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In this episode of the Advanced Selling Podcast, I share an old sales meeting strategy that I m sure you can all relate to.
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We catch ourselves pluralizing words that aren t even plural, and we weigh in on a popular sales topic, sales enablement.
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Welcome back to the Advanced Selling Podcast, the longest running sales training podcast in podcast history.
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I m Bill Kasky.
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I m Brian Neal over here.
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We welcome you.
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We release a brand new episode every Monday morning.
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And so if you are not a subscriber to the Advanced Selling Podcast, make sure you go to iTunes.
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You can also go to advancedsellingpodcast.com.
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We ve got all sorts of freebies there, really good stuff.
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And make sure you plug in your name and email address, and you ll get all sorts of good stuff from us.
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We really appreciate you joining us.
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We have grown this thing over the past 10 years, thanks to you and you alone.
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We re a very listener-friendly podcast, I would say.
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Interactive.
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We like our listeners, and you tend to send us a lot of things.
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And we ve been out seeing listeners, too.
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So if you d like this to come out and see you, Bill and I are booking gigs for 2018.
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You can send us an email to listener at advancedsellingpodcast.com.
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Put in come see us, and we can tell you what that s all about to bring both of us in, one of us to talk to your sales meeting, regional sales meeting, keynote your big sales event.
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And if it s February and you have a big sales event in, say, I don t know, Hawaii, Cabo, Southern Florida, we d love to do that too.
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Those three are perfect.
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Because we live in the Midwest, and it s really cold this year.
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You know, we re going to be doing something for one of our clients here locally, and we did something here a few years ago.
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We rented out a jazz kitchen restaurant, and we did a couple of live episodes, and we re going to do that again.
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It s a private party for this one client, but we ll try to figure out a way to get some video on there so you can see what we do.
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But it s a good example of how you can use Brian and I in the work that you do.
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OK, topic, you ready?
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Ready.
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You have some kind of story to lead us on?
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No, my life s been kind of boring lately.
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It really has just been kind of chill.
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Well, football s over and getting a little back to normal, going to see the kids  games and stuff like that.
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So it s fun.
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It s interesting.
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It s fun watching Little League sports coaches.
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We have kind of a problem.
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That should be its own podcast, by the way.
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But the way that Little League sports coaches, and God bless them, they re volunteers.
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And I did that for a while.
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But some of them, I think they cause more problems than help, I think.
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You know Mike Matheny, who was the manager of the St.
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Louis Cardinals?
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Oh, yeah.
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Who I think won a world championship, didn t he?
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Won the World Series back in the day?
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He might have, yeah.
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Think?
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Doug Drozen, in fact, check me on that, would you?
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But he wrote a thing called The Matheny Manifesto about coaching little kids.
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It s really, really, really good.
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He talks about silent support from the sidelines.
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Because when you re yelling at kids, which is so crazy, when you go to a Little League game, and they re like,
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Block out!
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Block out!
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Get him!
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Push him to the left!
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The parents are yelling that stuff, and the coach is yelling, and the kid s like, what?
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He doesn t know what he s doing out there.
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The parents need drugs.
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We do.
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They need some kind of downers.
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Sediment?
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Or sediment.
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Not sediment.
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Sedative.
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Sedative, yeah.
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We need to seduce them.
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I mean, sedate them.
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No.
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OK.
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Hey, you know, Brian, one of our brand new partners, CenturyLink, I ve got a quick message from them.
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They know how good our listeners are at sales.
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They do?
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They know it.
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They know that they re rock stars, they re studs, they re studettes.
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And they have an opportunity.
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If you re looking to start the new year with a company that is digitally transforming the world, check out CenturyLink and Level3.
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They have joined forces.
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The new CenturyLink is hiring sales experts nationwide.
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I like the idea of sales experts.
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I love that.
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If you re a top sales performer and you want more out of 2018 than years past, CenturyLink is the key to ascending your career to record levels.
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Take the first step.
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Visit centurylink.com slash advanced selling and join the talent community.
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A member of the team will be in touch with you very soon after you do that to discuss your future.
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That s centurylink.com forward slash advanced selling.
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Good time to be a sales professional these days, isn t it?
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It is.
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A lot of people struggling to find people.
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Man, if you re good.
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I m sure every one of your clients, every one of my clients is looking for people.
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All of them.
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All of them are.
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And they re just hard to find.
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And one, everyone s employed.
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And I think the listener, if you re listening to this, the thing to know is don t take where you are for granted.
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And I don t mean like for granted, like take advantage of it.
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don t just think it s the only option.
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Some of my clients have blinders on.
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I call it the pneumatic tube effect, where you get into a pneumatic tube, like at the bank, and you zap from your driveway to your place of employment and then back, and you don t look out in the world.
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A lot of options out there.
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Salaries and the compensation are starting to creep up, too.
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For a while there, after the big meltdown in 2007 and 2008, salaries and pay was pretty stagnant.
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But now it s starting to, which is normal.
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When you are looking for people and supply is down, demand s high, prices are gonna go up.
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You learned that in Kelly School of Business.
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It was actually economics class, which was not part of the School of Business, but I loved, actually, microeconomics, one of my favorite classes.
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Well, you know, it s beyond just liberal arts, as they say.
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Oh, actually sections of the major.
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It was part of the liberal arts school at Indiana University Co.
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As they call it, the College of Arts and Sciences.
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Okay.
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One of the things that Brian and I laugh about a lot, there s a lot of things we laugh about and usually we laugh about it off the air.
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But today we re going to bring our sense of humor to you.
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And I know this is probably going to jolt some of you who are in the sales enablement business.
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Brian and I, for the last year or so, have been bewildered about this concept of sales enablement.
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And we talked about it in the show, pre-show stuff today.
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And I said, you know, it s funny when you, nobody really knows what it is.
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Everybody has, I shouldn t say that, everybody has their own definition of it.
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So everybody has a feel.
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When you go to Google and look up sales enablement, first couple pages, probably 10 of those entries are defining it.
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So you know you ve got a problem if all the entries are about definition.
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But you had a couple examples of sales enablement from the old days.
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Yeah, these would be old school.
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Old trade show days.
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Old school.
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So when I think about sales enablement, and Bill s right, when you read this, when you Google sales enablement,
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you just get definition after definition after definition.
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There s some similarity to them, and there s a load of differences.
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When I think about sales enablement, though, I m taken back to some of my early 90s sales events.
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And so I remember going to trade shows or national sales meetings and being at the bar with my compadres at about 3 AM.
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And our version of sales enablement was to make a pact, because we didn t have cell phones, to call each other s hotel rooms
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at 7.15 AM to make sure we were all up so that we made it down for breakfast and didn t smell like booze at Jägermeister at the first sales meeting of the day.
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I think that s a good sales enablement thing.
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Step one, make sure you re up.
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To make sure your buddies are awake and that they make it down to the meeting, I think is a really good thing.
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Because what other kind of enablement is even necessary if you can t get to the office?
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As long as we can prop you up.
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It s kind of like that Weekend at Bernie s movie, right?
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So you prop your buddy up.
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Just make sure he s in the room so the VP of sales doesn t catch him sleeping.
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Yeah, my experience with that was always the trade shows in Chicago at McCormick s place.
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And we used to stay downtown at the Westin or the Ritz back in the day.
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We used to stay at the Ritz, because the owner of our company had a Ritz frequent whatever, and we used to stay there.
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And 3, 4 AM, same thing, Brian.
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I don t know.
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You might have been in the same room with us, even though I didn t know you then.
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But it was all that, hey, we ve got to get up at 7.
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What time do we have to be down there?
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8.
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Wake me up at 5 till.
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Exactly.
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Oh, that s funny.
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But I don t think that s what sales enablement is these days, what people are thinking about.
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So we want to talk about how to do your own sales enablement on this podcast.
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I was talking to a prospective client of mine.
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And as we re working through the sales process, the senior VP of sales told me that they have 13 sales enablement tools plugged in right now to their sales process, 13 different tools.
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I heard that, and my first reaction was, that s got to be a nightmare for those salespeople.
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Because each of the tools, I m sure, on their own is wonderful.
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And it does a certain thing or a certain part of the sales process that s supposed to make the sales process more efficient on its own.
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Where I get hung up, though, is when you strap together 13 different sales tools that are sales enablement tools, have you made a Rube Goldberg machine?
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Now, if you don t know what that is, there s a Rube Goldberg machine contest at Purdue University, right up the street from where we record.
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And it s basically taking a very simple task and making it as complicated as you can.
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And the winners of the Rube Goldberg contest are the ones that make it the most complicated.
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And they ve done things like opening a can of green beans, which takes you two seconds.
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But you have all these contraptions, and they build it to make it complicated.
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It s really interesting.
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It s really fascinating.
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It really is.
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Look up Rube Goldberg.
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And I don t know who Rube was, but was there a guy, or was it just a concept?
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But the point is that when I have 13 platforms and 13, it seems like we ve missed the overall premise.
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Yes.
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And it seems like
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And we haven t talked about this, but it feels to me like when we have all those platforms that we have bought into, we, as a sales organization, have to corral the prospect.
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If they get out of line here, we ve got a platform to bring them back in.
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If they re on LinkedIn and we don t know them, then we ve got a LinkedIn.
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And all that stuff is good, but doesn t it, it seems to belie the premise that it s up to us to do everything we can to sell something.
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And it just feels like that s backwards.
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Yes, I agree.
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And for those of you who either use sales enablement tools and love them or hate them, and the people that might listen that actually sell a sales enablement tool, because those would be friends of ours, what we re not saying is that all sales enablement is bad.
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That s not what we re saying.
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What we re having you step back and look is to say, OK, which of all the sales enablement tools available is going to sincerely do what I think sales enablement is meant to do, which is make the sales process better for both the prospect and for the salesperson, which is another sidebar.
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Because I think sales enablement tools do a lot for the salesperson.
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I think where they miss is they don t take into account for the prospect.
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And if a sales enablement tool is going to be good, I think it s got to be as equally as good for the prospect as it is
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for the client.
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And I think that s something sales enablement people really need to look in the mirror and say, does our tool help the prospect, not the salesperson only?
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So we ve got a few here that we have come up with that may or may not fit into the traditional, you know, when my great grandfather used to talk about sales enablement.
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He would have a whole different perspective.
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But I don t know if these are traditional sales enablement, but these are some ideas that we have that I think would fit in with the idea, like you said, Brian, of making the process streamlined, making it easier, making the experience.
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We ve talked about customer experience.
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Are we making the experience better for our customers or not?
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So why don t you go first?
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Yeah, so the first thing I wrote down that I made up a word, I think, is that you, within all of the tools that you make up words all the time.
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You make up words all the time.
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This one s intentional, though, right?
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Is that the difference?
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It is.
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I m teeing it up.
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Yeah, I love when I make up my own words.
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I put them into the phone here in the red line, right?
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That s right.
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Is to processize your own sales process.
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And I think what happens is people are given something from their company.
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So here s our six-step sales process and that sort of thing.
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And then we take that and kind of that s it.
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I really want you as the salesperson to look at that and put your own stamp of efficiency on it.
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Because the way that you, Bill, run through six steps may be different than how I would run through six steps.
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And I d love for all of us to be thinking, what is the most efficient way to execute these six steps that have been given to me?
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And I think salespeople sort of take the process they re given
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face value and just say, okay, that s what I ll do.
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Instead of looking at it and go, okay, I ll do that, but I m going to do it in my own way, the most efficient way possible.
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So processize yourself within the sales process.
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So you have to have one to start with and then take it and modify it based on your personality and what you re doing.
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Yeah, absolutely.
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Yes.
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Yeah.
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Make it as efficient as you possibly can.
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Personally, personalize it a bit.
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And don t go off script.
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Your sales VPs get all freaked out.
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Like, oh no, no, it s a sales process.
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They can still follow it.
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They just got to do it efficient, man.
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Yeah, I haven t found too many sales processes that are so good that there s no deviation required.
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Most of them are... I had a prospect who s become a client.
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He emailed me his sales process and he even admitted, he goes, you know, this is...
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Nobody uses it, and it s not all that good.
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But he emailed it to me, and it becomes apparent why.
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There s just not much to it.
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It s better than nothing.
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But I think you ve got to start with the process, so that s good.
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I had one here, and that was if you have people, other human beings who are a part of your team, and maybe these are the sales enablers, or these are the people that help you with technology and other things.
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Make sure that you have conversations with them about the vision and the message and to make sure that
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everything doesn t just get back to, well, it s been three days since we did Sales Navigator, I think it s time to reach out.
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Let s get back to the mission that we have, which is how are we solving customer problems?
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Are we really helping them solve problems?
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Are we clear about that message when we do reach out and we do send an email or we do send a LinkedIn invite?
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Is that message included there or is this just all about connection?
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That s great.
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And I think sometimes when we don t pay attention to that, we forget totally, why are we even doing this?
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What s our message?
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And what s our vision?
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What s our mission here?
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How are we helping our customer?
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And like you said, you kind of hinted at, if somewhere in the sales process, there s not a place where we help our customer become educated or become a better buyer, then your sales process is not right.
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That s true.
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And it s so funny when you say that.
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I think of my clients that have some really cool sales enablement tools.
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And just as you said that, I m starting to think of one in particular.
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As they move through each of those tools, they get further and further from the issue that the client, like the why are we talking to them anyways?
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You know what I mean?
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Anyway.
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Anyway.
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I said anyways.
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It s one of my pet peeves.
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I said backwards earlier, and I don t know if it s plural or not.
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I think it s backward.
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Backward?
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I said that s kind of backward, and I said backwards, so plural.
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I m sorry.
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Nordstrom s.
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Nordstrom s.
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Nordstrom s.
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Nordstrom s Kroger s.
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OK, next.
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These next two I pull from my football refereeing world and also from yoga.
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Those are my two places.
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The next one, number two, when you re looking at sales enablement, be in flow.
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Be in flow.
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What being flow means, so if you do yoga, yoga is all about flowing.
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It s like breathing together, moving your body together at the same time.
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We also learn in football refereeing, you have to peak at game time.
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So if you have a night game that starts at 8 p.m., you can t be ready to work the game at 10 a.m.
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and you have to manage your energy through the day.
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And so if you want to create sales enablement for yourself, you have to learn your own personal energy flow and you have to work toward that.
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And so what that would mean specifically is if your energy is up between
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10 and noon, usually better Tuesday, Wednesday, Thursday, maybe that s when you go up and do outbound work.
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Maybe when you re doing email prospecting, your energy s low a little bit, usually Monday mornings, then you do your email work.
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So learn to be conscious of the flow of your own being, your own energy, and put your own processes into play, you know, parallel to your own flow.
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Yeah, that s good.
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That s really good.
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We don t talk about that too much here.
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When are you the most productive?
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It s almost like we don t want to get into that because we don t want to imply that there are times where we re not productive, but that s just science.
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Science will tell you that you can t be productive eight hours a day, five days a week, 300 days a year.
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You can t.
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You just don t do it.
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OK, I ve got one that s a real tactical thing.
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And you ve heard me talk about it on here before.
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But it really does enable the process to continue.
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And that is, get some kind of a meeting or appointment calendaring software.
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I don t care what it is.
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We use Calendly.
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There s MeetMe.
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There s tons of them.
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They re all about the same price.
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They re $100 a year.
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And I don t understand why every salesperson doesn t have this.
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Because when you are connecting somebody on LinkedIn, or maybe you re sending an email, or maybe you ve written an article, always have a call to action that says, hey, if you want to talk to me more about this, click here.
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Get on my calendar.
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You d be shocked at how many times we walk in on a Monday, and there s two or three meetings set with people that I didn t even know.
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I mean, they re blog readers, or they re podcast listeners, or they re video watchers, or something.
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Now, is that true sales enablement?
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Well, we re enabling the sales process to continue, so I think it qualifies.
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But get some kind of appointment calendaring software.
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It s easy.
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It s cheap.
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That s really, really good.
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It is, isn t it?
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Easy and cheap.
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They re all over the place.
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Everywhere.
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What a great idea.
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Okay, last one, and this is both theoretical and tactical for me, and I m pulling from a Buddhist saying, I believe, which is chop wood, carry water.
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Chop wood, carry water.
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That means of all these tools you have swirling around, these complicated things, there s a simplistic and basic element to what you re doing.
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You re talking to other human beings.
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You re listening to things that are going on in their world that may be troubling to them.
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And you re trying to find a solution for that.
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That s it.
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It s really simple.
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When you look at defensive schemes, I said this comes from football a little bit.
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Defensive schemes in football, they re really complicated.
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They re walking linebackers up, and they re making all these calls and everything.
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In the end, you know what the defense s goal is?
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Find the ball and get the ball.
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That s it.
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Find the ball and get it.
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And meaning tackle the guy with it and that sort of thing.
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Find the ball, get the ball.
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That s basic fundamental football defense first.
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And so I think from sales enablement standpoint, when you start to get caught up in all the tools and the complexity, you forget, oh, shoot, my job s actually pretty simple.
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I just find the ball, get the ball.
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Find the problem and fix the problem.
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That s it.
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Try to fix it.
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Yeah.
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Talk to someone, find the problem, fix the problem.
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That s it.
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That s a great thing to come back to from a sales enablement standpoint that will help you and your customers.
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That s good.
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We saved the best for the very last the last minute there Okay, if you have an event coming up like a retreat or some kind of a sales meeting or rollout We know it s that time of year where that happens and you d like to have Brian or I or both of us come in Make sure you send us a note to listener at advanced selling podcast comm we ll get the ball rolling Also, we promised last week and we ve got some voice memos lined up if you send us a voice message
2
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memo with a question, a comment, posing some kind of an issue that you re having, we have a gift for you.
2
SPEAKER_01
We do.
2
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We re going to send it out.
2
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So make sure when you send us the voice memo, and you can send that to listener at advancedsellingpodcast.com, you send us your physical address.
2
SPEAKER_00
Yeah.
2
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And we will make sure that we send the treat out to you.
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And it ll be there within a couple of days.
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And we look forward to having you on our show via voice memo.
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So make sure you send that to us.
2
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It s a really cool little gift, too.
2
SPEAKER_01
Yeah, it is a nice little gift.
2
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I ve got one.
2
SPEAKER_01
OK.
2
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All right, see you next time.
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Bye.