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Every week, you only get two emails.
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On Monday, you get a content rollup of everything that dropped last week, and on Fridays, I pick one topic and I personally write a deep dive on things like how to cold call, how to run a discovery call, or even how to hire an AE.
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Cheers.
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Good morning, everybody, and welcome to a very special episode of 30 Minutes to Presidents Club.
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I m your host, Nick Segelski, joined with my co-host, Armand Farouk.
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Armand, we ve got Chris Voss on the show, author of Never Split the Difference, CEO of the Black Swan Group.
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Why should people listen?
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Sounds like you thought this was a great episode, Nick.
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Yes.
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Folks, if you didn t know, that s what s called a label.
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A label is one of the techniques that Chris Voss breaks down in Never Split the Difference where you label the emotion
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that allows you to get the other person talking and explain where they re coming from in a negotiation as opposed to being defensive or interrogating them.
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And so if you want to learn how to run a negotiation from the moment someone box that price all the way to the finish line and do that without causing any confrontations, we have a two part special for you today.
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Part number one is going to cover
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all of the ways that you can get them talking using things like labels early in a negotiation.
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It s the beginning of the negotiation where they re balking at price and you need to unpack where they re coming from.
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And then part number two,
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will cover the solutioning and the tone you should use in a negotiation.
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Once you understand what type of negotiator they are, what their interests are, now you can start to use those labels and other techniques to drive to a conclusion.
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And it s key that you nail the tone here, so there is a master class on how to nail the tone at the end.
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In 3, 2, 1, let s ride.
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Today s tip to optimize your sales day is brought to you by Boomerang.
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If you get an email and the action required on that email is going to take you less than two minutes to do, do it on the spot.
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It s not worth adding it to your to-do list, having to look at the item, remember what you need to do.
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That s going to take you more than two minutes anyway, so do it on the spot, get it off your plate.
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Now, we documented our best templates and tips to help you optimize your sales day with our friends at Boomerang, and you can get that documentation for free at the link in the show notes.
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Today s tip to optimize your sales day is brought to you by Boomerang.
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Obsessive checking of your inbox is a total waste of time and brainpower.
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Instead, commit to checking your inbox and responding to email at set times throughout the day.
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I m a fan of Boomerang s pause inbox function to keep myself from getting distracted by my inbox.
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Now, we documented our best templates and tools to help you optimize your sales day with our friends at Boomerang, and you can get that for free at the link in the show notes.
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Today s prospecting tip is brought to you by Supercadence by Influ2, which helps cut through the noise of oversaturated prospecting channels.
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If you want to get your prospect s attention, you gotta do stuff a robot would never do.
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One of my favorite plays is getting warm introductions to the accounts that I m targeting via salespeople who work at that account.
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Salespeople help salespeople.
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Another approach could be using Supercadence to run SDR ads to put a face to the name.
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Now, we worked with Influ2 to put together a special toolkit on ways to humanize your outreach, which you can get for free at the link in the show notes.
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Today s Deal Acceleration Cheat Code is brought to you by PipeDrive, which is a CRM built by sellers for sellers.
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The best way to drive your pipeline forward is to every single day pull up a list of all of your open opportunities and look at each opportunity by stage and think, what can I do today that will increase my likelihood of winning this deal?
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That s how you keep your ops moving forward
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in between meetings that you have on the calendar.
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Now, we documented five cheat codes that can help you cut your sales cycle in half with Pipedrive.
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There s a link in the show notes to steal them.
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All right, Chris, welcome to the show.
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We start every single episode with your top three actionable takeaways, so let s get your three.
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All right, the first actionable takeaway is switch from trying to get a yes to getting a no.
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You can reformat your questions where you re driving for a yes and simply shift them to where the same answer is a no.
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Example is, instead of saying, do you agree, say, do you disagree?
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Beautiful.
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What s number two?
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Getting a yes or no is to trigger a decision.
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Triggering a decision is not the same thing as being listened to.
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It doesn t matter if you re right.
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If you don t actually listen to people and show them that you ve listened to them, they re going to get tired of talking with you because nobody likes to talk to somebody who s not listening.
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Reminds me of conversations with Armand.
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Round us out.
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What s number three?
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Number three is don t make people wonder when a call is going to be over.
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Let them know ahead of time how long you need.
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Ask for three to four minutes more than you need.
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Quit ahead of schedule.
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And you re always giving people back time and that they be the only person in the world that does that.
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I m in a bit of a sticky negotiation that I m wondering if you could help me out with.
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About seven months ago, I met with the CEO of this organization.
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And at the time, we were doing short-term contracts.
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We would let people sign a three-month engagement, and we don t do that anymore.
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And last week, this VP of marketing had called me and said, hey, we re ready to move forward, but we only want to do a short-term engagement.
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We want to do a trial before doing something longer.
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And that s not something I can do anymore.
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And I told him that, and I know he went back to his CEO, and they had a conversation.
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And I got a text from this VP earlier today saying, Hey, can you talk later?
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That s all the context I have.
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And so after this interview, I m literally going to call this person.
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I ll use what you said about like, Hey, you know, uh, setting aside the right amount of time.
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Is this a bad time to talk?
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What do you recommend I do in running that conversation?
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How should I think about managing that interaction?
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If they don t like it and you know, they don t, that s why they re pushing back, right?
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What it really is an issue of is value.
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You know, the magic, vague word that comes up over and over again.
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I m starting out with a label.
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And I m going to say, seems like the value is just not there for you to do a long term.
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Labels hit the brain differently than questions do, first of all.
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I don t know why, I just know they do.
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I don t know how gravity works.
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I just know that if I step off the top of a building, I m hitting the pavement.
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I don t got to understand the mechanism.
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I m here to tell you labels hit the brain differently.
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It doesn t cause them to stop and think.
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Now, what question causes people to stop and think?
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Stopping and thinking is a good idea when somebody has enough mental gas in the tank.
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Typically, after 11 o clock in the morning, you re starting to tap out the mental gas tank.
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And I need you to give me an answer.
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Like at five o clock in the afternoon, I m not gonna ask you,
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you know, what s the biggest challenge you face?
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Because you don t have the energy to answer that.
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Five o clock in the afternoon, I m probably going to say, it seems like you ve got some pretty big challenges in front of you.
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What question has its own usage?
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I m using a what question to shift your brain into a specific type of thinking.
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So that s why
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You need to say, seems like the values is not there for you for a long-term deal.
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You got to find out what s going on with the other side.
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Well, what happens Chris is when you said, seems like you ve got a good reason for that.
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The way that I felt when I heard that,
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was this person understands where they re coming from.
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It s already halfway there in the direction that I want it to go in.
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But when you asked, what s the reason for that?
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I felt like I had to justify the decision that I already wanted to make.
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I felt like I was being questioned as opposed to being understood.
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Let s simplify it.
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Let s say someone comes in, you give them a price.
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And they ask for a 50% discount, which is bonkers.
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You say, seems like the value might not be there for you or something akin to that.
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What are the different directions that call can go from there?
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Well, I m going to back up to something that you said a moment ago.
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That s may seem subtle, but it s critically important.
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You felt understood based on a label.
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You said, it seems like, I use the label, it seems like, and it made you feel like you understood.
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That s a critical component that I was talking about earlier as when people feel listened to.
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Here s what happens when you feel understood.
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Not when you are understood by the other side, but when the other side has made you feel understood.
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You start to get a dose of your own neurochemicals of oxytocin and serotonin.
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Oxytocin causes you to tend to bond with me.
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It also causes you to be more honest.
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Serotonin is a drug neurochemical of satisfaction.
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The more satisfied you are, the less you want.
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So you bond with me, you re more honest with me, and you re less demanding.
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That s why making people feel understood is, you know, I know Andrew Huberman hates the term hack, but it s a hacking mechanism to accelerate the process for us to get to a deal.
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And so if I say in return, well, Chris, it s not that I don t see any value in what you do, but what you re offering seems a little bit expensive.
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Where do you go from there?
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Well, if it s expensive, again, it s a value issue.
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Are you simply bargaining with me because you feel like you have to?
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Or is there really an issue with it?
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Now, I ve got to know which one of those two it is.
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In a hostage negotiation, I d get asked by commanders on a kidnapping, when is this going to be over?
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My answer is when the bad guys feel like they ve gotten everything you want, which means they feel they need, they have to bargain, they have to work for it.
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If that s the mindset, cool.
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Now understand, I m talking about how somebody from Al-Qaeda feels.
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I m talking about the feelings of a guy from Al-Qaeda being the critical issue to the conclusion of the negotiation.
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The sooner I make you feel that you got everything you could, the sooner the deal happens.
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It s completely divorced from the actual timeline.
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It s got to accelerate your feelings of hard work.
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So if you re bargaining with me just because you feel like you have to, and if you re buying, that s entirely possible that it s related to what day of the week it is, what day of the month it is, what day of the quarter it is.
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Like, you don t feel good unless you ve put up a fight till Thursday or Friday.
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Or, you know, what s your compensation based on?
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You gotta put up a fight till the end of the month.
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Or whatever your commissions are calculated quarterly.
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So I m like, you know, these are the factors that make you feel like you ve worked hard.
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Okay, cool, I need to know that.
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That s you feeling like you got a bargain.
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You have to feel like you got a good deal.
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Conversely, if the fit s not there, I gotta know what that is.
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If the fit s not there, no matter what you pay me, you re not repeating.
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Is a suit that doesn t fit a better suit because you paid less for it?
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It still looks lousy on you.
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You still aren t wearing that baby anywhere because you look stupid and it doesn t work for you.
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It doesn t matter that you got it for a dollar.
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So if it s a fit issue, let s figure out the tailoring.
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Let s not rule out the possibility that the tailoring is going to make it even more profitable for me and more beneficial for you.
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So I need to know which one of those two it is when you push back on me.
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And you re going to answer, you re going to tell me by your words and the way you say your words.
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I got to listen to my gut, follow my gut, not my amygdala.
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Whichever one of those two paths it is, I m going to pursue it.
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How would you figure out or what would you say to determine if it was a bargaining issue or a fit issue?
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Well, I m going to go back to this value thing.
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If it s just too expensive, if you re hammering me on price, you re just bargaining.
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You re not really thinking about fit.
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I m going to work on you to teach you to think about fit.
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Because again, if it doesn t fit you, it could be an Armani suit.
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It could be the best suit possible, to continue with that analogy.
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The most expensive, the best looking, it matches all your colors.
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It makes the color of your hair, the color of your eyes pop.
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And one sleeve is the wrong length, or the pants are too long, or the waist is too big.
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You re still not wearing that baby.
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Or if you are, you re going to a party, you re sitting down in a chair, you re pulling everything so it looks good, and you re not getting up, because you re going to look stupid as soon as you move around.
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And I need you to feel like I m looking out for you.
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And you might not be looking out for fit.
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But I ve got to, because if I don t, you re not going to repeat.
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Chris, the suit that you just described sounds exactly like what I wore to my junior prom, so I m cringing a little bit right now.
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One thing that I think a more junior seller might do when they first learn about labeling in a situation like this, where they feel like the other side is just, they re just bargaining, they re just trying to get a better deal, is they might label what they think is going on.
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Like, Armand, it seems like you re just trying to get a better deal.
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And I feel like if I said that, and I said it the way that I did right there, the other person might react negatively there.
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And so I m wondering if you can talk about, like, what are some common mistakes that amateurs make with labeling that a more nuanced, sophisticated negotiator knows to not do?
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It s delivery.
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It s to-mail.
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You know, get your words to length.
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Like if I say, Armand, seems like you re just trying to get a better deal.
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You know, that s a little accusatory.
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If I were going to say the same thing with a different tone, I might say Armand.
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Seems like he s trying to get a better deal.
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Now, the key to that really, you know, was slower, a little bit of downward inflection.
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But the last word, upward inflection.
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And I m more than happy.
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to give attribution of awareness of this.
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You know, I read everybody s book, The Way of the Wolf, Jordan Belfort.
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Chapter seven s about Tom Atlett.
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He makes a distinction between declarative and inquisitive.
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And when I read that, I thought, that s a superpower.
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If you can go inquisitive,
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You could get some stuff to land that you might not be able to say hello.
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And on that label that I use just now, it seems like you re just trying to get a border deal.
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You know, that s genuine deference, genuine curiosity.
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It s not threatening.
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You know, Derek Garner on my team talks about removing yourself as a threat constantly.
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Because if I remove myself as a threat, then you re more likely to work with me, collaborate.
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You re more likely to allow the trust to build.
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You re not going to do those things as long as I m a threat.
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So my job is to remove myself as a threat as much as possible.
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Now, the bamboozlers do this, you know, use your powers for good and not evil.
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My intent is for a long-term collaborative relationship that we both prosper.
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Chris, I m the type of negotiator, when I m buying something, that
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I always need my piece.
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I always need my 20% off.
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And even if the suit fits perfectly everywhere I put it on, I look like a million bucks.
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I don t show a single smile on my face.
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I sort of smug look in the mirror.
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I m like, that doesn t look that good.
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And I come in and I get my 20% and I get my deal.
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But there are oftentimes deals, if I was a suit salesman,
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where I see the suit fit and I know it looks good and I know you know it looks good but if I just call the person out on seems like you might just want to get a good deal they re not going to just buy on the spot because they don t want to look like they have mud on their face right like they were getting caught with their hand in the cookie jar asking for a discount so from there
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There s naturally some back and forth after that.
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How do you bring this to a resolution with someone who s just trying to get a deal for the sake of getting a deal?
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When you re thinking about the good deal at the moment, it s a short term versus long term.
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And I got to tell you something, I pay full price.
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I don t bargain full price with anybody.
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I want over delivery.
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I want somebody that I can rely on, who s always going to be there for me.
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I don t want to put my suppliers out of business.
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And I also don t pay the annoyance tax that everybody else pays.
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So if I get a long-term relationship with you, and you are delighted when I walk through your door, next time you raise prices, you re probably not raising prices on me.
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You re letting the other people pay the annoyance tax.
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Because I m genuinely grateful for great service.
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What I m easy to deal with, I don t pay the annoyance tax that everybody else pays.
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Because I get a long term view.
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I love this concept of the annoyance tax.
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And if I m in the shoes of a seller, what I need to make clear to my prospect
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is that if they cut the price by 50%, that 50% comes back to them in forms of the annoyance tax.
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It might be in fewer products they get, it might be in worse service, it might be in A, B, or C, but they re not going to get the exact same thing for half the price.
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How do I explain that or articulate that to a prospect?
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Well, if you re explaining, you re losing.
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And you wanna get that idea in their head.
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And this is what the how and what questions are really designed to do.
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Plant an idea in somebody s head.
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Inception, if you will.
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So my first question is going to be, how am I going to remain a long-term supplier to you and over-deliver for you every time if I m taking a 50% credit rate?
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Now, the how question is deferential.
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I m not cornering you with that question.
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What I m doing is getting you to think in a bigger picture with the how question.
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Like you decide to take a pass on that.
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All right, so that tells me a lot about you.
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Do I want you as a customer?
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Like you could say, you know, I don t care about any of that stuff.
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I don t care about long-term service.
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I don t care what happens to me.
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My thought is like, all right, you re one of two people.
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You re either really a jerk
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And every dollar I get from you is blood money.
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And I don t have time for people who are sucking the life out of me.
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So my response might be, look man, I m sorry, I just can t do it for you.
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And I don t like dealing with people who suck the life out of me.
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It s not worth it.
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It don t matter how much you pay me, if my life is miserable as a result.
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So I m going to find out if that affects you.
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Now the flip side, you could react like that because you re under a tremendous amount of pressure.
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And I m going to get that gauge much more in the way you response.
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The more genuine anger I hear in you, frustration, insecurity, concern about your own position, you re under pressure.
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So I got a different response for that.
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I m going to say, if my guess is that you re under pressure, I m going to say, it seems like you re under a lot of pressure.
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Because I m going to want to get you talking about that, because potentially, if I can help rescue you from that pressure, if I can save you, if I can even recognize I m in a different category than the people who care about you at all.
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This feeling of being understood, you mentioned earlier.
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And the neurochemicals, they attribute it as a result.
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So I need to find out which one of those two you are.
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You re gonna guide me, I m gonna gather data with my eyes and my ears, and I m gonna listen to my gut, and I m gonna see what s gonna take to work things out.
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And also decide whether or not I wanna continue to do business with you, because I don t believe in blood money.
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So Chris, you just talked about a couple different ways that we might say no without actually saying no, or surprising or scaring them almost, making them feel like you re a threat.
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or aggressive.
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You talked about the concept of asking, well, how am I supposed to do that?
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Which I think is supposed to get them out of the emotional state of trying to grind you down and into actually trying to explain the logistical details of how you and your business is going to deliver on this thing, which when they realize, wait, that s
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Like, it puts them in a different space.
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So that s one way you say no.
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And then there s one other that I ve heard from you where you basically say something to the effect of, your offer is generous, I m sorry, that doesn t work.
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And I ve always wondered about the piece, the word generous.
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What is the rationale for telling someone that their offer is generous and then batting it down?
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It seems like those two things conflict.
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And so I m wondering if you can explain.
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First of all, they think it is.
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Like we might not think it is.
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But in point of fact, what typically happens in negotiations, they ve compromised before they come to the table.
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Like all non-Black Swan-trained people do that.
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This nonsense of a yes-able proposition, which is completely different than the yes-able method.
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And, you know, let me construct a proposition that s easy for you to say yes to.
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This is literally the Harvard definition.
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So that no further negotiation is needed and we can just get on with things.
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But that s such nonsense.
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First of all, you need to feel like you re involved in a process, so you re not going to have any ownership in it.
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You re not going to be vested in it at all.
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Secondly, is me assuming that I m way smarter than you are, and I know everything.
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For me to construct a proposition that requires no further negotiation, requires me to have perfect information, which is an impossibility.
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And even if I did,
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I wouldn t have allowed you to participate in the process.
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And so you re going to feel diminished by that.
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There s two issues with people give us advice.
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One of them is we re talking down to them.
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We re treating them like they re not as smart as we are.
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Whether we mean to or not, that s the message that s being received by the other side.
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So, you know, I ve got to engage you in a process that we ll collaborate.
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This happens a lot in the negotiations that I ve done when I sold software, where a buyer will come to me with three or four different asks.
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They want us to change our service level agreement.
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They want a special customer success person who s more senior.
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They want to change on the license price.
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They have a couple different demands that they come to me with.
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And what will happen sometimes is I will come back or a salesperson will come back with a response
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to each of their points.
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Hey, we can t do this, but we can get to here.
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All right, we ve given on this piece, you re going to have this person.
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And we ll come with a response to all their demands.
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And it sounds like what you re saying the problem with that is, is one, I m crafting that response with imperfect information.
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But two, I m crafting a response solely on my own.
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And even if I do have perfect information, and I do have a perfect response, the other person feels painted into a corner because they didn t get to collaborate with me whatsoever.
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And so even if I can give everything somebody asks for, or even if I feel like I can handle the response to their asks on my own, it is in my best interest to collaborate live with the other party so that they feel a sense of ownership in creating that solution, which might mean I actually get a better deal than the original response I was going to give them.
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The question I had asked was why you are calling their offer generous.
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And you started to answer and say, well, to them, it is generous, but I feel like I might be giving away leverage.
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I m almost showing my hand, even though I don t think it is generous in a way.
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And you were explaining why it s in my best interest to call it generous.
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You re labeling a positive.
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And labeling positives increases the feelings of wanting to be more positive.
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So if I say, you know, I appreciate the thought was generous.
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You re going to want to be more generous.
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It s going to encourage it.
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That s the thing that actually really blows people s minds.
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The difference between labeling negatives and labeling positives.
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Labeling positives increases them.
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Labeling negatives decreases them.
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They re like different ends of a magnet.
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And most people are like, well, if labeling a positive must increase it, labeling a negative must increase it as well.
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And that s one of the differences.
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You re labeling a positive, you re encouraging generosity on the other side.
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What you re almost doing is you are giving them positive affirmation for the behavior that you want more of.
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And I m thinking about like one other way I might do this in a sales cycle is
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in a more complex sales cycle, a lot of times there s a lot of work for the other party where they ve got to go communicate information with a bunch of stakeholders and get me documents and data.
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And I might tell them, like, I appreciate how hard you ve been working on this.
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I know this has been a lot of time that you ve invested in it.
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And like, I really appreciate it.
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You ve worked really hard on this collaboration.
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And saying something like that,
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should then make them want to continue to work hard in evaluating my product, service, whatever, because I gave them a plus one.
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I made them feel good about the work that they put in.
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They re definitely going to want that appreciation.
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I mean, they re going to relax.
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And given it to them more than once, I became acutely aware this internegotiation we re involved with recently.
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In the middle of the negotiation, I said, look, I know you guys have been working really hard on this.
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I know you guys have been thinking about this a lot, and you could have asked for much more, you could have grabbed for much more, and you didn t.
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And I appreciate how much effort you put into this.
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My team noticed
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picked up on a look of appreciation and relief across the board on their side.
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We get done.
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Afterwards, I followed up with a person on my team and I say, send a follow-up email expressing your appreciation for how hard they re working and their generosity.
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The response was, thanking for your counting on them.
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Now that s going to pay dividends in the relationship and the profitability of the deal and the implementation.
3
SPEAKER_00
And I want those dividends.
3
SPEAKER_02
How can people follow up with you?
3
SPEAKER_00
Yeah, the best way is to subscribe to our newsletter.
3
SPEAKER_00
It s complimentary.
3
SPEAKER_00
That s not why it s valuable.
3
SPEAKER_00
It s valuable because it s actionable and concise.
3
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I got to tell you something.
3
SPEAKER_00
I value concise, actionable stuff.
3
SPEAKER_00
The website is blackswanltd.com.
3
SPEAKER_00
B-L-A-C-K-S-W-A-N-L-T-D dot com.
3
SPEAKER_00
As soon as you go there, you re going to get the opportunity to sign up for the newsletter.
3
SPEAKER_00
We ve actually got a whole library of previous articles.
3
SPEAKER_00
Give us your email.
3
SPEAKER_00
You get the newsletter Tuesday morning.
3
SPEAKER_00
You re going to find out about different ways to learn from us.
3
SPEAKER_00
It s really the gateway to the gold mine.
3
SPEAKER_00
So subscribing to our newsletter, The Edge, it s the best way to follow up with us.
3
SPEAKER_02
Chris, thank you for joining us.
3
SPEAKER_02
Everybody stick around for a 60 second recap coming up soon.
3
SPEAKER_01
Here s my secret to being a sales superhuman.
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It s auto reminders for everything.
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If I expect any reply from a prospect, I press command H and superhuman pops it right back into my inbox.
3
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If I don t get a reply in two days, that means if you handle an objection, if you suggest times for a meeting, or if you ask for cuts back on red lines, always create a two day reminder task and assume they will not reply.
3
SPEAKER_01
So if you want to follow up on time, every time you can get a free month of superhuman by checking it out in the show notes.
3
SPEAKER_01
Your ZoomInfo actionable insight tactic is called Jane s Moving Up.
3
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Why?
3
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Because that s the email subject line you ll use when you get a real-time notice that your prospect, Jane, just got promoted.
3
SPEAKER_01
From there, in the email, explain how ZoomInfo helps rising sales leaders win their first 90 days on the job by highlighting coaching opportunities or supporting a team-wide prospecting push.
3
SPEAKER_01
And you can try out this trigger-based email template for prospect promotion and four other scenarios inspired by ZoomInfo s go-to-market plays.
3
SPEAKER_01
Link in the show notes.
3
SPEAKER_01
Today s tactic to triple your connect rate is brought to you by rocket reach, who provides data that lets you reach out to the right person at the right account at the right time.
3
SPEAKER_01
Every time you re reaching out to an account, pull down the contacts again.
3
SPEAKER_01
Yes, I know it sucks, but the average tech tenure is two years, which means 50% of the workforce turns over every year.
3
SPEAKER_01
So look up the account, pull anyone who was hired and scratch anyone who has left.
3
SPEAKER_01
And one way you can pull verified and accurate data is with Rocket Reach.
3
SPEAKER_01
So if you like this, check out their toolkit on eight ways to triple your cold call connects in the show notes.
3
SPEAKER_02
Today s prospecting tip is brought to you by Woodpecker.
3
SPEAKER_02
When you re sending a sales email, you generally want to avoid putting punctuation in the subject line.
3
SPEAKER_02
If you ve got an exclamation point, it makes it seem like you re shouting at them, look at this amazing offer!
3
SPEAKER_02
And a question mark just smells salesy, so avoid punctuation.
3
SPEAKER_02
Now, if you want to steal my full sales cadence from my friends at Woodpecker, there s a link in the show notes for you to go get it and try it for free.
3
SPEAKER_01
Well, folks, I would love to ask Chris another question right now, but part two of this interview begins right here next week.
3
SPEAKER_01
We re ending where we re talking about how you unpack the parts of the negotiation.
3
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And next week, we re going to come to all the different ways you can solution and negotiation and nail tone throughout the rest of it.
3
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Already folks hang on 60 second recap coming up soon.
3
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Your top four actionable takeaways from this episode with Chris Voss.
3
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Number one, condition your prospect for future interactions.
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That means if you schedule 30 minutes and 25 minutes into the meeting, show that they re willing to come back to you again and again and again.
3
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If you overstay your welcome once, you have poisoned the well in the eyes of that person for all future interactions.
3
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Number two, do not talk to people when they are distracted.
3
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If you can tell someone is distracted or if they re in the middle of something, reschedule, class them to call you back later.
3
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It s not a productive use of either of your time.
3
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Three.
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First technique is a label.
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My favorite label from the episode was, seems like the value isn t there for you when they ask for a massive discount.
3
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Number four, my second favorite question in the interview was, how am I going to deliver a great service to you at half the price?
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What you start to do is you start to take away the value and introduce the annoyance tasks when people are trying to get a massive discount out of you.
3
SPEAKER_01
Alrighty, Nick, how can people help us out?
3
SPEAKER_02
Well, if you re listening to this episode and if you ve made it this far, it seems like you might value practical, actionable, concise best practices for sales.
3
SPEAKER_02
And if that s the case, I ve got not one, but two newsletters that you might consider subscribing to.
3
SPEAKER_02
Chris shared his, which is something that lands in my inbox all the time and is really helpful for me as I up-level my negotiation skills.
3
SPEAKER_02
And Armand, I know you ve been hard at work writing a 30 Minutes to Presidents Club newsletter every single week, so if you enjoyed this episode and if you want more stuff like this in written, condensed, nicely formatted form, and if you re sick of hearing our voices, you may consider checking the show notes and subscribing to both of those newsletters.
3
SPEAKER_02
Alright folks, we ll see you next week for round two with Chris.
3
SPEAKER_02
Today s tip to optimize your sales day is brought to you by Boomerang.
3
SPEAKER_02
Obsessive checking of your inbox is a total waste of time and brainpower.
3
SPEAKER_02
Instead, commit to checking your inbox and responding to email at set times throughout the day.
3
SPEAKER_02
I m a fan of Boomerang s pause inbox function to keep myself from getting distracted by my inbox.
3
SPEAKER_02
Now, we documented our best templates and tools to help you optimize your sales day with our friends at Boomerang, and you can get that for free at the link in the show notes.
3
SPEAKER_02
Today s prospecting tip is brought to you by Supercadence by Influ2, which helps cut through the noise of oversaturated prospecting channels.
3
SPEAKER_02
If you want to get your prospect s attention, you gotta do stuff a robot would never do.
3
SPEAKER_02
One of my favorite plays is getting warm introductions to the accounts that I m targeting via salespeople who work at that account.
3
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Salespeople help salespeople.
3
SPEAKER_02
Another approach could be using Supercadence to run
3
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SDR ads to put a face to the name.
3
SPEAKER_02
Now, we worked with Influ2 to put together a special toolkit on ways to humanize your outreach, which you can get for free at the link in the show notes.