
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I love my team.
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That s great.
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That s all really fun.
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But you have got to keep an eye outside of the four walls that you re in, because you re going to need it at some point.
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Like you said, inevitable.
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I love that.
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I ve never heard of that book.
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Inevitable.
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It s going to happen.
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And what you don t want to do is when you need your network, make that the first time you ve talked to your network in two and a half or three years.
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That is very uncomfortable for everybody involved.
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And people have been there like, oh, hey, hey, Bill, it s been a while.
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I want to see if you want to grab coffee.
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You and I both know what that s about.
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I m like, I haven t heard from you for three and a half, four years.
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And all of a sudden now we re getting coffee.
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Not that I don t want to help them, but you re much better off staying close to your market all the time.
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I prescribed very specifically, if you have, you have 20 connectors that are your top connectors and you re on a pace of two times a month with those, you ll have a holiday or two, but 22 times a month, that gives you a cycle.
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You re getting with all those people all year.
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And it s not just for getting sales leads.
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It s for stuff like this or feeding them.
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So,
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No, but don t you think a lot of that goes back to how we see ourselves?
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If we see ourselves as nothing but a cog in a machine that can easily just chip us out and throw us out the window, that s different than if you see yourself as a free agent, as having agency over your personal life and professional life and future.
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And what you re talking about there is somebody who says, hey, look, I don t know what tomorrow is going to bring.
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If I go out and meet with 25 people this year, who knows?
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One of them may be starting a company that s a huge opportunity and it s just perfect for me.
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But if you don t have coffee, you ll never hear about it.
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No, no, not at all.
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And I think we ve got, I don t know how, I m not trying to figure out a good way to say this.
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I feel like, um, especially in that tech space, people got a little, the only word keeps coming up.
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They got a little like, um, corporate cocky and comfortable.
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It s like, Hey, we get this great team.
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We re awesome.
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We re growing.
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Everyone thought we re awesome.
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It s a great culture.
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We re awesome.
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And it s all true.
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And then all of a sudden, you know, 10% go, you know what I mean?
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And so you got to really watch yourself.
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Don t get caught up in that thinking that like, you re really good or, you know, cause it can be good and you can be good, but it s not sustainable longterm.
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It just isn t.
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Have you read Simon Sinek s?
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What s his new book called?
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Oh my gosh.
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I ve been talking about, I haven t read it yet.
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Uh, the, uh, the infinite game.
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What s it called?
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The Infinite Game?
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No, I have not.
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What is that?
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Yeah, well, it s probably not the title.
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That s why you haven t.
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It s like it s a title, right?
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I m familiar with some of his works, like Never Eat Alone, I think is one of his, or Eat Last, or Pay Yourself Last, or something.
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And of course, The Why.
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The Why stuff.
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Yeah, Simon Sinek.
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What is his new book called?
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Come on, Bri.
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Oh, leaders eat last.
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That s what you re talking about.
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That s called the infinite game.
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2018, the infinite game.
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Essentially, what this talks about is that business is not a start, stop, one loss game.
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It s an infinite game.
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It gives the example of Circuit City.
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Remember Circuit City, the big retailer?
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When Circuit City went out of business, did that mean Best Buy won?
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No, because they re playing an infinite game, because then along comes Amazon.
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And now Best Buy, you know what I mean?
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It just keeps going and going.
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So your career, you ve got to look at your career as the infinite game versus I lost my job.
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And I know that s bad.
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I m not saying I m trying to trivialize it.
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No, but you re right.
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That s the reinvention.
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I don t like the word reimagining, but that s kind of what it is, reimagining the career, the contract between buyer and seller, between employer and employee.
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Yeah, I think even young people today still look for that job security, that job.
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OK, I have a slot as an account manager.
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OK, I m going to fill that slot.
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And that s how I identify.
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And yet, when the employer says, well, I don t identify with you anymore.
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You re out.
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Now what?
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And I don t think we ve really instructed
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are workers that you have as much say in this game and an agency as anybody does.
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You have all the say.
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I mean, if you re good.
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Yeah.
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Yeah.
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And then if you re not good, you need to go skill up.
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That s what everything needs to come back to you.
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That s the main lesson in this podcast episode.
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Don t look for it to come outside.
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You don t deserve anything because someone gave you something or, you know, I deserve to work from home or I demand, you know, you don t.
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Now you can ask for all that though in the free agency, but you gotta look intrinsically to say, how can I position myself to get what I want?
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And then trade that for something of value.
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Hey, new company, I ll give you this if you give me that.
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Give me full-time or unlimited PTO.
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What I ll give you is a commitment to eight out of 10 quarters, I ll be at or above 110% of my quota.
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I don t know, something like that.
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Yeah, but you re right.
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It s negotiable in a lot of different ways than traditionally it has been.
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Yeah, no, this is good.
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This is a good topic.
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And I would suggest, if there s a lesson here, is what Brian just said, is take personal responsibility for your present and your future.
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And ask yourself, inspect yourself.
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I know it s hard to do sometimes because we re so colored.
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Everything we look through has the lens of, I m good, I m awesome, I don t have any weakness.
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But you know, as well as I do, that
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That was my New Year s resolution not to say that.
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Which one?
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You know as well as I do.
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I m not ready to say something that I m already asking for your agreement on before I even say it.
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I didn t even notice that.
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I don t take it as rude at all, but thanks for saying that.
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Is that the first time since the New Year you ve said it?
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It is, yeah.
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You almost made it.
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It s January 30th.
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Dang.
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All right.
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Starts all over.
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One day at a time.
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that the highest achievers and the people who are the most successful are the ones who come to you and say, Brian, tell me, what can I do better?
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I ll give you what I said to the prospect.
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How can I improve that?
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What can I do better?
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What do you see in my process that should be changed?
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And very few people do that.
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The million dollar producers and above, those are the ones that do that.
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So if you want to be a million dollar producer, start doing that.
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Start thinking.
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Always take, it doesn t mean be obsessed with your failures and your shortcomings.
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It just means take stock of them.
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I mean, we all have, we all have shortcomings.
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Lord knows we all do.
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So I think we just have to monitor ourselves at a little bit deeper level.
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I love what you said when you said take responsibility for your present and your future.
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That s it.
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Once you do that and you re every, everything needs to turn back to you in this game.
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And go work the ice.
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I told a group of referees, I was at a clinic and I said, you know, it s super nerdy.
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But for years, for years, I was in college ball.
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Every Friday, I d run over to a college right by my house, Butler University.
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which is known for basketball, but as, and I would work about a 40 minute mock game with nobody out there, no ball, no players.
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I d stand on the 35 yard line.
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I d pretend we kicked off.
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I d run out to the hat.
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No one ever saw me, made me do that.
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I m just saying that you got to take responsibility for yourself.
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Got to.
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That s a great story.
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Because most people, most guys in that profession at the level you were at never did that.
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Never, no.
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And now, where you are in that profession, they still probably are sitting around saying, oh, Neil, he s crazy.
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Look at him out there.
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Yeah, and they re still doing junior high ball.
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Right, right, right.
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All right, good stuff.
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Yeah, good stuff.
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See you next time.
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OK, see you.