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Hey, Advanced Selling Podcast friends.
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Hey, are there episodes that you wish you would have bookmarked or episodes in the past that you just quite can t remember what we said?
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Well, hey, you asked for it and we listened.
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This is the best of the Advanced Selling Podcast.
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Let s do it.
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In this episode of the Advanced Selling Podcast, we share a listener s attempt at changing to a PETA-friendly common saying, Bill gets a case of the shites, and we dip into the co-video mailbag and hear from Alan in Baltimore who asks, how do I deal with my disorganized sales manager?
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Hey, back at the Advanced Selling Podcast, the longest-running sales training podcast.
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We are new in 2019.
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Happy New Year to you, Brian Neal.
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Happy New Year, Bill Kasky.
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Yeah, it s great to have you on the show today, Brian.
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Back in the groove.
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Back in the groove.
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I hope you had a great holiday, and I hope all of our listeners did.
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We ve been kind of off here for the last couple weeks, so we are back at it today, and we ve got a series of shows over the next few weeks that I think you re going to like, because they feature you, our listeners.
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And back at the very beginning of December, we asked you to send us voice memos on questions, comments, things that you were struggling with, and we got a lot of them, so we re going to be playing those.
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So if you haven t heard from us,
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Just be patient and over the next few weeks, you will hear your question on the air.
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Everybody s done a really good job with your audio quality.
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Very impressed with this.
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It s really much better.
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It s really great.
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So those of you who are- The shaming is working.
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It s done, right?
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So you know that it s got to be really good audio quality for it to make it on the show and everyone that we ve gotten so far has.
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By the way, we forgot to mention, we are on the road.
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We ve always, if you hear us talk about this all the time, come see us.
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If you send us an email,
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ListenerAdvancedSellingPodcast.com, but come see us in the subject line.
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We ve got about, I think, seven of those events that we re rolling through all over the place that we re either booked or about to book.
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And so if you want to do that, shoot us an email.
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ListenerAdvancedSellingPodcast.com, but come see us.
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And Bill and I will talk you through the programs, how that looks to come to your sales meeting, your off-site, your product launch, whatever that is, and give your sales team a show.
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It ll be good.
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A good show, a useful show, not just like an entertainment
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Yep.
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Going to Chicago in February, which is always nice and warm, and Charlotte here in a few weeks.
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Yeah, yeah.
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Looking forward to that.
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And then we re debating on a Boston, Indianapolis, somewhere else deal, too.
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In between, or in between.
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And what I m praying for more than anything, though, is San Diego.
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Oh, yeah.
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That one s on the docket.
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San Diego s on the docket, so we ll see.
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You know, you mentioned the audio thing.
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And I know it s kind of a running joke that I am kind of the audio, not the guru, because I m not, but just I m a stickler.
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And I don t know what email this is, this Facebook group that I belong to somehow.
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And did you know that Axel Grell has left Sennheiser?
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I don t know who all those people are.
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Well, Sennheiser is the big microphone, audio, kind of pro audio company.
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Of course, yeah, yeah, yeah.
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You see their stuff all over.
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Yeah.
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And this guy asked this guy, this other guy, he said, oh, he says, what do you use for your equipment?
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You re either going to regret asking or be amazed.
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Now, right there, when you say that, you probably, yeah, you probably need to back off.
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I m either going to win or lose.
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So here it is.
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And I want to see if you if you think this sounds like me.
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Okay.
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I have a Mac mini that feeds a shit either via swear to God ch iit.
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Is that shite?
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Well, ch iit that feeds a adder USB which feeds a shit Goongear multibit DAC.
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which feeds a shit saga preamp.
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No, I m sorry, this is S-C-H-I-I-T.
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Preamp, running in passive mode, which feeds a mini DSP DDRC 24, which does crossover and room correction, which feeds a 20, a 21.
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Legitimate guys even?
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Yeah!
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DIY chip amp, which feeds either a pair of Foxter or Bart Sigmund drivers in a sealed DIY enclosure, or a pair of facial triax shit horns.
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Anyway, I m only halfway through it, aren t I?
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I m only halfway through it.
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Travis is fact-checking.
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Oh my God.
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It s like... That is funny.
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He should have known, though, the other guy should have known when he said, the other guy said, you might be sorry you asked.
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Might be sorry you asked, but here it goes.
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Oh my God.
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That was funny.
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So what is that, just like a big, a bunch of stuff?
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Yeah, it s name brand.
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Strung together?
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Yeah, strung together.
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But if you have to string stuff together, you don t have the right equipment, do you?
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Not good.
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No, me thinking no.
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Oh man.
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So here is a couple of weeks ago, Brian brought up a very funny CNN story on killing two birds with one stone.
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Actually, it was a PETA plea to stop using animals in sayings because it is disrespectful, not inhumane.
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What would you say?
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It s condescending to animals?
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It s even worse than that.
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It encourages violence.
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Yeah, it encourages violence against animals.
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So we came up with one that was kill two birds with one stone.
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You said, was that one that they had called out and said, that s not a good one?
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No, what they say instead, what they said for the replacement is you say, feed two birds with one scone.
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Scone.
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Because the birds that I feed love scones.
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Yeah, the orange scone from Panera, I m telling you, the spatsies that are in my backyard just love that.
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They just love it.
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So we made a challenge to our listeners, saying, look, you need to stop using killing two birds with one stone.
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Find a way to say, feed two birds with one stone.
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And this is what we got.
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OK, so this guy wanted to drive up really far to meet me.
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And there s an event in the area that I knew that he was going to be at.
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So I said, hey, how about we kill two birds with one stone?
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And then I said, hey, actually, I heard another way to say this morning, we could feed two birds with one scone.
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And I started laughing hysterically, kind of.
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And he just kind of went, heh.
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And I was like, hey, I thought it was really funny.
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So that s what actually happens.
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You had to be there.
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I think it was one of those.
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That s great, though.
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And who is that?
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Her name is Jeff Jeff Markovich.
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Hey, first of all, thanks.
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Thanks for doing it.
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That was fantastic.
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And second, thanks for sending us the video.
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And I love when people try stuff like that and just do it.
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And I also love when the people look at you like you got three heads like, what are you talking about, dude?
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No contact.
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So kudos to Jeff.
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Thanks, Jeff.
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And so we also got some e-mails and some questions and voice memos.
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So we re going to play one of those.
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It s a really good question from Alan in Baltimore.
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So let s let that rip.
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It s time for the Co-Video Mailbag, where Bill and Brian do their best to answer your questions or make something up that sounds good.
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Hi, Brian and Bill.
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My name s Alan.
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I am a long-term listener and a sales rep in the Baltimore, Washington, D.C.
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region.
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A little bit about my situation is I consider myself a very organized sales rep.
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I plan on Sunday nights.
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I block off time on my calendar to complete large tasks.
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I pretty much do everything you guys and all the sales books out there say to do about prepping for the week and being organized.
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My manager, on the other hand,
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Really lacks organization skills many times.
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He will spring fire drills on us I will get texts during the weeknight saying that something is due at 7 or 8 a.m The next morning and it s really throwing off my scheduling and my I get prepping for the week because I now have to attend to These fire drills he puts on us
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So my question is, I guess it s two questions.
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The first one would be if you had any general advice for sales reps in my situation.
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And the second question would be, how can you recommend I structure the conversation with my manager about bringing this situation up?
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I really appreciate all that you guys do and I look forward to hearing from you.
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Thank you.
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Do you want to know how to send powerful video emails?
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For your free trial, go to advancedsellingpodcast.com forward slash co video and send us your toughest questions to listener at advancedsellingpodcast.com.
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Uh, excellent question, Alan.
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Great audio quality.
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I could tell when he started talking that he s a detail-oriented plan person.
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Couldn t you?
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I could tell.
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You could hear his voice.
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I don t know.
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I just could.
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I actually have a client that is the same way, and they have the same kind of voice and, uh, tenor to their voice.
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Is that right?
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Tenor?
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What is tenor?
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Like how it, the vibe to it?
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Yeah, I don t know.
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You re the music guy.
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Tenor is like a bass.
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Yeah.
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Yeah.
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Tenor.
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Anyway.
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Yeah.
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He seems like a very methodical dude.
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Very.
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And he said that in his voicemail.
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So what would you do?
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And so maybe what we do is we think about this, not just from a, like Alan said, he doesn t do things the way I want with this one specific thing, like this whole text the night before.
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That sounds awful.
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That s just not right.
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But I think we need to pull focus a little bit and say, well, how do we handle it when our leader or manager does anything different than the way we would do it?
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Correct.
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Yeah.
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Yeah.
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That s the trick here.
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Because you could be flipped around.
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It could be that your leader is organized in detail.
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That s usually more.
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Usually more so.
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And you re kind of disorganized.
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You re more of an art than science kind of person.
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So either way, this topic here is how do we deal with our manager when we have two different styles?
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That s the topic.
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What do we do with that?
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All right.
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I ve got two things on what you do as the salesperson and one thing on how to have the conversation.
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I had two and one as well.
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Let me start, because this is not really a thing necessarily or a tactic.
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It s more of a realization that aren t we doing this with clients all day long and with prospects?
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I mean, we re constantly running into people in our world that don t see the world the same way we do.
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Their style is different.
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They re methodical.
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We wing it, vice versa.
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So I think we re dealing with this every day in the sales world, are we not?
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Yes.
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I think even outside the sales world.
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Yeah.
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All day, every day.
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Yeah.
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Could be your siblings.
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Could be your mom or your dad.
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Could be your friend.
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Could be someone you coach Little League with.
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Sales people.
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I mean, all day.
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All day.
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So I m not finding fault with Alan s question.
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I m wondering, because I had the same reaction.
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It s like, well, that doesn t seem fair.
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Why is it when it s our manager, though,
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We, it feels different.
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Yes.
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Because I think it does.
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Yes.
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Why is that?
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I think because you feel somewhat trapped.
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Like you can t go anywhere.
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You re sort of stuck.
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You re the victim of your circumstance because they re your manager.
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Like, well, there s nothing I can do.
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You re hostage to it.
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And that s the pull focus part for me.
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In fact, my first thing to think about, and I think this is just a good life deal, I wrote down the word belief change first.
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And then I wrote down the word humility.
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and let others be them.
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You be you, let them be them.
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And see the fact that there are more than one way to, there s a lot of different ways to do something.
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It doesn t all have to be the way that you want them to do.
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Because I m doing my own work personally on this and thinking, if I ve run around my life wanting other people to do what I want them to do, that s a very selfish way to live.
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And when you sort of let that go and go, oh, OK, you know what?
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You can be that way.
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And that s OK.
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And I can be my way, too.
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It s not like you give yourself up to do that.
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That s the truth.
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Right.
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Right.
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And so that s my first bit of advice for Alan.
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It s Alan, right?
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Yep.
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Yep.
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For Alan here is to let you be.
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And just see that there is a different way to do something.
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And that s OK.
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It s OK.
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Because I guarantee you, on the other side of that, he s thinking the same thing.
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Like, gosh, Alan is so, you know, he s so, so meticulous.
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Oh, my gosh, he s such a power guy.
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He s a big tie off.
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I bet you, too, Alan.
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So I feel like we re not throwing Alan under the bus here, but this is what happens.
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On the other side of that, meticulous people sometimes will want to know everything before they do anything.
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And if you re their manager, like, dude, you don t have to know all the answers.
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Just go.
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I bet if we interviewed Alan s boss, we might hear something similar to that.
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So that s my first one.
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Let you be you, or you be you.
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Let them be them.
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That s good.
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Second thing is, I think you know the M.O.
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now, Alan, so you ve just got to plan for it.
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And I know it s hard to plan for, you know, you don t know Tuesday night if he s going to text you.
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Is it a he or she?
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Is it he?
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Who?
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Alan?
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The L s boss?
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Oh, no, I could tell.
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I m guessing Alan is a man.
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Well, you talked about the tenor thing, and I wasn t sure.
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I think you just have to have expectation that sometime during the week, you re going to get thrown a curveball.
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You ve got to be prepared for it, and not get emotional.
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And I think what happens sometimes is when we get those curveballs, we blame the pitcher.
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Yep.
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And the fact is, it came, and it s a curveball, and we ve got to deal with it.
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We ve got to hit it as best we can or deal with it.
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And you just have to expect that,
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he sees the world differently than you.
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That s great.
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And now you re not emotional.
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Because the worst thing is, then you carry that with you for the rest of the day.
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It s like, well, I would have had a better day, but I had to do this.
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Now you re emotionally an emotional hostage.
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Yes, for sure.
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And I love what Bill said.
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So I m going to give you mine.
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I think it s the same thing, but Bill made it better.
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Because we re playing to Alan s strengths here, which is to plan.
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So what s weird about this, so I wrote down, be flexible.
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Here s the thing I want you to practice, Alan.
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is improv is a skill.
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If you pay attention, or if you ve ever been in improv class, I took an acting class in college, and improv was my thing.
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My acting coach said, you re great at improv.
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It s naturally.
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What I learned, though, is improv is something that you practice.
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So if you go to, if you watch Whose Line Is It Anyway, one of my favorite shows on TV with Wayne Brady, it s just a brilliant show.
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If you study improv, improv is a practiced, learned process.
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And so I would even encourage Allen to look that up.
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It sounds kind of corny, like why would I go to an improv class?
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But it s a great skill to learn.
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Yeah.
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Because just what Bill said, and you can then plan for.
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The magic part, the unexpected, right?
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Because what you re doing is you re expecting everything to be expected.
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And then when it s not, you don t know what to do.
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So you need to plan for what to do when it is unexpected.
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We do this on the football field, and I just came from Baltimore yesterday, that we plan, and plan, and plan, and we watch videos, and we plan, and we talk, and we analyze.
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And then they kick the ball off, we have no idea what s coming.
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None.
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No idea what s coming.
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But we re playing for not knowing based on all the other stuff.
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So I would encourage you, I wrote down here, be 15% flexible.
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Alan, be 15% flexible, 85% you, that bleeds you into the other category, and take a class on that.
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It s a skill to learn.
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Yeah, it s good.
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Let s get to what he should do next.
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My recommendation is I think you ve got to
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show up in your manager s office and set up a meeting with them, obviously, and let them know what you re going to be talking about before you get there.
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So rather than just showing up, because it could feel, if you get emotional about it, it could feel like you resent that a little bit.
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And I don t think that s a positive.
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healthy emotions.
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So I think you need to say, look, I d like to chat with you.
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I know the last couple of weeks, you might have sensed that I was frustrated when I got your text and I ve got this planned out.
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I ve been really working over the last three or four months to plan out my days and my weeks and my months because I want to be as productive as I can for you and for me and for the company.
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and for my customers.
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And so I ve really been trying to get more adept and competent at the planning phase, because I think it really helps me.
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So I need some help from you on when I get something, and I m all planned out, and you ask me for something that needs to be delivered in two hours, how I deal with that.
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Because I don t want to feel resentful about it, and I find myself feeling resentful sometimes.
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That s great.
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Just be as brutally honest as you can, within reason.
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But that s how I would do it.
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I love it.
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SPEAKER_00
Yeah.
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And I wrote down, too, I wrote down this idea of this build massive amounts of context around this to hold them safe.
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Yeah.
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Really critical when you re going into this.
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And the way you do that is you own your side of it, which is exactly what Bill s saying, to say, I m working on, we just gave you the last tip, working on being more flexible.
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And just acknowledge that you re doing that.
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Tell your boss, I m trying to work on this.
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This is a skill, because it throws me off.
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I m just telling you that it does.
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And I don t want to build resentment.
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That s why I m cleaning the air here, because I just can t deal with that.
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And I really want to learn to be better at this.
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Then I also want you to be OK being really specific, asking for what you need from your boss.
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So what that means is you might say, so what I would like from you, Bill, and Bill is my boss and he can say no to this, is if you drop a text to us at 7 PM and I ve got something planned out for the morning and you need it by 8, that you re OK giving me a little wiggle room on that if I ve got something planned.
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I ll be very direct with you and tell you that I do.
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But I d like a little bit of a, you know, some wiggle room there from you.
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Is that OK to ask for?
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All right, so just be real clear on what you ask for.
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He may say no.
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He may say no.
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At least you ve asked for it then.
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That ll keep you, again, from holding a resentment.
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Don t expect him to change.
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You d be the one to change.
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I find you, when you do this, you know what happens?
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I think this happens a lot.
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The other guy opens up and says, oh, you know what?
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I know that.
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I need to get better.
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I need to get more like you.
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He needs to.
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SPEAKER_00
Yeah.
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Or he says, you know what, I m just passing it on from my manager, my VP of sales, and I m just passing it on to you guys.
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And he s not going to change.
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I got news for you here, Brian.
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He s not going to change.
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OK.
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If the boss, if the boss man, hey boss, if he says no, I think you have a bigger problem here.
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Agree.
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I think it s not a good thing to say, well, he is my boss.
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He is the owner of the company, so I guess I ll just have to live with it.
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No, you really don t have to live with that.
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Unemployment s 3.2%.
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Everybody s looking for great salespeople.
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If you re a podcast listener, you obviously are a good salesperson or a great one.
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You should be able to go anywhere.
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I m not trying to play that out as a bigger problem than it is.
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But if you get no, I m not going to change my ways.
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And I don t really care if you plan or not.
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You will do what I say.
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You ve got to find something else.
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I would agree totally.
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Absolutely.
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Now s the time to do that, too, by the way.
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Now s the time to do that.
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SPEAKER_00
For sure.
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SPEAKER_01
Okay.
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Once again, if you have a retreat, a sales meeting, an event coming up, and you want to talk to Brian or I or both about coming out, make sure you send us an email at listener at advancedsellingpodcast.com.
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One of us will get back with you pronto.
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We have had some email difficulties over the past few months, and I thought we d squirted them away.
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And then again, today we found that we didn t.
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So if you have sent us something and you haven t received anything back, send it again and we ll jump on it as quickly as we can.
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SPEAKER_01
Yes, please.
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SPEAKER_01
See you next time.
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SPEAKER_01
Bye bye.