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In this episode of the Advanced Selling Podcast, we record the episode from the break room at World Headquarters, and I attempt not to gag on a guy s microwavable lunch.
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Bill gets a little crusty with a few subjects, and we dip into the co-video mailbag and take a question about how to handle the beauty pageant buying process.
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Welcome back to the Advanced Selling Podcast, the longest running sales training podcast in history.
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I am Bill Kasky.
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I am Brian Neal.
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And we are sitting in a community lunchroom today.
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It s President s Day.
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And we didn t realize that most of the studio was closed.
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So we re sitting in the break room.
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So if you hear the copier machine go off, oh, there s a guy.
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This guy s putting stuff in the fridge.
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Hey, man.
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Yeah, we re recording a podcast.
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Well, it s when people get ice that s going to be the problem.
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I love when people walk by and they go, looks like we re recording a podcast.
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Like, mm-hmm.
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Guy s making coffee.
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Like, looks like we re making some coffee.
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Like, you think?
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That s great.
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So if you re out and about someday and you see Brian and I just all of a sudden in a Starbucks with a pop-up studio, Travis in tow, he s got all the boom mics.
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You ll know what it is.
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You ll know what it is.
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Okay, if you have not called us yet about coming out to your event we just Brian and I went to Chicago last week had an awesome time spent a half day with a really good group of people don t want to say the name because there is a confidentiality sign an NDA
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But we had a great time and talked to some great people.
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So if you have something coming up, a retreat, a sales meeting, we re talking to three or four other companies right now about that.
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So make sure you send us an email to listener at advancedsellingpodcast.com.
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Come see us in the subject line.
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We got Denver on the list.
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We got Chicago again on the list.
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I feel like I m missing one.
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There s another one.
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Oh, there s a local one, isn t there?
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There s a local one.
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Isn t one of those local?
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Indianapolis, Indiana.
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Beautiful.
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It s President s Day.
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Have you ever seen the president?
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Ever seen the president?
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A president?
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How many?
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Who have you seen live?
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Presidents?
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Oh, I saw Reagan live back when I was in college when he came to an event.
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Yeah, A81-ish?
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Yeah.
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I didn t know.
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Yeah.
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Yeah, I think he was elected in 78.
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Went to Hinkle Fieldhouse, Butler, which was there.
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Well, he was 80 in 84.
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See, I think I saw him in 80.
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OK, it must have been 80.
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Must have been early in his.
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No, I saw him in the middle.
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What grade was I in?
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We were in seventh grade, I think.
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We were in the front row for Ronald Reagan.
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And we were seventh graders, so we were kind of smart-assy.
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And no matter where he was in his speech, we just, we kept chanting, four more years.
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And it was on CNN, it s where I ve been seeing it.
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Oh, really?
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Yeah.
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Actually, there s a picture of my, there s a video of me holding my four.
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I knew what I was wearing on my sleeve.
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Uh-huh.
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We were going, four more years.
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Bunch of idiots, 13-year-olds, totally.
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Didn t know how to count.
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Four more years.
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Yeah.
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I saw Clinton talk at the state fairgrounds.
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He was awesome.
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Such a good speaker.
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Yeah, he was so good.
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I think he was one of the best.
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Reagan was good too, but it s hard to talk about something about getting political, but Reagan was good, but Clinton was every bit as good if not better.
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One quick note before we get into our topic today, Fact Checker Doug called me the other day, actually after an email.
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And this is the first time I can remember fact checker Doug failing.
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He hasn t failed.
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Fact checking.
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He has not failed in six years or so since he s been fact checker Doug.
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But Brian, I don t know if you remember, I had a situation with, this is a call back to a few episodes ago at CVS where I needed to go in and get some cough medicine.
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And I was asked at the time at the checkout
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Are you over 40?
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And I couldn t figure out why.
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I asked a couple of times.
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I couldn t get a good answer.
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And so we put it out to the market.
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And nobody really knows.
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And we can t really tell.
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But Fact Check and Doug sent that in the note.
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But he did pepper that email with a win.
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And now I can t remember what the win was.
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The loss stood out so much for me that I can t remember what he answered.
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Give the guy credit.
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He s like 98 and 1.
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He s only lost one.
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I m just teasing.
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He did something about it.
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It was an 80s song.
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I can t remember what it was.
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It was a Leosare?
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Wasn t that what it was?
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No, no, no, no.
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No, that s still 70s.
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Hey, before we get to our topic today, have you noticed that your sales tools are pretty good at telling you what to do, especially if you put in the right information?
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The question is, wouldn t it be even better if they actually did the work for you?
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Well, the number one problem salespeople have is booking prospect meetings.
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We all know that.
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If you don t get the front end working, then the back end just won t work either.
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It s one of those things that gnaws at you all the time.
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It s always in your gut.
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There s always that churn about,
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Where s my next meeting?
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What s my pipeline look like?
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How do I book more first appointments?
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You should know about Chronologic, the world s first calendar monetization engine.
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Chronologic takes leads from any channel and converts them to meetings.
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Chronologic literally books out your calendar for you so you can maximize your meetings, your pipeline, and your compensation.
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You can use their technology for yourself.
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Book a demo at chronologic.ai.
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That s chronologic spelled with a K.
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In fact, I just remembered this, Brian.
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Aaron from chronologic.ai sent us a note.
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We ll put it in the show notes.
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It s a meeting math.
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It s like the average value per meeting, lead deficit calculation.
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Just go do them.
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Really, it s just a matter of the math.
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Does the math work for something like this?
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So we will put the link in the podcast show notes.
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Love it.
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OK, we re continuing to make our coffee and get breakfast here.
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Ready to go.
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Getting ready making some copies.
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All right break room making copies All right.
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Here s a here s an email that that one s actually a client of hers.
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I thought that one right there.
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Hi Stephanie She s a client she was they got clients all over the place.
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Oh my gosh.
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She s afraid of you Okay, where is it?
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mailbag Monday
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By the way, we d be remissed if we didn t remind everyone that it s not just a mailbag, Bill.
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It s the Covideo mailbag.
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If you re not using video for your sales follow-up and prospecting, you crazy, dog.
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You got to go check out our friends at Covideo, C-O-V-I-D-E-O.com.
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They ll take you through a really cool sales process.
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They re very hands-on with that, and you will
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actually experience what it is that Covideo does, and there s no better way to differentiate yourself and your sales prospect and your sales follow-up.
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So just go to advancedsellingpodcast.com slash Covideo, C-O-V-I-D-E-O.
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That s advancedsellingpodcast.com slash Covideo.
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All right, so here is a question that we got from a listener.
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I hope this note finds you well.
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Well, as a matter of fact, no, it doesn t.
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I ve been an avid listener for several months.
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For me, the weekly episodes offer invaluable tips on how to differentiate and offer creative solutions.
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Recently, I had a scenario.
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We ve been up against a competitor trying to secure a new business.
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I placed a call to the customer and had the response, we re going to be making a decision this week on which supplier we choose.
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We ll let you know.
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In your experience, what would have been your response to this question?
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Bearing in mind, it s a customer you ve met on several occasions and you ve been working with for two or three months.
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Please note if you do read this out of the podcast would be great if you just refer to me as a listener So that s what we did.
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Oh, yeah, just a little as a listener.
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So listener, let me let listener.
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Let me tell you a viewer Let me tell you something a viewer
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What would we have done?
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Well, this is a prevention remedy.
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Bill, you mentioned that as we were doing our show prep.
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Microwaves rolling in here.
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I can smell it.
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That s a thing.
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That s a pet peeve of mine.
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Like common area microwaves is a pet peeve.
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Anyone else listening that goes into a room where there s a common area microwave knows what I m talking about.
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I want to invent something that takes that smell away.
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Cause it s like, what, like, what is it?
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Macaroni?
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I don t know.
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It s last night.
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A little too early.
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I mean, it s not bacon and eggs.
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I ll tell you that it s nine 26 and we re having salmon.
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You know?
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It s part of the deal.
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That s what it is.
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Exactly.
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Codfish.
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Yeah.
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OK, so this is a prevention remedy.
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This, to me, is more prevention than remedy.
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I think so.
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More prevention than remedy here.
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So it s not what I have said at that point.
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I hate to say this.
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It s almost too late at that point.
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I need one of those coronavirus masks.
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I m losing Bill.
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Just for this.
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President s Day brings out the best in all of us, doesn t it?
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It s a feast.
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It s a feast back here.
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Hit me my mimosa, will you please there, Trevi?
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Prevent and remedy, I agree.
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Yes, prevent and remedy.
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I think it s more prevent than remedy.
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So if you get this, so the question from our listener was, what would you have done
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Not much.
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I mean, there s not much you can do at that point.
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Damage is done.
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You can arm wrestle.
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If you want to.
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I mean, that s not the answer.
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No, I know you can.
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But that s what most people do as well.
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So tell me, where are you in the decision process?
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What do you like about ours?
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What are you not liking?
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You can go down that path.
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But I don t like that.
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Yeah, I think a better piece of advice here for the listeners is you try to avoid getting this place upstream.
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And so a couple of different ways or ideas for you to do that.
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So the first is getting super crystal clear on what the process is, complete with dates and times and things like that.
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But then also what s going to occur, what decisions are going to be made along the way, and who s going to be involved with them.
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And I think that s really, really critical that you lay out a process for yourself, for them, and then also understand theirs a bit.
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And just kind of set them next to each other and see where they go.
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So you won t have this.
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You still could have it, but you ll limit the odds.
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And you ll know.
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So what we shouldn t have to do is say, hey, do you know yet?
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We ll be making a decision soon.
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If you re doing this right, you will already have known that.
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Does that make sense?
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There will be a timeline built and say, yeah, we re going to bring competitors 7 down to 3.
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And then we re going to bring the 3 in.
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And then we re going to make a decision by Friday.
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And then that s the deal.
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OK, so let me ask you this then.
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Because part of my head goes to this idea of this is the beginning of a relationship.
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And is this a good beginning to a relationship?
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Is this a good beginning to a relationship where the person says, I know you have something for me, but you cool your jets.
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I ll let you know when I m ready.
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And maybe I m just being a little jerky about it, because that s the kind of mood I m in today.
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But it feels like, well, wait a minute, who s telling whom?
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I m going to be a part of who s, I want to be telling you whether I want to work with you based on this.
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And then I feel like, boy, that s going to be hard to deliver that without sounding a little arrogant.
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Yes, yeah.
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So we always go to that inner game.
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Oh, we can t say that, can we?
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We always go to the thinking column.
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We always think about our philosophy, how we re feeling on the inside.
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And so we ve got to have some humility in all that.
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I think our attention s got to be really clean.
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We have to believe the process is valuable for them.
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Because if we believe that wholeheartedly, that we think that walking them through this process is really valuable, it s way easier to come off this.
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It doesn t matter.
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Exactly.
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So that s one thing.
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Understand the process.
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Share yours.
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Learn theirs.
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Be humble about it.
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Make sure you believe.
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This is the thing I think that s missing, though, if I think about my clients.
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I m not sure most of my clients believe their process is valuable.
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I think it s something they have to do that means to an end.
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So we get into this place.
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Exactly.
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Because what you re saying is if the process is valuable and they have experienced your best all the way through it, you can then say, hey, look, I m around.
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I m not going anywhere.
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You tell me when you re ready.
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If you know now that you re not ready, let me know that.
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I mean, I m not starving for your business.
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I d love to work with you.
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You can say that, but if you don t believe your process is valuable, then you re kind of
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Yes.
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The clutching.
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Yes.
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And I hope that the more we spend so much time on the outcome, on the product and the deliverable, if we spent that much time on the process and that process was valuable, imagine how much better differentiated we would be.
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Right.
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Bad way to say that.
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But it would just be such a better deal.
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There s a couple of adverbs there, I think.
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I ll go back and listen to the recording again.
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I m sorry.
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I m trying not to gag.
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I did hear a guy on TV today.
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I heard a guy on TV today use the word, irregardless.
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Irregardless, which is not a word, correct?
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Which is not a word.
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And it was a big deal back years ago.
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But I thought everybody had kind of worked out that it s not a word.
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But this dude on network TV.
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Maybe he s bringing it back.
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You know, we did get called out for grammar.
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Oh, that s right.
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We are grammar junkies.
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And we got called out.
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No, I said, I used it wrong.
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Brian or me, Brian or I. Yeah.
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Yeah.
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Because I m usually pretty, I can t believe that didn t ring a bell for me because I m kind of picky on that one.
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I m surprised you didn t catch me on that one.
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Well, that s what I mean.
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I m kind of crazy about that, so I apologize.
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Yeah, it was the I, me, it was the I, me conundrum.
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Objective, subjective pronouns, if you want to get detailed about it.
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So that s one thing.
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That s my first piece of advice there.
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Know and understand the process.
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Make sure your process is massively valuable.
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And it should.
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If the process is valuable, it could lead to an end that s a no.
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And that s really helpful.
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You have really helped us vet out that we don t need you.
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That would be great for everybody.
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That would be wonderful.
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So here s my final word on this.
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And that is that you ve got to create the conditions where this doesn t matter.
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Because if you leave this phone call and you think, oh, god, we re going to get it.
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And you call your manager and say, well, I think we re about 60%.
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Now it s 40%.
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And you spend all this drama time.
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The question is, is do you have enough leads in your pipeline, and are you doing the right behavior so that this doesn t matter?
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This is inconsequential to you making your goals.
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That s really what we want to make.
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Every prospect is inconsequential, not as human beings, but in terms of your goal.
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Yes.
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Yeah, there s one of many, and the many is so many that one can t move it one way or the other.
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The collective can, but one individually cannot.
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Good job.
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Good question.
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Thank you to Listener.
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Yeah, we can t say his name, can we?
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Hey, if you haven t done so already, send us an email.
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Listener at advancedsellingpodcast.com.
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Put in the subject line, come see us.
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We will get the ball rolling and have you talk to our staff and talk about what it s like to bring us in, how much it costs, all the details of all that.
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SPEAKER_00
Listener, Advanced Selling Podcast.
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Come see us.
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SPEAKER_00
That is it.
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SPEAKER_00
We ll see you next time on the Advanced Selling Podcast.
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Bye.
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SPEAKER_00
Bye.