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In this episode of the Advanced Selling Podcast, we talk funerals, Leo Serre, Jack Handy, and the get up dance all in one episode.
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And we spend some time reflecting about what great things 2019 has taught us.
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Welcome back to the Advanced Selling Podcast, the longest running sales training podcast.
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We are entering into the final episode of 2019.
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I m Bill Kasky.
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Brian Neal here.
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And welcome back.
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For those of you who have joined us for the last, what, 13, almost 14 years, we have been releasing an episode every week.
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And we really appreciate you.
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We hope 2019 was an awesome year.
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Today, Brian and I are going to share a couple things with you that we ve learned in this year.
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And I think it s a good time of reflection before we head into 2020.
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We ve been waiting for 2020 forever.
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And it s here.
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Do we have to say the, uh, 20, 20, all the, all the visiony things, you know?
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Oh yeah, absolutely.
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I can see so clearly.
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I can see clearly now.
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Who was that?
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Johnny Nash.
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Boom!
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How about that?
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Came out of nowhere.
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Seriously.
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Have you ever heard of the get up dance?
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No.
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Well, the get up dance is a, it s one of those, it s not really a country dance, but it s one of those dances.
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It s like a line dance, electric slide kind of thing.
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And we have a friend who s having a wedding next year, and they want us to do this dance.
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So my wife and I were looking at it this weekend, and I m trying to dance.
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You know, I m just not.
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You do good, though.
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And it s funny.
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I ve been to a concert with you.
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You do good.
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It s funny, though.
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Well, you re 6 6 .
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It s just different when a 6 6 person dances, even if they re great.
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There s some kind of groove that I just don t have.
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It s the get up dance?
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Is it new?
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Yeah, it s fairly new.
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All right.
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Yeah, it s good.
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It s good.
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Anyway, where was I going with that?
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I have no idea where I was going.
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Hey, Brian, I don t know if you ve noticed that you have sales tools that are really good at telling you what to do, but wouldn t it be great, Mr. Neal, if they actually did the work for you?
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I will tell you, I m a lazy human being with this.
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Anybody that wants to do work for me, I m in.
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Well, if you wish you could afford your own executive admin, which you actually have.
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I do.
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To fill your calendar for you, this might be interesting to you.
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The name of the company is Chronologic.
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It s the world s first calendar monetization engine.
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Chronologic takes leads from any channel and converts them to meetings.
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Let me say that again.
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Takes leads from any channel.
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It could be online, could be webinars that you ve run, it could be freebies that you ve created, it could be LinkedIn, any of your social channels.
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and converts them to meetings.
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It literally books out your calendar for you, so you can maximize your time, your meetings, your pipeline, and your compensation.
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You can use their technology for yourself and book a demo at chronologic.ai.
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That s chronologic, K-R-O-N-O-L-O-G-I-C dot A-I.
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We are going to be having one of the founders of this company.
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When I talked to them originally, and we want to make sure we like the tools, this is a good one.
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This is a cool thing, because essentially what happens is you re a salesperson, and you literally come open your calendar Sunday night, and this tool has booked demos for you or sales meetings for your next week.
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And the way they do it s very, these little AI, special tool AI, but it s really cool.
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So really glad to have them on board.
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And you know, I think one thing that we sales professionals are going to have to accept is automation.
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And I think we don t.
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I think there s still this reluctance and resistance to, well, you know what?
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If I m going to call somebody, I ll just put them in my calendar, and I ll bang out calls, and I ll just keep calling them and calling them.
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It s like, wait a minute.
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Is that really the best use of your time?
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Couldn t you be using artificial intelligence and a follow-up mechanism like this?
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Forget about AI.
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Is it a follow-up mechanism that you can use to help you manage your time and your prospects?
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I think it s awesome.
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It s great.
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It fits into something that, Bill, you talk about a lot, which is, am I doing $1,000 an hour work, $100 an hour work, or $10 an hour work?
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And there s a lot of this stuff that, when you really step back from it, can be and feel and look like $10 an hour work.
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And you can have a machine do that for you.
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It s really smart.
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Okay, we need to remember Deep Thoughts by Jack Hamday.
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Oh, yeah.
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Remember that?
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The youngsters are gonna have to look that one up.
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It s an old Saturday Night Live recurring deal.
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I know.
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I remembered where I was going with the get-up dance.
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Do you remember the song, I Think I Can Dance?
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I Think I Can Dance?
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I think I can dance, I think I can dance.
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No.
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It s by Leo Serre.
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Oh, I love Leo Serre.
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Leo Serre had like three or four songs.
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Love Leo Serre.
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But he had one called I Think I Can Dance.
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Yes, I know what you re talking about.
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Yeah, I do.
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Anyway.
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I never realized how legendary Leo Serre is in the UK.
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He s like.
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Is he British though?
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I think so.
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Okay, I didn t know that.
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We ll have to go to fact checker Doug.
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I think he s no longer around.
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Doug Drozen.
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Give us the bio, Doug Drozen, calling on Doug Drozen.
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Give us the bio on Leo Serre.
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Don t look it up now.
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Well, I don t know if he s dead, but it says years active, 1973 to present.
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Does that mean he s still?
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He s still selling records.
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He s dead yet.
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Somebody died the other day, and I was a real fan of their music.
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Obviously, it wasn t this guy.
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But anyway, Leo Serre used to have, I don t want to go into detail, because again, I m hyper-conscious of this.
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There was a thing, the Pacers used to have a guy named Dancing Harry.
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And Dancing Harry would come out of the stands, this was back in the 80s and 90s, during the playoffs, and he would always dance to this song.
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I think I could dance it.
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He would come out and put the hex on the other team.
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It was very funny, until I learned a little bit more about Dancing Harry, then it wasn t so funny.
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But anyway, topic today.
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I don t want to hear where Dancing Harry is these days.
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We thought it would be a good idea to share with you some of our lessons that we ve learned in 2019.
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And we believe it s a good time for a reflection of what s worked and what hasn t for each of us.
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And I think lessons are a good way for us to kind of encapsulize the year and say, what did we learn that we can carry forward to 2020?
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And so I know you ve got a couple written down, and I ve got a couple written down.
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Are there any macro lessons?
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It s so weird.
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Apple does this, right?
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So when it s time for a new phone, your phone starts to jack up.
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So I typed these out and they re gone.
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I can t find it, but I know what they are.
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I do.
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Can I start with one?
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Start with one.
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Now I m going, so my phone is off now.
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I can t read what it says anymore.
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It s coming from your heart, then.
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It is coming from my heart.
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But I know what three I wrote down.
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The first one is everyone wants a magic bullet.
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And I really feel strongly this year, after all these years, that I know what the magic bullet is in selling.
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And the magic bullet is changing your energy, changing your energy.
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all the energies that you show up with through your sales calls, to your sales behaviors, to work, to your internal team.
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When I just, I ve had a couple of clients this year, when I ve watched, I ve got one that just started in August, and I don t know where their energy was real well before, but I know that their energy has switched, and they ve just owned all the things we would teach a client, all the things about embracing abundance and good intentions and healthy detachment.
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feeling comfortable in the process, and being just real open and safe, and asking.
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They just have done everything.
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And they re just killing it, results-wise.
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And it seems effortless, because they work really hard.
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But it s taken all this pressure off.
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All the pressure is gone.
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And I think that s the magic bullet.
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It s the energy with which you show up to these interactions, you see at these meetings, that s it.
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That s the magic bullet.
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Don t you think that, I love that, and I agree with you, don t you think that the energy plays out so importantly in the first part?
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Like, I know I need to make these 25 calls this week.
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You know what, I ll put it off until Friday, and then eventually it s June and I still haven t made the calls.
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And I know, I m not accusing, I do it, we do it.
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When we re not in a good energetic state, we put off stuff because it doesn t feel right.
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But when you get right energetically, those aren t hard calls to make.
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No, not at all.
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In fact, you ll want to make them.
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That s the effortless part.
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It s the effortless.
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It s just so smooth.
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It s just easy.
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Like, yeah, I just made these calls and had these conversations.
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Some said yes, some said no, some said maybe, and they just worked, and my intentions were good.
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Yes.
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And it s effortless for the prospect, too, because they don t feel like a need to put up.
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No.
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It just never feels, when I even listen to some of these calls back, it just doesn t sound like any sort of sales call that we would have sniffed out 10, 20, 50 years ago, whatever.
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That s good.
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All right, I ve got one that s similar to that.
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And I ve found that people really do want the deep part, which I think energy is part of that deep part.
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I just don t think they know how to ask for it.
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So when someone shows up in our world, they say, give me some language, give me some moves, give me some tactics.
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they re really asking for is give me the solution to my problem.
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What we re telling them is that s not the solution to your problem.
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And so when we go in deep, and by deep I mean looking at, well, how are you thinking about things?
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How are you thinking about your purpose here on the planet?
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How are you thinking about the value you bring to your customers?
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If you re not thinking correctly about that stuff, then when it goes to get translated to the market, it s just going to come out soulless and cold and kind of empty.
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Yes.
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So the lesson I ve learned here is that people actually want the deep stuff.
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They just don t know how to ask for it sometimes.
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I would agree.
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I would agree.
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What do you tell them?
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Because I get asked that question.
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People, not as much as I think I would, but I get asked if I m teaching thinking column stuff, and I m going through the idea of abundance and attachment.
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Someone goes, so I really struggle with detachment.
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How do I fix that?
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They ll ask me that in class.
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What do you say to that?
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Yeah.
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Someone says, I m really struggling.
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Stealing the old Nike.
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Just do it.
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Just do it.
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Unhelpful.
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Let it go.
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Relatively unhelpful.
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Yeah.
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It s like when I took golf lessons, my backswing is very fast.
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Yeah.
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And he says, slow your backswing down.
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Slow your backswing.
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Every time I took a swing, he goes, slow your backswing down.
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I m like, this is not helping.
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You yelling at me to slow my backswing down probably makes me want to go quicker.
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So come up with something else, man, for $100 here.
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I m envisioning the ball as your face.
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That s right.
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So it s speeding it up.
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So here s one thing that I think we can ask people, and I m sure you have.
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When someone says,
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How do I detach?
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I say, why are you in this business?
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Why do you even do this?
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Whether it s commercial, real estate, dental, manufacturing, why do you even do that?
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Because until you get in touch with why this work that you do is important to you and to the world and to your market, until you get in touch with that, it becomes hard to detach because
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everything feels transactional if you re in attachment mode.
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So it s like, well, how do I detach?
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Well, I need to get that sale.
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How am I going to detach?
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Well, forget it.
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You ve already lost that game.
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So why do you do what you do is a real good way for you to get clear about, what s the whole purpose?
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What s my general purpose here in this business?
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you know, work that I m in.
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And from there, then, you can become detached, because now it s about helping other people get what they want.
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You re clear on your purpose.
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Your purpose is to help people solve a problem in a certain area.
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So now, the focus is all on that, not on what I m going to get.
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So it becomes easier to detach.
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I like.
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Good answer.
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Here s a reflection that I have from the past year.
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is we re getting lots of messages from the world that is like, go, go, act, go, 100 calls a day, that, that, that, that, that, that.
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And I agree.
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Like I wrote down here that I believe that action breeds action.
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I do that.
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What I think is more important is a consistent amount of small actions over a long period of time is the key to long-term, high-performance success in selling.
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Long-term inaction will slowly choke you out, drive you down.
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And I ve just seen this happen at a couple of clients when I ve noticed this, where the small amounts of inaction in December and January don t show up in their sales results until June and July.
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And then, so what they re doing is this massive action, massive inaction, massive action, massive inaction.
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And I ve come to the realization over this year that if we just do little bits, it s in your book, Concerted Market.
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It s just small bits.
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of action over a long period of time are the trick.
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Do we need to redefine action?
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Because it used to be action was outreach.
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It was picking up the phone, making a call, going to networking session, getting a referral.
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And so it was all very outboundy.
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Is there a reason to?
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Redefine what action is today given the social platforms and LinkedIn?
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I mean, it seems like there s a there s another level of action beyond just outreach Yeah, I mean, I think it s all tied together.
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I mean to me.
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It s all that s all part of of action Yeah, it s in it to me.
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It s the it what s worse to me is the inaction So this is part of my own you were self-reflecting you reflect on yourself and I look at someone self-reflecting me to reflect on yourself and
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Why don t you tell me that before we start?
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Let me help with a couple definitions.
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Let me help dumb this down for you.
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Do I need to bring up blintzes again?
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Callback.
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Did you look them up?
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You need to go have one, though.
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Go have one.
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Don t just look it up.
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Go have a blintz.
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So you look at social media stuff.
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So you look at Instagram.
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You re like, oh, my gosh.
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We ve got hundreds of thousands of people listening to our podcast, and I ve got like 14 Instagram followers.
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Well, why is that?
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Well, because I ve done 48 Instagram posts in the history of Instagram.
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You look at someone who s got 4 million Instagram followers, they ve, you know, decided for a minute, their whole life is there.
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And what s interesting, and so there s a balance in all that, but there s no doubt that there s small amounts of behavior over a long period of time pay off.
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They always do.
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They do in physical fitness, and weight loss, and spirituality.
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In my rule study with football and things, just little bits over a long period of time are the trick.
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Little bits.
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That s really good.
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Little bits.
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And I think, and Gary Vaynerchuk talks about this a little bit, is try the four to seven things that you think might work, whether it s Instagram, whether it s LinkedIn Navigator.
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I got a call from a guy today.
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He said, you know what?
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My manager wants me to use LinkedIn Navigator.
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He s complaining because I wasn t using it and we looked and there s 15 people in the company They ve bought it for all of them.
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Not one person s using it.
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Yeah, right and I said, well, how much training have you had on it?
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Oh 30 minutes Well, of course, you re not going to use it because you don t see the value in it and forget about whether it has value or not My I m open, but I m not sold but whatever The question is is have you get been given enough training that you can honestly say I looked at it I tried it not for me or I looked at it and tried it this the best thing ever correct and so part of that
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But going to these consistent actions and then doubling down on those things that work and aborting and just leaving those things that don t to the side is critical too.
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Because you can t do LinkedIn Navigator, publish five pieces of content, have a YouTube channel, have a pod.
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You can t do it all.
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So you ve got to double down on something.
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Right.
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And I know a couple of guys who ve done a small amount over a really long time.
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podcast here.
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Bill, yep, it s me and Bill.
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Are you talking about present company?
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I don t like that saying.
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Present company excluded.
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I also don t like people say, when they say, speaking of said glass, you know what I mean?
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I hate when people say, yeah, so the glass was really broken.
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And speaking of said glass,
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Is it said?
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I do not like that statement at all.
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You call him.
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You call him out on it.
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Say, whoa, whoa, whoa, whoa, whoa, whoa, whoa.
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What d you say?
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Well, said.
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What s that got to do with class?
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Is class speaking?
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Reflecting on said employee.
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Jesus.
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Oh, I can t say that.
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Sorry.
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I don t like it when people say that.
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Use the worst name in vain on the podcast.
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I did hear something funny.
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I was going to say it, but I ll do a real quick story.
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I went to a funeral the other day of a guy, which is not a happy occasion.
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But what amused me was the obit.
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was obviously written by his wife, because that was all, and he was in his 60s and his wife s fine, but obviously his wife wrote it.
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And there was a lot of reference to his beautiful wife, their wonderful marriage, their model children.
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Well, if it was the children that wrote it, you wouldn t write it.
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But I thought, isn t that a little bit full of yourself?
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Yeah, you just want to reread it and feel good about yourself.
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And they re podcast listeners, so I m sure they ll be calling me.
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Sorry about your loss.
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OK.
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Next subject.
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Sorry about your loss.
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But anyway, my excuses are nothing but a story that I tell myself.
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that allows me to really use those excuses to get out of behavior.
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So I have an excuse like, well, you know, I don t have the time to do that, Brian.
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And that s really BS, because
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If it worked and it generated a large amount of money or a large amount of fulfillment or whatever, I would find a way to do it.
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And I think we have to ask ourselves, what excuses are we telling ourselves?
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And what s the story behind that that we re telling ourselves?
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Because until we change the story behind it, we really don t change the excuse.
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And all those things I have found, and I just believe this, they don t matter.
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Doesn t matter.
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I mean, they re there.
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The story doesn t matter?
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Well, whatever the thing is.
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Like you said, like, well, I don t have time.
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Or you say things like, well, I m not good.
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on audio, people say, why don t we do a podcast?
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I m not good on audio.
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What do you mean you re not good on audio?
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How many audios have you recorded?
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And what feedback have you gotten from people that say you re not good at it?
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You know what I mean?
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And then you re not good at it.
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So someone says you re not good at it, and someone else does.
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I mean, it just is crazy.
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We re so full of this.
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So you re saying that the story that we tell ourselves probably has some holes in it.
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There s no doubt, yes.
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And the story is safe, because it keeps us from doing the thing we re afraid of.
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Right.
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So we don t really want to challenge the story, because then we re all into video or whatever.
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No, I just did that.
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I was having a glass of wine with a couple of friends of ours.
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Were you rubbing the top?
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I was not swirling my glass.
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No, I was not.
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And I said, I m not good at products.
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Products aren t my deal.
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And this person who you know said, I m going to respectfully disagree with you.
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You re wrong.
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And I m like, what do you mean?
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She s like, you re great at products.
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You just choose not to do them.
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And I was like, OK-dokey.
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And she s right.
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Tell me more.
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She s right.
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Yeah.
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She s like, you re great with audio.
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You get a podcast.
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You re really good on video.
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She goes, you know how many people sell products that suck on video?
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And you re good on video.
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It s a choice you re making.
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It s really good.
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She s right.
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She s right.
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But I have that tape that I m like, oh, I m no good at products.
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So we need people in our lives to say that because most people would say, Oh, well, you know, I get it.
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No, I get it.
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I get you.
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I feel you, man.
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And no, that s good.
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Instead of saying that s BS, I m going to call BS on that.
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She did.
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I was really, really thankful.
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And then what happens when she did that?
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Now my wheels are going, oh my gosh.
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She s right.
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I m wrong.
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She s right.
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It s good.
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Last one for me.
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Personal accountability is key.
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It s not what you think.
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People think personal accountability means how many calls you make, Bill, da, da, da, da.
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And that s fine.
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We do all that.
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That s great.
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This, to me, is about recognizing that you have way more in your control than you think you do.
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And I was on a call with a client the other day.
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or doing a little check-in, they ve lost a ton of business.
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This is a retention group.
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A ton of business.
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As I m doing the check-in, about 50% of the people said, well, I m actually pretty good.
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Now, I lost half my business, but most of it was out of my control.
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just cut back on spending, chose to go a different direction.
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Nothing we did or I did.
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And I m not blaming these people.
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No, because they really believe that.
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They really do.
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And you cannot be a high performer, I don t believe, with that kind of attitude.
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You cannot.
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Because you will always find why it didn t work outside of yourself.
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There is always something you could have done without question.
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Because I always say, when people get let go from jobs, like, well, they had cutbacks.
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There was nothing I could do.
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Well, did they fire everybody?
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They didn t fire everybody.
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They kept some people for a reason.
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Now, why didn t they keep you over them?
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And so that s the thing.
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I think the trouble with that, though, is that when things are going well, that s the time to do the things that will prevent you from losing the business a year from now.
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Because once somebody says, hey, we re going to cut back, it might be too late then.
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It may not be.
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So it s the dichotomy of the things to do are when they love you and they re buying a lot from you, that s the time to go in and swirl the pot and say, what are the other problems that you re having?
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Versus a year from now when they ve just told you you re out.
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I m feeling very reflective.
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That s good.
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So we want to hear from you.
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Put this in the LinkedIn if you re a member of our LinkedIn group.
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Make sure you put in here, what did you learn in 2019?
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Any reflections you had?
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Did this prompt you to think of some things that maybe were deep, dark, secretive lessons for you?
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Or?
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in the bright sunshine lessons for you.
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Either way is fine.
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We d love to hear from you.
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It d be nice.
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If you re not a member of our LinkedIn group, make sure you go to advancedsellingpodcast.com slash LinkedIn.
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Join up.
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We have almost 12,000 people in that group.
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Have some good conversations.
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So make sure you join us there.
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For sure.
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See you next time.
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Merry Christmas, happy holidays, and happy new year.
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See you, bye.