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Welcome everybody to the Advanced Selling Podcast, the longest running sales training podcast in podcast history.
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I m Brian Neal.
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I m Bill Kasky.
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We re recording on a Friday.
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Usually we don t record on Friday, and I m noticing, number one, we both have blue t-shirts on, unplanned.
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Number two, I m always just in a good mood on a Friday afternoon.
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I am too.
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How about you?
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I was in a good mood when I first started trying to get on, log on, squat cast, and 27 minutes later, my mood is not as good.
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It took me so long to get onto this thing.
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If you people listening could have seen Bill and I, we ve only been podcasting for 15 years, trying to get our equipment set up to do a podcast, you would have just let these clowns, these guys are clowns.
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Hey, mark your calendars, all you listeners out there, mark your calendars for Friday, Friday, June the 26th, Friday, June 26th,
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4 to 5 p.m.
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Eastern time in the U.S.
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Friday, June 26th, 4 to 5 p.m.
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Eastern time.
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Bill and I are gonna be doing one of our free gives, free, kind of free and give, kind of go hand in hand.
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Free gives.
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Free give.
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We re gonna do another one of our webinar series and we are gonna be talking about kind of what s next and specifically we re gonna be talking about how to turn your LinkedIn connections into sales meetings.
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Question we get asked all the time.
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One of our favorite subjects is how do I turn my,
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LinkedIn connections into sales meetings.
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We will also take audience questions that will be via Zoom.
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So you go to our website and advancedsellingpodcast.com and you ll see a little banner to register for the June 26th, 4 to 5 p.m.
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Eastern Time, free of charge, Zoom sales meet up with me and Bill.
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So complimentary four to five on the 26.
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And Brian and I discussed, you know, we ve had these, we ve done, I think, three webinars and live streams in the past.
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And it s usually been kind of a free for all typical Q&A questions.
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And we wanted to hone in and isolate a little bit on the LinkedIn strategy and
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And how do I generate leads there?
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So hopefully, that is a strata situation that you come across.
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And you I know, every one of our listeners is on LinkedIn.
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And a lot of you have lots of people follow you are connected to.
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So the question is, what do you do with all those people?
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So that s a topic.
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So be good.
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See you there.
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A fun little deal.
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Finally, I ve got had two graduations.
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One hasn t occurred yet.
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My daughter s hasn t occurred, but my son s eighth grade graduation happened Wednesday night, little mass at church.
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Very funny.
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So we all, all the parents, we ve known each other for years and years.
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So we all, there s about 50 kids in the class.
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So a hundred parents, all of us are friends, stood outside, hugged, shook hands, shook hands, all that jazz, talked all within about six inches of each other.
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And then per state law, put our masks on, went into the church and all set 12 feet apart from each other, which made a ton of sense.
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And then we all got done with the mass, all went outside, everybody took their masks off, hugged again, everybody went to dinner, you know, shared a glass of beer, whatever.
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Any infections?
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Not so far, we ll wait and see.
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But I will give a shout out to my son, William Neal Billy, whom I adore, and I adore him for lots of reasons.
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One of which is what he asked for, for his eighth grade graduation was to get a mullet.
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Wow.
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And he s got real big bushy hair.
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And I m like, Oh my gosh, I love this kid.
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And, uh, you know, his mom luckily agreed to it.
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He didn t get like a full blown Joe dirt mullet, but he got a mullet and it looks just fantastic.
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And he owns it and it s fantastic.
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Well, did he have a fair amount of hair from not getting it cut over the months?
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He did, absolutely.
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I mean, massive.
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He s got big, thick hair anyway.
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Perfect time to do it.
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It was perfect and just really nice and tight, short on the sides and just left everything like party on top and crazy in the back.
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A true mullet.
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A modern mullet.
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Yeah, still looks good.
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So kudos to Billy Neal for getting a mullet.
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Second mullet in the Neal family.
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first one, of course, represented by yours, truly 1986, 1986.
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Feathered bangs, feathered bangs.
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The worst.
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All right.
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Maybe we can get you to come up with some pictures for the webinar on the 26th.
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My mullet wasn t that fun.
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It wasn t that, you know what I mean?
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It wasn t like a really bad, it looked kind of fairly normal, but it was definitely a mullet.
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Like we all had mullets.
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We just did.
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We did.
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Okay, topic today.
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You know, Brian and I have our own training and coaching and advisory businesses and we lend advice, we give advice, we give counsel to our clients who pay us money to do that.
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And if you re in the Insider Group, you are privy to some of that counsel and you re the beneficiary at some point to that.
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And I thought it would be an interesting topic to talk about counsel from a coaching perspective and what are some of the frustrations that you and I
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experience as we give advice, as we coach people, as we train groups.
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And I ve got three or four written down, I think you do too.
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And so I thought that topic might be kind of interesting, because not in a, in the sense of, you know, our clients are dumb, it s not that at all, it s just really some natural resistance to some of the things that we teach.
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And we thought it would be helpful, because maybe some things that you re struggling with, would show up on our on these lists.
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There s no doubt.
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And as we prep for this, Bill, this was a really timely thing because I have a very long, very high engagement client I ve been with for a long time.
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Very like, almost like I feel like I work there.
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And I just had one of those sessions this morning where I just felt like the whole group was just like arms crossed, just not open to anything and everything s good and everything s fine.
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And so I noticed myself get a little crappy with that, to be polite, keep a
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G rating on the advanced selling podcast.
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It just, it just didn t sit well with me.
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It just doesn t feel good.
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And I, you know, we have to explore, is it us or is it them?
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I always try to look in the mirror, but at the same time, you know, there s an element of this that both parties need to own.
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Yeah, I think is a and we might have some coaches and trainers or maybe even sales managers who part of their role is to coach their team.
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There s always that fine line between asking a question of what how what can I do to help you and the line of
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that s BS.
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You don t have anything to work on.
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That s BS.
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You re not setting your goals high enough.
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You re not really looking deep enough.
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And so you don t always want to be the guy or lady that shows up harassing people.
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I don t mean, you know, I mean, in this, uh, but nor do you want to always say to the, to the coachee, okay, well, if you don t have anything, we ll just move on because everybody s got something.
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So you re always trying to find a walk of that line.
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So what s your, what s the number one,
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The first thing I wrote down here, and I say this to groups often, is I like to teach and coach using the Mr. Miyagi principle.
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And if you ve seen the movie The Karate Kid, and I m talking about the original Karate Kid for the youngsters listening, the original Karate Kid with Ralph Macchio, Mr. Miyagi has a phrase in there that I love.
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And he says, there s no such thing as a bad student, only a bad teacher.
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Here s the best part, though.
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He says, teachers say, student do.
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OK.
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Teachers say, student no do.
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It s no good.
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So I try to teach with that philosophy, that if something s not clicking, I always try to look in the mirror and say, what am I doing as a coach, as a teacher, that s not clicking?
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At the same time, though, the student owns the other side, that they have to be open, number one.
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And number two, they have to take in the knowledge that they re getting and apply it before they make a judgment about it.
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That s my first thing.
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The Mr. Miyagi principle.
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The full bonus side of that.
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It s both.
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It s both.
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Yes.
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Yes.
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One of the things that bothers me a little bit, and again, like you said, Brian, this all gets back to us, too.
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Because if something bothers me, it s half me and maybe half student, half salesperson.
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And that s the idea of when you make a recommendation,
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there is either a, yeah, that s a good idea, or a, no, that s not going to work.
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But there s little discussion about it.
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And so what I want, I want people to say, if I give advice that is either out of their comfort zone or
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just wrong, I want to hear, oh boy, no, Bill, I don t understand what you re talking about there.
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If I said that, hell, and sometimes we don t get that.
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And that may be because I don t leave the open conversation to do it, the openness to do it.
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But a lot of times, I think we take advice when we re being coached and we say, OK, that sounds good.
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I ll see how I feel at the time I m going to deliver it.
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I ll see if that moves me.
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Rather than if somebody, if I give advice and the student says, okay, now, great.
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Now, what did you say again?
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Now, how does that work?
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Now, how do I set that up?
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And we get into a discussion about deliverable.
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I know that person s going to deliver that.
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Yes.
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I don t want to oversimplify it.
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All you got to do is try.
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That s all we ask as coaches, I think, sometimes, is just to try.
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And sometimes, there s such a reluctance to even go there and try.
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Everything s just dismissed right out of the gate.
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And I m not saying at all that I am the end-all, be-all guru of anything.
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Not at all.
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Far, far from it.
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And at the same time, everything I ve learned, I ve learned from other people.
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And I m teaching it because I ve tried it, and things have
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worked really well.
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I learned so much from you, Bill, you know, that I use myself now and teach others because this stuff works.
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And it hasn t been everything.
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I haven t, you know, it s not about that.
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It s just about being open to trying these new ideas and things.
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So.
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And, you know, sales leaders who are listening, if you have a sales team,
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Sometimes your role, and this is the way I think you and I ve talked about this, our role sometimes is not to be an expert and a know-it-all and have all of the answers.
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Our role is to convene the group, open up the room,
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turn on the zoom microphone, and talk about the most difficult topics.
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It s not to say, okay, I m going to ask you what your problem is, so that I can then slam my advice down your throat.
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And I m going to look like a hero and you re going to be it s not as sometimes it s just open up the damn room.
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Yeah, open up the room and have a good conversation about the real the real shit that matters.
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Yeah, not the how do I hack the system?
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And how do I, you know, how do I tell my boss about the forecast?
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If it s not talking about real issues, if you talk about real issues, and you do that on a regular basis, growth will happen.
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I promise you.
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Yeah, everyone that you just listen to Bill, you have to write that down.
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Open up the room.
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That is the coach s job.
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And all of you managers that are listening, you have to hear that.
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If you re a salesperson listening to this, forward this episode to your manager and say, boss, you got to listen to this.
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My guru that Bill and I both got to see live, Wayne Dyer, when he talked about going to give a talk, and he gave talks in front of tens of thousands of people at once, millions and millions over the years, had a phrase.
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He was asked about preparation, how he gets ready his notes and everything, and his biggest
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Level of preparation was just being calm essentially praying my word and meditating and he would say it s in the room It s in the room and you just let it be and it will it just shows up.
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It s great.
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You mentioned going into Microsoft Are you and you say well they say well, what s the agenda for today Brian?
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Hey, it s in the room my friend.
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We ll see
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It ll show it.
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I mean, an agenda.
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Fax me, email me, digitize me.
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Sales call call on Jeff Bezos.
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Like, what are we talking about today?
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I don t know.
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What do you want to learn?
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Yes.
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I always, I always imagine my high school coaching in summer basketball.
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We, and when I was in high school, we couldn t, we couldn t have a coach there.
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I don t know if it s still that way, but you could, you could open the gym and we would all go in and play, but the coach couldn t coach.
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He would sit on the sidelines and watch.
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And so I always felt like, yeah, that s all, that s all we do.
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We open up the door to the gym, roll out the basketballs and say, here it is.
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Have fun.
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Okay.
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Was that yours or mine?
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A little bit of both.
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I think, uh, I ve got, I got, I got my second one here.
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And, um,
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That is, when you show up to coaching, the coaching mentality is about being open to finding new ways to do something.
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I have found that some people show up to coaching or to class to try to impress the teacher, or to try to impress their boss, or show how good they are.
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And the practice room is a place to screw up and try new things.
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And it s not a place to shine.
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You shine during the game.
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That s when you should shine.
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You don t shine in practice.
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And when Bill and I are teaching, it s a practice room.
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So we re not looking for applause and someone to nail it perfect.
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I had the best experience today with a client.
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We did some what I call scrimmaging.
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We did some practice stuff.
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And these guys, and we talked about this out loud, and they implemented it today.
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Two out of three guys today who were doing a straight up practice session rehearsal role play.
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Both of them, during their practice session, lost their train of thought and called timeout.
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That s what we do.
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They go timeout, and it s just quiet.
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And they just had to regather their thoughts and figure out where they re going.
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And they started again.
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And we praised them for that.
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Like, thank you for just stopping.
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And so many people are afraid to do that.
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They re like, I want to do it perfectly the first time, and that s it.
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It should be the opposite.
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I want to look like an idiot, like a fool in the training coaching room, instead of live.
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No one wants to do that.
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That s what that s my second.
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Yeah, my last one here is just bring vulnerability to the to the room.
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And I know some of this is kind of we ve maybe skimmed the surfaces of vulnerability.
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But if, if Brian s coaching me, and I ve got a session, and I m struggling with something,
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Tell him what you re, tell Brian what you re struggling with.
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Tell me deep down, you know what, I ve looked at this and I don t, I am just at a loss.
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I have no idea what to do.
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The power of that is when you surrender, when you verbally surrender that you don t know how to execute or you ve run out of ideas, the act of that will bring the ideas back to you.
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And it will allow the room then to share with you and also a vulnerable thing like, yeah, you know, Brian, I had that same exact thing.
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I know exactly how you felt because I went through it for the last three months when I was shut in.
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And I know exactly.
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And here s what I did.
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Oh, I can use that now.
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But when you come, as you said, kind of with the persona and with the armor on, no good ideas come through.
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And there s power in surrender.
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And I know that word is like, God, it s a hot word.
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We don t want to think about surrender.
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There s a lot of power in that.
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Massive.
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I had a guy yesterday, I was doing kind of the end of a phase one of training, I was getting some feedback from a group of about 20 people or so.
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And it s a group of software engineers by trade, and they are client facing.
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So we re doing some like client experience work with them.
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And I was getting some feedback on things that resonated with them and things that didn t.
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And he said, I don t really enjoy processing some of these situations out loud in front of the group.
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He said, I guess I m just not ready to be vulnerable enough.
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And in that statement, he was vulnerable.
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He was vulnerable.
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And I told him, I said, man, thank you.
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Thank you for saying that.
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That was vulnerable.
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Vulnerability at its highest form.
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Saying that I m not comfortable speaking in front of this group because I don t want to be vulnerable.
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You re in.
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It s over.
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You got it, dude.
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Yeah.
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So that was a little bit of a click for him.
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He s like, oh, good point.
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And great for me.
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And I think the learning I learned as a coach is that any time I see vulnerability, I try hard to praise it.
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I try really hard to praise it out loud.
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Thank you for sharing that.
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Thank you for coming clean.
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Thank you for telling what s really on your mind so that people feel safety there.
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Last one for me is three Cs.
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And Bill, I know you love alliteration.
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I love Cs, too.
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C, C, C, C, C, C, C, C, C, C, C. Yeah, Caskey, right?
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C, C, C. Oh, that s not why.
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We re in the mode right now, uh, and now more than ever of constant course correction, constant course correction.
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So you have to be examining your skill, your effort, your strategy, everything literally week to week these days, because everything is changing so much.
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So if you re now in a mode of, nope, good, everything s good coach, all fine.
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Now I m like really, really scared.
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Like, are you in a different planet right now?
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Because we should all, as sales professionals, be in a mode of constant course correction as we speak.
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Yeah.
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And the ground is going to get shaky.
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I was just listening to a global economist, a guy named Peter Zeihan.
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You might know him because Dan Sullivan recommended that you watch him.
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Oh, no, I don t know him.
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Peter Zeihan.
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Zeihan or Zeihan.
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Anyway, he was talking about
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how the markets are gonna shudder and and just Destabilize over the next three to five years not the next new two and a half months the next three to five years It s gonna affect housing.
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It s gonna affect commercial real estate gonna affect the dollar.
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It s gonna affect all this stuff And so you re exactly right.
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You ve got to find the stable center and
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that is you, because when all around you, when everybody else is losing their minds, you ve got to stay stable.
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And sometimes people are losing their minds for the right reason, because markets are unsettled.
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It s going to be that way for a while.
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Get used to it.
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Embrace it.
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I think there s opportunity in that.
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And we ve talked about that before, too.
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So if you want to come to our webinar, come to our webinar.
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Live stream, June 26th, four o clock Eastern.
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Go to advancedsellingpodcast.com, band at the top.
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SPEAKER_00
You can sign up and we d love to see you there.
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SPEAKER_00
It s all on LinkedIn leads.
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SPEAKER_00
How do I take my LinkedIn connections and turn them into massive amounts of business?
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It ll be worth it.
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SPEAKER_00
Great topic.
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SPEAKER_00
All right.
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SPEAKER_00
Bye.
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SPEAKER_00
Bye.