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In this episode of the Advanced Selling Podcast, Bill corrects my incorrect pronunciation of 70s French coaching shorts.
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We dissect the title song from a 70s movie that s being remade in 2019.
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And we do a skills episode and talk about the skill required to learn a new skill.
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Welcome back to the Advanced Selling Podcast, the longest running sales training podcast.
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I am one of your hosts, Bill Kasky.
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I m the other host, Brian Neal.
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We would love to come see you.
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Let s just start there.
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Yeah.
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It is July, soon into August, and so we are planning our fall schedule.
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And if you have a sales meeting coming up, we got one the other day that the sales meeting was next week.
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We need a little more time than that, but not much more.
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We re appreciative, but yeah, a little more than four days.
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A month or so out, that s probably ideal.
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So if you have something coming up October, November, December, we d love to come out and see you, both of us, one of us, neither of us.
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It would be fun to do a same-day ask, like a pop-up meeting.
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Oh, yeah.
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You know what I mean?
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Someone calls in the morning at 9, like, hey, can you guys be over here at noon?
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Sure.
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Can you be in Columbus, Ohio or Cleveland at noon?
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That s right.
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Yeah, we can do that.
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Sure.
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Fee goes way up if it s the same day, though.
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Yep.
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So we were talking here.
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We have a gallery of sorts here in the studio today.
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And we were talking about the old baseball coaches shorts.
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Yeah, and football.
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And football.
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And I used to wear those when I played softball back in the day.
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And they were made by?
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Riddell.
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Riddell is the company, I think, that made them.
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OK.
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They make helmets.
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And they make all sorts of sports, sporting events.
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And they are referred to as Sansa belts.
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Sansabelt.
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Like French for without.
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Sansabelt.
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Well, I did a little research.
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And actually, the dichotomy here is that the person who wears the sansabelt will never pronounce it the way it s supposed to be pronounced, but it s sans.
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The French pronunciation is salt.
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So you d like to tell my football coach, Coach Lighty, like, hey, coach, where did you get those song pants?
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Is that what you want me to do?
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Yeah.
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You know who else does that?
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I love when people like go into full proper pronunciation.
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Alex Trebek does that on Jeopardy.
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Oh yeah, he does.
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So he ll say, you know, he s like, duh, duh, duh, duh, duh.
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Yeah, the French.
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He does.
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It doesn t matter anything.
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It s, you know, the, yeah.
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He ll be like, this craft, this building was built in the 1200s by his arch nemesis.
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I m like, what are you talking about, man?
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Just say it like we re in America.
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Say it like you re in Evansville.
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Amen to that.
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That s really funny.
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So all right, so if you are a marketing person and you re talking about serif fonts and sans serif, like I used to call them, don t say that.
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Say, are you using a sans serif or just a serif?
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Do you remember the song Shaft, Brian?
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I do.
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OK.
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That s a long, that s an oldie.
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It s an oldie, and it s coming back because there s a new version of Shaft.
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There was a private detective back in the 70s, 1971.
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Isaac Hayes sang the song.
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And there s something funny that I think is in the song.
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And I d like for you to walk me off the ledge here.
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I don t know if this tickles me, but I m not sure if it may just be my weird sense of humor.
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So I m going to play it.
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Here we go.
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Who s the black private dick that s a sex machine to all the chicks?
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You re damn right.
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Okay, so who s the black private detective that s a sex machine with all the chicks?
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Shaft, you re damn right.
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Okay, here s the second stanza.
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I m getting somewhere here, so.
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Who is the man that would risk his neck for his brother man?
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Okay, who s the man who would risk his neck for his brother man, I mean this sounds like a guy who s a stud, you know, yeah There we go, there s number three Oh
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So you see, but now you re establishing a pattern where the singer says, who is this guy?
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And the background singers are always like Shaft.
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They know who it is.
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That s good.
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Everything s good.
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So now we re coming up to the fourth stanza here.
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Is it stanza?
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Stanza.
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Okay, so why there do we say, hey, that cat Shaft is a bad mother.
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We ve already established he s a bad mother.
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He s a sex machine with all the chicks.
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And they say, shut your mouth.
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Well, why would they say shut your mouth?
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They ve just agreed that Shaft is like the stud.
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I think that was a clever way to bleep out the lyric that he was trying.
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He said a bad mother blank.
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which you couldn t do in 71.
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But you couldn t really beep, right?
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And you can t.
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Interesting to see if those lyrics are going to hold in 2019.
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Yeah.
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Because the movie s out, right?
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Yeah.
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I think it is out.
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Samuel L. Jackson is in there, right?
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And I ll play it again.
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And I want you to hear the way he says, bad.
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Because I didn t really realize this.
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All right.
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Someone let a sheep on set.
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That s exactly what I told Travis.
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Bad mother.
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Shut your mouth.
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I m talking about Shaft.
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I d be interested to see the remake.
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Some good people in here.
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Method Man, yeah, yeah.
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That s good stuff.
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Schaft.
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Nothing wrong with a little Schaft music.
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Hey, before we get into our topic today, a question for you.
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You can check them out at outreach.io forward slash ASP.
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All right, topic.
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Inspired by.
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You listen to the podcast.
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Is it my topic?
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Yeah, yeah, your topic, right?
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Inspired by your.
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Yeah, so I know you are friends with or colleagues with or know Dan Sullivan, who runs a program called Strategic Coach.
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He and Mike Koenigs have a podcast called Capability Amplifier.
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I would rate it pretty good.
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It comes out probably once a month.
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And they talk about some pretty wild things.
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They re both kind of of the mind that there s all sorts of things that are coming down the path, and you need to be ready for them.
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And I do think generally they re right.
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But one of the things that they talked about the other day, and they didn t spend a lot of time on it, and we ll send them a copy of this, is this idea of transitioning skills.
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And it s the whole idea of, if you re going to stop doing something in a certain way, and you re going to start doing it in a different way, there is a skill of transition and migration.
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And I know in our business, when we go into an organization and they say, we want to improve sales, we go in with content and curriculum.
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We teach them things.
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And it s hard sometimes to get somebody to release or relinquish the way they ve always done things to come to the way we say.
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So the question is, is there a skill set in transitioning?
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And I think that would work.
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Last week on the podcast, we talked about,
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social media skills, and how do we get out of this, well, I m just out here calling.
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I need to use the media asset that s available.
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Well, that sounds like an easy thing, but it s a big shift.
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So I think that also is a transition.
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And so I thought I d throw it out there and see if we want to riff on it a little bit today.
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I d like to riff on it.
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Yeah.
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What do you think?
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And we see it.
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There s an evolution.
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And I think one of the problems I have as a teacher, coach person is I ve been doing it for so long, 20, 30 years.
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Everything you teach is ingrained.
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Everything I teach, I use daily.
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So it s second nature.
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It s natural to me.
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When I go into a brand new client, I have to remember sometimes this is all totally brand new.
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And it s really hard to take yourself back to when you didn t know something and remember what that felt like when they re trying to do something new.
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So I think this is a great topic to discuss.
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OK, how do I show up?
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What skill do I need?
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when a coach comes in and says, here s a different way to do something, a different approach, different language, that sort of thing.
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Because there s no doubt, and we see it, our clients, the ones that are the most successful over time, seem to have some of these skills we re going to talk about innately.
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And so hopefully all of you.
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And it s a rarity, though.
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It s a rarity.
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So that s why we want to do this.
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We want to start to make this a little more digestible.
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And I want everyone to hear, it is nobody s fault.
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It s not like it was bad that you don t naturally do this.
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Because the vast majority, and Bill and I will attest, do not do this naturally.
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What we re trying to do is say, here s something we see the few that really pop out and outperform.
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Here s some traits and things that they do.
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How can you copy and emulate them?
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That s a good thing to do.
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So I ve got three.
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Yep, I have two in a model.
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I would imagine they re probably similar, but you want to?
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It s great.
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Well, I ll go first.
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And this one is really not so much a thing for you to do in terms of tactics.
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It s more, get a coach that has either done it or is superb at explaining it.
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And what I find with me is when I m looking to undertake a new project that I m not familiar with and there s a coach available, I want a coach who is really good at explaining it.
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I don t really care if they ve done it before, although that helps because their depth of knowledge in it will be richer.
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I doubt if there s too many.
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coaches or trainers that have as much experience with the number of clients that you and I have.
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I know there s people who ve been in the business longer, but in terms of repetitive, because a lot of people who have been in the business do one speech a week.
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Well, how do we do 10 trainings a week?
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Exactly.
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So, oh, my arm hurt from patting myself on the back there.
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I got a little cramp.
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But when I get a coach, I want someone who s really good at becoming clear about it, explaining how to do it,
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predicting the pitfalls that I m going to come up against and that I trust.
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Because if I trust the person, I don t even need to like them.
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But if I trust them, I will do everything they say.
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And I think that is a failing a lot of times of trainers is they go in and they don t establish the trust.
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So people are like, you know, it s optional behavior.
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I can do it the old way or I can do it the new way.
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But I don t have trust in the coach.
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Doesn t work.
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Doesn t work.
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Got to go all in with that at some point, the trust part.
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I mean, have to do that with your coach.
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This is a model that we ve all used, I think, or heard of in the past.
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Now, some listeners may not have heard of this model.
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So this may be new to some of you.
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And some of you, like, yeah, I ve heard that.
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So if you ve heard it in the past, pull it back out and say, oh, I need to pull this back in if I m learning a new skill.
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If you haven t heard it, write it down.
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Really important.
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This is the unconscious incompetence to unconscious competence.
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model, right?
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And this is a learning framework that you can look at.
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And you think about it for a minute and go, oh my gosh, I ve done this several times in my life.
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And I ll demonstrate how.
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So we start with unconscious incompetence.
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That means that I don t know that the way I m doing it isn t the best way possible.
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Unconscious incompetence.
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I m unaware that there s a better way to do something.
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And I m just there.
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And it s OK.
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It s not my fault.
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Then someone comes along like Bill or I. Like Bill or me?
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Bill or I. Like Bill or I. Bill or I. Thank you very much.
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And we say, hey, there s a different way to do this.
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And we start to point things out to people that they haven t noticed before.
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Now they become consciously incompetent.
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And that just means that they realize now, oh my gosh, the way I ve been doing that may not be the best way.
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I always send a follow-up message that says, hey, it s me just checking in.
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Do you have any questions?
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And then Brian and Bill comes in and says, that s not really very valuable to someone.
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And they go, you know, yeah, it s not, is it?
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So now they re consciously incompetent.
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Then Bill and I teach a different way to do that, but they have to think about it.
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It s not natural.
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Now they re consciously competent.
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So they learn a new skill, but they have to think about it and do it on purpose.
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It s not natural yet.
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And then over repetitive time, it becomes unconsciously competent, or they don t do it the old way.
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They do it the new way anymore.
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The trick on this model is to recognize that it exists, and know where you are, and be where you are.
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I had a friend of mine last night.
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We were talking about football refereeing and moving up the ladder.
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And there s a Big Ten football coach who said, be where your feet are.
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Be where your feet are.
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Not too far looking ahead.
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Don t be playing the bowl game.
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Don t be thinking about the next level of the game.
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Be where your feet are.
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That s what this is.
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So if your feet are unconsciously incompetent, be there.
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Just stay in.
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OK.
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The way I ve been doing it may not be the best way, and that s where I m at.
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And if you do that and take time with it, you ll see that these skills really start to become unconscious habits over time.
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Yeah, I was thinking, as you were going through that, I was thinking that the hardest part for me is that movement from conscious competence to unconscious competence.
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Because there s always the risk of backsliding and going back to your old ways.
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Because that s where the rocket ship starts to really gain altitude.
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And if there s a lot of force, and the force of habit is a big force.
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I ve just done it this way for so long.
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I m trying to learn what Brian said.
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But man, it s hard.
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No, it s not hard.
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It s only hard because you have habits that are so strong.
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And I also added, I thought you were going down a different path, but I like the path you went down.
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No problem with that path you went down.
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It s OK.
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You can judge my paths and pat yourself on the back at the same time.
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It s fine.
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I like it.
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Let me do that again.
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Is the THINK-ACT-RESULTS model, and that is.
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Oh, you mean the TAR model?
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Is that what you re going after here?
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TAR?
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And the TAR model is how you think determines how you act and how you act determines your results.
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So if we want to change action, I mean, we ultimately want to change results, but let s say, Bill, you know, you or I go in or you re trying to learn something new, you really have to start with your thinking.
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And how is my thinking going to have to change?
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And that was my second one is,
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Becoming clear about what needs to change.
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Don t just look for actions, though.
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Because if I say, well, you just got to go post more on LinkedIn, well, if my thinking doesn t change about why I m even doing it, or what the media asset is, or what s possible, I m not going to do it.
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I m going to come up with all really good creative excuses as to why I can t do it.
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So check out your thinking when you re looking to change and reinvent yourself.
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I think that s part of the skill.
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Love it.
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I m going to steal another football terminology as we creep up on the 2019 football campaign.
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And that is the idea of focused patience, focused patience.
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And what I m going to say here is the preseason install.
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So when football teams go to training camps, any sports teams, they have a whole bunch of plays.
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When they start the season, they do what s called an install meeting, where they say, we re going to learn six offensive plays today.
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And when they start, they really start with a baseline, especially like you get the high school teams.
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They have 12 plays in August.
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And they work those 12 plays over and over and over again until they nail those 12 plays.
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Then they add six more.
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Now they have 18.
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They work those new six over.
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And they go back to the 12 and work the 12 again.
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Now they have 18 good plays.
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Then they add six more.
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You do that through the season.
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Then over the end of the season, you ve got 48 plays really well.
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And so it s this, get good at these small bits.
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then add one on, but go back and practice, practice, you know, do that stuff.
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So that slow install, that s what you do.
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And you do this skill-wise.
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Because I know when I teach sometimes, I ll put 40 things on the board.
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And what I ve got to make sure I do is we re going to put 40 on the board to expose you to them.
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We re going to grab one, practice, practice.
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Then we re going to take that one and add two.
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See that?
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I love that.
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And that s part of this idea of clarity of path.
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I always feel like we re always on a journey somewhere.
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We re journeying from where we are to where we want to be.
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And along that journey are milestones along that path.
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And what you re talking about is, it s OK to install 48 plays, but make sure you do them properly and appropriately in the cases, right?
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SPEAKER_01
And I think that s the same thing in probably my third point here, and third and final point, because I know you want me to finish up because you ve given me that whole thing, that whole spiral thing, is make sure you know what the path is between
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SPEAKER_01
where you are now in mastering of this new skill.
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SPEAKER_01
And I think if you do that, you ll start to see, oh my gosh, well, that s not that difficult.
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SPEAKER_01
If I just do this, and then this, and then this, and I take a break for a month, and I come back and do this, it s not hard.
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SPEAKER_01
But if we try to accomplish it all at once, or the coach is not right, or the path is not clear, it becomes very difficult.
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SPEAKER_00
It does, extremely.
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SPEAKER_00
My last bit, and I kind of bled into it in my second one, is you have to practice.
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SPEAKER_00
And there s a practicing skill.
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SPEAKER_00
And if you watch any performance, anything, if you watch a musician, if you watch a actor, if you watch a football player, if you watch a really great salesperson, if you watch a public speaker, you will notice that the best ones are the best practicers.
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SPEAKER_00
And so many salespeople are reluctant to practice.
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SPEAKER_00
And for all sorts of reasons, laziness, they think they re too good for it, ego, embarrassment, whatever you want to say, this is dumb, this isn t real.
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SPEAKER_00
Nobody does that in any other performance activity.
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SPEAKER_00
And so get over yourself about this deal.
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SPEAKER_00
It s a waste of practice to keep it safe.
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SPEAKER_00
You record anything on your phone these days and listen back to it.
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SPEAKER_00
Absolutely.
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SPEAKER_00
Absolutely.
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SPEAKER_00
Type it out and get feedback from a coach or anything.
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SPEAKER_01
We should do a whole session on that, a whole episode.
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SPEAKER_01
Is that what we call these things now?
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SPEAKER_00
Episodes, yeah.
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SPEAKER_00
Sessions.
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SPEAKER_00
Sesh.
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SPEAKER_00
Call it a sesh.
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SPEAKER_01
But we should do one on practice.
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SPEAKER_01
I agree.
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SPEAKER_01
Because there s all different things to practice.
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SPEAKER_01
It d be good practice.
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SPEAKER_01
OK.
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SPEAKER_01
So come see us, listener at advancedsellingpodcast.com.
1
SPEAKER_01
Go join our LinkedIn group.
1
SPEAKER_01
It s crazy.
1
SPEAKER_01
It s awesome.
1
SPEAKER_01
It s a big party all the time.
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SPEAKER_01
All the time.
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SPEAKER_01
See you next time.
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SPEAKER_01
Bye.