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In this episode of the Advanced Selling Podcast, Bill and I have a giggle fest about a junior high joke that never gets old.
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We asked Doug Drozen to help us settle the debate of bead or beat, and we give you one of our most powerful story creation frameworks we ve ever, ever offered.
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Welcome to the Advanced Selling Podcast, the longest-running sales training podcast created exclusively for your own sales success.
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My name is Brian Neal.
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I m Bill Kasky.
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We are the longest-running sales training podcast in the history of the universe.
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I love saying that.
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It makes it sound really big, right?
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We don t know that for sure, though.
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Maybe there s some other third world, some other microcosm universe.
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Some other universe.
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Because I don t think it s a third world.
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Because here in Indiana, and I just can t not giggle, you were able to see Uranus this week.
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Did you know that?
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Oh, yeah.
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Up in the sky, right?
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Uranus?
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Is that the way they taught your kids to pronounce it?
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It just never gets old for the junior high-minded boys like me.
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Anyway, we digress.
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Hey, go to our products page.
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There s a website, the advancedsellingpodcast.com website.
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Go to the products page.
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Lots of great things.
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I ve lost Bill.
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Sorry.
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Well, it reminds me.
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I almost wasn t going to bring this up, but it reminds me of when you watch dog shows.
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OK.
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Love dog shows, you know what I m gonna say, the Westminster Dog Show.
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And when the announcer says, well, here s a little bitch from...
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from Philadelphia, and we all know, we all know exactly what that is, but I guarantee you, you snicker to yourself when you hear it.
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I mean, look, we re both laughing like little 13-year-old boys.
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Yeah, it s not, it s the other kind.
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Okay, well, I ll tell, I ll save my other story for later, because I think that was enough.
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Was that enough?
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Yeah, so shut it down.
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As our listeners know, and if you re a new listener, you may not know this, Bill and I are junkies for efficiency.
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We don t like to waste time.
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We don t like to spend time doing tedious tasks that other people could do.
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That s why our friends at Stamps.com are our friends.
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using your own computer and printer.
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Stamps.com makes it easy.
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They send you a digital scale, which I think is really cool.
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Automatically calculates the exact postage so you re not wasting extra postage money there.
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And right now you can enjoy stamps.com service with a special offer that includes a four-week trial plus postage and a digital scale with no long-term commitments.
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Go to stamps.com, click on the microphone at the top of the homepage and type in advanced selling.
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That s stamps.com, enter advanced selling.
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Never go to the post office again, stamps.com.
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Well, our topic today comes from, as most of our topics do, comes from work that Brian and I do in the field, in the market, doing coaching and training with organizations and people.
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And I have a client who is getting ready to do a trade show in the next couple weeks, and his business has changed a little bit since he did the last trade show, and he wanted a different story.
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He called me up and said, I need to update my story because a lot of times people will come into the booth and they ll be, we ll sit down and talk.
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And he says, I feel like I don t want to just start talking.
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Well, you know, you can t buy it that way anymore.
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You got to buy it this way.
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And he said, I need something to kind of go back and remind them of why we were founded, what we were founded on, what principles.
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And so, and I know also you and I are doing some work for a client together where we re doing this exact exercise.
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We are.
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And so we re going to give you a framework today of how to look at this.
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I think that if you take the framework and actually fill it out and work on it a little bit, I think you ll find that your story will change and improve.
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Yes.
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This is one of those exercises.
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You ve heard Bill and I talk in the podcast about story development, and it s one of the most difficult things we do.
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Even with this framework that Bill and I think is really, really, really good,
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it s still a difficult, ongoing process that never really ends, because the story keeps evolving and changing.
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So we ll give you the framework today.
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It should be food for thought.
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It should be a thought starter for you to get things rolling.
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It takes effort and energy, though, to really bake it down, to get it to where it comes out in a conversational manner, doesn t sound scripted, those sorts of things.
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So as you re listening to this, this is like a building block podcast episode today, right?
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You re getting started on something.
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You re not going to get it completed, obviously,
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in the short 17 minutes that we re here today.
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So why don t we start with you doing the framework and doing the description of this part of the framework.
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And then I ll take what my client has done and see how you feel he did using that framework.
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Great.
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Yeah.
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And so by way of background, this is a framework that Bill came up with.
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The two of us are working on a client together, came up with this, presented it to him, to that client.
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We added to it, enhanced it a little bit, so what you re going to get here.
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So there are sections to that.
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We re going to go from the past to the future, back to the present.
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That sounds kind of odd, but you ll watch the flow of this.
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It goes from the past to the future, back to the present.
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You ll see why it does this in a minute.
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So we re going to look backwards first.
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And we want to do two things in the historical look back.
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We want to come up with the end of the following sentences.
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Here s what we did, and here s why we did it.
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So when you think about the founding, the beginning of the company, when it very first started,
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What did we do, and why did we do it?
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That gives people some historical perspective of why and how we started the company, what our motives were, that sort of thing takes us back.
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So why the company even started, and what did we do back then that got us kicked off?
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Yes, exactly.
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So is there a section in your class?
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Yes, there is right here.
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And this came after a little bit of coaching with him.
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So again, this is...
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What this client went through, when I gave him the assignment, he came back with something that was probably 30 to 50% of what I wanted, but he looked at it and said, man, this has been so helpful, but it still wasn t there.
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So I think you have to look at this and maybe have a second set of eyes on it if you have somebody around you who can look.
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Here was what he said.
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20 years ago, our founder, who was a practicing physician, was struggling with the problem of
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blank.
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And he talked about the problem here.
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I don t want to get into the exact problem.
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By not having a patient s complete record, he didn t have all the information readily available to make clinical decisions, which hindered his ability to provide the highest level of care.
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I mean, he literally could not provide the best care because of all these records.
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There was confusion.
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He couldn t access them very quickly.
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And so this mission led to the development of a portal, an online portal, which enables doctors to submit orders and access results online.
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And so that was, for 15 years, that s exactly what we did.
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We consulted with labs, hospitals, practices, and that s what we did.
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So I think he did a pretty good job there up front of laying it out.
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Really good.
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Fantastic.
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Yeah, so what you heard when we re spot checking, you heard the why.
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And so what s something the physician, who was a practicing physician, struggled with?
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He couldn t make good patient outcomes.
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If you re a doctor, you take the Hippocratic oath.
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Is that correct?
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Yeah.
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And you have to provide patients with care to save their lives, make them better, make them healthy, and that sort of thing.
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And he saw this problem in the way of that, which was his purpose.
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That was his why.
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So what did he do?
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He created a software and online database, a company that allowed doctors to see those things in real time.
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So to me, check, check on those two, what he did and why he did it.
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Do you know what the first part of the Hippocratic Oath is?
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I don t.
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It s got several, I think it has several sections to it, but the very first line or very first principle of the Hippocratic Oath is first, do no harm.
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Do no harm, I think you re right.
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I don t think that s the whole thing.
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No.
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I think it s, but that s...
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And that s not always a well-kept thing.
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I don t think so.
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I ve got a surgery story that we ll talk about offline, Bill, where I don t think that was part of this guy s motive.
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That wasn t part of the oath?
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Nope, I don t think so.
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No, sir.
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It s part of being old.
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OK, so I think good there.
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Good, yeah.
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OK, so the next section we move.
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Remember I said we re going to do that?
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We re going to go into the future, into the now.
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So you ll see we re going to stop in the now, go in the future, and come back.
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So here s what we ve noticed lately.
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So the next section of this framework is what we ve noticed.
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Here s what we ve seen now.
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Here s what we ve seen lately.
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Here s what s going on in the marketplace now.
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So that was then.
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This is now.
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Any notes there from your?
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So what we ve noticed is we might have noticed that the market has changed.
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We might have noticed that customers used to get their problems solved a certain way, and now they didn t.
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Maybe there s government regulations.
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It could be a lot of different things that we ve noticed.
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But the challenge is that your business has probably changed.
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And leading that change were things that were happening to your customers.
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And that s what you want to put in here about what you noticed.
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Could have been you noticed that people were opting for a different product line, or instead of getting the whole enchilada solved, they wanted to get just one little piece solved.
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It could be trends and buying, it could be anything, but what did you notice?
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And that s going to determine how you go forward with this.
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So here s what he said.
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They started to notice some drastic changes in how the industry approached technology.
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So technology approach was their big notice here.
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And they saw a large number of software vendors flooding the market, rushing to implement IT programs.
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They saw clinical data spread across all these different systems with no way to exchange information.
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There was a lot of manual gathering of info, even though the solutions were technical solutions.
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And we also started to see that a lot of IT systems were being implemented without considering the whole spectrum of the organization and not collaborating in every area.
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So what do you think about those three things?
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Yes, I hear that.
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So those are recent trends.
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So my guess is when is a 15-year-old company?
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Is that right?
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20 years old.
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20 years old, yeah.
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So my guess is 20 years ago.
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So this is 2017, right?
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So that s 1997, correct?
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Right.
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We were just getting the internet fired up at that point, correct?
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Well, this is not what they noticed 20 years ago.
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No, that s what I mean.
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This is what they noticed.
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Yeah, so what I m saying is
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Have they noticed new things?
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Absolutely, they ve noticed new things.
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Of course, yeah, because now we have app, and we have that interchange is better.
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And so there s definitely some things that they ve noticed, and you ve got a nice little list.
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So again, I think a really good check when they look at that.
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Yeah, here s what I think he missed here.
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And we did talk about this, so I m not talking out of school, I don t think.
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He missed, whenever you start to talk about what you ve noticed in the market, I think you have to really bring
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some discomfort to the customer.
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So he says, we saw a large number of EMR and software vendors flooding the market and organizations rushing to implement programs, but it created an environment where patient information was siloed in different systems.
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Okay, so what?
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Exactly.
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So what?
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So what does that mean to the customer you re facing right now?
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Does it mean that they were spending way too much money on tech systems?
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Does it mean they were spending redundant money on trying to get access to these things?
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Were they losing patients?
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Were patients dying?
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Were employees leaving?
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I want to know impact.
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That s good.
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Impact.
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Good.
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I want to know the impact of this.
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Because without impact, it just sounds like a feature and a benefit.
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Totally.
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And it just sounds intellectual.
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Yeah.
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Totally agree with that.
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Great catch on that.
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there s gotta be some the so what.
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It s a great, anytime you make a statement like that, a great trick to get yourself there is so what.
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So what, it s really, really good.
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Okay, so now we re gonna look forward to the future, because now what we wanna do is so that sometimes what can happen is the problem solving is good, and what also we wanna look for is what can be aspirational, what could it be like?
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So the next section here in our framework is as I look forward, as we look forward in the future, here s what we see.
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that s going to occur, here s what we anticipate is happening, here s what we re placing our money, and here s where we think things are going.
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Aspirational, okay, moving towards something.
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So is that, do you see that as like casting the vision for here is where this world is going.
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Correct.
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We have a bead, we re drawing a bead on it, as you might if you re a right fielder in the balls, it s a slice.
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What d you say, a bead?
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Drawing a bead, isn t that where you?
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It s not a beat, it s a bead.
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Drawing a bead, I ve got a bead on it.
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Or a bead on it.
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Oh, I thought it was a bead.
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You think it s a beat?
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I don t know.
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OK, I m playing right field, and a stinger comes right over the first baseman s head, and it s coming.
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I got to draw a quick bead on it.
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I got to run.
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Is that what it is?
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I always thought it was a beat.
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Not like B-E-E-T, like sugar.
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I thought it was B-E-A-T.
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We ll have to look that up.
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Sounds like a thing for fact checker Doug.
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Hey, Doug, I m going to tell you, it s not a beat.
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B-E-E-T, OK.
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No.
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He s totally got a beat.
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What bead are you working?
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Like a cop, you d say, oh, I m working the South Side beat.
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Is that a beat or a bead?
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I think it s a bead.
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OK, Doug.
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Set it straight, Doug Drozen.
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And he s doing audio fact-checking now.
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So he s going to send us an audio of his fact-checking.
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Is it, I got a beat on him or a beat on him?
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We digress.
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He must have gotten a microphone.
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So yes, to answer your question, yes.
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It is looking forward to saying that here s what we, it s casting vision.
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It s saying, given the stuff that we re noticing, here s where we think this thing is headed.
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Yeah, we think it s going to get even faster.
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We think patients are going to have things like that.
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Yeah, that s huge.
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That s huge.
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Yeah, this person did not do that so well.
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What he did here was he looked at the process they go through.
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So he s saying that in the event you want to work with us, here s what it looks like to do business with us.
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current challenges, we help you discover what your vision for the future is, and then we find the current systems and workflows to help you get from where you are to where you want to be.
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Not bad, but not very challenging of where we re going, not very casting of a vision.
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And I think the way to dress that up a little bit is that last sentence, to get you from where you are to where you want to be, is to say, here s where this is going.
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We are going to take you there.
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So it becomes more of a definable destination, as opposed to me saying to you, Bill, where do you want to go on vacation?
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You know, that s huge.
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Right?
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I say, Bill, I m going to show you how to go to Croatia, one of the greatest destinations ever, OK?
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Total little gem.
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No one knows about it.
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Landmark type place to go.
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I m going to show you the process.
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I m going to show you where to stay, what to do.
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You re like, holy cow.
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It s wonderful.
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Yeah.
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Yeah, because the where do you want to be question is really kind of irrelevant.
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If the person doesn t know what s going to be happening around them in 10 years or three years, how would they ever know?
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And so then they tell you what they think you want to hear or what s on their mind.
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And it may be because then what you ll do is say, oh, is that where you want to be?
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Well, that s not where the industry is headed.
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Exactly.
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Well, why didn t you tell me that?
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Exactly.
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Exactly.
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So maybe in order.
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Yes.
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cast the vision for them, say, look, this is what we see happening.
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It doesn t mean it s going to happen, but tell me, based on that, where do you want to be?
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Well, I want to be right there with you, baby.
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Yes, you want to go there, because that s where we re taking our people.
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Totally offline, one system, boom, under one umbrella, doom.
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So real time, iPhone, patient interaction, all that.
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I don t know what this stuff is in this business, but that s where we re headed.
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So if that s where you want to go, that s where we will take you.
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But you cast the vision for them where we re going.
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Yeah.
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That s so powerful.
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That s good.
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Then we pull it back to now.
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So now we go, now I think your client s thing kicks in perfectly here.
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So our focus now is boom.
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Yeah.
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And our focus now is exactly, I think, what you just read there.
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So we re going to go through an analysis of your issue, problem, whatever that is.
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We re going to come up with some solution.
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Here are the steps.
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That s really good to do.
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That s what our focus is right now.
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It s actually a PPFP framework.
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It s past, present, future, and then back to present.
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It is, correct.
1
SPEAKER_00
Yeah, I misspoke.
1
SPEAKER_00
I missed the first stop at the present.
1
SPEAKER_01
How would you pronounce that acronym, PPFP?
1
SPEAKER_01
That s easy.
1
SPEAKER_01
You go, pfft.
1
SPEAKER_00
Like that?
1
SPEAKER_01
Yeah, that s kind of like most people do of all of our podcasts.
1
SPEAKER_00
Exactly.
1
SPEAKER_00
Oh, here they go.
1
SPEAKER_00
That s funny.
1
SPEAKER_00
OK.
1
SPEAKER_00
That s nice, right?
1
SPEAKER_00
So we went past what we did, why we did it.
1
SPEAKER_00
We went to the present, what we ve noticed now.
1
SPEAKER_00
We went to the future.
1
SPEAKER_00
As we look forward, here s what we anticipate.
1
SPEAKER_00
Cast a direct, concise vision.
1
SPEAKER_00
Then we come back to the present.
1
SPEAKER_00
Our focus is now, and that s where we let the process go through.
1
SPEAKER_01
So here s what we re going to offer to you.
1
SPEAKER_01
If anybody is listening, if anybody s listening.
1
SPEAKER_00
I think there are a few, 100,000.
1
SPEAKER_01
If you re listening and want to run through this and have us coach you on it, and we don t have to get into your business so that there ll be any kind of proprietary stuff shared.
1
SPEAKER_01
That s not what we want to do.
1
SPEAKER_01
But we ll do it live on an episode, upcoming in the next month or so.
1
SPEAKER_01
Send us a note to listener at Advanced Selling Podcast.
1
SPEAKER_01
In the subject line, just say, message makeover.
1
SPEAKER_00
Message makeover.
1
SPEAKER_00
Message makeover.
1
SPEAKER_00
In the subject line, message makeover.
1
SPEAKER_01
And this will help us know as these things come in.
1
SPEAKER_01
And just tell us a little bit about your business.
1
SPEAKER_01
Give us a paragraph.
1
SPEAKER_01
And then we ll pick pretty close to the top.
1
SPEAKER_01
We ll probably do two or three and see which one.
1
SPEAKER_01
We ll maybe talk to you.
1
SPEAKER_01
I don t know how we re going to filter these.
1
SPEAKER_00
Yeah, so we re going to vet through these.
1
SPEAKER_00
Yeah, and then we re going to pick a couple of you to actually walk through this process live.
1
SPEAKER_00
So we re going to pick a couple.
1
SPEAKER_00
We re going to pick a couple, I think, to look at.
1
SPEAKER_00
Yeah, I think that s good.
1
SPEAKER_00
So your job, if you wanted to go through this messaging makeover, which this is just insanely valuable for people to do, you d be crazy not to sign up for this, is send us that note, message makeover in the subject line.
1
SPEAKER_00
We re actually going to coach you through what Bill did with his client here.
1
SPEAKER_00
We re going to do the same thing with you live.
1
SPEAKER_00
We re going to pick a couple of those.
1
SPEAKER_01
first be fast, we ll probably give you an assignment to do prior to the interview.
1
SPEAKER_01
Yep.
1
SPEAKER_01
And then we ll give you coaching on the interview.
1
SPEAKER_01
And then you can you can take it from there.
1
SPEAKER_01
So listener at advanced selling podcast.com in the subject line message makeover, send it in as quickly as you can, because we re going to be deciding on these things really quickly.
1
SPEAKER_01
Yes.
1
SPEAKER_01
And we d love to help you and then
1
SPEAKER_01
You can tell us how great all this work was and what it s meant to you, and you can carve us out just a peanut here and there.
1
SPEAKER_01
I like it.
1
SPEAKER_00
Yeah.
1
SPEAKER_00
Yeah, there it is again.
1
SPEAKER_00
Process.
1
SPEAKER_00
I love it.
1
SPEAKER_00
So hey, if you have not already done so, send us an email.
1
SPEAKER_00
If you ve got a question, a listener question, we like to dip into the Co-Video Mailbag.
1
SPEAKER_00
And we ve got some space.
1
SPEAKER_00
We ve been through a lot of those recently.
1
SPEAKER_00
So we ve got some slots open.
1
SPEAKER_00
Co-Video Mailbag.
1
SPEAKER_00
Send us an email, listenerinadvancesellingpodcast.com, with a nice audio question, and we ll answer it.
2
SPEAKER_00
your question on the air, and also if you re not done, so go join our LinkedIn group, advancelinkpodcast.com slash LinkedIn.
2
SPEAKER_00
About 8,400 people there talking about really cool stuff.
2
SPEAKER_00
That s it, we ll see you next time on the Advanced Selling Podcast, bye.