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In this episode of the Advanced Selling Podcast, I rant about my least favorite eating utensil, Bill and I get into a fairly heated debate about the entertainment value of a really famous musical, and we will tell you how to handle it when you don t think you have enough time.
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Hey, everybody.
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Welcome back to the Advanced Selling Podcast, the longest running sales training podcast in podcast history.
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My name is Bill Kasky.
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My name is Brian Needle.
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And we welcome you, as we do every week.
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We release a new episode on Monday.
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For those of you who are new, go to advancedsellingpodcast.com.
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I know a lot of people start at the beginning, which is a very good place to start, as Julie Andrews might say.
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Eh.
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No?
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No.
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Well, maybe.
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I don t know.
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It s just Julie Andrews.
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Isn t that do-re-mi?
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Start at the very beginning, a very good place to start.
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Okay, well anyway, for those of you who are 80 or older, you remember The Sound of Music.
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Julian Andrews classic.
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And those of you who are not, who started to watch it and turned it off after 11 seconds because it was so frigging boring.
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Oh my God, it s such a boring show.
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No, it s not.
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Are you kidding me?
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The Sound of Music.
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Oh my God, I took my whole family to go see it, like my whole family extended.
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And I love musicals.
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Adventure and firepower and stuff.
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There s Nazis in it, come on.
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Drags, drags and drags.
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Oh my goodness.
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Good music.
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Okay.
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I can see where you have a disagreement there.
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The sound of music.
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All right.
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So if you want to bring Brian or I or both of us in, you can send us an email to listener at advancedsellingpodcast.com in the subject line, put the words, come see us and tell us a little bit about you, your team, your event.
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We do sales meetings, sales retreat.
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retreats or any type of confab, any type of conference like that.
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So we d be happy to chat with you a little bit.
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We re booking for summer right now.
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We ve got a handful going on in April and May.
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So it s a good thing.
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Out and about.
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So I have a question for you.
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And I hope you can get the answer.
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Because last night, I took my kids to dinner at a place called Condado Tacos.
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I know it.
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You know Condado?
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It s a really great place.
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I like it.
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It s kind of a mixed bag.
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The family was like 50-50.
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Three of us liked it.
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I can tell by your face.
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You like it.
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I like the sound of music.
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Is that about right?
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Do they play the sound of music?
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Don t.
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Playlist?
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But Condado Tacos brought back something that I thought was extinct that I thought was only at another restaurant.
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Wait, let me guess.
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And I want to see if you can figure out and I m telling you right now it s not a food item.
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It s not a food item, but I got my meal and it had one of these like on it and I thought I thought these were extinct and they re not.
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Do you know what the item is and or what restaurant they were made famous by?
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I ll give you a hint.
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Was it a basket?
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Close.
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You re kind of honing in the right thing, sort of, yes.
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An umbrella?
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Similar to that.
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And it wasn t a bamboo umbrella, nope.
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It s a utensil.
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It s a utensil.
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A spork?
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A spork.
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Oh, no!
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Exactly.
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So what other restaurant made those famous?
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There s one other restaurant that you always get a spork at.
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It s a very famous restaurant.
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Very famous fast food restaurant.
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Wendy s?
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Not Wendy s.
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You don t get sporks at Wendy s.
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You get spoons at Wendy s.
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Does producer Travy know?
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He knows.
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He knows.
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Oh, Taco Bell?
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No, I wasn t going to say.
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Well, maybe it s Kentucky Fried Chicken.
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KFC always gives you a spork, right?
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Always.
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Yeah, that s right.
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In the box.
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Yeah.
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Exactly.
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They re owned by Yum Brands, I think, down in Louisville, for all those Yum Brand listeners.
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I don t care how many Yum Brand listeners that are selling franchises.
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Anyway, so I got my meal.
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And I got a little old man-ish when I got, you know, I first, it looks like a spoon, and it s dug into the meal.
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And I m like, I m not going to eat this frigging thing.
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So I grabbed my son s.
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So there s one of my son s meal too.
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So I grab his thinking, well, this is a fork and I pull it up and it s a spork.
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I m like, you gotta be kidding me.
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Then I look over my shoulder.
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There s a mural in Condado s tacos that is surrounded by sporks.
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They have these huge four foot pictures of sporks.
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I mean, they own the spork deal.
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I d also be curious to know if any of our listeners sell sporks.
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Because surely to goodness, we ve got a listener who s in that restaurant supply biz.
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What is there you don t like about?
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I like the idea of consolidation.
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The spork?
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No, no.
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Don t why have two pieces that go into the ocean?
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You only have one.
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Because they are both half-assed.
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The fork portion of the spork is half-assed.
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You can t stab anything with the fork part of a spork.
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It depends on the pie, how flat the pie is.
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If you re in the mood for a spoon, it cuts your tongue open.
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Because you re trying to, you know, your spoon is smooth, you know?
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It s just not OK.
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You deposit food in your mouth.
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Neither of the things are OK.
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That s my list.
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Well, chalk it up to sound of music and sporks.
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And all those people who hate the rant, they just tuned us out, sent us another nasty gram.
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Get to the point.
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Anyway.
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Hey gang, listen up.
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I know one of the most important, most challenging, most difficult things for salespeople is trying to find the first appointment to get people interested to even schedule time on your calendar.
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You ll be amazed, I guarantee it.
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All right, topic.
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It s your choice.
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I forgot I m looking at you.
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So the topic today is answering the question or solving for the problem, I don t have enough time.
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And all of us are super busy these days.
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We have lots of stuff going on.
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And I can t tell you how many of my clients
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complain, rant, rant, rant.
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I don t have enough time.
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I don t have time.
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I got to do all this stuff.
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I got to pull this input, put it in salesforce.com.
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Don t have time.
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Don t have time to follow up.
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Don t have time to make appointments.
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I m worried about implementation.
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I don t have enough time.
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Okay.
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We all know the easy answer to this is that that is absolutely never the problem because it s a silly argument because the time is fixed.
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We all rotate around the earth the same amount of minutes and hours.
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Every day, all right?
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We do.
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So we have to instead examine our behavior and our action in that.
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So today s episode is about if you re feeling overwhelmed, if you re feeling pinched, if you re feeling like you don t have enough time to get stuff done, if you re feeling stressed, if you have a to-do list that s too long and it s overwhelming, this episode is for you.
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All right, so we re going to go through a couple of tips or ideas and even maybe some thoughts on how we think about this.
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I already kind of gave my hand away with that, is that I don t think time is ever the issue.
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The other thing I will tell you is that
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you to go into this topic, you have to be able to let go of the way you ve been doing things.
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And I don t mean let go like let go, like let them drop, but to release the grip on the way that you ve been doing things, because that s the problem.
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The big problem at the core is people have a grip on the way that they ve been doing it, and they won t loosen the grip.
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You ve got to loosen the grip in this.
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on this topic for you to have any chance to make it any better than you already do.
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So I ve got a couple of different ideas.
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Bill, do you have a couple of different ideas, or do you want to pontificate on it first?
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I can tell it s a thinking.
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You know me.
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I see Bill has his thinking face on.
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Well, two things.
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Yeah.
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Numero uno is, I think, whenever I hear the, I don t have enough time, I always think of Tim Cook, who s CEO of Apple.
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And I think of Steve Jobs when he was.
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And I think, OK, these are guys running businesses bigger than lots of countries.
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In fact, bigger than almost every country in terms of GDP.
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How do they have the time?
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Whenever I watch Tim Cook, I never see a guy who s flustered and who s got priority management and pages and post-it notes all over.
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He seems very calm, and I know that s pretty much his style.
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But he has people.
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He has systems.
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He has people who do the work.
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And so I think maybe there s something we can learn from that.
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If we re chaotic and we re trying to go from $150,000 a year to $300,000, and that means we ve got to work twice as hard, no, you can t.
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You cannot work twice as hard to double your business.
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So the question is, can you take a page from a CEO s book and say, OK, how do I organize my work so that I don t necessarily have to do it all?
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And this especially comes into account, and I know you ve spent a lot of time with your clients on social media.
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It s like, I would do it, but I don t have the time to shoot videos, LinkedIn videos.
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And we can say all day long, well, it only takes you five minutes, come on, 10 minutes, man, do a podcast, it takes an hour.
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And yet it doesn t break through because we can t, because we re just so busy.
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So I think we have to look at that and say, we ve got to reframe what it means to be busy.
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And let s reframe it through the eyes of a CEO.
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The second thing I would say is our closing percentage is 15% in B2B sales today.
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That means we re spending 85%, wasting 85% of our time with people who aren t going to do anything.
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So one way I would start to think about your time is, am I spending it with people who are going to buy, or am I spending it with people who aren t?
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who I m hoping will buy.
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Yes, yes.
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That s it right there.
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So I think when I teach this, I use a, and I think I ve referenced this book on the podcast before, a book called Necessary Endings by Henry Cloud.
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It s a great life and business book, kind of all coupled in one.
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Henry Cloud s a really great writer, too.
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I just love how he approaches his topics.
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He s a really, really good writer.
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So it s a great business book to go by, Necessary Endings.
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In that book, he talks about this concept of pruning.
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And pruning is just what it says.
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And I m not a gardener, but from what I know about prunings,
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Shocking, shocking.
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Shocking with that statement.
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Yeah, I garden with Venmo.
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That s what I do.
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Ship all the cash to the people that do garden.
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But you clip back, right?
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You trim trees.
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You trim bushes and stuff so that they can grow more.
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And pruning means just what it means at the edges.
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It doesn t mean you chop the rosebush down.
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It means you clip it at the ends.
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And if you watch people work who are gardeners who are really good at this, it s very meticulous.
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They really take their time.
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They examine.
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They do with their little snippers.
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45 degree.
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Snipper s correct in their marketing.
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Yeah, so we have a gardener person, a group that takes care of our lawn.
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It s really, really does a really great job.
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And there were some big like these kind of dead, not bushes, but like plants of real long, this looked kind of crappy right now.
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So they came and did our winter treatment.
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And I said, why are those things, why don t you take all those out?
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Like, it would be really bad for the plant.
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I m like, the plant s a plant, it s not a human, and it looks like crap.
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It doesn t feel, it doesn t have feelings.
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So could you please, like, no, that would be a really bad idea.
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We d recommend that you let, so.
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We ll do it, but here s the problem.
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Yeah.
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So the point is, they know what they re doing, I don t, and so they know what to prune and what not to.
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They know on that plant you don t prune, and what you do prune, they prune.
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Does that make sense?
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So you cut at the edges.
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So the thing, it s like cutting at the edges.
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So,
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I want you to first examine your sales funnel.
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And I want you to think about pruning your sales funnel.
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And I m going to first look at the back end of the sales funnel and start to think about deals that you have open that you re chasing and pursuing and spending time and energy and effort on and recognizing what Bill said.
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How many of those deals are you in hope mode with?
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How many of those deals are you looking at and thinking about and going, I m really more hopeful than I am certain?
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The ones that you re more hopeful, I want you to think about either exiting the process, tapping out, sending them a no thanks, I m out letter, or just putting them off to the side or maybe giving them to someone else to follow up with or whatever.
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And those little bitty hits, just two or three of those deals will create space for you.
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It ll create time space, energy space, mental space, emotional space, all the above.
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You ll start to prune and that will start to get you out of this feeling that you re overwhelmed, you have too much to do.
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What do you say to somebody who says, yeah, but I need every piece of business.
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I can t take the risk that I prune something that will eventually flower and blossom.
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I d say you re listening to the wrong podcast, is what I would say.
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That s mean.
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And to flip on the advance selling podcast, my son.
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Dan Sullivan has a saying that I know you re a big fan of his, as am I.
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Is the juice worth the squeeze?
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Ooh, yeah.
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He likes that.
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But I got one for us, Brian.
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Okay, bring it.
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It s on a t-shirt.
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Is the chase worth the catch?
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Oh, brother.
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Oh, it s getting better by the minute, sister.
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I got another one.
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Trucker hat.
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Trucker hat alert.
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In the chamber.
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Trucker hat alert.
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But is the chase worth the catch?
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Meaning, OK, I m going to spend a lot.
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I m going to spend my life chasing this prospect.
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And we laugh about one of our clients that we shared for a bit had a client, a college, university, and they ve been calling on him for eight years.
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And I understand why, because it s a prestigious college.
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It would be great on the resume.
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But eight years, I mean, at some point, maybe you re just bugging them after a few years.
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So is the chase worth the catch?
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I think that s part of the filter that we have to go through when we start to prune and cut back on things.
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That was fun.
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I love it.
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I would also have you then, I m going to move upstream in the funnel, and then I m going to move out of it.
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So upstream in the funnel, the question I ask myself, and this is harder than the bottom end, is how do I prune up front?
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How do I get better at filtering out of realizing which ones really do fit and which ones don t?
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Because my experience has been, this is hard for me.
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I don t know if it s hard for you, Bill, but I love an opportunity.
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I love being wanted.
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You know, it s like fun to feel like you got some good vibes with a client.
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I m a scoreboard person.
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I like to win deals and close deals.
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So all those things get- Plus you want to work with them.
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Yeah, yeah.
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Sincerely, for sure.
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And so all that stuff can get in the way.
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And so I ve got to really watch myself.
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And if I m able to prune up front, I m much better off down the road, which would be as much as I might want to say yes to an opportunity.
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Like, we get asked all the time, hey, we love you, man.
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Bill, will you come in and facilitate our strategic planning meeting?
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And it s so tempting to go,
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Like, you re perfect for us, you could do it, we ll pay you 10,000 bucks for the day.
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That feels good.
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Like, oh man, you re so smart, we need a facilitator, and you know us, and we know you, and all that stuff.
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That s not what I do.
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I don t do strategic planning.
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I don t think you do either.
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And so then there s the question is, when can we say no to that stuff?
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Because if we do take the engagement on, we know what happens.
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And there s a, go ahead, sorry.
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We say yes, for all the field goods, and the money, and all that.
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Then we re in the work like, oh my God.
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This work is a totally, if I hate this, why did I take this?
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Not my deal.
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But the other side of that, too, is I think we ve got to say yes to things as well that gets us out of our comfort zone a little bit.
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Fair enough.
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That doesn t sound like something that gets us out of the comfort zone.
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It sounds like that gets us in a whole new lane of business, which is not what you re saying.
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But sometimes you have to say yes to things that just cause you to think differently and that grabs you and pulls you out of your comfort patch.
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That s fair enough.
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SPEAKER_01
Well, you used the word warning track.
1
SPEAKER_01
I also like that.
1
SPEAKER_01
So in NASCAR s NASCAR season, my kids are getting more into NASCAR, which is kind of fun.
1
SPEAKER_01
I enjoy that.
1
SPEAKER_01
is that they call it getting in the marbles.
1
SPEAKER_01
Yeah.
1
SPEAKER_01
So there s a groove in the track.
1
SPEAKER_01
They call the groove is where the cars are really sticky, and the tires are.
1
SPEAKER_01
And then you get out of that, and you get like tire dust and stuff.
1
SPEAKER_01
It s in the marbles.
1
SPEAKER_01
And you talk to NASCAR drivers, and you re in the marbles.
1
SPEAKER_01
You re screwed.
1
SPEAKER_01
You re into the wall.
1
SPEAKER_01
So not the wall is what we re saying.
1
SPEAKER_01
OK to like dabble in the marbles maybe a little bit, but not in the wall.
1
SPEAKER_00
OK, so here s one that I had that follow up to that one up front in the funnel.
1
SPEAKER_00
And that is, are you the listener?
1
SPEAKER_00
You the listener, not you, Brian Neal.
1
SPEAKER_00
Thank you.
1
SPEAKER_00
Are you the listener able to distinguish between someone that seems like an ideal or a really, really good prospect and someone who s not?
1
SPEAKER_00
And it s not just the demographics and, you know, do they have a large sales staff?
1
SPEAKER_00
Do they have a large building?
1
SPEAKER_00
Are they profitable?
1
SPEAKER_00
It s more just, does it feel good to work with them?
1
SPEAKER_00
And we ve all been in front of people.
1
SPEAKER_00
I ve got one prospect right now we re just starting to work with.
1
SPEAKER_00
And from the time we first started talking, I just knew he was my kind of guy.
1
SPEAKER_00
Awesome.
1
SPEAKER_00
And I think I was his kind of, and we talked and we laughed.
1
SPEAKER_00
And at some point he said, look, I was going to go outside and look at some other things, but this just feels right.
1
SPEAKER_00
Great.
1
SPEAKER_00
And the point there is not that I was so good.
1
SPEAKER_00
It was just that there was a common theme.
1
SPEAKER_00
There was a common value there.
1
SPEAKER_00
And I m very clear about who my ideal client is.
1
SPEAKER_00
And I don t share that a lot with the prospect.
1
SPEAKER_00
But I, in my own heart, know who I work with best and know who I don t.
1
SPEAKER_00
That s really, really great.
1
SPEAKER_00
And so if you are in that phase where you ve kind of taken everybody, you ve got to stop and say, who do I really want to work with?
1
SPEAKER_00
Believe it or not, they show up then.
1
SPEAKER_01
There s no doubt.
1
SPEAKER_01
That s really great.
1
SPEAKER_01
Last one, and people love this one.
1
SPEAKER_01
They don t think they can do this, is to prune internally your company.
1
SPEAKER_01
What I mean by that is you have two ways to prune.
1
SPEAKER_01
You can look at all the meetings you, air quotes, have to be in and choose to not be in them.
1
SPEAKER_01
And just try that on and see how it feels.
1
SPEAKER_01
And you re like, oh, and I have to be.
1
SPEAKER_01
No, you don t.
1
SPEAKER_01
You don t have to do anything.
1
SPEAKER_01
Really, you don t.
1
SPEAKER_01
I mean, there s a few laws we have to abide by.
1
SPEAKER_01
But other than that, you can do whatever the hell you want.
1
SPEAKER_01
And so look at the meetings and say, no, you can t.
1
SPEAKER_01
So you can decline meetings.
1
SPEAKER_01
You can say, it s just, I don t get anything out of this.
1
SPEAKER_01
And just tell people, I d rather go be selling.
1
SPEAKER_01
So that s one thing.
1
SPEAKER_01
Second thing is you can prune the meeting itself.
1
SPEAKER_01
So if you have an hour-long marketing review meeting that you have to be in air quotes, leave at 12.30 and just people say, hey, I got to jump out at 12.30.
1
SPEAKER_01
You don t have to tell them why or what, and just leave the meeting early.
1
SPEAKER_01
You do that at scale over a week.
1
SPEAKER_01
You won t miss a thing.
1
SPEAKER_01
You won t miss a thing, and you ll have extra time to do.
1
SPEAKER_01
Now, what you can t do is go just screw around for that extra time.
1
SPEAKER_01
You have to go do more productive things.
1
SPEAKER_01
But prune your meetings, too.
1
SPEAKER_00
Yeah, call somebody who was in that meeting and say, hey, give me 7 and 1⁄2 seconds on what that meeting was about.
1
SPEAKER_00
And they ll say, I can t fill 7 and 1⁄2 seconds on what that meeting was about.
1
SPEAKER_00
I m sorry.
1
SPEAKER_01
I would not finish the bull ride.
1
SPEAKER_01
I would not.
1
SPEAKER_01
Yeah, you had 8 seconds to do it.
1
SPEAKER_00
Fucked up a hurricane, 8 seconds, and you re off.
1
SPEAKER_00
And then you get it, and you get it in eight seconds instead of an hour and a half.
1
SPEAKER_00
And the frustration, and yeah, you didn t get a chance to contribute, but who cares?
1
SPEAKER_00
They didn t want to hear from you anyway.
1
SPEAKER_01
Good thing is there s 11 rodeo clowns waiting there to rescue you when you get fucked off.
1
SPEAKER_00
Yeah, that s right.
1
SPEAKER_01
OK, hey, if you haven t done so already, we re on the road.
1
SPEAKER_01
Bill s going out to Denver, I think, here soon.
1
SPEAKER_01
We did Chicago.
1
SPEAKER_01
We re going out to the Carolinas or something.
1
SPEAKER_01
We re talking to some of the Carolinas, at least.
1
SPEAKER_01
Come see us, is the private message there.
1
SPEAKER_01
Send us an email, listenerinadvancesellingpodcast.com.
1
SPEAKER_01
Put come see us in the subject line and we ll talk to you about what it s like to come to your sales meeting, your national sales retreat, kickoff, whatever that is, and we d love to come see you.
1
SPEAKER_01
And that s it.
1
SPEAKER_01
See you next time on the Advanced Selling Podcast.
1
SPEAKER_01
Bye.