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In this episode of the Advanced Selling Podcast, I share a really bad internal communication exchange between me and Bill about a guest speaker.
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We highlight a great listener who gets exposed for driving and recording video.
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And we do another live pop-up recording session taking three outstanding audience questions.
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Yeah.
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And I will say, as we prepared for this, um, so Bill and I are texting back and forth and it literally was, we re sitting there recording, like I told you in the last episode, then we re just like pop the thing up and put it out on LinkedIn.
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And then, you know, four people showed up.
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It s great.
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No, there s more than four here.
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But anyway, so Bill texts me and he said, Hey, I got us a speaker for the podcast and for 50 bucks.
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So I m like,
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Okay, so I m thinking Bill is bringing a guest speaker in for 50 bucks.
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And I thought he was kidding.
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I thought he was going to be like, he s got some friends in town, like there s a comedian friend.
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I thought maybe it was him, our friend Dave Dugan.
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Dave s not a $50 guy, but you know.
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So I thought that.
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I m like, well, okay.
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And so then he texts me again.
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I think he said, I think, you know, we re all good to go on this speaker.
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And so then I texted him on Friday.
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I said, are you, I said, okay, good on the other stuff.
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Are you serious on the speaker?
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And at this point I can, any relationship and you re texting, you know, you have pass.
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I m like, what is he thinking?
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Like, why would he have a speaker calm?
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But I m like, that s being a bill can do that.
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So you get guys, a guy D and he wants to, I m like, okay, whatever, dude.
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And then I m starting to get, I m like, why the hell are we having a speaker?
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It really did.
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It s definitely a test.
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I m like, I don t understand what Bill s doing with the speaker thing.
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So then he goes, Hey, I got the speaker.
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We re all good.
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It ll be great.
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So the audience will be able to hear the music when they come in.
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Then I realized he was talking about that black speaker right there, right here.
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This one, this, that, that thing where the, the sound comes out right, right next to us.
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And so I m like, Oh my God, I can t believe I ve been doing, you know,
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harboring this resentment towards Bill for without my, without my permission or any input getting a speaker.
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That s what I thought.
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I m like, you re just going to get some speaker.
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I m like, okay, well I ll bring a speaker to then I ll pay mine 75 bucks then.
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So how s that?
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Great example.
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Great example of how to watch your communication through texting and really sit back and read things and don t let your brain go off on.
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But I didn t ever think that you would think the other.
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Well, that s the other thing that was so bizarre.
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I m like, why would we have a guest speaker at our podcast recording with these live people?
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And who are we getting for $50?
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You know what I mean?
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It s got to be hot.
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Jack Canfield?
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Who the hell is he?
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Tony Robbins?
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Not quite.
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Not quite.
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All right, so we asked the live audience to come up with two or three topics and have them here.
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So why don t we just, instead of going around with the microphone, we ve got these written down.
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Let s talk about them.
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And do you want to just take these one at a time?
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Yeah, sure.
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Let s kick them around.
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This is good.
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So the first question was, end of year budgets.
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And I m presuming what you mean by that is, how do we make our numbers?
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How do we make sure we re making progress?
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Because the customer has money to spend at the end of the year.
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Yeah, this is good.
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Yeah.
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And how do we know they do, they don t, that sort of thing?
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And how do we position ourselves in the best way possible?
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That s a really, really good thing.
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All right, good.
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I have no idea.
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This is what else we do.
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If you re live in a training room and either of us ever say, if you re ever in a training room with either of us or a speech and someone asks a question and we say, I m going to ask the group what they think first, that means we don t know the answer.
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That s a great little trainer trick.
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We have no idea what the hell we re going to say.
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going to do that here?
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No, no, no.
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We re good.
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I ve got at least some insight on there.
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Um, so the first thing is I always check in this, I call the thinking column.
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You ll hear us say, we can t say that one word anywhere anymore cause we got sued or almost sued.
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We got threatened to be sued by this other phrase that someone coined.
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Uh,
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So you go to your mentality first.
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And the big mentality thing we talk about here is our intention.
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So where you have to be careful with year-end budget stuff is that your intention doesn t become to get your share of the year-end budget.
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Your intention is still to help the person on the other side of the desk, sincerely.
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All it is to me is a data point.
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And it s a data point that s a positive data point for the potential to do a deal, which is they have into the year budget that they need to spend versus into the year budget.
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I m going to go get that because then your intention goes to go get the money not to help them and or also to spend it in the best way possible.
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Because
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Because I m a big fan of, and I like this one, I m out doing my own sales, which I do all the time, and say, I always say this, I ll lay out my five engagement levels, and then I always tell people that we have flexibility to collaborate on any investment level we want.
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And so they can come to me if my engagement level s 100 grand, and they say, hey man, I ve got 50 to spend, I can collaborate with them on the best way to spend 50 grand with us.
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Does that make sense?
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And some of it may not include me.
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Right?
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I might say, hey, do this.
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I ve got one right now I m thinking of where the dollar amount that they have, they want to do something.
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I just don t think that s the best use of their money with me.
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I m going to have them spend a portion of that with me and a portion somewhere else.
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Because I truly believe that s the best thing for them to do.
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So that would be one way to handle that and think about that.
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So what is the best way to allocate?
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Because then what I am, I m an expert to them.
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I m consulting with them.
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I m doing what s right.
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And I m helping them advise them on how to best spend their money.
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I think that goes a long, long way, personally, showing up that way.
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Yeah.
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Whenever I can t think of an answer to it, I sometimes I ll ask the crowd.
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But more often than not, I ll think, well, what is there about the question that doesn t feel like it resonates with me?
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And that s the case.
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That s what I hear.
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That s what I m feeling here.
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So my question is to you before I answer it is,
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Is is there a list of is there a list anywhere of people that you know have money And you re going out to see if they ll spend it with you Or is this you re kind of assuming that some people have money to spend some don t Is it more the second?
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Okay, so
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I don t know.
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I don t ever get hung up in the budget thing because I feel like if they have a problem and they have a goal and I can help meet the goal, they ll find the damn money.
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And I know that s not the case with every business.
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I know every business might be different.
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Wouldn t you know I guess you could call and say look half the people I talked to have money to spend half don t I don t know where you are But if you do and there s something here that can help you that I m happy to help I mean you could literally be that open with it.
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I don t know how else to do it though Unless they re the conversation lends itself to that discussion happening.
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Yeah, but yeah, I I
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If you have a full pipeline of business and you have a lead generation system that s scalable and every day you wake up and there s leads coming into your inbox, if you have that, it doesn t matter.
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It doesn t matter.
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It s like, well, you either have money or you don t.
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I m not going to go chase something.
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I want people to chase me.
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I want you to have a scalable lead gen system so that people are chasing you.
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I know in the room many of you probably don t have that, but isn t that the goal?
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I mean, shouldn t that be the goal?
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So I don t have to worry about these things at the end of the year.
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So that s my rant.
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I like.
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Good question.
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All right.
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Next one.
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Next question is, how do I get started quickly in the next month for 2020?
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How do I really quick start 2020 here as we end 2019?
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Is that the question?
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Love.
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And I ve worked this system with my clients, some of you are in the room, you know this.
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I m a huge fan of you deciding how to handle the calendar stuff through the month of December.
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So there what I teach all my clients to do, and several of them, not all, but several of them actually have a contest around this.
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is to see how many January appointments you can set on or before December 20th.
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That s super tactical.
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But if you re in the room and you re not a client, you re kind of on your own, that s a great little game for you to play.
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December 20th is basically the checkout date for all of America for the year, because no one does anything between Christmas and New Year.
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And that s the last Friday before the holiday, the week that has Christmas in it.
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So I look at that as the last day, December 20th.
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So December 1st through December 20, that s 20 days.
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with a couple weekends, see how many January appointments.
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The language you use is you just tell people I m, I m done with this year.
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So if you re calling people and you just say, I m looking at my January calendar to set an appointment and are you guys open a meeting and however you do that, and that could be with warm leads that could be with connectors and that can also be with cold leads too.
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And because you re going to get that from them, they re going to say the holidays really busy.
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Give me a call in January.
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Then you re going to call them in January.
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They re going to say, I just got back from the holidays.
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I m really busy.
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Call me in February.
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You ve just created what could be a one week cycle, two week cycle into a two month cycle by letting that happen.
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So you work really hard to do that.
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The guys, and I got two of my VPs of sales that work with me, they ve done this and it s, it works phenomenally well if you do this.
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That s a great, to me, the best way to come back to start a good 2020 is with a full calendar.
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I got some stuff to do.
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Because otherwise, Bill and I did a great podcast, I think, on re-entry.
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We did a podcast on re-entry.
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If you Google the podcast, or not Google it, but look on the podcast deal, look for re-entry.
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When you come back from holidays, it s just sluggish, right?
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You re hungover.
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figuratively, maybe, or a little bit of both.
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You get sugar, a little heavy, a little soft, you know, or pale and everything else.
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And so you come back and it s slow to start.
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So a way to get quick to start is to have your calendar full ahead of time.
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And I tell you, you go on a break, you go on a Christmas break like that with your calendar full in January, you ll feel so good.
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You ll be able to check out too.
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I ve got a slightly different, I think that s awesome.
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And so I m looking at this and saying, what do you need to be producing in January?
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to worry in terms of content.
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So I know, is it Don?
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I m sorry.
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Don, yeah.
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Yeah, .cast.
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A good time to start to batch some of that content is December.
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So yes, I want you to have appointments for January.
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But I also want you to think, OK, in the month of January, February, and March, let s say you re going to do 12 LinkedIn videos.
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Do them in December.
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Do them in December, batch them, and just roll them out then.
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It s a really good way to keep your mind on the abundance that s out there in the market on the social platform.
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So if it s an article that you need to write, or if it s 12, or if it s repurposing, if it s taking a video and transcribing it and turning it into a LinkedIn article, whatever it is,
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December s a great time to do that.
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It s batch month to me.
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So yes, there s the sales, there s the transactional part, which Brian talks about, and I m also looking at the long term, which is how do you have a longer view as well?
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You can have one eye on January and one eye on the whole year.
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So what are you doing in December to batch content so that you can release it?
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And the phone rings.
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The phone rings, doesn t it?
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The phone rings.
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This guy s been doing it for how long?
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Podcast two months, videos for four months.
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Yeah, what gets more action podcast video or podcast video?
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He does him on LinkedIn.
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He doesn t while he s driving.
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He doesn t while he s in the bathroom.
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He did one just back standing back there five minutes ago.
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He s doing one right now.
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Who knows?
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He doesn t when he s driving, especially.
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That s great.
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So he steers with his leg.
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He has the thing up here.
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He s talking in.
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So it s great.
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Someday he ll have a camera crew, that camera out in front of the car.
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Yeah.
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And I will take a moment to brag.
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So it s Don, D-O-N-N, two N s, K-O-O-N-C-E.
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If you re listening to this episode and you want to see what Bill s talking about, go to LinkedIn, connect with him, tell him you re a fellow podcast person and just watch what Don does.
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Don s a sales professional, right?
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He sells flooring.
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So it s not like he s in some techie startup environment.
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And he s done a brilliant job taking this idea and making it something.
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He s got story after story of people like, hey, I see your videos.
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Hey, I see your videos.
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He got invited to this big networking dinner because someone saw his video on LinkedIn.
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So go do that.
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Of our listeners listening, follow him and just watch what he does and just do that.
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It s really great.
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All right, next topic.
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Yeah, next topic.
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Here s a question from an audience member.
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We handle it when the customer decides to stay put and they get a little, they re out of their comfort zone to buy and they want to just kind of reel it in and just stay with what they re doing, basically.
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One question I have, I have a question, you want to go?
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There are always elements that feed into the problem.
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So why do people not move because it feels to you like they re kind of stuck in their old ways.
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But there s always elements that feed into that.
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So for example, maybe they don t know what a new way could mean for them.
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Maybe
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You and I m not pointing you but maybe we haven t done a good job of explaining to them What the process is to get to that new place because a lot of times people It s like when you re getting ready to do something that gives you a little anxiety And you have anxiety all the way up until you step on the floor and then the anxiety is gone It s like giving a speech playing a game doing a broadcast.
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I understand you re a famous color commentator from back in the day
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So there s always those, but at some point when you make the move, it s not as scary.
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And so we ve got to make it not scary for them.
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So you just have to think of what are the elements that go into them not wanting to change and decide what role you play in that.
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And I think when you do that, then you ll start to see, well, what can I control and what can t I control?
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If their manager or their leader is one of these people who s like, we re not trying anything new forever, then it s going to be hard for you unless you can get to them.
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But I always feel like the output is, we don t ever change because we don t want to take a risk.
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What are all the inputs that go into that?
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And also, the last thing is I would say that I would start those conversations with that.
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Look, I call on a lot of people.
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Some people are very risk-averse.
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They don t want to try anything new.
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Innovation is just not in their blood.
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Other people I talk to, they re like, let s do it.
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Let s go for it.
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Let s wing it.
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And there s a lot of space in between.
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So before we start, can I ask you, where are you on that spectrum, on that spectrum of innovation?
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And sometimes they ll tell you, they re like, oh, yeah, we haven t innovated in 17 years.
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Or, no, we just got a brand new CEO, and he s really and she s really interested in innovation.
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So sometimes just asking like that would help.
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Yeah, I m actually drawn back to our previous episode on the why I won or lost thing.
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So when I get that response, this is something Bill and I also would talk about.
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client or perspective client who s either saying or doing something that I m like, eh.
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I always ask myself, what did I do or say that caused them to do that?
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So the easy one is if someone doesn t call me back, instead of going, oh, I wish those jerks would call me back, I say, what did I do or say or what did I not do or not say that caused them to not call me back?
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High accountability process.
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It s a great question to ask yourself.
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So if they say, hey, we re good, we re going to stay put, I ask myself, what did I do or not do or say or not say that caused them to say, we re all good?
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It s a great little question to ask yourself, and you explore it a little bit.
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So part of it s the diagnosis thing we did last time, where we re saying, I didn t go deep enough.
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It would be wonderful if you came up with that response before they did that said based on my analysis and what I m hearing I m gonna suggest you guys stay put Because you re just not giving me the indication that anything s wrong or different and it seems like life s okay, so I m gonna carry on It would be wonderful It s so energizing for you if you re able to do that to say this just is not not right time whatever and roll on to the next one
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And just be done, cut it off.
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That s our abundance detachment mentality we talk about all the time.
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Healthy, sensitive detachment to know which ones to work on and which not to.
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You re like playing triage with situations.
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And then if it s, here s where it gets tough though.
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When you know life is better with you.
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And they re still saying, we re going to stay put.
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Now you got to look in the mirror and say, what am I not?
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How am I not framing this right to help them see this?
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Okay.
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Um, there s a real buzzy book called the challenger sale.
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It s real buzzy right now.
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Uh, I m a fan of the theory.
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It s really short on tactics, but that theory, they have a tool in there called a, they call it a reframe.
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Um, and reframing is, um, creating a, a situation or a, uh,
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a process where someone sees something a different way, reframing it.
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So most people think this, I like the word counterintuitive better, like it s not always obvious.
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That s a good thing to explore with your question, is to say, how is someone thinking an old way that s leading them to an old answer and how can I introduce a new way of thinking to at least let them explore a new answer?
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They may run back to where it s safe to the old one, but we ve got to do the job to have them think differently.
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So here s how people usually think about this.
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And it seems, you know, I always think about some of my friends up here.
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We ve got some of my clients here who were in this floor care thing.
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And I think, you know, this business of floor, of carpeting, you think like we re in this nice little new place.
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And you look around like, does anyone pay attention to the floors?
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SPEAKER_00
You know, the part of me that thinks, like, do they really care?
1
SPEAKER_00
Well, if you go to the Indianapolis International Airport, they put some new carpet in over there.
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SPEAKER_00
Now, most of you listening haven t been over there.
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SPEAKER_00
It s freaking atrocious.
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SPEAKER_00
It gives you a headache to look at, and you see every speck of dust and dirt on it, and everyone s nodding that s been there.
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SPEAKER_00
They know this.
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SPEAKER_00
I frequent fly a lot.
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SPEAKER_00
It s an awful experience, in my opinion, now, to come and walk on that carpet, because it s awful.
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SPEAKER_00
Right?
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SPEAKER_00
It matters.
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SPEAKER_00
It does.
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SPEAKER_00
I wouldn t have thought it did, and it does.
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SPEAKER_00
And it gives an impression of our city.
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SPEAKER_00
As soon as you get off the airplane, you see this god-awful carpet.
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SPEAKER_00
Like, who the hell picked out this carpet for the airport?
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SPEAKER_00
See?
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SPEAKER_00
It s a reframe.
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SPEAKER_00
It s a counterintuitive thing.
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SPEAKER_00
I never thought that that would have mattered, and now I think it does.
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SPEAKER_00
So let me ask the group.
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SPEAKER_01
He talks about reframing.
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SPEAKER_01
In the episodes you ve listened to and the work you ve done with him or with me, what s the number one reframe we re trying to get across to you that you can work with your clients around?
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SPEAKER_01
What s the biggest reframe?
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SPEAKER_01
So the old way of selling is what?
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SPEAKER_01
We convince them.
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SPEAKER_01
We go out.
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SPEAKER_01
We re in pursuit.
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SPEAKER_01
We re convincing.
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SPEAKER_01
We re persuading.
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SPEAKER_01
We want to reframe that to be what?
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SPEAKER_01
They re convincing us and themselves that they need what we have and so if you You know there s a lot of tactics and sometimes I think we get so wound up in the tactics that we forget about the original reframing principle and that is Create an environment where they re selling you on why they need you and why they need the problem solved instead of you trying to sell them
1
SPEAKER_01
And that might be good for you, too, because in this thing, if it feels like they re not willing to move, then maybe they see us as trying to get them to move, and they put up the barriers.
1
SPEAKER_01
Maybe you could figure out a way to have them sell you a little bit more, if that s possible.
1
SPEAKER_01
Very good.
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SPEAKER_00
And if they can t, they can t.
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SPEAKER_00
And you carry on.
1
SPEAKER_00
Super good stuff.
1
SPEAKER_00
Okay, good stuff.
1
SPEAKER_00
Thanks for our studio audience for those questions.
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SPEAKER_00
That was really great.
1
SPEAKER_00
Thanks for coming out.
1
SPEAKER_00
If you would like this to get in touch with you about coming to a national sales meeting or a sales launch, especially January, February, March in warm weather states.
1
SPEAKER_00
If you want to go to Arizona, down to Mexico, to Cancun, Aruba, we re all in.
1
SPEAKER_00
So send us an email, Fort Lauderdale, we ll do that.
1
SPEAKER_00
Send us an email, listener at advancedsellingpodcast.com, but come see us in the subject line and we ll start that process.
1
SPEAKER_00
We d love to come see you and the people that are
2
SPEAKER_00
sitting in this room will attest, this was just a phenomenal, phenomenal experience, was it not?
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SPEAKER_00
On a Monday morning at 8 a.m.
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SPEAKER_00
in Indianapolis.
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SPEAKER_00
So anyway, that s it, we ll see you next time.