===FILE=== -mmOsCJqh88 - The Sandler Submarine.txt
https://youtu.be/-mmOsCJqh88
The Sandler Submarine

[0:01] Robin Sam here more of Sandler we're [0:03] going over What's called the Sandler [0:05] submarine so if you think of a submarine [0:07] that has all the different compartments [0:09] and those compartments are there to [0:11] close off just in case wood orever gets [0:12] in that it doesn't sink the whole ship [0:14] right so the first is bonding and [0:19] Rapport and bonding and Rapport is is [0:23] just like it sounds you do this at the [0:25] start of every [0:26] conversation and it's it's critical in [0:29] sales people do do business with people [0:31] that they know like they trust so [0:33] bonding and report is a very simple one [0:35] you started off it could be a little [0:37] longer if you never met the person um [0:39] could be really short depending on how [0:41] much time you have or if you're over the [0:43] phone or whatever it may be right but [0:45] bonding and Rapport just loosens things [0:47] up before you get into the the uh [0:49] in-depth discussion the next one in the [0:51] funnel is called an upfront contract so [0:54] Sam upfront contracts you're talking [0:56] about time so you're asking them like [0:59] how much time do you have like I've [1:01] blocked off 30 minutes for this call do [1:03] you have that you're also qualifying a [1:06] time so I'm you're going to have my [1:08] undivided attention Mr Prospect are you [1:11] okay like does this time work for you [1:13] and you be uninterrupted right um so [1:16] you're talking about time you're talking [1:17] about the quality of time and then [1:19] you're also talking about what could [1:21] happen later on so I'm going to ask you [1:22] some questions I just need to understand [1:24] more about your position and then I know [1:26] that you've been you know you want to [1:28] know what the pricing and how all that [1:29] works I'm happy to get to that at [1:32] towards the end of the conversation but [1:33] for right now I need to understand more [1:35] about your position that onf front [1:37] contract is critical cuz you're setting [1:39] the stage if you don't do that you may [1:41] start in on a 10-minute call and you [1:43] think you have the Whole 30 minutes and [1:45] their assistant calls them in and like [1:47] it gets cancelled or you're talking and [1:49] they start answering their phone or [1:51] looking at their phone the whole thing [1:53] is about control so by setting up up a [1:57] good up fromont contract you remain in [1:59] control control okay the next one is [2:02] pain we have a separate video that goes [2:04] into the Sandler Sales pain funnel pain [2:08] can be two things pain Pleasure and Pain [2:12] pleasure could be I just inherited a [2:14] million dollars I won Lottery and I'm [2:16] going to invest in real estate and I'm [2:18] meeting with a listing agent to [2:20] understand more about what that is pain [2:22] could be I did invest that million [2:25] dollars I own a 100 properties right now [2:28] uh uh I haven't seen my kids my wife's [2:31] ready to leave me um I'm underwater on [2:34] my mortgage I'm I'm I'm ready to throw [2:37] in the towel that's pain and all the [2:40] pain questions will help you get there [2:42] it's bonding and rep report upfront [2:45] contract and then pain we haven't talked [2:47] price we haven't talked about budget we [2:51] haven't talked about anything else you [2:53] don't have a qualified Prospect unless [2:55] you know what their pain is the pain is [2:57] the motivator the pain is why would [2:59] would they sign up with you because you [3:02] may need to go back and remind them [3:03] remember the stress you're under [3:06] remember that you're behind in your [3:07] bills now remember the time that you're [3:10] not spending with your family that's [3:11] your pain the next one from there comes [3:14] down to budget that's their budget [3:16] that's what have they set aside to have [3:18] Property Management done that's what are [3:20] their reserves that's learning more [3:22] about their financial position the fifth [3:25] is [3:26] decision how do you how are you going to [3:28] go about making this decision maybe [3:31] they're with the property manager [3:33] already um and there's business partners [3:38] and they have a property manager who [3:40] makes the decision with them how do they [3:42] go about making this decision how much [3:44] time do they have to make this [3:45] decision the the second to last one is [3:48] fulfillment fulfillment is when you are [3:51] answering their pain [3:53] question okay the last one is a post [3:56] sale okay the postale is coaching them [3:59] through what are the next steps after [4:01] they become a client [4:04] yours

===FILE=== 32XVVaRQHmc - Sandler Sales Training with Joe Diliberto and Drew Aversa.txt
https://youtu.be/32XVVaRQHmc
Sandler Sales Training with Joe Diliberto and Drew Aversa
[0:00] welcome to another episode of the drew a
[0:02] versa show I am here with Joe Diliberto
[0:05] from Sandler sales training also my
[0:09] first executive coach sales coach
[0:11] extraordinaire Joe how are you doing
[0:13] today hey I'm doing great I really
[0:16] appreciate the opportunity I'm looking
[0:17] forward to this I am too and one of the
[0:20] first things you taught me Joe is to
[0:22] talk about time and commitments in
[0:23] meetings so this podcast is gonna take
[0:26] roughly around 1/2 hour might go a
[0:28] little bit longer if we have some good
[0:29] content is that ok with you that's a
[0:31] good offering contract true and yes
[0:33] that's good with me thanks for checking
[0:35] in on that awesome
[0:36] thanks Joe so I would just love to hear
[0:38] your background I think for for the
[0:40] audience but you have traveled all over
[0:42] the world we're kindred spirits in that
[0:45] sense through Asia and different
[0:47] business opportunities that you've been
[0:48] a part of as well as sales you really
[0:50] are sales master so how did you find
[0:53] yourself in sales a few years ago and or
[0:58] some moons ago but how did you find
[1:00] yourself in sales Joe and then what what
[1:04] made you want to stay in sales because
[1:05] it's a it's a grueling occupation for a
[1:08] lot of people yeah so I'm you know my
[1:12] background really started out in the
[1:13] corporate world and where I had a chance
[1:16] to kind of move through the ranks of
[1:20] business both in the areas of sales and
[1:22] marketing and business development and
[1:24] strategic planning and and I really was
[1:27] fortunate enough to have the opportunity
[1:28] to to have assignments around the world
[1:32] as you said so I had a chance to live in
[1:33] Europe for a for a few years I actually
[1:37] ended up meeting my wife there future
[1:40] would be wife and also lived in in Asia
[1:42] for a few years and also had the
[1:45] opportunity out of out of the u.s. to to
[1:48] work in the Latin American region of
[1:50] that company and so we had a chance to
[1:52] travel throughout really all of the
[1:54] countries in South America and Central
[1:55] America so a lot of international work
[1:57] but I've also had the opportunity they
[1:59] drew to work with startup companies
[2:02] where really you have a chances to
[2:04] understand you don't have an army of
[2:06] people behind you and you got to wear a
[2:08] lot of hats and so what I'm doing now
[2:11] with Sandler training is it
[2:13] it's like my own business even though
[2:15] I'm part of a larger company I've been
[2:16] doing this for about 15 years and and
[2:18] what I find really cool about it is I'm
[2:20] able to take a lot of that stuff in them
[2:22] my background the corporate stuff
[2:24] startup stuff running my own business
[2:26] and and so I really enjoy bringing that
[2:29] to life with the clients that I work
[2:31] with that's great Joe and you know you
[2:34] were with fortune companies before right
[2:37] yeah and the startup world so for people
[2:41] because San Francisco Berry is a very
[2:43] dynamic place where we're both from
[2:44] people are coming from foreign companies
[2:47] and the startup world or going from a
[2:48] startup world into more of a traditional
[2:50] you know larger company what are the
[2:52] differences in sales strategies between
[2:54] a start-up and a more established
[2:58] company you know there are a lot of kind
[3:01] of basic things that that both company
[3:03] these shares matter of fact Sandler
[3:05] training our clients can be on the large
[3:09] end I mean clients like Oracle and
[3:11] Salesforce or our bigger clients
[3:12] divisions of Cisco and those big guys
[3:15] but we mostly work with small to medium
[3:18] size companies where we have a lot of
[3:20] touch points and so what we learn is
[3:22] that there are a lot of these having
[3:24] kind of a framework and a process and a
[3:28] methodology that can be applied to
[3:30] really all kinds of businesses is
[3:32] important it's important that we
[3:34] understand the the differences in our
[3:37] industry or our segments are we selling
[3:39] a product or a service is it a
[3:41] consultative sale or a transactional
[3:43] sale once you understand your business
[3:45] the your desired client portfolio then
[3:49] you kind of take the process and the
[3:51] methodology and you apply it to those
[3:52] those specific things what are the key
[3:57] nuggets of being an effective sales
[4:00] person Joe good question you know it's
[4:03] funny I I think about the things that I
[4:06] did prior to learning a lot of this
[4:08] stuff and I you know I was able to get
[4:10] to sort of an executive level
[4:11] vice-president I was running a six
[4:14] hundred million dollar business I had
[4:16] over a hundred people on my sales team
[4:18] but when I look back drew I found that
[4:21] in a way I was I mean we all have good
[4:23] intentions right I was winging it
[4:26] to a certain extent and if somebody said
[4:28] to me Joe tell me the things
[4:30] specifically that you are doing really
[4:33] well and the things that you think you
[4:35] need to work on to be honest I'd have
[4:38] trouble sorting those two things out I
[4:39] would just kind of say I don't know I'm
[4:41] I'm just giving it my best shot a lot of
[4:43] them just learning along the way but now
[4:45] I think the Nugget here is do you have a
[4:49] process a methodology that's repeatable
[4:52] that that after any sort of sales call
[4:55] you can step back and say wow if I had
[4:59] the opportunity to do that over again is
[5:01] there anything I would have done
[5:03] differently and if you know what the
[5:05] process is it's real easy to pinpoint
[5:07] that so so that's part of it is to have
[5:10] a methodology or process in terms of a
[5:14] nugget you know one basic thing I know
[5:16] this sounds simple but it's
[5:18] understanding the definition of selling
[5:20] I mean a lot of us have this image that
[5:22] what we're supposed to do is somehow
[5:25] someway convince somebody to buy from us
[5:28] right like here's why you should buy
[5:30] from us I can help you do this better
[5:32] you know make more money or be more
[5:34] efficient but really the definition of
[5:37] selling in my mind is simply to help
[5:39] people make the best decision for them
[5:42] and more importantly it's understanding
[5:45] that a sales process is made up of a lot
[5:48] of little micro decisions and if we
[5:51] don't understand that then then not only
[5:54] do we lose control of the process but we
[5:56] make it real uncomfortable for both
[5:57] parties so that's probably one of the
[5:59] bigger Nuggets is understanding what is
[6:01] it you're trying to do in the sales
[6:02] process that's a great mega tool and
[6:05] that was something that you helped me a
[6:06] lot with when I was new to sales you
[6:09] know leaving the fire service entering a
[6:10] director level role in professional
[6:13] services sales and your big goals right
[6:15] when we were working together
[6:17] I was working also with the board of
[6:18] directors and CEO and they had some
[6:21] lofty goals that we hit we did a great
[6:23] strategy working together on that and
[6:25] one of the key things I remember cause
[6:26] you told me it's like football you have
[6:28] to keep moving the ball down the field
[6:29] so a lot of people in sales they they
[6:32] want to know when you're when are you
[6:34] winning when are you closing you know
[6:35] these very aggressive sales types right
[6:38] and it's like a yes or no black or black
[6:40] or white
[6:40] and unfortunately that doesn't work out
[6:43] so well from a standpoint of building a
[6:45] good culture a good client experience
[6:48] where the client doesn't feel like
[6:49] you're a shark out to get them in the
[6:51] sea you know it's really moving the ball
[6:55] strategically down the field and knowing
[6:58] what your desired outcome looks like for
[7:00] you and for your client I think those
[7:03] are some of the the things that you
[7:04] really help shape my mind with is how I
[7:07] looked at sales process was it was that
[7:10] slow progressive approach to the
[7:13] mutually desired outcome mm-hmm
[7:16] well you know you said a couple of
[7:18] really important things there and I also
[7:19] want to emphasize really to the audience
[7:21] you know working with people like you
[7:23] drew who are really good at what you do
[7:26] and I kind of view that like working
[7:27] with a high level athlete that that
[7:30] you're not trying to change they're you
[7:32] know here's how to catch the ball how to
[7:34] throw the ball it's it's little things
[7:36] that can make a big difference and that
[7:38] when I work with professionals and
[7:41] people that are really on their game
[7:42] well a couple tweaks can be a big deal
[7:45] so that's important to note for all of
[7:48] us as having this desire to continually
[7:50] get better continuously improve and and
[7:53] learn you know I always say Drew and I
[7:55] always ask people to finish the sentence
[7:57] when you're on a sales call you either
[7:59] win or you and of course I hear the word
[8:01] lose and the answer is no it's it's
[8:03] either win or you learn and if that's
[8:06] your your your mantra win or learn you
[8:09] kind of welcome the losses because those
[8:12] are clearly opportunities to learn and
[8:14] that's our job is to accelerate the
[8:16] learning process I love that Joe and one
[8:19] of the great things of having an
[8:21] executive sales coach if you're new in
[8:23] sales or you've been doing it for a
[8:24] while and you're off on your numbers is
[8:27] that communication of what you and I did
[8:30] weekly check-ins hey here are some of
[8:33] the situation's here or what the
[8:34] conversations are looking like this is
[8:36] what they're sounding like because you
[8:38] can also help somebody pivot and shift
[8:41] into the right direction where you do
[8:43] get the win in a sense and and good
[8:45] being good and sales it's not just about
[8:47] you it really is about the client if you
[8:48] have massive value you have a great
[8:50] product you have a great service at the
[8:53] end of the
[8:53] clients happy because they're getting a
[8:55] new product or even you know my time at
[8:58] Starbucks somebody gets a licensed or
[8:59] they get a brand-new store it's amazing
[9:01] right or in the Contractors Association
[9:03] they get help with grievances and labor
[9:06] union challenges they're relieved so
[9:09] it's I think one of the key things that
[9:11] I had to learn to being new to sales was
[9:14] at first it can be stressful because
[9:17] you're worrying about these quotas
[9:18] you're worried about all these different
[9:19] things but then it's thinking about the
[9:21] value like what is the value of the
[9:23] product or the service and then once you
[9:25] conceptualize it and you really believe
[9:27] in it then I think sales starts to
[9:28] become fun what do you think about that
[9:30] Joe yeah I mean you you the key word you
[9:33] just used was believed I mean I think
[9:35] selling is a is a battle of beliefs
[9:38] people are buying our beliefs and if you
[9:40] truly believe that you can help somebody
[9:42] then you can bring value then you find
[9:45] yourself pulling in the chair not
[9:47] literally but imagine that you're
[9:49] pulling the chair to their side of the
[9:51] table and you're looking at their
[9:52] business together looking at their their
[9:55] challenges their problems what's keeping
[9:57] them to get to certain places and now
[9:59] wow you're you're truly adding value and
[10:03] it kind of gives me I have to share this
[10:05] this little thing that I have in my head
[10:08] like whenever I meet young and new sales
[10:10] people I always ask them what you know
[10:12] what made you get into sales and the
[10:14] answer I usually hear is to make more
[10:16] money right and I'm like you know that's
[10:18] a good answer because every sales
[10:20] manager once I'm hungry money hungry
[10:22] sales person but but I got a share with
[10:24] you that was my mantra and when I
[10:28] started this Sandler business 15 years
[10:30] ago and I realized it wasn't working for
[10:32] me and so I changed it after a couple
[10:35] years and and when I changed it it was
[10:37] almost like a light switch and and I'll
[10:40] share it with you and notice the double
[10:41] meaning here it's helped people make
[10:45] money so in one hand it's helped people
[10:48] make money and then it's helped people
[10:50] and you're gonna make money in the
[10:52] process so how people it starts with
[10:55] helping people so that's kind of the
[10:56] foundation of what you just said is it's
[10:59] exciting when you truly take your sales
[11:02] hat off put your doctor hat on and
[11:04] figure out is there a problem here that
[11:06] I can help some
[11:07] and you said something to you I think
[11:10] what it sums up is is an exchange of
[11:12] value where in life we have to make
[11:16] money to live right we have I mean you
[11:18] can't get free food all the time you
[11:19] can't get free you know why and if you
[11:21] like wine or a house nobody's giving you
[11:23] a house at least in the Bay Area so you
[11:26] have to make money in order to survive
[11:29] a basic level of survival and then one
[11:31] day hopefully retire and have peace in
[11:33] retirement so during that process
[11:35] whatever you're getting behind can you
[11:37] get behind something that you stand for
[11:39] and then when you're working with
[11:41] somebody there's that exchange of your
[11:44] time the value of your product or
[11:46] service and then that other person's
[11:47] time the need for your product or
[11:50] service and then hopefully a mutually
[11:53] beneficial exchange where there's
[11:56] massive value and they feel fine paying
[11:58] for the value is that kind of how I'm
[12:00] hearing yeah I definitely think that's
[12:01] that's part of it and you know and and
[12:05] viewing it like like we're both on a
[12:08] level playing field like a lot of times
[12:10] what a salesperson is in a way looking
[12:14] up to the buyer saying you know please
[12:16] buy from me and the buyer is looking
[12:18] down at the salesperson like you know I
[12:20] don't respect salespeople
[12:22] but when we start speaking to them on
[12:24] this level playing field and starts
[12:26] using words like hey this is a really
[12:28] good opportunity for us to learn a
[12:30] little bit more about each other to
[12:31] figure out if this is a good fish for
[12:34] each of us and it's you know it's
[12:35] possible that one of us might determine
[12:37] it's it's not the right time or the
[12:39] right fit and the more we start
[12:41] recognizing this is not about us trying
[12:44] to convince them it's about each of us
[12:46] figuring out together if this is going
[12:48] to be a good fit so it's part of I think
[12:50] aligned to what you said there well a
[12:53] lot of it is the mindset - right where
[12:55] you have that mindset this is a good
[12:59] thing for both of us and that it's not
[13:01] you know you're not one up or one down
[13:04] from that person and what was that
[13:08] phrase you always used to say in Sandler
[13:09] Joe it was but you're independently
[13:11] wealthy act like you're independently
[13:13] wealthy and you don't have no money you
[13:15] know that is I love that phrase because
[13:18] it implies that I I don't need to
[13:21] work anymore the only reason I work is I
[13:24] love what I'm doing it wouldn't that be
[13:26] nice if we were independently wealthy
[13:28] and didn't need the money because you
[13:30] would you would be able to now take your
[13:33] sales hat off and and basically have an
[13:36] amazing discussion to figure out
[13:38] together if you can help people there's
[13:40] no scarcity mentality there's no being
[13:43] desperate there's no pushing hard it's a
[13:46] matter of let's figure this out
[13:47] now you really do it let's drew we can't
[13:50] overlook the fact that you do have to
[13:52] have a process and a methodology to do
[13:55] that surgery so to speak to really
[13:57] figure out because really when you boil
[13:58] it down sales and I know we talked about
[14:01] this but for the audience I mean and
[14:03] they're really three things have to
[14:04] occur number one is there has to be a
[14:08] problem that needs to be solved and and
[14:11] that problem has to be some level you
[14:13] know of complexity important enough to
[14:16] solve it now secondly if somebody's got
[14:19] to be willing to spend some money to fix
[14:21] that problem and third I better be
[14:24] talking to the person that can make
[14:25] those kind of decisions so those there's
[14:28] a kind of the key guiding principles and
[14:30] selling is are those three things and
[14:32] again the methodology kind of embraces
[14:35] that and of course there's a lot more
[14:36] that holds that together but those are
[14:38] the core elements that have to occur in
[14:40] any sales process I love it Joe and also
[14:43] you mentioned when during Sandler
[14:46] there's the the Sandler pyramid let's
[14:48] talk I love it you know it's funny as I
[14:52] said earlier I've been doing this for
[14:54] about 15 years and so my job is to help
[14:57] people you know get better and improve
[14:58] and Chris be more effective but but then
[15:01] you want like the management team or the
[15:04] manager to have the tools to be able to
[15:06] manage their team and coach and train
[15:08] their teams effectively and ultimately
[15:10] you want individuals to be able to self
[15:13] coach so so this triangle that you just
[15:15] talked about is the framework for all
[15:18] three of those categories and I'll let
[15:20] me take you through them real quickly so
[15:23] in one corner of the triangle you know
[15:25] the word we use is really behaviors and
[15:28] activities and so what we really think
[15:30] about in that corner of the triangle is
[15:32] a quality thing
[15:35] anything and it really boils down to am
[15:37] i as a salesperson doing enough of the
[15:41] right behaviors or activities on a
[15:43] regular basis to get in front of new
[15:46] opportunities that's an important part
[15:48] that most salespeople to be honest with
[15:50] you drew don't do enough stuff and if
[15:53] they are they're not doing the right
[15:54] stuff maybe they're not getting to a
[15:55] high enough level in the organization or
[15:57] maybe they're a little bit afraid to
[15:59] call on a larger opportunity because
[16:01] they don't know if they earned it yet so
[16:03] that's one corner of the triangle as are
[16:05] you getting enough at-bats right the
[16:08] second corner of the triangle is all
[16:10] right it's hard enough to get these
[16:11] frequent meetings how do I make sure
[16:13] that I maximize every conversation or
[16:17] interview or discovery call so that I'm
[16:20] really good at qualifying or
[16:22] disqualifying effectively or showing why
[16:26] my product or service is different or
[16:28] knowing when and how to talk about
[16:30] pricing and how do I add value that's
[16:33] the ability to have sales skills and
[16:36] techniques and that's where the Sandler
[16:37] selling system fits right in there the
[16:40] third corner of this triangle it's the
[16:43] most important of the three drew in it
[16:46] you know the be label we put on it is
[16:48] our attitude and our personal identity
[16:51] and and really what that's saying and
[16:54] this is really important is all of us
[16:57] have what we call a self-image like if I
[17:00] was on a sales team with ten people and
[17:02] somebody said to me who's the best sales
[17:04] guy on your team I might look around the
[17:06] room and say well it's not me it's
[17:08] probably Frank over there but by the way
[17:11] I'm better than those four guys over
[17:12] there right so in other words I have a
[17:14] self-image well here's what the
[17:16] psychology says it's very difficult to
[17:20] outperform how we see ourselves so that
[17:24] is a really critical element in terms of
[17:27] your ability to sell effectively your
[17:29] ability to have confidence your ability
[17:31] to to to talk about the beliefs that you
[17:34] are you know and the things that make up
[17:36] that corner of the triangle are things
[17:39] like how do you see yourself as a person
[17:41] you know mind body and spirit how do you
[17:43] see your company do you truly believe in
[17:45] what you're selling and how
[17:47] you see the opportunities in your
[17:48] marketplace are you a scarcity person or
[17:51] an abundant person so those are that
[17:53] that triangle is a framework for
[17:55] effective debriefing effective coaching
[17:58] effective training so identify what
[18:01] what's the right end of the triangle
[18:03] that we need to work on out of those
[18:05] three which one do people have the
[18:08] hardest time with well the first thing
[18:11] is that they don't recognize that one on
[18:13] the bet that attitude one so all they're
[18:15] thinking about is how do I get in front
[18:17] of enough people and how do I sell more
[18:19] effectively but but of those two it's
[18:22] usually that people are not doing enough
[18:24] of the right stuff drew and and the and
[18:28] therefore that top corner of the
[18:29] triangle starts messing with us
[18:31] like if somebody said well Joe you know
[18:33] why are you going after really large
[18:35] opportunities I might say well I'm not
[18:38] sure if I earn the right to do that so
[18:40] so that mental thing gets in the way of
[18:42] the behaviors so that behavior thing is
[18:45] what we're usually lacking and it's
[18:48] because of our sort of self-image they
[18:50] all sort of have interplays there so I'm
[18:53] gonna ask you this you here's a question
[18:55] that through the through the years I've
[18:57] talked with friends and sales now
[19:00] companies change sales goals all the
[19:04] freakin time man you know you're you
[19:06] plug along you're doing extremely well
[19:08] and then next thing there's a new
[19:10] product that's rolled out you're halfway
[19:12] through the sales cycle with your
[19:13] customer that's about ready to buy the
[19:15] product that you were told to go sell
[19:18] and then now there's like this pivot
[19:20] where there's excitement inside the
[19:22] organization by the marketing team and
[19:24] by the product people maybe the CEOs
[19:26] it's a pet project for the CEO and then
[19:29] they want you to pivot or they want you
[19:31] to do something else so sales can also
[19:33] be very challenging because your bonuses
[19:35] are tied to that as a sales professional
[19:37] your livelihood is tied to that if you
[19:39] don't hit quota you're gone or
[19:41] potentially talked to about being gone
[19:43] so different things are constantly
[19:46] changing in sales organizations which
[19:49] can be very frustrating and and can be
[19:52] very difficult for people to keep that
[19:53] mindset peace that you were just talking
[19:55] about where you want to keep yourself
[19:57] positive you want to keep yourself
[19:58] strong externally you're doing
[20:01] with your clients and then internally
[20:03] within the organization there's a
[20:05] constant chaos or just a dis rhythm that
[20:08] makes it very difficult for salespeople
[20:11] to perform I've heard this through
[20:13] numerous industries talking about people
[20:15] across the board and sales so what is
[20:17] your advice is that a management issue
[20:19] is that a cultural issue you know what
[20:23] is it because a sales person who's doing
[20:24] really well the clients love them and
[20:26] then now they've got all this internal
[20:28] who blog going on how what's your advice
[20:31] on that Joe throughout but yeah the
[20:34] salesperson boy that's that's a big one
[20:37] and and you really touched on a lot of
[20:40] important issues just with that scenario
[20:42] you laid out I'm gonna have to start
[20:45] with saying this is a a big-picture
[20:48] business model and cultural issue I mean
[20:51] I think and I actually see this problem
[20:54] it's not really ultimately the
[20:56] salespersons problem they they're on the
[20:58] other end of it they have to figure out
[21:00] how to execute this strategy that's not
[21:03] really a sound one or a good one so so
[21:06] if I was working with that company drew
[21:09] what I would be doing is is sitting down
[21:11] with the CEO and the management team to
[21:14] truly understand where are they where
[21:18] are they taking their business it's kind
[21:20] of like that theory that says structure
[21:24] follows strategy so before we start
[21:26] messing with the sales organization and
[21:29] the structure and the compensation plan
[21:30] we better have a strategy that's really
[21:33] in place it's sound it's credible it's
[21:37] been thought through and once we have
[21:39] that nailed now we can structure the
[21:42] sales organization and the direction and
[21:44] the you know the the compensation plan
[21:47] and then the right metrics in place so
[21:50] what you described starts with really
[21:52] top of the organization and they need
[21:54] help and and and if you get all the way
[21:57] down to the salesperson here's where we
[22:00] start having problems you know one of
[22:02] them one of the worst things you can do
[22:04] to a salesperson is change the
[22:06] compensation plan in the middle of the
[22:09] year start messing with people's wallets
[22:11] in the middle of the year changing their
[22:13] targets their quota
[22:14] and then changing their their paybacks
[22:16] that's that's disaster that's when you
[22:19] start getting people where their
[22:21] motivation starts to decline they stop
[22:23] being engaged they start looking at
[22:25] other companies so that's it you know
[22:27] it's almost like saying this you think
[22:30] about is we talking about a problem or
[22:33] are we talking about a symptom and I
[22:36] think that what you started with was the
[22:39] symptom and that is I'm sorry what was
[22:43] the problem with these sales people
[22:44] getting all this mixed direction but we
[22:45] got to go all the way back to figure out
[22:47] what's really causing that problem
[22:49] that's what we're getting to culture and
[22:51] management great points yo and let's
[22:55] talk about stretch goals because every
[22:57] sales organization typically has a goal
[23:00] yeah some have a stretch goal which is
[23:03] oftentimes people may or may not meet
[23:05] what are your thoughts on stretch goals
[23:07] the purpose behind them and the reality
[23:09] of achieving them you know the first
[23:11] thing that comes to my mind is a good
[23:13] question is is that that whole thought
[23:16] process of the Y has to be bigger than
[23:19] the what here's what I mean by that if
[23:21] we say to anybody whether it's a
[23:24] salesperson or anybody hey drew here's
[23:27] what I want you to do I need you to
[23:28] deliver this kind of goal double you
[23:31] know double our sales this year the
[23:34] first question you're gonna ask either
[23:36] out loud or to yourself is why do I need
[23:40] to do that and if that answer to that
[23:42] question like why do I need to double or
[23:44] why do we need to double our business is
[23:46] smaller than what you just asked me to
[23:49] do then it's not going to happen so so
[23:51] we have to be on the same page to
[23:53] determine why does it make sense to to
[23:56] grow our business to have these stretch
[23:58] goals and once I understand if I was the
[24:01] salesperson once I truly understood the
[24:03] why like maybe part of the why is he
[24:07] gives us a chance to enter new markets
[24:10] or it gives us a chance to sell new
[24:13] products and services and that's going
[24:14] to give us the ability to hire more
[24:16] people which now gives us the ability to
[24:18] to have a larger organization that that
[24:21] were able to deleverage that into maybe
[24:24] entering new markets and Joe they're the
[24:27] person I'm talking to you
[24:28] have new career opportunities and and by
[24:31] the way along the way we're going to
[24:32] reward you with whether it's profit
[24:34] sharing or bonuses or compensation plans
[24:36] that that now we're getting to now some
[24:39] real reasons to grow this business now
[24:42] the last thing drew on that is you don't
[24:44] just throw numbers of people hey you
[24:46] know what you need to double your
[24:48] business or you need to here's the
[24:49] stretch goal
[24:50] there better be a plan there better be a
[24:52] path but here are the steps here's our
[24:55] goal for the year here's why we want to
[24:57] get there now let's break that into
[24:59] pieces and it all comes all the way down
[25:01] to here's what you need to do today Joe
[25:04] to make that happen if I'm clear on that
[25:07] we're on our way great points again
[25:12] sales master and next question here we
[25:17] see this sounds serious all the time on
[25:20] headlines different different blog posts
[25:23] is cold calling dead we have LinkedIn we
[25:27] have social media we have all these
[25:30] different things
[25:30] this cold calling dead Joe you know the
[25:34] short answer is no it's now is it harder
[25:38] to be effective at cold calling yes so
[25:41] I'm a really big believer in having a
[25:45] multi-faceted business development plan
[25:48] that cold calling is one component of if
[25:52] all you are relying on is cold calling
[25:56] you're going to either burn out too soon
[25:58] or get real frustrated because it's not
[26:01] going to be easy
[26:01] so the question is well what are the
[26:04] kinds of things that we can do where
[26:06] cold calling is a part of so I kind of
[26:09] think of cold calling as one behavior or
[26:13] activity and all the other ones are to
[26:16] make the calls warmer so if I went to a
[26:19] networking event and I met somebody at
[26:22] that event and the notice that we have a
[26:24] lot of things in common like maybe we
[26:26] have we don't compete but we're
[26:29] targeting the same customer well now
[26:31] there's a reason to meet with them and
[26:33] and the more we work with each other we
[26:35] might be able to help each other by
[26:36] opening doors so instead of relying on
[26:38] just cold calling how do we
[26:41] more elements but let's go back to cold
[26:44] calling I think the challenge here we
[26:46] know we're gonna get voicemails we know
[26:48] we're we're gonna get gatekeepers we
[26:50] know we're not going to get callbacks so
[26:53] how do we get better at cold calling so
[26:56] I'll give you an example usually what
[26:59] happens is it's pretty clear when you
[27:03] get a cold call I hate getting them by
[27:04] the way it's like oh man here's a
[27:07] freaking salesperson and I sometimes I
[27:10] just hang up on I don't know if you do
[27:11] but I do but if somebody said this to me
[27:14] it was that a question Joe or somebody
[27:18] if somebody cold called me and said this
[27:20] to me hey Joe man listen I probably
[27:23] caught you right in the middle of
[27:24] something do you mind if I just take one
[27:28] minute to tell you who I am why I'm
[27:31] reaching out to you now you know maybe
[27:34] provide a little bit of context so that
[27:36] you can decide if you would like to have
[27:38] a brief conversation than not so now I'm
[27:41] thinking well that was that was
[27:43] different that was interesting and I'm
[27:45] likely to give you the green light like
[27:48] sure who are you and why are you calling
[27:51] me as a matter of fact drew if people do
[27:55] what I just said I have found the
[27:58] percentage of coke all recipients that
[28:01] say sure to that is is above 85 percent
[28:05] now now of course you got to figure out
[28:08] what do I do
[28:09] once they gave me the green light to
[28:11] take a minute of their time now that's
[28:14] where I would say you better know the
[28:16] problems you saw and so I might say to
[28:19] you you know drew I did some research on
[28:22] your company and I noticed that you guys
[28:24] are going through a consolidation
[28:26] process and one of the things I don't
[28:28] know about your business true but a lot
[28:30] of times I hear that Wow consolidating
[28:33] teams is harder than we thought it would
[28:35] be it's really difficult to take two
[28:37] sales cultures and put them down and
[28:39] those are examples of a company that I
[28:41] work with when we really sit down and
[28:43] say is there a way we can give them a
[28:45] common language but but again true I
[28:47] don't know if that's something you're
[28:48] seeing over there so what I just did out
[28:50] of the roleplay drew is I I laid out a
[28:54] guess of a
[28:55] problem that I think they have laid it
[28:58] out in a third party story and ended it
[29:00] with a question so that you can say to
[29:02] me you know what that's something that
[29:05] we're starting to see here how do you
[29:06] work with companies like me so that so
[29:08] the point on making drew is is cold call
[29:11] calling difficult yes should we have a
[29:14] strategy maybe we have to if we get a
[29:17] voicemail maybe we leave a voicemail
[29:19] that that leads to an email and that
[29:22] email is designed to follow up with a
[29:24] phone call so we when I work with my
[29:27] clients we figure out what's the best
[29:29] cadence what do those voicemails sound
[29:32] like what's the gatekeeper sound like
[29:34] all of those things are part of being
[29:36] better at cocoa and you hit on some
[29:40] great things Joe I think for sales
[29:42] managers taking the time to coach your
[29:45] people through cold calling because if
[29:47] you're in the sales manager role and
[29:48] you've been there for two to five years
[29:50] it's it comes naturally but for most
[29:53] people having an awkward conversation
[29:54] most people don't like awkward
[29:56] conversations that's why networking
[29:57] events can be very stressful for a lot
[29:59] of people if they're not extroverts and
[30:02] then they're not able to make small talk
[30:04] quickly so then here they are maybe your
[30:07] company is the only job that they could
[30:08] get at the time and the job is cold
[30:12] calling and they have to give it a give
[30:13] it a shot so to roleplay and to have
[30:17] these scenarios to walk people through
[30:19] the initial gaining trust building that
[30:23] rapport quickly on the phone which is
[30:25] very difficult to do because yeah body
[30:27] language is you know over 80% of how we
[30:29] communicate and you can't see that on
[30:31] the phone
[30:31] mm-hmm you're right so you just have the
[30:35] thing you tell me about tone yeah so if
[30:38] your tone is to recive too soft to me
[30:42] too loud you know what your tone is can
[30:46] also be very off-putting for people on
[30:48] the phone so it's very difficult for
[30:50] that initial five seconds to build that
[30:53] rapport that trust which which sales you
[30:55] have to have trust and credibility and
[30:57] then after that piece of what are you
[31:00] solving do you know enough about who
[31:03] this person is maybe some demographic
[31:04] information on them what the company is
[31:06] and what not but having that
[31:09] mentoring program within the sales
[31:11] organization show I think is so key
[31:14] having to do cold calls and not being
[31:16] trained on how to do cold calls can be
[31:18] extremely stressful do you agree yeah
[31:21] yeah oh yeah for sure well I think
[31:24] you're hitting on another key point true
[31:26] and and that is management's role to
[31:29] help a sales person be successful so I
[31:32] view a manager's role with four specific
[31:36] different hats they have to wear and
[31:39] then let me just run through them fast
[31:41] there's a training hat a coaching hat a
[31:44] supervising hat and a mentoring hat now
[31:47] a lot of people don't get the difference
[31:49] between training and coaching here's the
[31:51] difference training is when you give
[31:53] people something new a new tool a new
[31:57] process a new methodology and you'll get
[32:00] people that are shaking their heads I
[32:01] like that new tool I got it so that's
[32:05] training coaching is alright I want to
[32:08] now watch you apply or use that tool so
[32:11] now I'm in coaching mode and in role
[32:13] playing as you just mentioned a minute
[32:15] ago is a key element whether you shadow
[32:18] a rep it literally go with them on a
[32:20] sales call or sit next to them and
[32:23] listen to their calls or roleplay those
[32:25] are ways that are how we can coach our
[32:28] individuals more effectively that third
[32:31] element which is supervising is look man
[32:34] we're all in this to deliver results and
[32:37] so are we tracking the right metrics are
[32:39] we holding people accountable to deliver
[32:42] the results that are required and that
[32:44] fourth mentoring thing is you use that
[32:47] word as well is do we really understand
[32:49] our our team what motivates that what
[32:51] inspires them what they see in terms of
[32:53] their career path and all those things
[32:56] come into the mentoring category but
[32:58] yeah that that coaching piece is so
[33:02] important role playing in the things
[33:03] that you mentioned what do you think is
[33:07] the most important thing that we have
[33:10] not talked about yet Joe that you want
[33:12] to leave the listeners with from all
[33:14] your years of sales whether it's
[33:16] multicultural different things going on
[33:19] and in sales the the market right now
[33:21] what
[33:23] you know what's at the top of your mind
[33:25] you know I good question gosh I feel
[33:28] like I need to think about that a lot
[33:29] longer but the first thing that comes to
[33:31] my head is you know and we've heard this
[33:34] and that is do you really have some
[33:37] meaning and progress of what you're
[33:39] doing because that's where your passion
[33:41] and belief is going to come you know I
[33:43] just said literally drew two days ago
[33:45] yes in the morning I said to my wife you
[33:48] know it's a good thing I like what I do
[33:50] because I'm working too hard but the
[33:53] good is I love what I do right so you
[33:55] you have to love what you do and you
[33:58] know we learn a lot from people around
[34:00] us I mean we've all been hearing the the
[34:03] horrible you know situation with Kobe
[34:05] Bryant and his daughter and the good
[34:08] news about that and I know it's hard to
[34:09] find it is think about the people he's
[34:11] impacting now I mean he was already
[34:14] impacting so many people and now he's
[34:18] impacting more people just this morning
[34:20] before coming to you I did a half-day
[34:22] workshop drew and I gave them a homework
[34:25] assignment I shared the link with them
[34:28] of the tribute to Kobe Bryant in his own
[34:31] words that was used in the Lakers first
[34:33] home game after the accident and I asked
[34:36] them to listen to this five minute
[34:37] YouTube and and find one thing that they
[34:41] can apply to their lives and and it was
[34:43] a really interesting conversation we had
[34:45] this morning but there were about thirty
[34:47] people in the room and everybody had
[34:49] different perspectives but but the key
[34:50] element here is this all of us have
[34:53] there our own box drew they're all
[34:56] different boxes yours isn't better or
[34:58] worse than mine
[34:59] the question is what are you doing with
[35:01] your box and as you said sales is hard
[35:04] and if you're not enjoying the journey
[35:06] then it's probably not for you so when
[35:09] figuring out a way to have fun enjoy the
[35:12] journey how people make money I guess is
[35:15] my my number one message awesome Joe
[35:19] thank you so much and enjoy always
[35:22] having you around in my life as a mentor
[35:25] as a coach as a trainer as somebody who
[35:28] I respect immensely and I hope those who
[35:30] are listening if you are curious on how
[35:33] to grow your business how to grow your
[35:34] sales or reach out to Joe
[35:36] and you have a free boot camp right that
[35:40] you can go to and check check yeah I'm
[35:42] lying I do have the ability to have
[35:44] people if they want to jump into a one
[35:46] of my workshops I do a couple of things
[35:48] drew a lot of things but one is I do a
[35:50] weekly workshop two-hour workshop every
[35:54] week and gosh people come to that for a
[35:56] while people that are listening are
[35:57] welcome to come there as my guest I also
[36:01] do boot camps where people have the
[36:02] opportunity to get a real much deeper
[36:04] dive and I do a lot of in-house
[36:06] corporate work as well but yeah if there
[36:09] was a way that people can reach out I'd
[36:10] be happy to discuss this with them and
[36:12] if you haven't gone to one of those
[36:15] sales trainings I recommend you highly
[36:17] so check it out I've sent numerous
[36:19] people to you through the years and they
[36:21] have had nothing but great things to say
[36:23] so Joe is the man the myth the legend of
[36:28] sales training in the Bay Area hey drew
[36:32] this was fun I really appreciate you
[36:33] inviting me to have this podcast thank
[36:35] you you're welcome
[36:37] great havi Joe
[36:45] you

===FILE=== 3ZB7iVRI5FI - EP 12 Sandler Selling Method A Step-by-Step Guide to Boost Your Sales Process Podcast.txt
https://youtu.be/3ZB7iVRI5FI
EP 12 | Sandler Selling Method: A Step-by-Step Guide to Boost Your Sales Process #Podcast
[0:00] all right so uh today we are going to
[0:02] Deep dive into this whole Sandler
[0:04] selling method okay you know you sent
[0:06] over this article called Sandler selling
[0:08] method a step-by-step guide to boost
[0:11] your sales process and yeah I I have to
[0:13] say I was really struck by that 88%
[0:16] statistic oh yeah you know that that
[0:18] many sales reps say that their strategy
[0:21] actually improved right after Sandler
[0:23] training I mean there has to be
[0:25] something really special going on here
[0:27] for sure it it seems like this method
[0:29] really kind of flips the script on
[0:32] traditional sales MH you know by really
[0:34] focusing on understanding a client's
[0:37] pain points yeah before you even mention
[0:40] your product it really is kind of a
[0:41] refreshing approach yeah you know in a
[0:44] world that prioritizes the hard cell so
[0:46] much the sandor method is really all
[0:48] about building those genuine
[0:50] relationships and those long-term
[0:51] Partnerships that makes a lot of sense
[0:53] but how do they actually do that well
[0:55] the article mentions this uh Sandler
[0:58] pain funnel right and honestly it sounds
[1:00] a little intimidating yeah what's the
[1:02] idea behind that yeah so it's it's not
[1:04] about inflicting pain or anything like
[1:07] that it's really just a structured way
[1:10] to ask some targeted questions to
[1:13] uncover okay what your prospect is
[1:16] struggling with right the the goal is to
[1:18] go deeper than just those surface level
[1:20] needs and really understand their real
[1:23] challenges I see the things that they
[1:25] may not even realize are holding them
[1:27] back so but isn't that a little risky
[1:30] spending all this time digging into
[1:32] problems yeah what if it just scares
[1:34] prospects away it it might seem
[1:37] counterintuitive but that's kind of the
[1:39] Brilliance of this method by
[1:41] understanding the prospect's pain so
[1:43] deeply you're not just selling them a
[1:46] product right you're really offering
[1:48] them a solution that's tailored to their
[1:50] needs and and that builds trust and it
[1:52] leads to more mutually beneficial
[1:55] outcome okay I'm intrigued so how does
[1:58] this actually play out in a sales conv
[2:00] ation sure the article breaks down the
[2:02] Sandler selling method into seven steps
[2:04] let's start with the first one bonding
[2:06] and Rapport right I'm guessing this is
[2:08] more than just like casual chitchat yeah
[2:10] definitely while building Rapport is
[2:12] important in any sales approach the
[2:14] Sandler method really emphasizes genuine
[2:17] connection finding common ground using
[2:20] the prospect's name speaking their
[2:22] language right even using humor to kind
[2:25] of create that comfortable atmosphere
[2:28] where real conversations can happen so
[2:30] it's about making the prospect feel
[2:32] heard yes and understood right from the
[2:34] very beginning absolutely what about
[2:36] step two setting clear expectations okay
[2:40] that sounds a bit formal uh we're
[2:42] talking contracts here not in the legal
[2:44] sense okay this step is about
[2:46] establishing what s calls upfront
[2:48] contracts okay it's less about
[2:50] legalities and more about transparency
[2:52] and clear communication so what kind of
[2:54] things would you outline in these
[2:56] contracts think of it as setting the
[2:58] ground rules for the interaction
[3:00] you might discuss the objectives of the
[3:02] meeting the desired outcomes even
[3:04] potential limitations okay ures that
[3:07] both parties are on the same page and
[3:10] can kind of avoid surprises or
[3:11] misunderstandings yeah that sounds like
[3:14] a great way to build trust and and set a
[3:16] solid foundation for the rest of the
[3:18] process absolutely okay on to step three
[3:23] identifying the prospect's pain okay I'm
[3:26] guessing this is where that pain funnel
[3:28] really comes into play exactly this is
[3:30] where you start asking those probing
[3:32] questions to uncover the prospect's
[3:35] underlying
[3:36] issues remember the goal is to guide
[3:38] them towards articulating their pain
[3:41] clearly not to make them feel
[3:43] uncomfortable so it's like you're
[3:45] helping them discover the problem they
[3:47] might not even realize they have exactly
[3:49] that's such a shift from traditional
[3:50] sales approaches where you're always
[3:52] trying to convince them right that they
[3:54] have a problem that needs to be solved
[3:57] precisely with the Sandler method you're
[3:59] acting more like a consultant I see
[4:01] helping them diagnose their challenges
[4:03] so you can offer the most relevant solu
[4:05] that makes sense the article provides a
[4:07] lot of helpful example questions but the
[4:09] key is to really listen and understand
[4:11] that root cause of their pain okay step
[4:14] four finding the prospect's
[4:17] budget right now this is where I could
[4:20] see things getting a little awkward yeah
[4:23] isn't it a bit presumptuous to talk
[4:25] about money so early on you might think
[4:28] so but think about it this way way okay
[4:30] if you spend all this time nurturing a
[4:33] lead only to find out they can't afford
[4:36] your product yeah it's a waste of
[4:38] everyone's time and resources that's
[4:40] true the article points out that a good
[4:41] 50% of prospects might not even be a
[4:44] good fit based on budget alone wow 50%
[4:47] yeah I never thought about it that way
[4:48] it's a big number so addressing budget
[4:51] early on is a way to qualify leads and
[4:54] ensure you're focusing on those with the
[4:56] genuine potential to become clients it's
[4:58] the idea I'm already seeing how this
[5:00] encourages a more honest yeah and
[5:03] upfront approach to sales which I really
[5:05] like okay let's move on to step five
[5:09] identifying the decision-making process
[5:11] okay now I'm assuming this is about more
[5:13] than just figuring out who signs the
[5:15] checks it is more Nuance than that okay
[5:17] this step is about understanding the
[5:20] prospects organizational structure okay
[5:23] and identifying the key players who are
[5:26] involved in making decisions Who are the
[5:29] influencers
[5:30] who has veto power yeah what are the
[5:32] internal approval procedures so it
[5:34] sounds like it's about making sure
[5:36] you're targeting your efforts toward the
[5:37] right people exactly can you imagine
[5:40] spending weeks crafting the perfect
[5:42] presentation oh yeah only to discover
[5:45] you've been talking to someone who can't
[5:46] actually make the decision that would be
[5:48] incredibly frustrating Yeah by mapping
[5:51] out that decisionmaking process early on
[5:54] right you can avoid wasted effort and
[5:56] ensure you're connecting with the right
[5:58] people all right we're on to step six
[6:00] moving into the Fulfillment phase okay
[6:02] so after all that groundwork this is
[6:05] where you finally get to talk about your
[6:07] product right not so fast okay remember
[6:10] the sandor method is all about building
[6:12] that strong foundation for a lasting
[6:14] relationship right the Fulfillment phase
[6:17] isn't just about presenting your product
[6:19] right it's about demonstrating how it
[6:22] specifically addresses okay the pain
[6:24] points that you uncovered in those
[6:26] previous steps those about connecting
[6:27] the dots exactly showing how your
[6:30] product is the answer yes to the
[6:32] questions they've been asking themselves
[6:34] that's a great way to put it I like how
[6:35] this approach emphasizes a consultative
[6:38] approach yeah you know guiding the
[6:41] prospect toward the solution rather than
[6:43] pushing it on them right okay finally
[6:45] step seven confirming the post sale
[6:48] process okay I have to admit I usually
[6:51] think of the sale as the Finish Line
[6:54] what happens after that often feels like
[6:56] an afterthought and that's where so many
[6:57] companies miss the opportunity yeah to
[7:00] build those lasting customer
[7:02] relationships this final step in the S
[7:05] method is all about ensuring customer
[7:07] satisfaction and setting the stage for
[7:09] that long-term partnership so it's about
[7:11] making sure that the client feels
[7:13] supported and valued yes even after
[7:15] they've signed on the dotted line
[7:16] exactly it's about going beyond that
[7:18] initial transaction and building
[7:20] something more substantial absolutely
[7:23] this is really making me rethink my
[7:24] whole approach to sales I'm glad to hear
[7:26] that it's so refreshing to see a method
[7:29] that prioritizes genuine relationships
[7:32] yeah and long-term value over short-term
[7:34] gains it's a different way of thinking
[7:36] about things Okay so we've covered the
[7:38] seven steps of the Sandler selling
[7:40] method we have but the article also
[7:42] delves into some specific right pain
[7:45] funnel sales techniques okay I'd love to
[7:48] hear more about those sounds good let's
[7:50] dig into those next okay welcome back
[7:53] okay so before we jump into all those
[7:55] pain funnel techniques I wanted to touch
[7:57] on something we mentioned earlier okay
[7:59] meat record uhuh the article talks about
[8:02] this software that can like analyze your
[8:05] sales calls and give you feedback on how
[8:07] well you're applying the method it is a
[8:09] cool tool yeah it sounds really neat but
[8:12] I'm wondering like do you really need
[8:14] fancy software that's a great point to
[8:17] benefit from this approach you don't
[8:19] while technology can be helpful the real
[8:22] power of the Sandler method I think is
[8:24] its emphasis on self-reflection so
[8:27] whether you're using software or just
[8:28] taking notes after each call exactly
[8:30] that process of analyzing is essential
[8:33] for growth absolutely so it's about
[8:34] becoming more mindful of how you're
[8:37] engaging with prospects yeah regardless
[8:39] of whether you have a right computer
[8:41] program analyzing it all right let's
[8:43] dive into those pain funnel sales
[8:45] techniques let's do it the first one
[8:47] listed is reversing okay honestly it
[8:51] sounds a bit like a Jedi mind trick okay
[8:54] what is the strategy there it's less
[8:57] about manipulation and more about just
[8:59] deepening the conversation reversing is
[9:02] simply the art of responding to a
[9:05] question with another question okay
[9:06] instead of giving a quick yes or no
[9:09] answer I see you're using the
[9:10] opportunity to gather more information
[9:13] so instead of shutting down the
[9:14] conversation right you're keeping it
[9:16] open exactly and encouraging them to
[9:18] elaborate that's the idea okay so for
[9:20] example if a prospect asks okay can your
[9:23] software integrate with our existing CRM
[9:26] right you might respond with that's a
[9:28] great question question can you tell me
[9:31] a little bit more about the specific CRM
[9:33] you're using and what key features you
[9:35] rely on by asking for more details
[9:38] you're not only demonstrating that
[9:40] you're listening but you're also
[9:42] gathering information exactly that can
[9:44] help you tailor Your solution it's the
[9:46] goal okay on to the next technique Okay
[9:49] negative reverse selling all right this
[9:52] one really threw me for a loop okay it
[9:55] seems counterintuitive to point out why
[9:58] your product might not be the best fit
[10:00] isn't that like shooting yourself in the
[10:02] foot it might seem that way yeah but
[10:04] that's why it can be so effective okay
[10:07] by acknowledging potential limitations
[10:10] You're Building trust right and
[10:12] positioning yourself as an honest
[10:14] adviser so it's like you're saying hey
[10:17] I'm not here to sell you something you
[10:19] don't need yeah I want to make sure this
[10:20] is the right solution for you even if it
[10:23] means losing the sale but how do you do
[10:26] that right without scaring them away you
[10:28] have to frame it carefully okay you
[10:30] could say for example okay you know our
[10:33] software is really designed for
[10:35] businesses with a certain level of
[10:37] complexity if your operations are pretty
[10:40] straightforward right this might be more
[10:42] than you need at the stage okay so by
[10:46] being
[10:47] transparent about theal drawbacks right
[10:50] you're actually demonstrating confidence
[10:52] showing you're more interested yeah in
[10:55] finding the right fit exactly what about
[10:57] the next technique posturing okay does
[10:59] it have to do with power poses not quite
[11:02] okay although confidence is important
[11:04] right posturing in the Sandler method is
[11:06] about positioning yourself as an equal
[11:08] partner in the conversation okay not a
[11:11] subordinate vendor desperate to please
[11:14] so it's about Shifting the power Dynamic
[11:16] a little bit exactly it's about asking
[11:18] challenging questions okay pushing back
[11:21] on assumptions demonstrating that you're
[11:23] not just there to take orders but to
[11:25] engage in a meaningful dialogue I like
[11:28] that it's about having the
[11:30] a thought partner not just a yes person
[11:33] absolutely okay what about the last
[11:35] technique the last one is less of a
[11:38] technique and more of a concept okay
[11:40] it's called understanding the dummy
[11:43] curve okay now that sounds a little
[11:45] harsh yeah is this about categorizing
[11:49] prospects not at all it's about
[11:51] understanding the emotional Journey that
[11:53] a prospect goes through during the sales
[11:55] process the dummy curve is a visual
[11:58] representation of how their emotions
[12:00] might fluctuate okay from initial
[12:03] skepticism to interest to maybe even
[12:06] resistance so it's like having a road
[12:08] map right of their emotional state yeah
[12:11] you can kind of anticipate so you can
[12:12] adjust your approach accordingly exactly
[12:14] it's like emotional intelligence applied
[12:16] to sales that's a great way to put it
[12:18] yeah so for example if you sense
[12:20] resistance during the budget
[12:22] conversation uhhuh you can acknowledge
[12:24] their concerns yes and offer alternative
[12:26] Solutions that's a great strategy this
[12:28] is all so insightful I'm I'm starting to
[12:31] see how these techniques when used with
[12:34] those seven steps can really create a
[12:36] powerful sales approach it's a powerful
[12:38] combination the article includes an
[12:40] example called transcript okay that
[12:42] shows the pain funnel in action right
[12:45] I'd love to take a closer look at that
[12:46] let's do it and see how it plays out in
[12:48] a real world scenario sounds good okay
[12:51] so this transcript is from a call okay
[12:53] between a sass sales rep right and a
[12:56] prospect who's struggling uh-huh to
[12:59] manage their sales operations okay the
[13:01] rep starts by asking some open-ended
[13:04] questions about their current process
[13:07] right which seems to be like a mix of
[13:09] CRM uhhuh and spreadsheets I see what's
[13:13] interesting is the rep doesn't jump in
[13:15] right with a product pitch right away
[13:17] that's right instead they ask these
[13:18] probing questions yeah like how long
[13:20] have you been dealing with this and how
[13:23] is this impacted your team's performance
[13:26] notice how those questions are designed
[13:28] to guide the prospect toward
[13:30] understanding their pain points so it's
[13:32] not about telling them what their
[13:33] problems are exactly it's about helping
[13:35] them articulate it is those challenges
[13:38] themselves that's the idea it's like
[13:39] they're guiding the prospect on a
[13:41] journey of self-discovery that's a great
[13:43] way to put it helping them to grasp the
[13:46] problem and its impact and the
[13:48] consequences of not addressing it
[13:51] exactly and as the conversation
[13:53] continues the rep keeps uncovering those
[13:56] deeper layers of Pain by asking about
[13:58] the on Revenue Target the challenges of
[14:02] scaling the business and the reasons why
[14:04] they haven't fixed the problem sooner
[14:06] it's like peeling back the layers of an
[14:08] onion that's right to get to the core of
[14:09] the issue exactly and by the end of the
[14:12] conversation yeah the prospect is
[14:15] actively seeking a solution so the sale
[14:18] almost happens organically it does
[14:20] because the groundwork has been laid
[14:22] that's the beauty of it this transcript
[14:24] is such a great example of how this
[14:27] method can transform
[14:29] a sales call from a pushy pitch to a
[14:32] problem solving session it's really a
[14:34] testament to the power of listening
[14:36] right an empathy and a genuine desire to
[14:39] help this has been so eye- opening I'm
[14:41] glad to hear that I'm already thinking
[14:42] about how I can incorporate these
[14:44] techniques I hope you do but before I go
[14:46] off and start practicing my reversing
[14:48] skills right I'd love to hear your
[14:50] overall thoughts sure what are the key
[14:52] takeaways well the most important thing
[14:54] to remember is that the Sandler method
[14:56] is more than just a set of techniques
[15:00] it's a philosophy that emphasizes
[15:02] building genuine
[15:04] relationships understanding your
[15:06] prospects needs right and creating
[15:08] solutions that deliver lasting value so
[15:10] it's not about memorizing a script or
[15:12] following a rigid formula right it's
[15:14] about adopting the right mindset cool if
[15:17] you can do that the techniques will come
[15:19] naturally that makes a lot of sense yeah
[15:21] all right welcome back to the final part
[15:23] okay of our Deep dive on the Sandler
[15:25] selling method it's been fun I'm feeling
[15:27] a real shift okay and how I think about
[15:29] sales
[15:31] now it's not about tricks or pressure
[15:34] exactly the sandor method is all about
[15:37] building those genuine relationships
[15:39] sure and solving problems for your
[15:40] clients but I have to admit I'm still
[15:42] kind of wrapping my head around how to
[15:44] actually implement it all well it takes
[15:46] time to internalize these principles and
[15:49] adapt them to your own style so it's
[15:51] less about following a script and more
[15:54] about understanding the philosophy
[15:55] behind it precisely think of those seven
[15:58] steps
[15:59] okay as a framework not a rigid
[16:01] checklist you'll still need to use your
[16:04] judgment and intuition to navigate each
[16:07] stage all right let's break it down then
[16:09] say I'm in that bonding and Rapport
[16:10] stage what are some tangible things I
[16:13] can do okay Beyond just you know being
[16:16] polite well the article highlighted some
[16:18] simple strategies like using the
[16:19] prospect's name correctly right actively
[16:22] listening to their responses and finding
[16:24] common ground so showing that you see
[16:26] them exactly as a person not just a sale
[16:29] for sure a little humor can help too A
[16:31] well-placed Touch of humor can go a long
[16:32] way okay Rapport is built right we're
[16:35] moving into okay setting clear
[16:38] expectations how do I bring up those
[16:40] upfront contracts okay without sounding
[16:42] like a lawyer focus on collaboration I
[16:45] say to make sure we're on the same page
[16:47] could we just outline what we hope to
[16:49] accomplish here much less intimidating
[16:51] right now identifying the prospect's
[16:53] pain okay this is where I could see
[16:55] myself tripping up well how do I ask
[16:58] those probing questions you have to
[17:00] approach it with curiosity okay and a
[17:03] genuine desire to help so not
[17:05] interrogating but guiding exactly okay
[17:08] remember those questions should be asked
[17:10] conversationally with empathy okay let's
[17:12] jump to the Fulfillment phase all right
[17:14] this is where i' usually do my product
[17:16] pitch uhhuh but the Sandler method seems
[17:19] different it's less about selling okay
[17:22] and more about connecting the dots okay
[17:24] you've built Rapport set expectations
[17:27] uncovered the pain points right now you
[17:29] just show how your solution addresses
[17:33] their needs it's a consultative
[17:34] conversation that's a great way to put
[17:36] it showing how your product solves their
[17:38] problems the Sandler method is all about
[17:40] guiding them right toward that solution
[17:43] this is all making sense now I'm glad to
[17:45] hear that before we wrap up what's the
[17:47] biggest Pitfall you see people falling
[17:50] into I think the most common mistake is
[17:53] getting so caught up in the techniques
[17:55] that they forget the principles so it's
[17:58] not just about the script right it's
[17:59] about embodying that mindset of
[18:02] partnership and problem solving the
[18:04] techniques are tools yeah but they have
[18:07] to be used authentically exactly well it
[18:10] seems like we've reached the end of our
[18:11] we have our Deep dive on the Sandler
[18:13] selling method it's been a good one this
[18:15] has been really insightful I'm glad you
[18:17] found it valuable yeah this is just the
[18:19] beginning it is there's always more to
[18:22] learn right as you adapt these
[18:24] principles to your own style you're
[18:25] right I'm walking away with a whole new
[18:27] perspective that's great to hear to our
[18:30] listeners if you're intrigued yeah I
[18:33] encourage you to dig deeper I agree you
[18:35] might find that it transforms uhuh how
[18:37] you approach not just sales right but
[18:40] all your interactions it's about
[18:42] building meaningful connections and on
[18:45] that note I think it's time to wrap up
[18:47] we'll see you next time on the Deep dive
[18:49] sounds good ready to explore a whole new
[18:51] topic I'm looking forward to it

===FILE=== 5gW8cdnajcM - 7 parts to the sandler selling system.txt
https://youtu.be/5gW8cdnajcM
7 parts to the sandler selling system

[0:00] hey everybody it's time to grow or we [0:01] help you clarify your message create [0:03] powerful marketing material engage your [0:05] customers and grow your business my name [0:07] is clover Carroll I'm the founder of [0:09] news story and along with my team of [0:10] marketing geniuses we help people just [0:13] like you clarify their message today [0:15] we're going to talk about the 7 parts to [0:17] the Sandler selling system say that [0:19] three times fast okay so real quick the [0:22] seven parts the Sandler selling system [0:24] let me tell you about what the system [0:27] before I tell you the seven parts so in [0:29] 1967 David Sandler created the Sandler [0:32] selling system and it was really neat in [0:34] that it was groundbreaking where he put [0:37] the prospect in the driver's seat where [0:40] they feel as though they're the one [0:42] actually pursuing the deal so part one [0:45] are step one [0:47] finding rapport people want to do [0:49] business with people that they like you [0:51] want to find out what's their DNA what's [0:54] their makeup why are they in business [0:56] what are their dislikes and likes and [0:59] you want to find authentic common ground [1:01] and this is where you get to be a real [1:03] person you're not faking anything you're [1:05] being authentic number two establish an [1:09] upfront contract this keeps it [1:11] professional and respectful of both [1:13] parties time we want to set time and [1:16] place we want to talk about what the [1:18] purpose is for our meeting we don't just [1:20] waste each other's time we want to talk [1:21] about their agenda first and then your [1:24] agenda what in what's the outcome what [1:27] does success look like for them and for [1:30] you [1:30] because again you don't want to waste [1:32] anybody's time so number three is [1:34] discover their pain now this is where [1:37] you want to do most of the listening you [1:40] should be doing 70% listening and 30% [1:43] talking and you can do this by asking [1:45] questions and if they ask a question you [1:50] can even answer with a question like now [1:53] tell me why that's important to you [1:55] something like that you can remember [1:58] this you can't offer any solutions until [2:00] you know their problem so you really [2:02] have to listen a lot of people will [2:04] start talking and going to their [2:08] presentation before they've actually [2:10] listened to what the pains are so we're [2:11] not going to do that there is a place [2:13] for the president [2:13] I'm gonna tell you about that number for [2:15] its budget how much is this problem [2:17] costing you it's with a what I love to [2:20] say how do you budget things internally [2:24] what is the process so you want to find [2:27] out how the process is cuz you're [2:29] qualifying this lead and then most [2:31] importantly this question what is your [2:34] budget range number five the decision [2:37] who is involved in the decision-making [2:40] process are all the stakeholders there [2:42] sometimes we find out in meeting that [2:44] all the decision-makers the stakeholders [2:47] aren't there and we need to schedule [2:49] another meeting and that's okay part of [2:51] the sales process but you want to ask [2:53] those questions number six this is where [2:57] the presentation comes in or fulfillment [2:59] and we say never present the solution [3:02] until you understand your prospects pain [3:05] I think I picked this up from Dave [3:08] Matson who says don't spill your candy [3:11] in the lobby you don't want to just give [3:13] a presentation a lot of times personal [3:15] story here for years I would everyone's [3:19] a suspect everyone's a suspect until [3:21] they turn it to a prospect and so I [3:22] would just you know sell sell sell and I [3:26] have just so many times sold to people [3:30] that are just not qualified you want to [3:32] qualify three things pain budget and if [3:36] you're talking to the right person the [3:37] decision so don't spill your candy in [3:40] the lobby I take that to heart now so do [3:44] you understand the problem that you're [3:46] they're trying to solve do you have the [3:49] budget did they have the budget for your [3:51] solution that you're selling and are you [3:54] speaking to the right person and finally [3:56] number seven the post sale the [3:58] conversion from sale to service so the [4:01] first thing you want to do is address [4:02] the possible buyers remorse by giving [4:04] them an opportunity to back out now you [4:06] don't want to talk them into back you [4:07] know but you want to give them an [4:08] opportunity Donald Miller has a great [4:12] great solution to this with he presents [4:15] two things when you meet the guy the guy [4:18] presents a plan a process plan hey if [4:20] you call today if you set up a meeting a [4:23] consultation and then the next part of [4:26] that is [4:26] an agreement plan an agreement plan is a [4:29] way to dispel the fear of someone doing [4:31] business with you [4:32] and you can do this with a money-back [4:33] guarantee a trial period etc and then [4:36] the second thing what this also does is [4:39] allows you to address any real concern [4:41] so if you say to them Heiser [4:43] if you're asking them for an opportunity [4:46] you want to go over it again [4:47] all with fine-tooth comb you won't find [4:49] out any pain points to your presentation [4:51] so it gives them an opportunity to [4:54] mention that and it enhances your [4:56] credibility and it also gives them an [5:00] opportunity to get you know no pressure [5:02] environment to say yeah are you [5:04] absolutely sure about this that you're [5:06] ready to move forward secondly you want [5:08] to transition from sales to service by [5:10] establishing another upfront contract [5:12] and we do this with a process Michael [5:16] Gerber is a myth says you got to have a [5:18] process for everything everything you [5:19] know clear repeatable process that you [5:21] follow every time so you don't want to [5:23] stagnate in between the sale and just [5:24] say hey I got the sale crickets you [5:28] don't want to do that so you want to go [5:30] OK at the sale we're gonna get that [5:31] paperwork done so W a contract down [5:34] payment however your process is and then [5:37] what we do is a kickoff call so we do a [5:39] kickoff call that says okay the next [5:41] thing we're gonna do is set up a kickoff [5:42] call with your team and our team we're [5:44] to talk about all the things we're gonna [5:45] do for you we're gonna clarify some [5:47] things that maybe we didn't clarify and [5:49] in the initial meetings so we were going [5:52] to do that and then after that we're [5:54] gonna set up a referral process so you [5:56] want to collect and tell stories of [5:58] transformation do that with testimonial [6:02] videos customer case studies all kinds [6:06] of things like that and that's it those [6:08] are the seven parts to the Sandler [6:10] selling system you have a moment go to [6:12] our website news story Mediacom thank [6:15] you for your time onward and upward [6:18] you

===FILE=== 629T8r9QDhw - Sales Tip Master Your Budget Conversations With Prospects.txt
https://youtu.be/629T8r9QDhw
Sales Tip： Master Your Budget Conversations With Prospects

[0:13] hey guys it's Carlos Garrido here from [0:16] Sandler training Miami on my way to a [0:21] workshop a workshop today talking about [0:24] money issues with a client the issues [0:29] they have is that sales people don't [0:30] know how to talk about money pretty [0:32] important when you're in sales have the [0:34] ability to be able to have a frank and [0:36] open and honest conversation about money [0:38] but you know it's his today's tip and a [0:42] real good think about the way in which [0:43] you approach the money discussion the [0:46] money conversation we see every day we [0:48] have clients who have done we call in [0:51] some scripting they come to their their [0:54] idle life full of scripts that they [0:56] picked up in their in their childhood [0:58] screen in particular with money that [1:00] come with scripts like it is it's rude [1:04] to talk about money get uncomfortable [1:06] talking about money because that's what [1:07] the mother told them and they were less [1:08] rude sometimes they come with a an [1:12] attitude but money's tight money is [1:14] really valuable in this that kind of [1:20] belief set they're gonna project onto [1:24] their prospects they can expect their [1:26] prospects to be extremely price [1:28] sensitive and and we see clients every [1:31] day that make decisions on their [1:33] client's behalf about how much their [1:35] client is looking to invest in a [1:38] particular solution or a particular [1:40] product sometimes the scripting is you [1:43] know watch the pennies in there and the [1:45] pounds will look after themselves I [1:46] imagine as an American [1:48] equivalent of that saying and you know [1:51] sometimes they really project onto their [1:54] prospects the way that they like to buy [1:56] rather than really understanding how [1:59] their prospects like to buy what their [2:00] prospects views of the of the budget and [2:03] the investment decision is and so we [2:07] work hard with our clients and I suppose [2:08] here's today's tip is is one of the [2:11] tools we teach our clients in terms of [2:13] how to how to really help your prospects [2:16] your clients think about money and that [2:19] that tool that tip is is something we [2:21] call bracketing so if you're in front of [2:25] a client and you know there's a range of [2:27] different solutions you can offer that [2:28] client and there's a price a cost [2:32] implication and investment implication [2:34] then we use a tool called bracketing as [2:36] one of the many some the tools you [2:39] should present a small option a big [2:41] option is it a $5,000 option is it is it [2:44] all the way up to twenty thirty thousand [2:47] dollars how do you feel about that mr. [2:49] prospects and if you're mr. prospect [2:51] says wow I'm uncomfortable at the thirty [2:54] thousand dollar end well what's hidden [2:56] behind that is they're very comfortable [2:59] at the five ten thousand dollar end so [3:02] use the idea of bracketing to help your [3:04] client identify their sensitivity and [3:08] their investment criteria and don't [3:12] project your own beliefs in your own and [3:14] your own expectations on your claim so [3:17] that's a tool for you if you're [3:19] interested maybe crushing one of our [3:21] classes click on one of the links I'm [3:23] Carlos Garrido from the sons of training [3:26] Miami and here's to your success

===FILE=== Cj4wh2xWg3Y - How To Get More Rapport With Clients Using Sandlers Upfront Contract.txt
https://youtu.be/Cj4wh2xWg3Y
How To Get More Rapport With Clients Using Sandler's Upfront Contract

[0:00] [Music] [0:00] awesome [0:00] [Music] [0:02] welcome to another How to Succeed [0:04] podcast the show that helps you get to [0:06] the top and stay there I am your [0:08] director of community engagement at [0:10] Sandler Mike Montague and my guest this [0:12] week is Chris McDonald a long time [0:14] sailor trainer from Baltimore we're [0:16] going to talk with him about how to [0:18] succeed at using sailor's upfront [0:20] contract to increase Rapport the podcast [0:24] is copyrighted by Sandler Systems Inc [0:26] and protected by U.S copyright law [0:27] sailor is the worldwide leader in Sales [0:29] Management and customer service training [0:31] you can find out more information at [0:34] singular.com you can share this podcast [0:36] with somebody that you think needs to [0:38] hear it in sales or leadership and of [0:40] course if you haven't already click that [0:42] subscribe button we'll get started here [0:44] with how to succeed at using Sandler's [0:47] upfront contract to increase rapport [0:50] foreign [0:55] welcome to the podcast welcome back I [0:58] should say tell us a little bit about [1:00] The Upfront contract and how we use that [1:03] with Rapport to kind of create better [1:06] connections with our clients and [1:08] Prospects [1:09] well thanks Mike and first of all it's [1:10] great to be here it's great to be back [1:11] on the podcast [1:13] um at a very high level when it started [1:15] thinking about this topic you know in [1:17] the Sandler system is obviously bonding [1:19] Rapport upfront contract [1:22] and so in a way we're kind of reverse [1:24] engineering it a little bit when you [1:26] think about it from a standpoint of [1:28] upfront contract helps create ultimate [1:31] bonding and Rapport so we'll talk about [1:34] today is you know not the bonding [1:36] Rapport as far as the typical getting to [1:38] know you type things that of course will [1:40] always happen mostly naturally but how [1:42] The Upfront contract can be that solid [1:45] foundation obviously for qualifying Etc [1:48] but very importantly bonding and Report [1:50] yeah I think when we teach this to our [1:53] clients we kind of talk about the [1:55] different disc style sometimes and that [1:57] for direct people The Upfront contract [2:00] is the bonding and Rapport they want to [2:01] get right down to business so any talk [2:03] about the weather or the sports teams or [2:06] the kids is really just distracting from [2:08] where they want to go other styles that [2:10] don't like surprises you know they like [2:13] to know ahead of time what's gonna [2:14] happen to them and same thing with those [2:17] detail-oriented people that uh you know [2:20] want to make sure that they're prepared [2:21] this is the agenda for the meeting and [2:24] they know what's going on in what order [2:25] and they can kind of let down their [2:27] guards and then the one that's tricky in [2:30] my opinion and I'll give you a crack at [2:32] it is those outgoing people that are [2:34] super friendly and they don't like to [2:36] stick to an agenda your upfront contract [2:38] is your chance to make an agreement with [2:41] them that they will stay on track during [2:44] the meeting and it helps hold them [2:45] accountable uh even though they might [2:48] not enjoy this part of the meeting the [2:50] most is that fair it's very fair and [2:52] speaking of that I'm basically 50 I 50 d [2:56] right so I mean that's kind of where I [2:59] go right and so if I'm with someone [3:02] that's a high eye I have to be very [3:04] careful in in all the right reasons that [3:06] we can have an hour-long meeting and all [3:09] of a sudden it could be 55 minutes in [3:10] and it's we're just like you know doing [3:13] that typical eye stop like anyone would [3:15] right and it's fun but did we get to the [3:18] meeting at hand matter at hand most [3:19] likely not now sometimes that okay well [3:22] and I guess it all depends right when [3:24] you think of it that way but from a from [3:27] a [3:28] communication standpoint we have to [3:30] realize that that [3:33] when we communicate especially with a [3:35] high eye they do want to get down to [3:37] business they just most likely not sure [3:40] when it's like when do I turn this off [3:42] and turn the business out on so that [3:45] front contract can kind of help us get [3:47] there I like that now I feel like this [3:49] is going to be a bit of an advanced [3:50] lesson which is great we've covered up [3:52] front contracts before so if this is one [3:55] is over your head just go back and and [3:57] search you know upfront contracts or uh [3:59] contracts in our playlist and there's a [4:02] couple of other episodes that'll get you [4:04] started but that being said I wanted to [4:07] set this up Chris and ask you about [4:09] maybe just the common mistakes people [4:11] make why are we doing this in the first [4:13] place make sure our head's in the right [4:15] spot here to talk about why would we [4:17] even want to use a contract what's The [4:20] Upfront part all about and and kind of [4:23] the right mindset for bonding and [4:24] Rapport before we go too much further [4:26] yeah absolutely Mike and really I think [4:28] the the premise uh and we'll talk about [4:30] this there's there's six C's that we've [4:33] been talking about lately in The Upfront [4:35] contract that helps with bonding and [4:37] Rapport and I think really we can [4:39] actually start with the first one uh to [4:41] your point and that would be just [4:44] overall Clarity right Clarity so [4:47] thinking about this from a Clarity from [4:49] a standpoint of a prospect immediately [4:52] says mike [4:54] why should I work with you or what makes [4:57] you better than blah blah Well there's [5:01] almost a success right how much it costs [5:03] all these different things let's go [5:04] let's go now it could be again you know [5:06] a d style hitting an eye style all these [5:08] different things happening but from a [5:09] Clarity standpoint that starts off [5:12] immediately with unclear objectives [5:15] right salesperson comes in Prospect [5:18] wants something [5:19] um in The Upfront contract how it helps [5:21] with bonding Rapport is you can look at [5:23] the Prospect and say you know and say if [5:25] I'm the sales person you're the prospect [5:26] Mike as much as I want to tell you [5:29] why others have decided in similar [5:32] situations to work with us I really have [5:35] no idea if we're fit to work together at [5:38] this point if those Solutions there [5:39] would make sense in your world and I [5:42] guess I'm just a little bit [5:43] uncomfortable with that would it make [5:45] sense for us right now just kind of back [5:47] up a little bit just kind of form kind [5:49] of why we're meeting today [5:51] um ask each other some questions and we [5:53] can really determine where this thing [5:55] should go does that does that make sense [5:57] and just with that type of clarity it's [6:01] hard to argue that point no matter what [6:04] style the prospect is there's some [6:05] factual evidence in there so you know [6:07] what that kind of makes sense [6:09] don't give me something that doesn't [6:11] make sense for me right I think that's [6:13] huge for just getting on the same page [6:15] of what you're you're doing in that [6:18] meeting and why you're there makes a ton [6:20] of sense to uh clarify everybody's roles [6:23] what we're trying to accomplish uh what [6:25] their priorities are all of that is [6:27] great the second one that comes to mind [6:29] for me I think is your sixth C which is [6:32] getting to the outcomes if we decide up [6:34] front how we're going to spend our time [6:36] and what the next steps are it makes the [6:39] whole rest of the meeting easier like [6:40] you said a lot of times sales people get [6:42] into the [6:43] um they're shaking hands or we just want [6:45] to meet each other we want to feel it [6:46] out see if there's anything here and [6:48] that loose agenda doesn't really lend [6:51] very well for good decisions nobody [6:53] really knows what's on the table and [6:55] that makes it really tough well to your [6:57] point and that leads to confusion you [7:01] know one of the seas because and and [7:03] misdiagnosis which definitely doesn't [7:05] help with bonding and Rapport right I [7:07] mean in order to build trust with that [7:09] what that that Prospect and build trust [7:11] with each other [7:13] if you if you just jump in and just [7:16] start answering the questions right away [7:17] or we're better because of this or this [7:19] that and the other wow misdiagnosis [7:22] applying the solution to the wrong [7:24] problem I mean it's like the there's [7:26] millions of analogies around you know [7:28] doctor visits right you know and someone [7:30] just say here doc here's what I need and [7:32] doctor okay sure you know it's just it [7:34] just doesn't work that way but sometimes [7:37] in sales we kind of do but it's just [7:39] like that doctor the doctor looks at us [7:41] and says makes us feel comfortable and [7:43] has the right bedside manner then we [7:45] feel comfortable right and so it really [7:48] does go back to we want to eliminate as [7:51] much confusion as we can and by [7:54] establishing upfront contract and [7:57] bonding through that the prospect looks [8:00] at us because they already have this [8:01] preconceived notion what's going to [8:03] happen what are they going to sell to me [8:05] and that automatically makes them [8:07] uncomfortable right so and we'll dive [8:10] deeper as we go yeah and I just realized [8:12] that maybe we missed and we used the [8:14] Sandler buzzword because we've been [8:15] doing this for uh you know over a decade [8:17] each [8:18] um that we should probably just talk [8:20] about The Upfront contract itself so [8:22] we're talking about doing four simple [8:24] things here today it's deciding why are [8:27] we here what's the purpose of the [8:28] meeting what's their agenda what were [8:31] they hoping to accomplish what were we [8:33] hoping to accomplish on the call and [8:35] then what decision or outcome or next [8:37] step is going to be decided by the end [8:40] of the call when we do those four things [8:43] up front in the meeting it helps so much [8:47] as we go further now we can talk about [8:49] why we do each one of those steps and in [8:52] that order and sort of what those [8:55] benefits come for it and how that really [8:57] increases the relationship that we're [8:59] built totally and when you just said [9:01] that it just when you when it increases [9:03] the relationship then I feel comfortable [9:05] another one of the C's right I feel [9:08] comfortable and I remember many many [9:11] years ago I've had my family business [9:13] for 14 years this goes back uh 20 plus [9:18] years ago when I was in the corporate [9:19] world one of my mentors told me that you [9:23] have to make sure that you enable any [9:26] customer Prospect just like 25 years ago [9:29] or more to feel comfortable and [9:31] confident I remember that comfortable [9:33] and confident I'm like what do you mean [9:34] he told me this story he's like I [9:36] imagine you picture the closest person [9:39] in your life right whatever that person [9:41] is at that time I pictured my wife right [9:43] so I'd ask you to pick the picture the [9:45] closest person your wife you've got that [9:47] person in your mind right now okay [9:49] imagine them giving you brain surgery [9:51] the next day how you feeling about that [9:54] not really good no not good right you [9:57] know unless that person is a brain [9:59] surgeon you're going to be like no way [10:01] it's not going to happen so you have a [10:02] lot of comfort with that person you feel [10:04] good they're great I mean the person I [10:07] want to be with but not much confidence [10:09] in that aspect upfront contract bonding [10:13] Rapport you could feel comfortable we [10:14] could be bonding you and I could be like [10:16] oh yeah great we we went to the same [10:19] school or this that and the other we [10:20] like the same sports team blah blah but [10:22] then all of a sudden if I just kind of [10:24] jump into it and don't use an upfront [10:25] contract then all of a sudden later you [10:28] might be like what's going on here I [10:30] mean is he just kind of like is this [10:32] really apply here is this is this for [10:35] you know where's this thing taking both [10:37] of us right so it helps bring comfort [10:40] and confidence together yeah and I think [10:43] that takes us to our Behavior Uh talk [10:46] and really the next C here too which is [10:48] it it offers a whole lot of other things [10:51] that we can do then the the right thing [10:53] at the right time so if we say hey we're [10:56] not going to ask you to buy from us [10:58] today we can put that pricing discussion [11:00] off to another day after we do a [11:02] diagnosis of the problem or a better [11:04] Discovery year we can find out what they [11:07] really want to accomplish and what we [11:08] want to accomplish and it creates this [11:10] nice game plan for our Behavior inside [11:13] of the call right yep absolutely [11:16] absolutely and [11:19] you mentioned the key thing if we're not [11:21] going to work together today right if [11:23] the answer is truly you know well you [11:27] know there's plenty of stories out there [11:28] where [11:30] um people have actually blamed prospects [11:33] for not moving forward you know how can [11:36] they do the right I mean imagine that [11:37] right uh but you think about it it's to [11:40] be able to preserve that really it's [11:41] okay if we don't move forward maybe it's [11:43] not now maybe it's down the line and you [11:45] think about it we had this class about [11:47] several weeks ago with a client we [11:48] talked through this from a standpoint of [11:51] six months ago 12 or six months from now [11:55] or 12 months from now it's amazing when [11:57] you follow up with a prospect it feels a [11:59] no then and you follow up and you've had [12:01] awesome bonding and Rapport back then [12:03] and they understood there was no [12:04] pressure the odds of those deals closing [12:07] later just go through the roof yeah [12:11] bonding report yeah I think it also just [12:15] for so many people takes the pressure [12:16] off of that conversation for both the [12:18] buyer and the seller so if you know you [12:21] have a long sale cycle or there's going [12:23] to be some sort of demonstration later [12:25] or they have a decision-making committee [12:27] anything that extends a sales cycle [12:29] Beyond a single call [12:31] then it helps to say that and say hey I [12:35] know we're not going to get a deal done [12:36] today there's no pressure to buy [12:37] anything I'm not going to try and sell [12:39] you anything but hopefully by the end of [12:41] our our conversation we can decide if it [12:43] makes sense to bring in you know our [12:46] support teams or go to the next step or [12:48] whatever that sales process happens to [12:51] be for you then everybody can take a [12:54] deep breath and we go okay well now we [12:56] have plenty of time we don't have to try [12:57] and cram everything into this meeting [12:58] all we have to do is cover X Y and Z to [13:02] make sure that we can get to the next [13:03] step and I think it's huge so huge and I [13:07] mean see that's one of the C's [13:10] continuance right moving it forward [13:12] moving it down the path and especially [13:14] as you talk [13:16] um [13:17] I guess this was this was the same [13:19] meeting uh client meeting where the [13:22] sales people several of them are moving [13:24] from selling to mid-sized clients to [13:27] selling to elephants totally different [13:29] you know to big big Enterprise clients [13:32] complex buyer networks navigating [13:35] through so many different decision [13:37] makers and building relationships with [13:40] them and and one of the things we talked [13:42] about was whether it's Enterprise sale [13:44] or not is those next steps if they're [13:47] comfortable and they feel good and they [13:49] can trust you it obviously goes through [13:51] the obvious statement where we found it [13:54] interesting Mike was closing the sale [13:57] and we in the sale is closed when it [14:01] comes to that last part of The Upfront [14:03] contract what happens next the [14:06] introductions to the customer service [14:09] group the introductions to whatever it [14:12] is whoever is onboarding you know uh [14:14] someone in a factory or someone in the [14:16] back-end office what that looks like [14:17] because then [14:19] you it's up to the sales person and the [14:21] sales leaders whoever's involved who [14:22] provide that bridge [14:25] so then the bonding reports continue if [14:27] all of a sudden that person doesn't feel [14:29] comfortable with that next person [14:30] they're going to deal with they can just [14:32] say you know what hey we're just we're [14:34] going to stay where we are yeah the body [14:36] report doesn't stop all of a sudden it's [14:38] a totally different interaction with [14:40] that next person like this then it's [14:42] like hold on time out it's it's such a [14:44] connected part [14:46] I like that continuance part a lot and [14:49] for me it's really uh it does a couple [14:53] of things one is it's like uh a [14:56] flashlight or headlights on a highway in [14:58] the darkness right it the further you [15:00] can see out the more comfortable you are [15:03] when you can't see anything and you're [15:05] in pitch black darkness nobody is is [15:08] comfortable with that but but it also [15:11] allows what I think sales people Miss is [15:13] they're always trying to move the deal [15:15] faster of course you are but if you slow [15:19] it down it's much easier for the buyer [15:21] to say they want to speed up than it is [15:23] for them to say whoa whoa whoa slow down [15:25] and now you're breaking Rapport right [15:27] right uh and so I think when you put it [15:30] on them to say hey you know what Chris I [15:33] think we can go move faster on this [15:34] we're pretty excited about it and my [15:37] team's ready to go [15:39] um can we set that meeting sooner than [15:40] you or can we deal with that right now [15:42] then you're allowing them to go as fast [15:45] as they're comfortable moving and it [15:47] actually speeds up your sale uh rather [15:49] than slowing it down which is crazy 100 [15:52] percent [15:53] absolutely any of the Seas we missed or [15:56] should we move on to technique and talk [15:58] about how we actually have this [15:59] conversation and do this I think we hit [16:01] all the C's [16:03] um I think uh maybe one we I think we [16:06] hit confusion right we talked about that [16:08] one [16:09] um and we're the the closure is one of [16:12] the other ones and but that's really [16:13] around that no right understanding that [16:15] we can close this thing out [16:17] and be and and get along have a good [16:21] relationship and it's okay [16:23] um and and I think rather than just [16:25] saying well throw them out to the you [16:27] know the field I'm done with them right [16:29] it's it's all about relationships I'm [16:31] glad you brought that one back up too [16:32] because I had a point there too where [16:34] sales people are afraid to go for the no [16:37] they don't want to close this deal but I [16:39] love that you mentioned it's not no [16:41] forever [16:43] um anymore we used to say you know it's [16:45] no for the next 90 days and and people's [16:48] worlds change every 90 days I think post [16:50] pandemic it might be nine days or it [16:54] might be you know uh three weeks or so [16:56] before their world changes and now they [16:58] have a need and a new problem and so I [17:01] think those no decision Cycles have [17:03] gotten shortened a lot where you can say [17:06] hey no problem when do you want me to [17:07] follow up with you or how would you know [17:09] if things change and and this does move [17:11] up the priority ladder for you and have [17:13] that discussion of what the continuance [17:15] is uh even on a no it's got I want to [17:19] share a quick story on that because I [17:21] think it's very relative because what [17:23] got us here everybody our customers us [17:25] may not get us there right and things [17:27] are changing so fast [17:29] um I just heard a client the other day [17:31] talk about the fact that there are major [17:33] landscaping company commercial and [17:35] Industrial and and he was talking about [17:37] from a bonding report standpoint and [17:39] where they're going that they went to a [17:42] conference about a week ago or so and [17:44] the amount of AI artificial intelligence [17:47] that's coming into their world [17:48] autonomous mowers a Roomba like we have [17:51] a Roomba in our house sometimes it works [17:53] well sometimes it doesn't but Roomba [17:55] lawn mowers and so he's it was about a [17:58] month or two ago he was talking to a [18:01] provider of all those AI [18:04] um all this AI equipment and it was very [18:05] expensive he really liked the person [18:07] they really liked the company but they [18:09] said no well Natalie's going to this [18:11] conference and they're realizing all [18:13] this stuff and where it's heading they [18:14] called him back because they had good [18:16] bonding rapport and he felt good about [18:18] it and they're making a major purchase [18:20] so this is probably like a three month [18:22] gap between saying no learning more [18:25] information about where the business is [18:27] headed calling that same sales person [18:29] back and saying yes I mean I love that [18:32] so let's uh dive into how we actually [18:35] set an upfront contract and have this [18:37] conversation so that we get the benefits [18:39] of all the stuff we've talked about so [18:41] far where would you recommend a [18:43] salesperson start in trying to do this [18:46] well it depends on that when the in when [18:49] the interaction starts I mean it could [18:51] be an email introduction then it's the [18:53] first phone call and that first phone [18:55] call for example or Zoom meeting like [18:57] we're having right now it could be as [19:00] simple as [19:01] um Mike hey I appreciate you taking the [19:03] time to meet with me today is it okay if [19:06] I take you know 60 seconds go over a [19:07] rough agenda as to what we can expect [19:09] here during this meeting and really just [19:12] from that that point right there right [19:14] it's logical it makes sense we're not [19:17] not just jumping into this you know [19:20] where we're going and then when the [19:22] sales person can just cover all five [19:24] elements you know the purpose of the [19:26] meeting why we're meeting today the time [19:29] aspect and really covering that your [19:32] agenda what would you make want to make [19:34] sure we cover today Mike what are the [19:36] different things on your mind what do [19:37] you want to make sure that we talk about [19:40] um and then really get you know other [19:41] customers prospects they might ask about [19:43] this is that something you want to talk [19:44] about yes here are the questions I'm [19:46] going to ask you again bonding as we're [19:49] going through that because it just it it [19:50] just makes sense then of course the [19:53] outcome in the very beginning just [19:55] stressing the fact in a very nurturing [19:57] way that this could go one of two [20:00] potential directions for the most part [20:01] one we take a next step we talk about [20:04] what that is at the end of our meeting [20:06] or the other is there's no fit to move [20:09] forward Maybe not today it could be down [20:11] the line but I want you comfortable [20:12] telling me that again the nurturing [20:15] ability if I looked at you Mike hey we [20:17] might not be a fit you would you tell me [20:19] no I mean that might be a little direct [20:22] right you know depending who it is but [20:23] it's like hey Mike we if we're not a fit [20:25] I'd watch a comfortable telling me that [20:27] it's just amazing how the body Rapport [20:30] can break if I say it differently well [20:32] we're not a fit for everyone and you [20:34] know what I don't know if we'll be a fit [20:36] then you're like what's going on here [20:39] yeah is he not like me uh or something I [20:42] think there is a lot of nuance to this [20:44] one and I wanted to talk about the [20:46] timing of this because we're kind of [20:48] having an advanced lesson today what I [20:50] think the ninja move is is being [20:52] comfortable enough as a salesperson to [20:55] have this be a conversation so you're [20:57] not just delivering an upfront contract [20:59] and then at the end saying does that [21:01] sound good like you should be [21:03] comfortable enough asking questions and [21:06] saying hey thanks for inviting me in [21:08] what were you hoping we would accomplish [21:11] today and let them talk about it and [21:13] sometimes [21:15] um it is right up front at the beginning [21:16] of the meeting sometimes people talk [21:18] I've had upfront contracts where I asked [21:21] that first question what would you like [21:22] to accomplish and 30 minutes later I got [21:24] to ask the second question because it [21:28] was the eye leader didn't didn't stop [21:30] talking and he laid out everything in [21:32] his business plan for the next five [21:34] years uh in those conversations and [21:36] that's okay if that's what he wants to [21:39] accomplish pushing filling me in and [21:40] giving me all the back story of how we [21:42] got here uh I'll take that that [21:44] information but then I gotta go hey we [21:47] have 15 minutes left now in our [21:48] conversation here's some of the things [21:50] that I would like to accomplish to move [21:52] our our conversation forward and knowing [21:54] that that upfront contract may take a [21:56] while I love what you said too about uh [21:58] when you're setting the appointment you [22:00] can share upfront contracts or you can [22:02] do it in in an email before you get on a [22:05] zoom call or uh I think all of us that [22:08] have been practicing xandler for a while [22:10] are masters of the like barely upfront [22:12] contract that's where we totally forgot [22:15] we had one or it was a surprise call or [22:17] we just got invited in or a Content [22:19] client reached out to us and we go hey I [22:22] I'm a little confused I'm not sure what [22:24] how we got here can we call a timeout [22:27] real quick and take a couple of minutes [22:28] to to make sure we're both aligned on [22:30] what we're trying to do and I think all [22:32] of that is Magic when you realize that [22:34] what you're trying to do is get to that [22:38] outcome you can a line wherever it makes [22:40] sense to align and however long it takes [22:42] to have that conversation and to your [22:45] point think about it I mean because The [22:47] Upfront contract in bonding Through The [22:49] Upfront contract were there to determine [22:52] if there's a fit if there's pain and [22:54] we're talking about a lot of you know [22:56] potentially very serious stuff depending [22:57] on what it is you know what's going on [22:59] and that goes well below the surface [23:02] level so we want to make sure that we [23:04] have uh an effective and a very [23:08] meaningful reason for meeting and then [23:10] both parties understand where it could [23:12] go because it I mean it's serious it's a [23:15] serious conversation yeah I think that's [23:17] great I wanted to share one other fun [23:19] one which was uh [23:20] if you're ever working with somebody [23:22] else who is Sandler train that's my [23:24] favorite one because you can just say [23:25] the words like hey what's our upfront [23:27] contract for this meeting today and you [23:29] can both lay it out real quick uh put it [23:31] together and that's always fun I love it [23:34] when our clients reach out to us like [23:35] that or are selling us stuff and and we [23:37] can make it shorter it's funny to [23:39] recognize some of those things uh but [23:41] doesn't happen uh as often as it should [23:43] I feel like we need a some sort of a [23:45] sales portal or uh go in our LinkedIn [23:48] group and post what you have to sell so [23:49] you can you know have buyers and sellers [23:51] from that already know a good idea [23:55] uh anything else you want to add on [23:57] upfront contracts today Chris [23:59] you know I I think from a bat [24:01] perspective the attitude [24:04] um is you deserve you you deserve the [24:09] the user accurate and timely decisions [24:12] number one and you deserve to be able to [24:16] set that up for a contract [24:18] um because it's the right thing to do [24:19] and it helps with bonding Rapport I [24:22] think sometimes [24:23] um there's that when we get hit with [24:25] something from left field or we just [24:27] maybe we feel that we don't need to do [24:29] an upfront contract it feels too formal [24:32] or Whatever It Is Well I think we all [24:34] know what could happen when that doesn't [24:35] happen but attitudely you deserve it I [24:38] like it again thanks for joining us on [24:40] the podcast we are speaking with Chris [24:42] McDonald a long time Sandler trainer [24:44] from Baltimore and you've been on the [24:46] podcast before so I won't give you the [24:48] the regular ones but I just thought I'd [24:50] maybe ask you a fun question of what's [24:52] the the next goal for you or what are [24:54] you working on uh right now great [24:57] question [24:58] um I want to go on the um on the very [25:01] important side of smoking meat on a [25:04] smoker and home all right here we go [25:06] this is a personal goal here so [25:09] um I've been doing this for about a year [25:10] I've been always wanting to do I got my [25:12] smoker there's various other folks in [25:14] the Sailor Network we share just kind of [25:16] like some pictures of what we're doing [25:18] and best practices recipes I made my [25:21] first brisket this past Saturday and [25:25] um I've done so many other things it was [25:27] the first one and I kind of screwed it [25:29] up so I was a little disappointing to [25:32] say the least I was hit hard now I did [25:33] have my in-laws over my wife my father [25:36] was like Hey I actually like it I'm like [25:37] come on but he's like you know it just [25:39] it just wasn't as good as it was and [25:40] this was a you know 12 hour operation to [25:44] cook this yeah right so and the [25:47] preparation and everything so a lot of [25:48] lessons learned with that so my goal is [25:50] to go back get the next brisket here in [25:53] a couple weeks follow what I wrote down [25:55] and make some changes and tweaks and see [25:58] where it comes out so that's my that's [26:00] my immediate goal well I will always [26:02] talk barbecue I'm from Kansas City so [26:04] we'll do that uh anytime you know I can [26:07] only think uh three things you probably [26:10] already got right uh slow low and make [26:13] sure there's plenty of moisture uh oh [26:15] yeah absolutely good brisket [26:18] um all right how about a favorite [26:20] Sandler quote motto or mantra for [26:23] upfront contracts what comes to mind you [26:25] know I I always go back to [26:28] um you know if your foot's hurting [26:30] you're probably standing on your own toe [26:32] that's just always go back to that one [26:34] because it's such a it's personal [26:36] ownership you know it starts here and it [26:40] stops here [26:41] um so you just gotta look down and say [26:43] oh yeah that's the reason take your foot [26:45] off and and just really take ownership [26:47] for especially for The Upfront contract [26:49] and really for everything we do I I love [26:52] that and that's why I mentioned that [26:53] barely up front contract is when you [26:55] realize in any meeting that is going off [26:57] the rails and call a timeout get off [26:59] your toe and say hey uh can we reset the [27:04] the agenda here and what we're doing and [27:06] I think uh it's a great lesson and one [27:09] that everybody can use so if you enjoyed [27:12] it go check out our additional resources [27:14] at saintler.com like I mentioned you can [27:16] find other podcasts on the up front [27:17] contract and moving the the sale forward [27:19] as well share this with your sales team [27:23] and have a discussion about it get some [27:25] help collect those best practices like [27:27] we do with barbecue advice here at [27:29] Sandler uh collect your sales advice [27:31] with your team uh get that figured out [27:33] and then uh thank you for listening [27:36] remember whatever you are be a good one [27:38] go get it done the How To Succeed [27:40] podcast is brought to you by Sandler the [27:41] worldwide leader in Sales Management and [27:43] customer service training with over 200 [27:45] location more information at sandler.com [27:48] thank you for watching don't forget to [27:49] click subscribe to get notified about [27:51] future sales and Leadership videos from [27:53] Sandler [27:53] [Music] [27:58] the Sandler Summit returns in 2023 each [28:01] new event builds exponentially upon the [28:04] energy and success of the prior year [28:06] the 2022 Sandler Summit event was a huge [28:10] success for everyone who attended so [28:12] don't miss the next one [28:14] buy your tickets to the Sandler Summit [28:16] at sandler.com Summit [28:21] foreign

===FILE=== FnHliTirVvk - The Sandler Success Triangle With Dave Mattson  Salesman Podcast.txt
https://youtu.be/FnHliTirVvk
The Sandler Success Triangle With Dave Mattson ⧸ Salesman Podcast

[0:00] if you had a great attitude but didn't [0:01] do any behavior and your Technique was [0:03] poor okay you're still going to fail [0:15] right hello sales nation and welcome to [0:18] today's episode of the salesman podcast [0:20] on today's show we have Dave Matson he [0:22] is the CEO over at sandela training and [0:25] on today's episode we're diving into the [0:27] sandela success triangle it consists of [0:30] behavior attitude and technique and Dave [0:32] shares why behavior is probably the [0:35] thing that needs to come first even [0:37] though we're all focusing on technique [0:40] Dave's new book sandela rules for sales [0:42] leaders is available on Amazon we link [0:44] to everything else that we talk about in [0:45] the show note to this episode over at [0:46] salesman podcast.com and with all that [0:48] said let's jump in to Today's Show Dave [0:51] welcome to the salesman podcast thanks [0:53] for having me well I'm glad to have you [0:55] on Sir um we've talked about sand on [0:57] many shows in the past and we've had a [0:59] bunch of of your your team on the show [1:01] in in different places throughout the [1:03] couple of years that we've been running [1:04] so it's great to have yourself on and to [1:06] perhaps dive into this into even more [1:07] detail than we have in the past and [1:09] there's one element of of sandal [1:11] training that I want to focus on today [1:13] and we we'll start with this and we'll [1:14] see where we go and that is the Sandler [1:17] success triangle so this is behavior [1:19] attitude and technique and how this all [1:21] pulls together to have success in you [1:23] know sales in particular so where I want [1:25] to start with this is we we cover all [1:28] these elements all the time on different [1:30] episodes but we've never looked at the [1:32] bigger overall picture of how they [1:33] interact perhaps if we want to put it [1:35] that way how much of each do we need to [1:40] have success in sales can we have [1:42] success if we are 99 if we're crushing [1:45] it 99% in the behavior side of things [1:48] but we we have a terrible attitude and [1:50] average technique or do is it more [1:53] efficient for us to be you know 70 80% [1:55] in all of them I mean it's a good [1:57] question so it's a triangle because I [1:59] think think you should have all three [2:02] right it's not a two-legged stool those [2:03] tend not to work you know if you had if [2:06] you had a great attitude but didn't do [2:08] any behavior and your Technique was poor [2:11] okay well you know you're you're still [2:12] going to fail right um same with [2:15] behavior if you didn't do the behavior [2:16] but you're great at technique for the [2:18] two prospects or customers you talk to a [2:20] year that's not enough either so you [2:22] need a healthy balance of all of them [2:25] and I think by default will most people [2:27] tend to gravitate towards awesome [2:29] technique if I could be great at this [2:32] talk track or this objection handling or [2:34] this script that will get me through [2:36] everything and it doesn't really it only [2:38] is a small Spike of success but then [2:40] you're going to go right back to where [2:41] you were you've T the words out of my [2:43] mouth here one of the the the following [2:45] questions the follow questions I was [2:46] going to ask was why is sales training [2:49] typically and this has been my [2:51] experience internally in the companies [2:52] I've worked for in sales roles it is [2:55] 100% focused on product features and [2:58] benefits and then sales technique is is [3:02] that because they're just the easiest [3:04] things to perhaps have on a a whiteboard [3:07] and to talk about I think so you know [3:09] and I think often times most training [3:11] organizations don't put them all [3:13] together um so we try to you know make [3:16] our claim to fame in the training world [3:18] not Sandler but in general hey we've got [3:20] awesome technique but but the issue is [3:23] you as you say is that people will learn [3:25] the techniques and then maybe 30 days [3:27] later they go right back to what they're [3:29] accustom doing you know so why is it [3:31] there was no behavioral change and there [3:33] was no mindset change if you think about [3:35] exercise or dieting it's the same darn [3:37] thing you know everyone goes and sets [3:39] goals until probably February 1 and [3:42] they're right back to what they were [3:43] doing last year because there was no [3:44] mind shift there was no behavioral [3:46] change you got to get those things done [3:49] and to your point who if you said hey we [3:51] have attitude training today we'd like [3:53] to invite you no one shows up you know [3:55] no one shows up for that and and so what [3:58] we tend to do at Sandler we have awesome [4:00] tactics and strategies and then we say [4:03] this is how you have to shift the way [4:05] you think and here's how you behave but [4:07] we lead with technique because people [4:08] are more willing to accept it and then [4:10] we sneak in the other ones after they [4:12] said now if you've been in Sandler for a [4:14] while you understand the value of [4:16] behavior and attitude because you know [4:18] that that's what's going to sustain your [4:20] growth and and perpetuate this new [4:22] behavior that you've done but in the [4:24] beginning we give you technique and then [4:26] we kind of slip in behind with the [4:28] attitude okay well let's let's take [4:30] technique off the the table for today's [4:32] for today's conversation and I know my [4:34] audience is skewed in that if they are [4:36] downloading a podcast like this and [4:37] listening to it near daily they're [4:40] probably already on board with the fact [4:42] that they've got to go beyond just what [4:45] email subject line they've got to use or [4:48] how they write stuff in a script before [4:50] they make a call so I I appreciate my [4:52] audience are probably not representative [4:54] of of everyone in sales uh they're [4:56] probably the top performers and then the [4:58] people who want to become the top [4:59] perform [5:00] so let's take technique away um and [5:02] let's focus on attitude and behavior for [5:03] a second does one have to come before [5:06] the other or are they interchangeable in [5:09] how we should focus and I'll give you [5:11] the context of you know you're a [5:13] salesperson listening to this you're on [5:15] the way to a a sales meeting or you're [5:17] on the way to the office and you want to [5:19] focus on one element from this podcast [5:22] we want to we want to give them some [5:23] practical tips is the one should [5:26] attitude become before Behavior or are [5:28] they interchangeable well my opinion is [5:30] that behavior actually controls attitude [5:33] and you know we don't wake up one day [5:35] and say if it's raining hell I don't [5:37] want to go jogging today or hey today's [5:38] going to be a great day I mean in the [5:40] mindset stuff head attitude you know [5:44] success is resides right between your [5:46] ears most of the time and there's a [5:47] million things on the positive and [5:49] negative side about mindset but when it [5:50] comes to behavior if you would do the [5:53] behaviors on a daily basis it actually [5:55] changes your attitude and I think that's [5:57] really what we have to work on people [5:58] try to work on their their mindset first [6:00] without behavior and they stall and so [6:03] if you had to pick one I would pick [6:05] Behavior because it will ultimately [6:08] shift over to your attitude and you may [6:10] not even realize it but it happens in [6:12] your daily life when your personal side [6:14] and it'll happen on your business side [6:15] so if you had to pick one will I would [6:17] go with behavior because I didn't know [6:18] you were going to go with that but I [6:19] totally agree and I think this is [6:21] something that's missed I've had other [6:22] people go on the show before and of you [6:24] know the the guest is the expert I'm [6:26] only here to pull insights out but I've [6:29] you we' gone back and forth on a couple [6:30] of ways of why other guests thought [6:33] attitude or you know have you however [6:34] you want to label it mindset comes [6:36] before the actual steps in your day the [6:39] the the process side of things and I I [6:41] gree it's way around and I know from my [6:43] the growth of the podcast if I focus on [6:46] right every day I've got to put out a [6:47] podcast as opposed to and and regardless [6:51] there's no that's it that's the rule [6:52] there's no there's there's no option [6:55] that then forces me to whether I'm [6:57] miserable or whether I'm you know loving [6:59] editing these videos in the moment or [7:01] I'm living loving kind of going back and [7:03] forth or someone's canceled or whatever [7:05] it is it makes a lot of that almost [7:08] redundant it makes a lot of that like in [7:11] the moment it's important but then five [7:12] minutes later it becomes even more [7:14] insignificant than what it really is as [7:16] well yeah I think that's true and I [7:18] think if uh most salespeople do not have [7:22] a daily behavioral plan and so they rely [7:25] on being reactive and we'll take [7:27] technique off um but we also o have the [7:30] ups and downs of the day I mean listen [7:32] let's face it sales we lose more than we [7:34] win right I mean that's just how it [7:36] works um and it that's not how it works [7:39] in most other parts of the business [7:40] world but it certainly works here in [7:41] sales and if salese would create whether [7:46] it's a prospecting plan or a daily [7:48] cookbook or recipe for Success a [7:50] behavioral plan they will far be uh more [7:54] successful and I even think for sales [7:56] leaders if they would work on behavioral [7:58] plans because look you could only [8:00] control you can only do things that you [8:02] can control I can't control outcomes [8:04] whether people say yes or no to me I [8:06] can't control the outcome whether [8:07] somebody gives me an appointment [8:09] regardless if my technique is awesome [8:11] but I can control my own daily behavior [8:13] and I also think that's where people [8:15] fall short of taking their corporate [8:17] goal and their personal goal what they [8:19] don't end up doing unfortunately is link [8:22] what do I have to do every single day in [8:24] order to hit that goal they worry about [8:26] the end result which I cannot control I [8:29] can't control whether I've got a you [8:31] know a 12 million quota I can't control [8:33] that part whether who says yes and who [8:36] says no but I can control my daily [8:38] behaviors and activities in order for me [8:39] to get to that number and that's the [8:41] magic really and this reduces your [8:44] levels of stress as well doesn't it if [8:46] you know your if you've worked backwards [8:48] from your end goal and it your pipeline [8:50] is full and you know that you've got to [8:53] make X many calls a day and so many [8:54] meetings and you just plot away in it it [8:57] takes a lot away it takes a lot of the [8:59] negativ ity the stress and the parts of [9:01] sales that we all hate doing away from [9:03] the whole mix and the even just away [9:04] from the conversation well absolutely [9:06] it'll it'll help you take away the stuff [9:09] in the funnel that shouldn't be there [9:10] because you don't you don't have it [9:12] because if you're always behaving [9:13] behaving properly in the front of the [9:15] funnel and doing all the things on a [9:17] behavioral basis in the middle of the [9:18] funnel then it's much easier for me to [9:21] disqualify let's do that and then the [9:24] mindset of being reactive all the time [9:27] you know where they ask you for free [9:29] Consulting you jump you do this I jump [9:31] well I'm jumping because I don't even [9:33] have a process but if I had a daily [9:35] behavioral plan to your point and I know [9:37] I'm doing all the things necessary in [9:39] all aspects of my business because think [9:41] about it we've got in in the types of [9:44] businesses that we're in there's so many [9:46] balls that we have to juggle by default [9:49] we tend to go to the ones that we're [9:51] comfortable with and so if I had a [9:53] hunting and farming let's say portion of [9:55] my job where I've got to go sell that [9:57] new business and I've got to create [9:59] ongoing relationships where we're [10:00] selling additional products and services [10:02] if I had a fear of coal calling or [10:04] rejection or something over there then I [10:07] tend not to do as much of the hunting [10:09] part because I've rationalized all the [10:11] farming and relationship building side [10:13] so I'm healthy on one side and I'm not [10:15] healthy on the other side and sales [10:16] leaders always struggle with this where [10:19] I hit part of my quota on a product but [10:21] not the other that's where the stress [10:23] resides because I don't necessarily know [10:26] I'm anxious because I don't know what it [10:28] really does take every single month or [10:30] day in order to hit my number and that [10:32] lowers the stress to your point I guess [10:34] thinking about it as we're talking it'll [10:35] take away some of these ups and downs of [10:38] in sales as well so in my experience at [10:40] the end of every year in every role I've [10:42] ever had there's a and my targets are [10:44] always year to year there was always a [10:46] mad Panic to close those last two or [10:48] three Deals that just put you you know [10:51] you you've usually had hit Target by you [10:53] know a month or so before and they're [10:55] just pushing you into the decent bits of [10:57] bonus and commission I I guess if you're [10:59] doing things throughout the year it [11:01] eliminates some of that as well there's [11:03] two things to your point I think one you [11:05] get to self- diagnose you you know if [11:07] you're on track if you're not on track I [11:09] mean I don't have to look at my number [11:11] and say I'm x amount behind on my quota [11:14] I mean I see that right and so if I'm [11:17] not getting the results I need to tweak [11:19] different parts of my behavioral plan [11:21] and that may be you know in different [11:23] parts of the sales process and so so [11:25] that's one two the ups and downs it's [11:28] 100% true most people spend six months [11:30] trying to find the business and six [11:32] months nurturing the relationship after [11:33] the fact and it's feast or famine if you [11:36] want to have a steady increase or [11:38] whatever it is consistency let's do it [11:40] that way the only way to get that done [11:42] is through that behavioral plan [11:44] otherwise you will be a victim of the [11:45] ups and downs and you're going to be a [11:47] hostage to you know whatever's in the [11:49] funnel you're going to try to save is [11:51] you know as you indicated just because [11:52] you need to close your numbers you need [11:54] to get the the year end and there's a [11:55] massive push at the end which I never [11:57] understood you know we train 31,000 new [12:01] people a year and the biggest thing that [12:04] they find when it comes to the [12:05] behavioral plan is less L stress right [12:08] and the second is they hit their goals [12:10] about a quarter ahead of time because [12:12] they actually have done all the things [12:14] necessary up to that point so I want to [12:17] come on to what a daily be behavioral [12:20] plan is what it looks like and hopefully [12:22] we can show the audience how they can [12:24] you know somewhat build one in the small [12:26] amount of time that we've got to kind of [12:28] discuss it here but before that just for [12:31] a bit of context for the audience cuz I [12:32] know a lot of sales Nation are B2B [12:35] salese and there's there's a whole bunch [12:37] of leadership in there as well but for [12:38] all the salese do you become a better [12:42] Prospect internally for uh you know [12:45] other opportunities for an easier ride [12:48] and not having your sales manager on [12:50] your back if you do all of this um [12:53] planning so to to kind of go to the word [12:55] that you used of you're consistent with [12:58] your result s is that a is that a nicer [13:02] person to manage from a sales manager [13:03] perspective someone who you know they [13:06] can track the results throughout the [13:08] year and then you know they know that [13:10] they're going to hit Target at the end [13:11] versus what I've always done which is [13:14] always done so so at the end of the year [13:16] closed a huge deal had my manager on my [13:18] back for 12 months and then he's my best [13:20] friend at the end of the day at the end [13:21] of the kind of that year when I closed [13:23] that one big account is is the [13:25] consistency what what they want from you [13:27] as well from a sales leaders pers [13:29] perspective y yeah well let let's just [13:32] hey sales leaders we ultimately are [13:34] judged based on did we hit our Revenue [13:35] goal or we didn't you know so that's how [13:37] we're judged and that's what we're [13:39] responsible for doing is driving Revenue [13:41] if I'm a sales leader and I have team [13:44] member a who has taken the quota that [13:47] I've given them we've broken it down to [13:49] what they need to do a recipe for [13:51] Success then I can help them from a [13:54] coaching a training mentoring standpoint [13:58] because if I know that they're doing the [14:00] behaviors but the outcome isn't right [14:02] then there's only one of two reasons one [14:05] the behavior is not enough right we're [14:07] not doing enough of the behaviors so we [14:09] have to do more of that so we need to [14:10] dial it up or our technique is poor if [14:13] you're doing the behaviors but the [14:15] outcome's not there then we know there's [14:17] a breakdown somewhere and it would be [14:19] easy to see so if I'm doing x amount of [14:22] net new context but I'm not getting the [14:24] appropriate amount of first calls then [14:27] something is wrong in your call where [14:29] something's wrong in your your email or [14:30] whatever however we're prospecting it's [14:33] much easier for me as a sales leader to [14:35] pinpoint exactly where I could help you [14:38] that's magical the other thing that [14:39] sales leaders don't really know is what [14:42] are salese doing every single day the [14:44] only way that I'm judging and talking to [14:46] is about deal specific is issues where [14:49] are you with XYZ what's going on with [14:52] ABC because that's what you've tracked [14:54] and that's what's in the CRM and that's [14:56] in the pipe but if I could go one step [14:58] back [14:59] then this I still will always do how can [15:01] I help you close more business as a [15:03] sales leader of course but if I can do [15:05] this in dealing with the behavioral [15:07] stuff up front much easier for both [15:10] sides and as a salesperson I benefit too [15:12] because then I get your wisdom of the 20 [15:14] years or 10 years of whatever your [15:15] experience level is as a sales leader to [15:17] help me because now you know exactly [15:19] where to help me and I guess this is [15:22] again leadership down it wouldn't be [15:24] perhaps something that an individual B2B [15:26] sales person person would implement but [15:29] are there any software solutions that [15:31] help track all this or any crms that [15:34] prompt you to make those 10 calls and [15:36] those 15 emails every morning and then [15:38] allows you to forecast forward on your [15:43] behaviors versus your you know results [15:46] if that makes sense sure we have a [15:49] personally we have one at sandord it's [15:50] called sales accountability and it takes [15:53] where it helps you identify what your [15:55] quota or goal is so you have to input [15:57] that portion of it and then it says [15:59] let's create your cookbook and then it [16:00] breaks it down to what you need to do on [16:02] a daily weekly monthly basis and within [16:05] about 2 minutes a day you get to [16:07] actually track where you are against [16:10] your goal it's also gamification so as a [16:13] sales leader I then get to see where the [16:16] dashboard or where my people are doing [16:17] from a behavioral standpoint I can see [16:19] who's not doing their behaviors who's [16:21] shying away from the hunting and only [16:23] doing the farming if I use that analogy [16:25] and then I also get to have behavioral [16:27] contest hey let's have how many net new [16:30] conversations can we do as a team this [16:32] month and you can have little contests [16:34] and I can then compete against will [16:36] sales people are competitive right if I [16:38] know that everybody sees what I'm doing [16:40] I tend to up my game so there's a lot of [16:42] things going on but it's called sales [16:44] accountability that's the only one I [16:46] found so far that makes whole sense and [16:48] it seems like I don't know you can turn [16:50] this into a product pitch if you like [16:52] but I don't know how far how far that [16:54] goes but it's almost it gives you all [16:56] the data for sales leadership to coach [16:59] people as well of uh you know Will's [17:01] doing amazing on the behavioral side of [17:03] things but ex you know Tanya I don't [17:06] know why that names come into my head [17:07] but Tanya I don't even know a Tanya [17:09] Tanya is uh doing XY Z on the technique [17:13] side of things she is closing the same [17:16] amount of deals with less behavior so [17:18] Tanya can you work on the behavior and [17:20] will can you work on you know go back [17:22] and forth and and team up and and build [17:25] like a partnership there exactly right [17:27] but you also get to see the fact that [17:29] hey I as Tanya may or may not be doing [17:32] as much of the activities or behaviors [17:34] that Willow is doing and even if Will is [17:37] more successful in certain areas I can [17:39] be told from the sales leader hey you [17:41] need to up your activity base but when I [17:43] see others on the team doing that I will [17:45] up my game naturally you don't even have [17:47] to tell me I'm going to up it now if my [17:49] results are better to your point then [17:52] you know people will look at me and say [17:53] hey how are you doing that now we've got [17:55] best practices we can create playbooks [17:57] internally because obviously I'm doing [17:59] something right if my numbers are doing [18:01] it now there's something called the [18:03] comfort zone you know people do get into [18:06] the comfort zone the longer people are [18:07] in the industry for whatever reason [18:09] there's a million reasons for Comfort [18:10] zones but you know sometimes our [18:13] technique is we we are good at it but we [18:15] tend to do less behavior and you know [18:18] sales leaders always say oh my gosh if [18:21] Dave would just up his activities we [18:23] could get 50 60% more productivity out [18:26] of Dave but how do I get done and that's [18:30] really what the behavioral plan will [18:31] help me do because I inch I inch out of [18:34] my comfort zone and do more and more and [18:36] the end result is the win for me [18:38] personally as a salesperson and for you [18:40] as a sales leader makes total sense okay [18:42] so Dave let's get super practical here [18:44] let's give the audience a a a true real [18:47] life takeaway so that you can Implement [18:49] s into their own game after this episode [18:52] uh and change the way they're doing [18:54] things so I think we can do this through [18:56] if you can give us an overview of what a [18:58] daily behavioral plan is then perhaps I [19:01] can I can quiz you on the the specifics [19:03] of it and we can see if we can give our [19:05] audience you know that takeaway of you [19:08] know perhaps what they should be seeing [19:10] in their diary if that's how it works [19:12] every time they wake up and and sit in [19:13] front of the laptop and rather than [19:15] replying to emails reactively they've [19:17] got like an insight and a plan to to [19:20] move on with the day I mean in essence [19:22] it's really reverse engineering your [19:24] numbers your your quota and so if you [19:27] say I need x amount of sales with the [19:28] end of the year you would then say okay [19:31] how many sales is that how many [19:33] presentations would I need and you go [19:34] right down your sales funnel and you get [19:37] to the point where how many net new [19:39] conversations do I need everybody [19:41] manages and focuses on I need x amount [19:43] of presentations and x amount of [19:45] customers in order to hit my number [19:46] that's way at the end that's lagging if [19:49] you go into the front end then it's how [19:52] many let's just say how many net New [19:55] Opportunities or conversations do I need [19:57] to have and and how many of do I need [20:00] LinkedIn referrals how many of this do I [20:03] need and that's on the front end so [20:04] let's do a quick practical example if I [20:06] could do do you mind no go for Let's do [20:08] let's do the front end and let's talk [20:09] about a prospecting cookbook we call it [20:12] a cookbook or recipe for Success it's a [20:14] behavioral plan your listener should be [20:16] able to answer the following questions [20:18] how many net new conversations do you [20:20] need in a given week or month in order [20:22] for you to hit your numbers net new now [20:25] you could say well I only call on [20:27] existing customer base which me too I do [20:29] too but I could have a net new within [20:32] the organization or I could have a [20:34] conversation with let's say you will on [20:37] a net new opportunity whatever the case [20:40] may be so it works for both and once you [20:42] have that number now in my business [20:45] we've got 400 Sandler trainers I know my [20:48] number is two per day I need two net new [20:52] conversations per day in order for that [20:54] to drive through the funnel to do [20:56] extremely well now of course the end [20:58] result is better or worse depending on [21:00] my technique but let's just do the 20 [21:03] that's my first aha moment that most [21:05] sales reps cannot answer how many net [21:08] new conversations do you need in a given [21:10] month or week in order to hit your [21:11] number step number two I would come up [21:14] with the top five prospecting Tech you [21:17] know uh Avenues where do your leads come [21:20] from is it is it a LinkedIn is it [21:22] referral base is it cold calling is it [21:24] email whatever the case may be I know [21:26] mine we have about 47 in different ways [21:29] that we could go to market but I also [21:31] know based on my personality type I'm [21:33] introverted you know networking meetings [21:36] take a lot of energy for me to talk to [21:38] total strangers I can do it but it's not [21:41] as productive as other things so that's [21:43] step two what are your top step three if [21:45] I know my number is two a day so let's [21:48] just say that I need 10 a week right so [21:52] I need 10 a week of net new [21:54] conversations I know my top [21:57] five referral or my my lead sources and [22:00] so let's just say it's LinkedIn let's [22:02] say it's customer referrals let's say [22:04] it's strategic alliances and outbound [22:06] calls my next step is to put a number to [22:08] each one that would equal 10 so I may [22:11] want three from LinkedIn two from [22:13] existing customer referrals one from [22:15] outbound calls whatever it is but once [22:17] you put that number to it will now I can [22:21] then manage that number that's my [22:22] cookbook my cookbook says I need x [22:25] amount from LinkedIn if I use that as an [22:26] example and I can now self-prescribed [22:29] because if I go through the month and I [22:31] don't have my number I can say wow I've [22:33] completely forgotten to do my front end [22:36] and again this is only the front end [22:38] example and I can then adjust so I got [22:40] to go back and get more of that versus [22:43] saying I'm going to work on the end [22:44] result which is my my sales on the back [22:47] end on this example if I did my upfront [22:50] behavioral stuff then I know if I got [22:52] two a day two net new and I know where [22:55] they're coming from I I know my metrics [22:57] will end up working out now if I take a [22:59] bigger picture as I said all you have to [23:02] do and it's it's okay to switch your [23:04] behaviors and activities it's okay if [23:06] switch those words but what do I have to [23:09] do throughout the process so let's take [23:10] some other things do I have to spend you [23:14] know two two opportunities per day or [23:17] two conversations per day with net new [23:19] and I need three with existing customers [23:21] so you can start to juggle all the [23:23] things that you have to do based on your [23:25] sales process and based on what you have [23:26] to do every single day it's like a you [23:29] know it's like a recipe let me give you [23:31] a quick example my mom had great [23:33] spaghetti sauce and you know and I [23:35] thought it was so simple to do and so I [23:37] just went in and started throwing a [23:39] bunch of stuff but it never actually [23:40] tasted the same and every time I did it [23:43] I did something slightly different which [23:45] is true in sales isn't that how sales [23:47] people do it they do every something's [23:49] not it's different each and every time [23:51] I'm trying to replicate something but [23:53] what I ended up doing is I finally had [23:55] to ask my mom for the recipe and once I [23:58] understood what the recipe was I got to [24:00] follow it the end result was very [24:03] predictable and then I could of course [24:05] based on the I have five children based [24:07] on their tastes I could tweak it but it [24:10] was easier to edit that recipe and once [24:12] I followed it I got a consistent output [24:14] and that's true in sales as well we tend [24:17] as salespeople to look at the sauce or [24:19] look at what other people are doing we [24:21] don't know exactly what they're doing [24:23] from a behavioral standpoint and we tend [24:25] to wing it and you know we get away with [24:28] it in sales but that's really what it is [24:30] you just re re you reverse engineer your [24:33] sales funnel to the point where you know [24:35] exactly what you should be doing in [24:37] different aspects of your business every [24:39] single day so assuming here and this is [24:42] a huge assumption that we know that our [24:44] funnel is pretty seamless we know that [24:46] we have somewhat good technique we're [24:48] not going to be making huge mistakes [24:50] that obviously then that skews all the [24:52] data so assuming that everything is [24:54] going to go somewhat to plan the best [24:57] that it can in B2B Sal [24:59] yeah should our Focus then be on doing [25:03] not doing nothing but having the number [25:05] one priority uh just to simplify it [25:07] perhaps one one email Outreach day that [25:10] connects and one LinkedIn Outreach that [25:12] connects and brings people into the [25:14] funnel should that be our one priority [25:17] should we drop everything else to make [25:19] that happen you know if we are it's it's [25:22] Tuesday and we've only done one out of [25:24] those should we stay late on Tuesday [25:26] night to make it happen to catch for the [25:28] day before should we be as religious [25:30] about it as that so there's a couple [25:32] things should you drop everything else [25:34] to get that done no that's not what see [25:36] the cookbook says you should not drop [25:38] all the other things that are important [25:39] just to do the things that you're behind [25:41] on or that you want to do that's what [25:43] gets into this trouble however you know [25:46] you should be on goal time not clock [25:48] time if it's Thursday and you've hit all [25:50] your behavioral goals hey guess what if [25:52] you need a Friday afternoon take it off [25:54] but you should never leave on a Friday [25:56] afternoon if you have not done your [25:57] behavior goals because you've just what [26:00] have you done you've kind of skirted the [26:02] issue and I would say to you people get [26:04] to people get to celebrate each and [26:07] every week each and every day when they [26:09] do a behavioral plan because I don't get [26:11] to celebrate sales that often because [26:13] maybe I'm on a 7 eight month selling [26:15] cycle so we don't high-fi you know one [26:17] another every day but if I do the [26:20] behaviors every day I feel good about it [26:22] it's a win for me it's awesome and I've [26:24] taken that step to success let's do um [26:27] jogging [26:29] I I'm not a big jogger I hate jogging [26:31] and you know if I didn't jog today to [26:33] your example I would I would say okay [26:35] well I'll do it tomorrow and if I didn't [26:36] do it tomorrow then what would happen [26:38] when I got to Friday you know what I [26:40] would say I'm not going to do the 20 [26:41] miles that I was supposed to do so I'm [26:43] just going to scrap it and I'll do it [26:45] next week and I push it off and that's [26:46] what salespeople do but if you do it [26:49] every day then yeah to your point what [26:51] happens if you don't do it I think you [26:53] need to up it by the end of the week you [26:54] have to adjust and say at the end of the [26:55] week I got to hit those weekly [26:57] behavioral goals even though though I [26:58] missed my Tuesday and that's true will [27:00] if you're with a customer all day I [27:02] spend a lot of time on site with [27:04] customers and I don't get the [27:06] opportunity to do parts of my funnel but [27:10] so for instance one of my behavioral [27:12] plans is I call on the way home I have a [27:15] I have a commute I call five customers [27:19] every day and I call them every day now [27:22] if I'm offsite I may not get that done [27:25] but when I get back to the hotel I will [27:27] make those call so I fit it into my day [27:30] what I don't use as an excuse is oh I'm [27:33] offsite oh I can't do this end of the [27:35] week all I'm doing is I'm hurting myself [27:37] so if I want to be successful I will [27:40] self self-manage myself to get that done [27:43] and don't allow myself to get sucked up [27:45] with all the excuses which are valid [27:48] sometimes I get it but you're going to [27:51] have to do it now let let me just stop [27:53] here a second Dave so we use these calls [27:56] as an example because this is a great [27:57] example clearly sales people could do [28:00] they could do exactly the same as what [28:01] you're doing of call on their good [28:02] customers uh you know offer them some [28:05] kind of conversation whatever however [28:07] whatever context we want to put it in um [28:09] so I think that works now for you [28:11] specifically and this won't be for [28:12] everyone but I think this is a point [28:14] that we can drill into a little bit [28:16] deeper is that a habit that you've set [28:19] that when you don't do it you go right [28:21] I've got to get this done otherwise I [28:23] can't wrap up for the day and there's [28:25] there's a lot of subconscious processing [28:27] going on in there that is got to got to [28:30] achieve this goal otherwise I'm going to [28:31] feel bad about myself or are you [28:34] self-correcting and using willpower to [28:36] force yourself to do these calls I think [28:38] it's both you know is it half empty or [28:41] half full I mean to me you know I do the [28:46] uh I tend to do the guilt thing so if I [28:48] don't do it I know that's the number [28:50] then I just find that unacceptable [28:51] because once you actually know the [28:53] number will then I'm exposed I have to [28:56] end up doing it it's when I don't know [28:58] the number that I have to do then I [29:00] don't feel too guilty about it I say oh [29:02] yeah I'll make those calls tomorrow but [29:03] if I knew I had to do five now it's up [29:05] to me so I have to look at myself in the [29:06] mirror for me it's hey it's guilt you [29:09] know better Hey listen step up buddy you [29:11] know and so I that's how I do it now [29:13] it's different for others but I also [29:15] know the outcome of those calls because [29:17] only a couple things and we're not doing [29:19] tactics but when you do those calls [29:20] there's only about four things that [29:21] could happen all of them are great so [29:23] why shy away from it the reason I asked [29:25] this is that and I'm perhaps guilty of [29:28] as well but I think there's a lot of [29:29] this trend in the world at the moment of [29:32] like life hacks and and just set habits [29:34] and then you don't have to think about [29:35] it and it's all comes to you so [29:37] easily people obviously looking for a [29:39] Magic Bullet with a lot of this but I [29:41] know myself I've got a bunch of habits [29:43] that I set every day and after you know [29:45] 69 days they become easier but I still [29:48] have to talk to my brain and I don't [29:51] know what's going on here of there's a [29:53] there's a weird disconnect of when you [29:54] talk at yourself it seems to be a feed [29:57] feedback loop that that goes into [29:58] somewhere else in your brain and and [30:00] quiets the dumb part of it that's [30:01] telling you to just watch YouTube and [30:03] chill out for an hour because you've [30:04] worked hard all day um or whatever your [30:07] Vice is and so yeah I just wanted to [30:09] like double down on that because I've [30:11] never met anyone who has success that [30:13] has had it on the back of habits and [30:16] they've just flown through it all like [30:18] beautifully and easily it all comes on [30:19] the back [30:20] of hustle hard work and and willpower [30:24] and not letting yourself holding [30:26] yourself to a higher standard perhaps [30:28] that is a better way to describe it [30:29] because that's what you're doing there [30:31] you know you you said you know you you [30:33] feel guilty about it it's because your [30:35] standards are up here and if you don't [30:37] do the work you're you're below there [30:39] right yeah absolutely and I think also [30:41] you know for us I let down the company I [30:44] let down my family I let down myself and [30:47] once you realize what's the why of why [30:49] you're working then you really do know [30:52] it's not just to hit your numbers it's [30:54] really to get whatever it's your bonus [30:56] plan or your commissions let's just [30:58] self-centered as a sales rep for a [30:59] second and that therefore in turn means [31:01] that I get to send my kids to this [31:03] University and I get to do this and I [31:05] get to do that that will drive me that [31:08] drives me and when I have those things [31:11] printed then you as you said you look at [31:14] thing there is no magic water if I could [31:16] just do the behaviors and just say Hey [31:17] listen I don't care how I feel about it [31:19] and my technique will be bad or good [31:20] it'll work itself out that's not true [31:22] that's not how it works in the real [31:24] world I wish it did because I would be a [31:26] professional golfer I mean I practiced [31:28] enough it's just not happening for me [31:31] amazing amazing amazing I think I think [31:34] and we can wrap up with this Dave and I [31:36] think you just summ this up really [31:37] nicely and this is how even what I'm [31:38] doing now and the deals that I'm putting [31:40] together for for Partnerships and the [31:42] the ad buys on the the audio side the [31:44] podcast and the Live Events and [31:46] everything that we're doing I have to I [31:48] have to treat I have to treat myself as [31:50] if I'm like a seven-year-old child and [31:52] I'm not capable of going well you know [31:54] if if you do all this big picture stuff [31:56] you'll get that deal leads to you know a [31:59] nice car or you know the watch or taking [32:02] my partner away and and going doing [32:05] whatever or you know retiring early you [32:07] know whatever it you know the obviously [32:09] it's endless the possibilities I have to [32:11] treat myself like a seven-year-old and [32:13] and go well if I do this one thing over [32:15] and over and over that's how I get the [32:17] success I have to chunk it down so much [32:20] that so that literally I have to record [32:22] so many podcasts a week I have to then [32:24] get them edited I have to get them back [32:26] from the editors I have to upload them [32:28] there's no like wishy-washy of if you do [32:31] so many a month and you just get a [32:32] little bit ofe of yourself every month I [32:35] behind the camera here there's literally [32:36] a a whiteboard with a diary essentially [32:39] printed on it that has the shows that [32:41] are coming out and if I don't have that [32:43] two or three week two or three week kind [32:45] of uh pathway I get I literally you're [32:48] scrambling I get stressed but it's the [32:50] only time I get stressed for anything [32:52] and uh so that that's I have to Dum dumb [32:55] it down as much as I can to to get get [32:58] any benefit from any of this and with [32:59] that Dave go on I was going to say you [33:02] know Hey listen we're all I mean adults [33:04] are little kids and big people clothing [33:06] to your point I mean we do have and we [33:08] can say dumb it down but I do think we [33:10] have to chunk it down so it's palatable [33:12] for us to do especially for the things [33:13] that we don't want to do you got to [33:16] Chuck it down or it's not going to [33:17] happen so what you're doing if everybody [33:19] did we would all be in this profession [33:22] far more successful than we currently [33:24] are for sure makes total sense and I [33:26] think you've given a lot of context to [33:27] this because I've had sales managers who [33:30] have been well treat your territory I I [33:32] had a regional territory that I was [33:34] physically driving to with um with my [33:36] medical device sales roles they would [33:37] treat it like it's your own little [33:39] business like you're the entrepreneur [33:41] and when someone says that to me I think [33:43] right I'm going to do all this crazy [33:44] awesome stuff and I'm going to be really [33:46] Innovative and and and you know I'm [33:48] going to change the game of how we do [33:50] this and obviously that's my like [33:51] entrepreneurial Flur that I didn't [33:53] necessarily realize I had before I got [33:55] into doing the podcast and growing this [33:57] audience and all that kind of thing and [33:58] the marketing side of things uh but that [34:00] was the that was what I took away from [34:02] the conversation but what they were [34:03] really saying but well not perhaps [34:05] saying it very well was you need to do [34:07] what we've discussed today of treat it [34:09] like it's your business but imagine that [34:12] there's 10 of you going around perhaps [34:14] doing all these little jobs and then [34:15] Focus down into those specific so I [34:17] think I think you've add a lot of [34:18] context to the conversation of that [34:19] today here Dave and I've got one final [34:21] question that I ask everyone that comes [34:23] on the show and that is if you could go [34:25] back in time and speak to your youngest [34:26] self what be the one piece of advice [34:28] you'd give him to help him become better [34:30] at selling I would give myself the [34:32] advice of have a process down and that [34:35] is create a sales process and not Wing [34:37] the sales process but also create the [34:39] process for Behavioral plan because I [34:41] think everything else comes into place [34:42] those are the things that I would do [34:44] clearly like what you doing now heading [34:46] up uh Sandler when did that become [34:49] apparent to you when did you realize [34:51] that a plan would because it just makes [34:54] it makes your life easier essentially [34:55] you you're putting a little bit of work [34:56] up front to give yourself process to do [34:59] everything that we described in today's [35:00] episode when did that become apparent to [35:03] you that this could be you know [35:04] advantageous to you know yourself and [35:06] then everyone else that you're working [35:07] with as well well I was a client I mean [35:09] I I thought hard work would create [35:11] success and if I outworked you then I [35:14] would be more successful than you and as [35:15] a client then that was a really a knock [35:18] on the side of my head when I realized [35:19] that's not really true I need to work [35:21] smarter than harder and once I changed [35:24] how I did it then I had the conviction [35:26] and the confidence to say say I did it I [35:28] eat the I eat my own dog food this is [35:31] helpful and then when I watched clients [35:32] because I've been at Sandler for 30 [35:34] years and I became David Sandler's [35:36] partner in 1994 and just have [35:38] continually buying more and more of the [35:40] company and when I see and hear [35:43] testimony after testimony after [35:45] testimony on how I become the number one [35:47] salesperson or how I had no sales [35:49] experience and I just blew away my [35:50] numbers or I got out of my comfort zone [35:53] that I was stuck at for 5 years then you [35:55] realize that this success triangle [35:57] there's a lot there's a ton to it and [35:59] we're awesome at the technique stuff but [36:01] it's the attitude Behavior things that [36:03] make people just go right to the top and [36:06] that's what got it for me when I [36:08] experienced it and then I see it and I I [36:10] just even as a sales leader I do what we [36:13] talked about which I manage I manage the [36:16] cookbook I know the numbers will come [36:19] you know and if not then I'll manage the [36:20] cookbook so the numbers do come and so [36:22] it's just made my life easier well [36:24] amazing I could feel you getting lit up [36:26] then and there was a spark then there's [36:28] a passion behind it so I appreciate that [36:29] Dave it means that [36:31] you this is a legitimate thing and a a [36:34] problem that I have on the show [36:35] occasionally and those shows don't make [36:36] it out um but I could tell that you [36:38] really believe that and you you you [36:40] really care about it so that's awesome [36:41] and with that tell us about the new book [36:43] which is going to be clearly suitable [36:45] for uh sales leaders that are listening [36:47] and then I believe you've got an offer [36:47] for us as well yeah so we've got the 49 [36:50] rules for sales leaders and it really [36:52] came from the 49 rules for salespeople [36:55] and we don't teach a lot of scripts [36:56] because I don't think people remember [36:57] scripts but they remember like guard [36:59] rails right GPS's if you can handle this [37:02] situation this way the words will come [37:05] and so we had such success with the 49 [37:06] rules for salespeople we created the [37:09] rules for sales leaders and it takes [37:10] them through all aspects of their [37:12] business many sales leaders will come [37:14] into this position without any prior [37:15] training or experience so we kind of [37:17] learn by fire right so we've got to [37:19] figure that out and that's what this [37:20] does and to your point I'd love to offer [37:24] any of the the listeners hey go to [37:26] sandler.com [37:27] check us out pick a training location [37:30] call them up and Be Our Guest you know [37:32] from just being part of your your group [37:35] just say I listen to Dave and will and [37:37] I'd like to come and just sit in on a [37:38] day you can um it's my guest just sit in [37:41] and absorb as much as you can if I never [37:43] see you it's okay I promise you will be [37:46] much better we'll give you the success [37:49] triangle you know if it's attitude [37:51] Behavior technique and whatever course [37:53] you choose to participate in could be [37:55] sales leadership could be prospecting [37:56] it's up to you amazing stuff we'll will [37:58] link to all that in the show notes to [37:59] this episode over at salesman [38:01] podcast.com and with that Dave I want to [38:02] thank you for your time your insights on [38:04] this well clearly you know if you're [38:06] we'll have you back on to dive into the [38:08] other areas of the sales triangle in the [38:09] future and with that I want to thank you [38:11] for joining us on the sales one podcast [38:13] thanks well [38:16] [Music] [38:27] oh

===FILE=== FsxcoJseGiI - Learning the Sandler Selling System A Journey to Sales Mastery.txt
https://youtu.be/FsxcoJseGiI
Learning the Sandler Selling System： A Journey to Sales Mastery

[0:00] a common question we get is how long [0:02] does it take to learn the Sandler [0:04] selling system well learning Sandler is [0:07] exactly like learning a new language [0:08] let's imagine you wanted to learn a [0:10] different language like German or French [0:12] it doesn't really matter you would go [0:14] through steps the first step is you take [0:17] an elementary language class then you'd [0:19] have a conversational class then you'd [0:21] have fluency so our program is set up [0:24] just like that in the two-day boot camp [0:26] you get all the elements of Sandler then [0:28] you fall into a Mastery Program which [0:30] will get you conversational and then if [0:32] you want to become fluent in Sandler it [0:34] could take a lifetime but most people [0:36] when they apply themselves do the [0:38] homework show up for training call in [0:41] for coaching it's a four to six months [0:43] process before the light bulb goes off [0:45] and you've got your money out of it and [0:47] you're Off to the Races so typically [0:48] four to six months if you work at it if [0:51] you need help with your sales process or [0:53] management process my number is [0:58] 949-279-5106 that's my mobile

===FILE=== GBVVXj2r_5s - Dave Mattson On Linkedin The Sandler Way The Complete Interview.txt
https://youtu.be/GBVVXj2r_5s
Dave Mattson On Linkedin The Sandler Way The Complete Interview
[0:08] definition of social selling new social
[0:12] selling is using the tools that are out
[0:14] there on the internet and it goes above
[0:17] and beyond the face to face I mean
[0:19] regardless of your business to business
[0:21] or business to consumer we grow up or I
[0:24] grow up that selling was either a over
[0:27] the phone or be it was face-to-face and
[0:30] you can kind of pick and choose based on
[0:31] your territory or what your comfort zone
[0:34] was on I was always a great face to face
[0:36] guy until they became so busy I had to
[0:39] be a phone guy well as technology has
[0:41] connie be evolved and completely changed
[0:44] the way sales people operate social
[0:46] selling now allows us to connect and to
[0:49] share content and to cultivate
[0:51] relationships through the net or through
[0:53] social you know channels which was never
[0:56] there in the past so it just gives us
[0:58] another way to communicate and to also
[1:02] touch prospects and customers that are
[1:04] way outside your geographic area which
[1:06] in my know when I grew up in the sales
[1:08] world you know if I couldn't drive to
[1:10] you it wasn't going to happen and that
[1:11] no longer is true it's a small world now
[1:14] it is a small world it is the I mean
[1:17] obviously in your book to you've got a
[1:18] lot of statistics that are wrapped
[1:19] behind a lot of you know what goes on
[1:22] with the social selling and do so you
[1:25] know I hadn't recommend I'll have a link
[1:26] down below for the for the e-book where
[1:29] you can get a download copy but it is
[1:33] it's a great read I loved it so it's a
[1:35] nice it's a short rate which is good
[1:37] it's a great read and highly highly
[1:39] recommend that hitting
[1:40] anyone downloads that well thanks i mean
[1:43] our goal was chris that linkedin big
[1:46] fans have LinkedIn as you are i know
[1:48] that you have a awesome book out there
[1:50] as well and they're clients of ours and
[1:53] for us we were going to do a book on
[1:55] social selling because that's just it's
[1:57] something you're going to have to put in
[1:59] your toolkit as a professional
[2:00] salesperson and for us to avoid it would
[2:03] have been you know ridiculous so we went
[2:05] to them and said we're going to write a
[2:06] book on how to leverage the tools would
[2:10] you like to participate and they were
[2:11] nice enough to say oh great and so they
[2:14] helped us write that book and they
[2:17] launched it on linkedin and we've been
[2:19] giving it to our clients because i think
[2:21] as you as you know you've got a group of
[2:23] people who really utilized linkedin in
[2:26] its tools and there's a group of people
[2:28] who are using it as a glorified address
[2:30] book or they don't really know what to
[2:32] do they're afraid not to be on it
[2:34] they're afraid to be on it and so we're
[2:35] in this limbo stage with an awful lot of
[2:37] sales people you know I find a lot of
[2:40] people one of the reasons why I trained
[2:43] on linkedin is that a lot of people just
[2:45] they don't understand how to use it and
[2:47] you know it is such a powerful tool so
[2:50] why should a salesperson care about
[2:54] social selling well again I think it's
[2:58] just in today's world it's a far more
[3:01] effective way for a sales person to
[3:04] connecting stay connected either with
[3:07] customers or to find new customers you
[3:10] know I think the thing that we all this
[3:13] asset that we're all trying to figure
[3:15] out as salespeople is how to become more
[3:17] effective and more efficient in the time
[3:19] that we have and as you become more
[3:21] successful that's a harder challenge
[3:23] because you're juggling all these balls
[3:25] all the time so you can you can choose
[3:28] to ignore social selling and a lot of
[3:30] people have but I think certainly
[3:33] depending on the age group depending on
[3:35] the geography it's a must and I think if
[3:39] I were going to say why would you do it
[3:42] you know people that are on social
[3:44] selling 51 percent of the time are
[3:47] really more likely to achieve quota so i
[3:49] guess if we were just looking at dollars
[3:51] and cents why wouldn't you and if it's
[3:53] proved out social selling you can be
[3:54] eighty percent more productive and if I
[3:56] can be eighty percent more productive
[3:58] with the same talk tracks that I have
[4:00] now in the same product level why
[4:02] wouldn't I do it you know it just
[4:04] increases the ability for us to touch an
[4:08] awful lot of people and to educate an
[4:10] awful lot of people and you know
[4:11] technology in the internet a lot of our
[4:14] prospects are educated long before they
[4:17] actually call us Chris you know in the
[4:19] old days part of our job as salespeople
[4:21] or a large part of our job is to educate
[4:22] the prospect and that's still true but
[4:26] they're doing a lot of that self
[4:27] education now so if you can figure out
[4:29] you know what groups they're
[4:31] participating in and how do i touch them
[4:34] and how do I become a Content expert in
[4:37] my field I think then your credibility
[4:40] within the marketplace so your prospect
[4:42] marketplace customer marketplace
[4:43] increases and so for me it's just an
[4:47] opportunity to talk from one to many
[4:49] verses one on one none that social
[4:52] selling doesn't allow you to do that but
[4:54] i think it just does a lot of heavy
[4:55] lifting for you and the statistics prove
[4:57] it out yeah I mean one of the stats you
[4:59] have in there is sales reps leveraging
[5:02] sales or social selling or typically
[5:05] about eighty percent more productive and
[5:06] I you know I've proved that out one of
[5:07] the last companies I work with compared
[5:10] to the other reps I would get ten times
[5:11] more meetings 30 times more web X's and
[5:14] it was really and I probably did in
[5:16] about a quarter of the time which was it
[5:19] was incredible the the way that you
[5:21] could leverage so Dave what do you see
[5:24] as the difference between say linkedin
[5:26] and linkedin has another solution called
[5:29] sales navigator what are some of the key
[5:30] differences there so that salespeople
[5:32] get a better understanding on that well
[5:34] I think you know that the main benefits
[5:37] in my opinion is that LinkedIn of course
[5:42] has got an awful lot of stuff going on
[5:44] right so there's a lot of noise and
[5:46] that's not a bad thing but it's a space
[5:49] where you get to share content you get
[5:51] to collaborate you're you know you're
[5:53] making introductions all that stuff if I
[5:56] really wanted to take my game to the
[5:58] next level as a professional salesperson
[6:00] how do I leverage all the great stuff
[6:03] that's happening in that LinkedIn tool
[6:05] and that's where the sales navigator
[6:07] takes us
[6:08] sales navigator is really designed for
[6:10] sales forces it's it's fed into
[6:14] salesforce com it'll get to start to
[6:17] sort you know prospects customers that
[6:19] are in specific territories based on the
[6:22] size based on who you're looking for you
[6:24] can start to slice and dice data as you
[6:28] would in a CRM product you're just using
[6:30] your Linkedin as that as the make a
[6:32] database let's say and you're also then
[6:35] made aware of what's going on in your
[6:37] space or in your prospects space so it
[6:40] allows you to have all the
[6:42] behind-the-scenes algorithm so that
[6:44] linkedin has from you know the hundreds
[6:47] of people that are on this tool it sorts
[6:49] all that stuff out for you says here's
[6:52] probably who you should be paying
[6:53] attention to based on the criteria that
[6:55] you've put in now you can do that in
[6:57] your CRM product but regardless of which
[7:00] one you're using that has a finite group
[7:04] of people there whereas linkedin of
[7:06] course is the world and it allows you to
[7:09] do that so it filters out all the noise
[7:11] i would say for professional salesperson
[7:14] so you can then take your game to the
[7:17] next level now a lot of people don't
[7:18] need that or don't think they want that
[7:20] but for those who said you know linkedin
[7:23] general is awesome it's great but how do
[7:27] i do x what could I really just live in
[7:30] this tool and really hit my numbers and
[7:32] blow this out how do I do that and if it
[7:35] took me four hours to navigate through
[7:37] that the normal length in challenge
[7:39] channels the end of your premium user
[7:41] that the sales navigator really does all
[7:44] the heavy lifting for you and that's
[7:45] really what it does it's cert it serves
[7:48] up people that you should be talking to
[7:50] immediately and takes all that
[7:52] investigative time that we would spend
[7:54] off the table that's in my opinion
[7:56] that's really what it does does the
[7:58] Sandler use it as a tool internally um
[8:02] we do use it our sales group uses it you
[8:04] know we have what the what I think is
[8:07] missing again for us is because we have
[8:09] 265 offices and in 31 different
[8:13] countries and we're not on a single
[8:15] system we lose some of the benefit to be
[8:18] honest and that's really a discussion
[8:20] that we have internally because
[8:22] each of our offices way back when Chris
[8:25] got to pick which crm product they're
[8:27] using and when this the LinkedIn and
[8:30] social selling was just it's not going
[8:34] away as a matter of fact it's our number
[8:35] one prospecting tool and I'll share that
[8:37] with you in a second then we just said
[8:39] look we're going to have to systematize
[8:41] on a system-wide CRM and therefore in
[8:46] addition to we need to start using the
[8:48] Navigator as a across the board because
[8:50] what you'll find is that our offices in
[8:53] san diego may have relationships that we
[8:56] wanted to know about in boston but you
[8:58] really wouldn't have known about that to
[9:00] the level that sales navigator can do
[9:01] that with you so all the tribal
[9:04] knowledge within our group you know we
[9:06] have 19,000 people going through our
[9:08] course every year and wouldn't it be
[9:11] nice to know that twenty percent of
[9:14] their sales force went through Sandler I
[9:15] would have known that but that's what
[9:17] this tool does so last year we started
[9:19] that migration process for that very
[9:21] reason what you just mentioned I mean
[9:24] it's your number one prospecting tool
[9:25] how'd you meet apart from that how else
[9:28] do you guys use it as a as a tool well
[9:32] we use it to become relevant in the
[9:34] marketplace so you know we put content
[9:37] on we blog we put articles on linkedin
[9:41] loves us because we have such a high
[9:42] following you know but which is great so
[9:45] people know us either from being part of
[9:48] our classes or they learn about us
[9:51] because we're putting relevant content
[9:52] into their groups or into the channel
[9:56] which linkedin manages for us because of
[9:58] the relationship so that's there but we
[10:01] also use it to investigate you know it's
[10:04] do some due diligence and i'll tell you
[10:06] what i mean by that so we're going on a
[10:09] particular call this happened very
[10:11] recently and you know how you down to
[10:13] the final three dance right and some
[10:15] companies have these policies they say
[10:17] oh you're all equal but in reality if
[10:19] they didn't have a company policy that
[10:20] says you have to look at three some of
[10:22] us wouldn't be there I mean let's be
[10:23] honest and so they always have to be
[10:26] quote unquote fair and objective which
[10:29] is okay except we're all human and we
[10:32] looked at the one of the key to sis
[10:35] makers only to find out that they were
[10:37] an active member of a competitive group
[10:41] of ours and we said we'll wait a minute
[10:45] I mean why would anyone want to change I
[10:47] mean they're they're in there they're
[10:49] offering articles through other
[10:52] testimonials are there and so we tested
[10:54] it no no it's you know it's going to be
[10:56] objective but we decided as an
[10:59] organization to not invest our time and
[11:02] energy in that opportunity because we
[11:04] should have been focusing somewhere else
[11:06] because you know when you're coming out
[11:08] cold if you track our numbers are are
[11:11] much lower than if we were to control
[11:14] the process and/or had clients that
[11:16] would like the business to be done if
[11:19] they were at a new company but a blind
[11:21] RFP as an example their numbers are low
[11:24] you know in sales people have happy ears
[11:27] so you get through the process but once
[11:29] you you really look objectively hey look
[11:31] that decision team is already on board
[11:34] with XYZ we can try and that's fine but
[11:38] we made a decision because at our
[11:40] company know is just as good as a yes
[11:43] it's the dragging through the mud
[11:45] spending resources and time in this
[11:48] in-between stage is just a frustration
[11:51] and a lot of ways to time and energy so
[11:53] we backed out so that's how we use it as
[11:55] well so we use it to look and and to
[11:58] figure out if i were to to be meeting
[12:01] with you in the old days that would just
[12:04] show up and start the bonding report
[12:05] questions you know what do we have in
[12:06] common what's this what's that now i
[12:08] really get to go on linkedin and and see
[12:11] what do you follow what groups are you
[12:14] in and who are we actually connected
[12:16] with and then I find out that I which I
[12:19] ridden I wouldn't have known that we're
[12:21] actually connected through to other
[12:23] people and I can either call those
[12:25] people and ask them hey what do you know
[12:26] about Chris and would you be nice enough
[12:28] to tell a little you know Chris a little
[12:29] bit about us and all this stuff that
[12:31] would probably never happen that may
[12:34] give me a little more insight into who
[12:36] you are and to also leverage the fact
[12:40] that we have mutual connections that's
[12:43] how we use it I I call that the digital
[12:45] referral it is my number one source of
[12:48] sales opportunities is just leveraging
[12:50] that referral network that's and there's
[12:51] huge it's a massive that's incredible
[12:54] and that's one of the things that I
[12:56] really don't understand that that people
[12:57] don't grasp about LinkedIn is you know
[13:01] the ability to get two to four times
[13:03] more meetings just by leveraging and
[13:06] more qualified meetings as well right so
[13:08] that's an easy so now so Dave what are
[13:11] some of the main benefits that
[13:12] salespeople see from using LinkedIn well
[13:17] first of all I think its success in
[13:18] productivity I mean let's figure out how
[13:20] we measure success as salespeople we're
[13:22] either hitting our targets or we're not
[13:24] hitting our targets right and if that's
[13:26] true I've got 51 percent of the people
[13:29] are more likely to hit their quota I've
[13:32] got eighty percent more productivity if
[13:34] I'm using the tool and if I was just a
[13:36] sales person and I'm and I'm typical
[13:38] where I'm complaining about maybe I
[13:40] don't have the best products and maybe
[13:41] there's a competitor with different
[13:43] pricing models and all the other stuff
[13:44] that we have to deal with which is more
[13:47] troubling when your funnel is low this
[13:50] allows you to have constant access so
[13:54] that I think that's a huge benefit um
[13:57] you know you're seventy percent more
[13:59] likely to get an appointment if we're on
[14:01] a mutual group so if you and I are
[14:03] connected at a group I've got a seventy
[14:05] percent more no chance if I can get you
[14:07] on the phone to to a reference that then
[14:10] you'd be more likely to see me because
[14:12] as much as I'm wrestling with time as a
[14:14] professional salesperson so are you as a
[14:16] buyer you know you've really got to
[14:17] select out who you're talking to and the
[14:20] old days just show up and see if you
[14:22] could form a relationship but it offers
[14:24] me to do that now I think the other
[14:26] thing that it allows us to do in
[14:29] LinkedIn is to learn about our customers
[14:30] and prospects in a way that we may not
[14:33] have been able to do otherwise so you
[14:37] know if I look at and let's take a
[14:38] customer first then I'll talk about a
[14:39] prospect in a customer if i did a cast
[14:42] of characters the map of whom I my key
[14:45] players are within my customer base I
[14:47] probably have really great relationships
[14:49] with several but not everyone but I
[14:52] really should write and I know I should
[14:54] but I don't have a lot of time so how do
[14:56] I do that or make me I may be at your
[14:58] company once a month and so Chris I
[15:01] don't forget to see
[15:02] all the time you know so I have to make
[15:04] sure that I do know as much as I can
[15:06] about you and what's going on and
[15:08] LinkedIn allows me to be educated on who
[15:11] you are it also allows me to check on
[15:14] who you are as a prospect and I think
[15:17] that's really important so you know I
[15:19] always believe a call that starts well
[15:21] tends to end well and if I can you know
[15:25] you either reference a mutual group or
[15:26] if I know that we have a mutual
[15:28] connection then that is a great way for
[15:32] us to start because if you respect that
[15:35] individual and I'm connected with that
[15:37] individual then therefore that bridge of
[15:39] credibility kind of comes over to me as
[15:41] well so it allows me to see what's
[15:45] important to you who do we know what's
[15:48] your background where did you use to
[15:50] work you know cuz sometimes I know you
[15:52] from the from the company that I'm
[15:54] calling you from but you spent five
[15:56] years somewhere else which may be that
[15:58] was our connection you know and it also
[16:01] tells me that if you spent four or five
[16:04] years at a particular role in a previous
[16:07] company which I know hypothetically is a
[16:10] competitive shop with whatever you sell
[16:12] what chances are i should probably talk
[16:14] about that right Chris because why am I
[16:16] here if you did business with that
[16:18] company for five years at XYZ why are we
[16:21] here why are you inviting us is it the
[16:22] policy that you need three bids were you
[16:24] unhappy but I would have never known
[16:27] that until I wasted four or five months
[16:29] of my time tens of thousands of dollars
[16:31] for you to say Dave listen just we love
[16:35] you but and by the way you were a close
[16:36] second I have to tell you I mean close
[16:38] second which in sales his first place
[16:40] for losers right i mean yeah what what
[16:42] is that award participation award and so
[16:44] they I'd find that stuff out early on
[16:47] and I think that's the key so it really
[16:50] allows me to accelerate my knowledge
[16:53] base and finally I think to establish
[16:55] credibility because you know I could be
[16:58] writing articles or I'm contributing in
[17:01] some way shape or fashion in the blogs
[17:03] and so people get to know the name and
[17:06] I'm creating a brand within a prospect
[17:09] base and I think those are some of the
[17:11] key things that allows me to do outside
[17:14] of which we'll talk about is
[17:16] really a prospecting tool and that's our
[17:19] number one prospecting tool in Sandler
[17:20] as well but but really outside of that
[17:23] those are some of the other side
[17:24] benefits it's you know you hit the nail
[17:26] on the head that's great I mean the
[17:27] productivity gains you get from from
[17:30] leveraging it and seeing where they've
[17:32] been what they're at you know even look
[17:33] at their activity feed to see what's
[17:35] important to me is a huge right so I
[17:39] mean that's it's almost like a whole
[17:40] psychology of someone in in one page on
[17:43] their own on linkedin so what would you
[17:47] what would be some of the
[17:49] recommendations you make for a sales
[17:50] person who's just getting on to LinkedIn
[17:53] what are some of the what are some of
[17:54] the things that they should be looking
[17:55] at doing well I think if I'm first
[17:58] getting on to LinkedIn I mean some of
[18:00] the basic stuff is make sure you get a
[18:02] picture on that profile right I'm still
[18:04] amazed when I have faceless people that
[18:07] linked like how is that possible I think
[18:11] you should be north to the 500 which
[18:13] means that you know you shouldn't
[18:14] connect to everyone but at the same time
[18:16] five connections probably it's not
[18:17] acceptable right if you're going to be
[18:19] in let's be in um that's important I
[18:22] think also you want to make sure that
[18:25] you have a great 30-second commercial
[18:28] you know and what I mean by that is when
[18:30] you're when you're talking about your
[18:31] profile and you say in our company
[18:33] started in 1912 and then we moved down
[18:35] the street in 1914 then we won this
[18:38] award in 1916 and we did all that stuff
[18:41] that's awesome yeah you know and you
[18:43] guys should have company parties about
[18:45] celebrating all that stuff the
[18:47] prospector customers don't care about
[18:48] that they want to know what do you do
[18:51] what problems do you solve in the types
[18:54] of people that you help and if you can
[18:56] create a 30-second commercial which
[18:58] focuses on the buyers not necessarily
[19:01] yourself you'll do two things one you'll
[19:05] separate yourself from all the other
[19:07] people who are just touting themselves
[19:09] you know that me me me me sales person
[19:13] but the other thing it does is that
[19:14] allows that prospect to say wow that's
[19:18] me they're talking about problems that I
[19:20] have and all of a suddenly you create
[19:23] that I'd like to talk to you right and
[19:27] you create the curiosity and you create
[19:28] the the level
[19:29] expertise when I go to a doctor and same
[19:34] as you they don't start off by saying
[19:36] hey Dave thanks for coming in today
[19:38] before we talk about your heart I'd like
[19:40] you to I'd like to show you all my
[19:41] degrees and where our office is they
[19:44] don't say that they ask a ton of
[19:46] questions and when they ask good
[19:48] questions and they tell me about you
[19:51] know problems that they solve they are
[19:53] building credibility a lot faster so I
[19:55] think that's important I think the other
[19:58] thing is important is that you should
[20:00] have some time goals and what I mean by
[20:03] that is you know I think 30 minutes a
[20:06] day if if you're not using it like like
[20:08] you did with it just hates your
[20:10] number-one prospecting tool because you
[20:13] know that that's an anomaly based on
[20:15] most people you know most people don't
[20:17] know what to do with it so your ninja
[20:20] you know what to do with it but if I'm
[20:23] there and it's part of my overall plan
[20:25] it's not my plan then I think you should
[20:28] have a time block and and what I mean by
[20:31] that is maybe 30 minutes a day maybe
[20:33] it's 45 but pick something that works
[20:35] for you I don't think you should be
[20:37] camping out eight hours a day on it and
[20:39] letting all the other things in your
[20:40] business go to aside because this is the
[20:42] golden bullet that's going to save your
[20:44] your year at the same time you do need
[20:47] to spend time and you know consistently
[20:49] on the tool if you're going to leverage
[20:51] the tool showing up once every six
[20:53] months isn't really going to do anything
[20:54] you know you're you don't you don't
[20:56] water your garden every six months and
[20:57] expect it to have fruit so it just
[21:00] doesn't work you know a couple of things
[21:02] being that I'd made comment on this is
[21:03] that one of the things you brought up
[21:05] with a profile pictures is one of the
[21:06] stats I've seen I'm sure you've seen us
[21:08] to is fifty percent of b2b buyers and
[21:10] this comes straight from like ten fifty
[21:11] percent of b2b buyers go to LinkedIn to
[21:14] try to find you know a vendor for lack
[21:17] of a better word and fifty percent of
[21:19] them avoid you if you don't even have a
[21:20] profile picture so I mean you're just
[21:22] discounting yourself up fifty percent of
[21:23] the potential opportunities that would
[21:25] walk in the door just on that the other
[21:27] thing I'd say Dave is your analogy to
[21:28] the health care system apparently you
[21:30] haven't been in health care in Canada
[21:31] the action
[21:33] you know it's anyways we won't go there
[21:36] so honey how do you know one of the
[21:41] things that I get asked all the time is
[21:42] how do i generate sales leads from from
[21:45] from yeah linkedin what do you guys see
[21:48] as an organization how do you guys
[21:49] derive opportunities through linkedin
[21:52] okay so two to two ways let me give you
[21:56] the first way and then i'll give you the
[21:58] magic bullet for us one is that I go to
[22:02] groups that I know my prospects should
[22:05] be in like where would where would they
[22:07] camp out where would they participate in
[22:09] and that then helps me identify who's
[22:12] there and start to hone down you know
[22:15] these are potential people that I should
[22:16] be talking to I didn't know who they
[22:18] were yesterday but if they're in that
[22:20] group for instance um increasing sales
[22:23] managers productivity let's assume
[22:24] that's a group chances are as a Sandler
[22:27] trainer I want to be there right I want
[22:29] to see who's in there what's going on
[22:30] things of that nature yes here's our
[22:33] here's ours our bullet we actually will
[22:37] go into let's say car customer base
[22:40] right and so Chris you're a you're a
[22:43] raving fan of Sandler and you've been a
[22:45] client of mine under this scenario now
[22:47] for a couple years and I've asked you
[22:49] for maybe two years Chris anyone else do
[22:52] you know that could use Sandler training
[22:54] Oh Dave you're awesome not and no one
[22:56] comes to mind but if anyone does I
[22:59] certainly will give you a call I feel
[23:01] good about asking you feel good about
[23:02] responding nothing has happened and what
[23:06] I do know about referrals it's an active
[23:08] you have to actively go get them there
[23:11] is no correlation from the amount of
[23:14] good work that you do to the amount of
[23:15] referrals people give you right so you
[23:17] just can't say I worked hard this week
[23:19] so I bet you ten referrals come in i'm
[23:20] going to sit back and just wait for this
[23:22] to happen it shall not happen so if you
[23:25] want to take control here's what i would
[23:27] do i go into your your contacts right
[23:30] and i say hmm and then I sort them and I
[23:34] say well Chris knows ten CEOs and then
[23:39] have the CEOs I say well who actually
[23:41] would be like my target here and now
[23:44] instead of saying who else besides
[23:46] yourself Chris do you know
[23:47] now here's what i do is i say i send you
[23:50] a quick in mail right because you'll
[23:52] respond to that a lot faster than
[23:54] Outlook or I'll call you depending on my
[23:56] style but it'll sound something like
[23:58] this Chris I notice that you're
[24:02] connected with Mary Smith how well do
[24:04] you know her and would you be you know
[24:08] comfortable introducing me to marry
[24:11] knowing what Sandler does and all the
[24:13] things that we've done together I've
[24:14] actually included a quick introduction
[24:17] letter for for your convenience and for
[24:19] you to edit feel free if you feel
[24:22] comfortable which would you mind sending
[24:24] along and it's a little longer than that
[24:26] but that's the general gist and
[24:28] seventy-five percent of the time you
[24:30] send the letter as is I get about a four
[24:33] percent of the time where I don't hear
[24:34] from you then I have to question well
[24:36] either you're traveling or my
[24:38] relationship with you isn't so great so
[24:39] that's a good that's a good piece of
[24:40] information I gotta go get but when you
[24:44] forward that letter to Mary Smith hey
[24:46] Mary I'm not sure whether you know your
[24:49] need Dave's products and services let me
[24:51] tell you a bit about what Dave's done
[24:52] for me blah blah blah blah maybe it's
[24:54] worth a quick call you've actually sent
[24:57] that letter to Mary and cc'd Mary cc'd
[24:59] me when Mary responds what she always
[25:01] will to you she goes thanks Chris I
[25:04] haven't heard of Sandler but certainly
[25:06] would be willing to invest a couple
[25:08] minutes when she hits reply I've got all
[25:10] of her information now right I've got
[25:13] her phone numbers on the bottom of her
[25:14] signature I've got her email and now it
[25:17] starts now I i'm going to call mary
[25:19] directly and so that is we used to have
[25:23] about ten prospecting tools that we used
[25:26] that is by far the most popular most
[25:29] effective for us because if you have
[25:32] raving fans psychologically what you're
[25:35] doing is you're picking the people that
[25:37] you want to talk to I'm not relying on
[25:40] Chris to think about who in my mental
[25:42] database should I be calling on I've
[25:45] selected those people for you I don't
[25:47] give you a list of 25 people I'm going
[25:49] to pick one or two at a time which is
[25:51] manageable for you and then I give you
[25:54] an update of where I am in the process
[25:55] with them so you know people like to
[25:57] know what's happening now you're
[25:58] educated and then when I'm done I thank
[26:00] you for it
[26:01] and I and I go back in and ask for
[26:03] another one or two now some people you
[26:05] know they do the laundry list of 25 and
[26:07] that can work but that's how we do it
[26:10] that's how we teach our clients to do it
[26:12] and you'd be shocked about how much
[26:15] additional business that they get from
[26:16] their client base now it doesn't just
[26:19] have to be from clients you know that
[26:20] Chris if you and I had a relationship
[26:22] because we're in the same networking
[26:24] group I could go and look at your
[26:26] connections as well and say okay well
[26:27] who should I be talking to but I think
[26:30] when you do the heavy lifting for the
[26:33] person you're asking the referral from
[26:34] it makes it much much easier I don't
[26:37] know if you found the same thing
[26:38] absolutely you know what that is you
[26:40] just nailed my number one prospecting
[26:42] tool right is at you created the the
[26:45] letter for them path of least resistance
[26:47] they'll take it copy it put it in send
[26:49] it out the other thing that is
[26:51] absolutely it just baffles me and I give
[26:56] a monthly webinar on linkedin and
[26:57] leveraging it is and I always talk to
[27:00] people about this I can only think of
[27:02] probably two times in the last year that
[27:05] someone has actually asked me to make an
[27:07] introduction forum I name and you did
[27:10] why I say that is because i have almost
[27:12] 3,000 connections on linkedin and it
[27:16] just absolutely baffles me that no one
[27:19] uses this tool and leverages it and i
[27:21] think that is right there the number one
[27:24] reason that I you know I love LinkedIn
[27:27] is because i get to see your network and
[27:29] i can get through the door so much
[27:30] faster yeah so Dave I know you know I
[27:33] got a consciously your time we're about
[27:34] a half an hour into it last two
[27:35] questions we're not too i'm not too
[27:37] worried about or anything like that one
[27:38] thing i am going to ask is you know is
[27:41] there anything that i may not have
[27:43] touched on that you want to convey to
[27:45] people how do people get ahold of you
[27:46] guys anything like that sure i mean if
[27:51] you want the Sandler linkedin material
[27:54] or if you'd like to even attend a
[27:56] Sandler program as my guest just for
[27:59] being part of you know chris's network
[28:02] please just go to Sandler calm and find
[28:05] out the training center call them up you
[28:08] know whether it's in sales management
[28:09] sales which is our swing zone if you
[28:12] want to improve your productivity in
[28:14] those two are
[28:14] is just call and say look oh you know
[28:17] you'll see the calendars on the net just
[28:19] pick a topic that's important to you and
[28:22] just say you know I heard Dave with
[28:25] Chris and I'd like to just sit in be my
[28:27] guest and participate I mean the worst
[28:30] thing that's going to happen is you're
[28:31] going to leave with ten good ideas that
[28:32] you could implement tomorrow and so that
[28:35] can't hurt you right so I would say hey
[28:37] please be my guest to do that or we have
[28:39] a ton of white papers on our website but
[28:41] really we have two distinct marketplaces
[28:43] we help entrepreneurial companies
[28:46] companies that really don't have a huge
[28:49] training department and we'll go in and
[28:51] play trainer coach and manager and then
[28:54] we've got the other side of the spectrum
[28:55] which of the fortune 1000 where we could
[28:57] really go in with that organization and
[28:59] whether they have a sales process
[29:01] because we have our own for the
[29:03] companies that don't have it they can
[29:04] adopt ours or we change our process to
[29:07] match what they're doing so they can
[29:09] become more effective and what they do
[29:10] so that's really what we do and we've
[29:13] been doing it for almost 50 years

===FILE=== H-HeXvaI44U - The Upfront Contract.txt
https://youtu.be/H-HeXvaI44U
The Upfront Contract

[0:01] is dealing with both parties biggest [0:06] fears I mean it it fair that both you [0:11] and they have legitimate fears let's [0:17] let's break this down for just a minute [0:18] I want you to put on your your prospect [0:21] or your buyers cap for just a minute on [0:24] your buyers cap take me literally here [0:27] okay you're the buyer so what what are [0:44] some of your fears if you know that [0:46] there's a salesperson out in the foyer [0:47] that wants to talk to you Steven what's [0:49] one of your biggest fears yes I mean you [0:56] ever had a salesperson waste your time [0:58] by the way if we'd let that happen what [1:01] might that say about us [1:09] what's another fear that you might just [1:11] normally have as a normal human being [1:13] when there's a salesperson out there [1:16] what do you think Joe it's another [1:18] normal fear that any buyer would have [1:21] when they're about to talk to uh [1:22] salesperson yes they'll sell me you [1:32] don't need it but suppose we could [1:36] manage that fear and eliminate that fear [1:41] what's another fear that you might [1:43] there's a prospect

===FILE=== H6ov76ePvsw - Sandler Session 10 Fulfillment and Post Sell.txt
https://youtu.be/H6ov76ePvsw
Sandler Session 10： Fulfillment and Post Sell

[0:00] i'm scott bailey your upcoming session [0:03] is entitled closing fulfillment and [0:05] post-sell now think about it the [0:07] fulfillment step is done when the buyers [0:09] qualified in a traditional sales process [0:13] our presentation is front end loaded we [0:15] do all this features advantages and [0:17] benefits and we try to dazzle the buyer [0:19] with our brilliance only to hear you [0:21] know i need to think about it or shop [0:22] around [0:23] we only give presentations to buyers who [0:26] have gone through a rigorous qualifying [0:28] process as we go through the fulfillment [0:31] step we take their temperature along the [0:33] way until they say i'm in i'll sign the [0:36] contract then we lock them in with a [0:39] post sell i used to hate it when my [0:41] customers would change their minds only [0:43] to give the business back to my [0:44] competition i'll show you the post-sell [0:47] step how you'll never lose a piece of [0:49] business again once you get it in the [0:50] house and generate more referrals for [0:52] yourself so i'm scott bailey looking [0:55] forward to working with you at closing [0:57] fulfillment and post-cell

===FILE=== IgapwHHZSig - Sales Tip to Identify a Prospects Level of Pain.txt
https://youtu.be/IgapwHHZSig
Sales Tip to Identify a Prospect's Level of Pain

[0:02] hi this is scott bailey i'm your sandler [0:04] trainer [0:05] in orange county california since 1992. [0:08] one of the things my clients appreciate [0:11] are [0:11] little memory devices to help them [0:13] remember questions and [0:14] the upfront contract and things like [0:16] that recently reviewed the [0:18] taco concept taq [0:21] how about decaf d-e-c-a-f what d-cap [0:25] stands for [0:26] is how to identify the level of [0:28] questions you need to ask when a [0:29] prospect [0:30] expects or expresses a problem and we [0:32] want to see if it's a pain [0:34] so the d stands for the details get the [0:36] details of the problem that the prospect [0:38] is expressing to you [0:40] the e stands for the elapsed time it's [0:43] very important to know [0:44] how long a prospect has been dealing [0:46] with a particular problem [0:48] has been going on for months maybe years [0:50] decades [0:51] or has it just cropped up and maybe not [0:54] as big a problem as they thought [0:56] the c stands for the costs identify the [0:59] costs [1:00] around the problem what's it costing [1:01] them in money and time in frustration [1:05] and turnover health all those issues [1:08] need to be identified [1:09] the a stands for actions what actions [1:12] has the prospect taken around [1:14] the problem if they'd done anything [1:18] in the past to fix it you certainly [1:19] would want to pull those out [1:22] so that you wouldn't offer the same [1:23] mistake if those [1:25] actions didn't work and solve the [1:27] problem you also might find out if [1:29] they're talking to your competitor [1:31] and finally the f stands for feelings [1:33] what feelings are [1:34] associated with the problem that they [1:36] have so next time you're in front of a [1:38] prospect they're beginning to open up a [1:39] little bit follow that sequence [1:41] decaf and uh we'll talk to you next week [1:43] on the next [1:44] sandler tip

===FILE=== MXXo-mqxNvk - Powerful Questioning Techniques For Salespeople.txt
https://youtu.be/MXXo-mqxNvk
Powerful Questioning Techniques For Salespeople

[0:02] tell me a little bit about [0:04] questioning strategies but i'm going to [0:07] steal all the easy stuff uh so we know [0:10] we should ask questions and sales we [0:11] know telling isn't selling we know that [0:14] we got to ask about their budget and [0:15] money and stuff but sometimes i think [0:17] that's easier said than done when you [0:20] see [0:20] uh even really good sales people mess up [0:23] their questioning strategies why do you [0:25] think that is and and what are the some [0:27] of the best people do [0:29] i think probably the number one reason [0:31] that salespeople don't ask good [0:33] questions or could ask better questions [0:36] is that they're using [0:38] questions as a purely a technique [0:41] right [0:42] and what i mean by that is you know [0:43] they've just been taught to ask good [0:45] questions and so what they're trying to [0:47] do is add that to the conversation but [0:49] only because they were told to do it and [0:51] what they haven't really connected is [0:53] why is the question relevant what is the [0:55] information i'm really trying to gain [0:56] here what didn't i hear that was clear [0:58] that i need to clarify and so they're [0:59] kind of missing the conversation [1:02] and they're really just kind of focused [1:03] on trying to use the technique so it [1:05] comes off very technique what is one [1:07] attitude you'd like people to have i [1:09] want you to have the attitude that you [1:11] have the right to ask for clarity [1:14] it's not it's not offensive and it's not [1:17] off-putting to respond to a question [1:18] with a question if you need clarity you [1:20] have the right to do it you should do it [1:22] one behavior or thing you'd like people [1:24] to do [1:25] you know you got complete control over [1:27] practicing and so from a behavior [1:29] standpoint if you want to get good at it [1:31] make sure you go to class if you're a [1:33] sandler client you've got an opportunity [1:35] to get learning and education through [1:37] live instructor-led training online [1:38] training center online [1:41] make it a part of your cookbook to be [1:42] there be present continue learning [1:45] i love that prose practice for sure what [1:47] is one technique to use [1:50] so i think on the technique side i'd go [1:52] back to finding the truth and the [1:54] technique and i think that's always a [1:55] key to owning techniques so figure out [1:57] where you've learned to do it naturally [1:59] right because there are conversations [2:00] and dialogues with other individuals [2:02] where you'll ask good questions because [2:03] you're okay there capture that [2:05] interaction understand what that looks [2:07] like and then bring that forward to the [2:09] sales conversation just keep capturing [2:11] the real live interaction [2:14] thank you for watching this highlight [2:15] video from the how to succeed podcast [2:17] you can subscribe to the podcast on [2:19] itunes google play and spotify or click [2:22] subscribe right here in youtube to get [2:24] notices about future episodes and [2:26] remember whatever you are be a good one

===FILE=== QHUc50-prCs - Full Episode 24 - David Mattson CEO of Sandler Sales Training.txt
https://youtu.be/QHUc50-prCs
Full Episode #24 - David Mattson (CEO of Sandler Sales Training)

[0:00] my parents destroyed me as a salesperson [0:03] because they said to me [0:04] don't talk to strangers [0:06] it's impolite to [0:09] to talk about money and never speak [0:11] unless spoken to now i go work for ga [0:14] you know what they say i want you to go [0:16] talk to as many people as possible i [0:17] want you to actually and get money on [0:19] the table the exact opposite so [0:23] [Music] [0:33] i want to connect the listeners to the [0:36] best of the best [0:40] [Music] [0:43] welcome to the evolved broker podcast [0:45] coming to you on the first and third [0:47] mondays of every month i am your host [0:49] pat costello the co-founder and [0:51] principal at evolve mga [0:53] our mission for the podcast is to bring [0:56] the insurance industry the best of the [0:58] best [0:59] i had the pleasure of speaking with the [1:01] ceo of one of the most highly regarded [1:04] sales training companies in the world [1:07] sandler sales training trains over 30 [1:09] 000 people every year [1:11] in more than 30 countries [1:13] with 250 plus locations worldwide they [1:17] work with companies of all sizes and [1:19] their clients include salesforce att [1:22] oracle microsoft and bank of america [1:26] dave matson is the leader of this global [1:28] organization and dave was born and [1:30] raised in connecticut and graduated from [1:32] uconn [1:34] he worked for one of sandler's clients [1:36] and loved their training so much that he [1:38] joined their team in 1988 [1:40] two years later he was named ceo [1:43] in 2007 he was named the ceo and was [1:46] responsible for growing international [1:48] revenue by 145 [1:51] he is the author of multiple [1:52] best-selling sales books including [1:55] sandler's success principles [1:57] scaling sales success [1:59] and the sandler rules [2:02] we discussed his story [2:05] his sales philosophy [2:06] specific sales strategies [2:08] and what makes sandler different [2:11] please download subscribe and leave a [2:14] review on whatever platform you are [2:16] listening on and feel free to reach out [2:18] to me at pat [2:20] evolved evolvedbrokerpodcast.com [2:23] with any comments or suggestions for the [2:25] podcast today's episode is sponsored by [2:28] first insurance funding first is the [2:30] leading premium finance company in [2:31] insurance and is known throughout the [2:33] industry for their personalized service [2:34] and quote flexibility [2:36] if you're tired of sending quote [2:37] requests for smaller premiums to [2:39] multiple companies not leaving enough [2:41] time to negotiate larger opportunities [2:43] then choose first as your primary [2:46] financing source and experience the [2:48] first difference today without further [2:51] ado here's dave dave welcome to the [2:54] evolved broker podcast [2:56] thanks for having me pat [2:58] i'm super excited to chat with you today [3:00] and i really think [3:01] the way that i'd like this conversation [3:03] to go is for people to get to know a [3:05] little bit about your personal [3:07] background [3:08] how you joined sandler and how you [3:11] scaled the corporate ladder to become [3:13] ceo and then finally [3:15] the most the biggest part that i'm most [3:17] excited about is the specific sales [3:19] tactics and strategies that people can [3:21] take away from this con conversation and [3:24] implement [3:25] into their daily sales routines [3:28] so does that sound like a good structure [3:29] for the conversation sounds great thanks [3:32] cool [3:33] so i know you grew up in connecticut and [3:35] you had some interesting jobs growing up [3:38] i heard that you worked [3:40] uh packing tobacco at the age of 14 is [3:43] that true [3:44] yeah so i uh grew up [3:46] uh with my parents saying you can have [3:48] whatever you want david but you you have [3:50] to pay for it right we didn't grow up [3:52] with uh with money so i grew up very [3:54] quickly with just go out and do [3:56] and so you know the typical [3:58] you know [3:59] paper routes and blah blah blah but at [4:01] 14 i got a real job which is you know [4:03] they pick you up at 5 00 a.m and a bus [4:05] and they drop you off at 2 30 and you're [4:07] picking tobacco and of course the kids [4:10] we were expendable that so they would [4:12] have the real workers up front but we [4:14] were you know sitting in mud pulling [4:15] ourselves forward like a crab getting [4:17] the bottom leaves out [4:19] and uh every day there was less and less [4:22] people on the bus i can tell you that [4:23] but uh but that was the beginning you [4:25] know and that's kind of where i learned [4:28] that and my whole mentality was because [4:30] i owned a painting business [4:31] all through high school and then through [4:33] college and and you know had a loving [4:35] cruise it was very successful i was [4:37] going to ask you about that for the [4:38] painting [4:40] so [4:40] you did you start that while you're in [4:42] college at uconn [4:44] i started it actually in high school [4:47] so i was working for teachers because [4:49] you know teachers in the summers that's [4:51] what they did [4:52] and i always remember you know we were [4:54] painting two houses a week it's me and [4:56] my buddy and we got 275 bucks a week uh [5:00] and we did the two houses and one day [5:03] somebody gave me a check to give to the [5:05] teachers oh look at this like 4 800 i'm [5:08] like wait a minute now we're doing about [5:09] 90 200 bucks we got 275 what'd you get [5:12] fred two oh 275. now i said okay i got [5:16] this down and that was it next thing you [5:18] know cars cruise and i did that for six [5:21] years [5:22] wow [5:23] okay so you sold that [5:25] in college or after college after [5:27] college after college okay [5:30] and [5:30] in terms of the the logistics of that it [5:32] was it was it a lot of painting houses [5:36] yeah for the most part it said it was [5:37] yes houses it took less insurance we [5:39] didn't do a lot of commercial okay [5:41] but yeah it was all [5:43] it was all um [5:44] homeowners [5:46] and it was great you know we did that [5:47] for a long long time um [5:50] but you know where i grew up thinking [5:52] and this is where i met sandler to be [5:54] honest i when i left that [5:57] i had lost my money right so i had [5:59] invested in one particular company they [6:02] got busted for insider trading before it [6:04] was you know the cool thing to do i [6:06] guess and so i i went to bed as a stud [6:09] and woke up as a dud i mean completely [6:12] destitute that's terrible so you [6:14] invested all your proceeds from selling [6:17] uh the painting company yeah into this [6:19] company and they got busted for insider [6:20] trading yeah yeah and my stock went to [6:22] nothing the next day it and of course [6:24] you couldn't tell me anything right so [6:26] my dad would say hey david don't put all [6:27] your eggs in one basket and you know i [6:29] was a typical 26 25 year old snot and [6:33] you know when i would say dad i i you [6:34] know i'm paying more in taxes and you [6:36] make i know what i'm doing and then i [6:38] margined you know what that is i i [6:40] borrowed money from the house because [6:42] why not i was making so much in there [6:43] because they were buying and selling my [6:45] stock all day long well [6:47] in addition to waking up completely [6:48] destitute i owed money there's debt now [6:51] ah now i'm in debt so i took a job i'm [6:54] gonna age myself here selling office [6:56] equipment okay so yeah uh typewriters [7:00] back then by the way the big [7:02] the big [7:03] special thing was it had memory and they [7:06] they could remember a form and you had [7:07] to pick just hit one button and your [7:09] invoice would be printed and that was [7:11] magical back then right magical and this [7:14] was like 1988 85-ish yeah 85. okay okay [7:19] and they work sandler clients and that's [7:21] how i started to get myself into sandler [7:25] and i and i learned right when i took [7:27] that sales job because up to then i was [7:29] always judged by [7:31] how hard you worked right okay and when [7:34] you were in sales no one cares how hard [7:36] you work it's do you have the results [7:39] yeah and you know are you doing all the [7:40] behaviors necessary and that was a huge [7:43] shift for me personally i didn't you [7:45] know if that's not the way i was wired [7:46] so dave were you sitting in some sort of [7:49] sales training while you're working for [7:50] the office of supplies company that [7:52] sandler was putting on and you're like [7:53] wow [7:54] there's kind of some magic in [7:57] to what is going on here and [8:00] obviously you love that it was [8:01] performance based [8:02] uh yeah but was that was there a trigger [8:05] that was like [8:06] you know this specific sales trainer is [8:09] really intriguing me to go [8:11] make a whole career shift and leave this [8:13] office supplies company [8:16] um i'll tell you it was more the content [8:18] that i fell in love with not that my [8:19] trainer wasn't good it was awesome [8:21] because i actually went to work for him [8:23] um but you know sitting in a room i [8:25] didn't want to go like i i was a hostage [8:27] you know the typical [8:28] man [8:29] i'm not going to learn anything here [8:30] today [8:31] and so that was me [8:33] and once i learned that sandler was a [8:36] pull model you don't have to learn you [8:37] know you didn't push you know people [8:39] love to buy but they hate to be sold and [8:41] it was conversational and it was based [8:43] on psychology [8:45] boom i fell in love because i didn't [8:46] have to learn a script i didn't have to [8:48] become a salesperson because you know my [8:50] parents were all teachers so you know [8:52] can you imagine if i went to home and i [8:53] went to uconn and i came back to my mom [8:56] and i said hey listen i graduated and i [8:58] just took a total commission job selling [9:00] what [9:02] we spent all that money david you [9:04] know she called my father david's [9:06] unemployed come down here quickly he's [9:07] going to live with this for the rest of [9:08] his life you know that whole thing that [9:10] goes on when they panic first of all [9:12] sales who would have ever thought total [9:14] commission oh my gosh you've got to be [9:15] kidding me and so that's kind of so [9:17] actually [9:18] sandler the way sandler worked [9:21] still does is the 250 training offices [9:24] i went to a training center and i was [9:26] with people that sold insurance i was [9:28] with people who sold you know everything [9:31] and we were hearing the same content but [9:33] applying it for ourselves and kind of [9:35] cross-pollinating how we looked at [9:36] things it was awesome wow and that's how [9:38] i got there that's how i learned okay [9:41] you get to sandler [9:42] it sounds like it was a really exciting [9:45] experience [9:46] and according to your linkedin in just a [9:48] few years you were promoted to [9:50] coo is that right [9:52] yes [9:53] that's what that's wild how did you uh [9:56] how did you [9:58] scale the company so quickly [10:01] so i i became david's partner in 1994 [10:04] um and david unfortunately passed in 95 [10:07] and so [10:08] i then [10:09] bought the other i bought another 25 in [10:13] 2007 and bought it all in 2012. and so [10:16] if you think about when i started with [10:18] david i was only 28 years old [10:21] and [10:22] but i was a sponge i mean i was totally [10:24] dedicated to be the best that i could be [10:27] and so and he saw that and so if i put a [10:30] lot of time and energy into learning all [10:32] the sandler stuff and learning how to be [10:34] a business person [10:36] you know different from what i was [10:37] accustomed to and david just took me [10:39] under his wing and i was his protege and [10:42] so i've had a lot of different roles [10:43] within sandler [10:45] a lot of responsibilities in sandler you [10:47] know i spent a couple weeks [10:49] a couple weeks a month in europe doing [10:50] seminars because you know i had an [10:52] accent [10:54] very sarcastic dry humor and that went [10:57] over extremely well in the uk as an [10:59] example so there was a lot of [11:01] connections but it i mean it was an [11:03] awesome experience and and how we scaled [11:05] to answer your question [11:07] is [11:09] really looking through the the eyes of [11:11] the customer right so make them raving [11:12] fans really i grew up in the field so [11:15] the field accepted me immediately [11:17] and we've just expanded our our product [11:19] line we've expanded our geographic reach [11:22] you know we've certainly embraced all [11:23] the technology and you know we're at the [11:26] point now where we've got almost 52 000 [11:30] new users in our system like new people [11:32] that we're training every single year [11:34] and that's been going on for years and [11:35] years and years so we've got quite a [11:37] quite a following at this point okay [11:39] okay [11:40] so [11:41] david passed away you took over as ceo [11:43] and [11:44] some of the stats that i saw were super [11:46] impressive about growth and specifically [11:49] international growth the one i saw was [11:51] that you grew [11:53] um [11:54] the international business by 145 [11:56] percent [11:58] what how different does the business [12:00] look today than when you initially took [12:02] it over [12:03] it's completely different actually we [12:05] talk about this all the time at our [12:07] conferences um [12:08] well first we have two different sides [12:10] of the business now so we've got the s b [12:11] market but then we have the large [12:13] enterprise side that's completely [12:14] different we used to have three products [12:17] um and you know prospecting sales and [12:19] sales management now we've got quite a [12:22] few products i mean specifically based [12:24] on [12:25] industry like insurance and [12:27] you know in-home sales and you know [12:29] enterprise sales etc and then the use of [12:32] technology pad i mean you know that's [12:33] been completely embedded we have an lms [12:36] which has got all the ai built into it [12:38] sandler we never had that we handed out [12:41] tapes right it was completely different [12:43] and [12:44] you know now we're in 31 countries [12:46] it's just the business has morphed [12:49] because a couple things one the learners [12:51] have morphed i've got five kids right [12:54] and they don't learn the way i learned [12:56] they're learning off this phone they [12:57] could care less if they ever watch tv [12:59] everything is on the phone everything is [13:01] in short chunks right three to five [13:03] minutes which [13:05] i i can't get my head around how you [13:06] learn how to close in three minutes but [13:08] they're satisfied with that so we had to [13:10] keep changing based on the environment [13:12] and and really quite frankly i'd like to [13:15] take credit for a lot of it but our [13:16] clients pulled us in directions [13:19] you know so they pulled us into large [13:21] enterprise business they pulled us into [13:23] the insurance we didn't wake up one day [13:25] and say hey we're going to be really [13:26] focused in on uh financial services it [13:29] just kind of happened and [13:30] you know the company is shifting and [13:32] growing and you guys are integrating [13:34] technology is the content shifting as [13:37] well [13:38] as you guys get deeper into the years of [13:41] the growth of company [13:43] it is now [13:44] when i say it is i mean the foundational [13:46] concepts are are all the same [13:48] you know i can walk through an airport [13:50] with a sandler shirt they have no idea [13:51] who i am but somebody will just start [13:54] throwing out you know throwing out [13:55] sandler terms and i'll say hey you know [13:57] when you go through oh 1986 i went [13:59] through a 94 so they all recognized it [14:02] so it's obvious it's amazing yeah [14:03] because let's think about it whether [14:05] your parents or my parents sold [14:07] prospecting is completely different yes [14:09] but a lot of the sales motions are the [14:11] same [14:12] and so [14:13] we have the foundational topics but then [14:15] we've just morphed you know [14:17] into using those philosophies into so [14:20] much more these days this is a perfect [14:22] transition point into specific [14:24] sandler sales training strategies [14:27] was there any [14:28] core elements of that original sandler [14:31] sales training that are still taught [14:33] today that are promoted that are [14:35] kind of timeless [14:36] sales strategies that you love [14:38] throwing out there for [14:40] new folks and even [14:42] experienced folks that are in sales [14:45] sure um [14:47] i think we use a lot of the same [14:48] stuff [14:50] um and as i said things change with [14:51] prospecting but [14:53] for our insurance friends here's a [14:54] couple ideas that maybe you could use [14:56] immediately and that's always my goal is [14:58] to make sure people can walk away [15:01] after listening or watching and say i [15:02] could use that and so one would be [15:05] it sounds basic but we all fall into the [15:07] draft pad is you know don't throw up [15:10] product knowledge [15:11] now we say okay i don't do that i get it [15:14] but if i step back for a minute and just [15:15] kind of lay the foundation because i've [15:17] seen tens of thousands [15:19] of calls especially in the financial [15:21] services world you know if i were to ask [15:24] you so let me just set the stage i think [15:26] what sometimes you as a individual [15:29] producer think they know everything [15:31] about you know insurance as an example [15:33] but in fairness they buy it occasionally [15:35] you sell it every single day and we [15:37] forget that right we also think that [15:39] this big thing behind us which is our [15:41] corporation is going to make or break [15:43] this thing i don't believe that i mean [15:45] if if i were to ask you like for [15:47] instance let's pretend you were you're [15:49] selling insurance okay and i say to you [15:53] as an average you know just pick a [15:55] normal response that most people would [15:57] say if i say hey pat you know we haven't [15:59] done work with your organization in the [16:01] past out of curiosity what are the top [16:03] three reasons why we should be thinking [16:05] about doing business with you and your [16:06] company what would most insurance agents [16:09] say [16:10] most insurance agents would say that [16:13] they have great service [16:15] they're very knowledgeable when it comes [16:17] to different product lines [16:19] and [16:21] they have access to uh lots of different [16:23] markets [16:24] that uh they can bid against each other [16:26] for um different talents right we've got [16:29] great talent great reputation yeah right [16:32] our clients don't leave us they love us [16:34] we've been around for a long time [16:36] exactly [16:37] right [16:38] so that's great but let's now play this [16:41] out [16:42] so [16:43] unfortunately you were fired so you no [16:45] longer work for that company and now you [16:47] went to company b who is your biggest [16:50] competitor let's say [16:52] and you know you've been trashing them [16:53] forever but now here you go you had to [16:55] get rid of your logo shirts now you got [16:56] no logo shirts on right you went through [16:58] six weeks of rock and sock and product [17:00] knowledge and now you're all spun up [17:02] you're like ready to go [17:04] and now you're at your other next [17:06] appointment under a new company and they [17:08] say you know pat [17:09] it's nice to meet you and we haven't [17:11] done any work with your firm in the past [17:12] what are the top three reasons why we [17:14] should consider doing business with you [17:16] what do they say now they'd probably be [17:18] the exact same reasons that i said first [17:20] company exactly it's the same thing so [17:23] think about as a buyer i'm hearing you [17:26] all say the same thing [17:27] and you know i love the fact that your [17:29] company started in 1912 and yes there's [17:31] a building named after you and that's [17:33] awesome what you guys did in the 50s and [17:34] the 60s all good stuff but reality no [17:38] one really cares you know they're going [17:40] to validate that in the future but [17:42] i really just want to know as a buyer [17:45] you know do you understand my problems [17:47] and if i don't know the problems you can [17:49] intelligently set the stage for me and [17:51] i'll say oh actually i never thought [17:52] about it i don't have that right and so [17:54] that's always important now i think [17:57] there's two things that we can think [17:58] about to get out of that product throw [18:00] up stuff [18:02] one if you think about if you use a fact [18:04] finder right i can't tell you how many [18:05] times i've seen people use a fact finder [18:07] as a data collection sheet [18:10] right and they're just going down so [18:11] what do you have in retirement oh how [18:13] many kids or what are their ages and [18:15] it's like an interrogation right so i [18:17] know what you're doing you're trying to [18:18] build a case take all the information [18:20] back to the brains and build the case [18:22] and all that stuff which is great [18:24] but as a oh as a prospect as a buyer [18:26] this is very intellectual [18:28] like i'm just in a reporting mode right [18:30] i'm giving you all the information [18:32] not knowing really what's gonna happen [18:34] but i i think if you have that in more [18:36] of a conversational manner [18:38] you can fill that stuff out in the past [18:40] and just have a conversation because [18:42] people do buy from people and they are [18:43] going to buy from people that they like [18:45] and they trust and that's your that's [18:47] your opportunity to connect not do a [18:49] data collection on the first call so [18:51] you've got all the information that's [18:52] needed yeah i think people forget that [18:55] i think it kind of feels exhausting from [18:57] the buyer's standpoint too it is it is [18:59] and there's no connection [19:01] right right i mean you know if somebody [19:03] says hey how'd you feel about dave [19:05] davis okay i guess you know but you [19:08] don't want to hear that i mean you saw [19:10] you also should start thinking about [19:12] maybe your 30-second commercials your [19:14] elevator pitches right [19:16] and so that's when you don't do [19:18] here let me tell you about my company [19:20] and if you think about an elevator pitch [19:21] if somebody says hey tell us a little [19:22] bit about the firm we're all we're all [19:24] going to say we started in 1912. we've [19:27] got 6 000 agent we did this here's our [19:30] products it's all [19:32] an elevator pitch i'm suggesting you do [19:34] you you you here's what i think you [19:36] should talk about in a very up front [19:39] very quickly [19:40] your elevator pitch should have some [19:41] components number one who are you right [19:44] types of problems that you solve types [19:46] of people that you work with and results [19:49] that they have so if i were just i'm [19:51] gonna i'm gonna wing it here for a [19:53] second [19:54] but if i were you know just meeting [19:56] somebody in the thing they say hey tell [19:57] us a little bit about what you do dave [19:59] yeah so you know i'm uh i'm an insurance [20:02] agent for xyz organization which i'll [20:04] tell you about in a couple minutes but [20:06] we work with homeowners like yourself [20:08] who are [20:09] really concerned [20:11] with a couple different things [20:13] one is [20:14] you know i'm the sole breadwinner [20:16] and i've got a family here [20:19] and what happens [20:20] you know god forbid you get into an [20:21] accident or something health-wise [20:24] what happens to my family [20:26] i mean how do my kids go to school my [20:29] wife is a stay-at-home mom what goes on [20:31] there and that's that's very concerning [20:33] for a lot of people that i work with [20:36] um others are more concerned later in [20:38] life such as hey you know [20:41] i don't want to outlive my savings [20:43] so what what am i going to do there i [20:45] don't want to be a bad person which by [20:46] the way is the number one fear when [20:47] they're buying insurance [20:49] so you say i don't i don't want to [20:50] outlive my how do i not outlive my [20:52] savings how do i do that and by the way [20:55] with social security you know most of [20:57] the people that i talk to are watching [20:59] the news and they're like [21:00] is it actually going to be there when i [21:02] when i decide to retire how does that [21:04] actually going to work because i keep [21:05] hearing it's bankrupt right so what [21:07] what's that [21:09] and [21:09] i think some of which are in the growth [21:11] mode the achiever mode are trying to [21:13] figure out how do i put money aside [21:16] to [21:17] maybe pay for my kids college so they [21:19] don't have to be in debt for the rest of [21:20] their lives it took me 15 years to pay [21:22] off my college how can i do something [21:24] for my kids but you know pat those are [21:27] just some of the types of frustrations [21:29] and concerns that people that i work [21:31] with had initially but i don't suppose [21:34] any of those resonate with you [21:36] and so boom [21:37] and so many of those were so triggering [21:39] and i could see myself in a lot of those [21:41] stories and it's like [21:45] whatever pain was i was holding or i [21:47] didn't even wasn't even aware of is now [21:49] apparent [21:51] yeah and so i think what you're doing is [21:53] you're painting a picture [21:55] and and what i would say to an insurance [21:57] agent is pick [21:58] in your head what are the top three [22:00] reasons why people ultimately buy your [22:03] product what is it [22:05] and so it could be what i said you know [22:07] when i you know outlive your savings it [22:09] could just be hey i want to you know [22:11] make sure that my family's protected or [22:13] my kid's savings whatever the case is if [22:16] those year three [22:17] then that's what you should be doing in [22:18] your 30-second commercial and so if you [22:20] heard stuff like little nuances i said [22:23] pat [22:24] i work with [22:25] people like yourself i work with [22:27] families like yours that's an instant [22:29] credibility statement right even if i [22:31] was brand spanking new i work with [22:33] families like yourself who [22:35] are really concerned with and now i'm [22:37] using pain trigger phrases concerned [22:40] with frustrated by right unhappy with [22:42] you're not saying hey i'll work with [22:44] people who are super pumped that they [22:45] could i'll live their savings that's not [22:48] how that works what was that word called [22:49] those those pain-free was it pain [22:51] phrases yeah triggers pain triggers pain [22:54] frustrated concerned unhappy [22:57] okay [22:58] yeah and you could do something about a [23:00] competitor such as i work with people [23:01] who are just [23:03] unhappy about the fact that you know [23:05] they met their agent when they first did [23:06] it but they haven't talked to them since [23:08] and they can't even talk to a human [23:10] right they're caught up in voicemail [23:12] they're trying to figure out how do i [23:13] get some personal attention which seemed [23:15] to be there when they were selling but [23:16] they haven't heard from them since so [23:18] you could weave in all these things in [23:20] your 30-second commercial yeah that's a [23:22] great way to think about the structure [23:24] of the elevator pitch that [23:26] so many folks in the insurance world are [23:28] using at networking events that's [23:31] a really common way people start out in [23:34] insurance sales is just by going to lots [23:36] and lots of professional networking [23:37] events yep in their area and so what do [23:40] you do pat i sell insurance okay got it [23:42] yeah that's great yeah who cares right [23:44] that's terrible yeah [23:46] [Music] [23:47] okay [23:48] um so i like those yeah i think it's a [23:50] great way to think about an elevator [23:52] pitch [23:53] one interesting topic that i read about [23:56] when i was looking up sandler sales [23:57] training [23:58] was the concept of not negotiating on [24:01] price [24:03] and i really liked where this idea was [24:06] going can you expand on it [24:09] well sure there's a whole negotiating [24:10] program but i think what it boils down [24:12] to [24:12] is [24:14] i don't think price ultimately isn't the [24:16] reason why people are gonna buy or not [24:18] buy now if we're talking about you know [24:20] i'm looking at a 400 000 car versus 20 [24:23] okay i get it but for the most part the [24:26] monthly payments that we're talking [24:28] about if you're in pain [24:30] then the price isn't as important like i [24:33] don't if i'm inside of the road and i [24:34] just got in a car accident i don't ask [24:36] the ambulance guy hey before you pick me [24:38] up how much is this costing by the way [24:41] and by the way do you have a degree of [24:43] any kind you know i just say help me [24:46] save me right [24:47] because i'm in pain so i think the same [24:49] thing holds true here now [24:52] we always say look put price aside for a [24:54] second and i think even in concessions [24:57] you know for really negotiating i think [24:59] that you should never give up a [25:00] concession unless you get something of [25:02] equal value in return [25:05] always remember that because if you just [25:06] keep getting concessions [25:08] then a you're diminishing your value [25:11] diminishing your your product and [25:13] there's not equal business stature [25:15] but i like to go into any negotiation [25:19] i have a [25:20] piece of paper and i have a list right i [25:22] draw right down the center of line i say [25:24] what do i want from them and what am i [25:27] willing to give up [25:29] and so every time they ask for something [25:31] i want something on mine well okay i [25:33] understand that here's what's important [25:35] to me [25:36] you know one of the things that i do to [25:37] build my business is have [25:40] five [25:41] real good referrals from people who are [25:43] raving fans [25:45] and so [25:46] assuming that i could do x is that [25:47] something that you could commit to if [25:49] that was one of your things that you [25:50] wanted in return okay what i found is [25:53] most people are going to negotiate the [25:56] concessions by trying not to give as [25:59] much as they had to which i get [26:01] but they don't have anything in return [26:03] like we give nothing [26:04] uh and in any concession unless we get [26:07] something in return and most of the time [26:09] they don't care you know it's hey i need [26:11] a case study i need a testimonial i need [26:13] this or hey i want a two-year contract [26:15] not a one [26:16] that's that's easy stuff and i don't [26:18] want to deal with that once you're a [26:20] client because then i'm upselling right [26:22] i might as well just get it out right [26:23] now [26:24] and so those types of things you know [26:26] and i'm happy to to to pass on some [26:29] tools to the listeners on negotiation [26:31] and all that stuff because everything [26:32] that we teach is on a it's also a tool [26:34] you can create your own 30-second [26:35] commercial as an example yeah so you can [26:38] just do it that way but [26:39] i think you're always negotiating [26:41] anyways aren't we i know boss all the [26:44] time [26:44] family members you know all that stuff [26:47] oh yeah what you want to do with family [26:49] members on a saturday night do you want [26:50] to go to the movies you want to go to [26:51] dinner [26:52] oh my gosh yeah two hours later it's too [26:55] late to go anywhere because you haven't [26:56] done you haven't made any decisions [26:57] right seriously i think you have to also [26:59] when you negotiate one of the things [27:01] that i like to do and is [27:03] get your behavioral profile and so for [27:06] those people many people have used disk [27:08] in the past [27:09] you're going to negotiate with me i'm a [27:10] high d [27:12] but i'm a c which means high driver 30 [27:14] 000 feet right i want to make a quick [27:16] decision [27:17] and when i make a decision my [27:19] other side kicks in which is analytical [27:21] to make sure that i've made the right [27:23] decision but you have some people that [27:25] are slow movers right they're very [27:28] methodical they're not going to jump [27:29] into anything and by the way you sell us [27:31] differently so one third-party story is [27:34] for those who are risk-adversed move [27:37] slow [27:38] where i don't care about a third-party [27:40] story honestly you know what i say to [27:41] myself when you start telling me that [27:43] stuff [27:44] i don't care about that i'll make my own [27:45] decision i'm a smart guy you know so so [27:48] you just have to kind of adjust your [27:50] sales approach [27:51] not your methodology to [27:54] the buyer [27:55] uh you know psychology or the buyer [27:57] profile and you can do that really quick [27:59] you can just pick up quick quick little [28:01] things and you just have to adjust okay [28:03] so [28:04] it's stuff like that that i think you [28:06] know from a big picture because [28:08] obviously it's an eight-hour course but [28:09] in three minutes or less those are types [28:11] of things that i look for [28:13] great yeah any content that you have [28:15] that uh you'd be willing to share i know [28:17] are [28:18] listeners would appreciate it and i know [28:19] uh likely a lot of them could be [28:21] candidates to [28:22] be sandler clients whether it's [28:24] individuals or um [28:26] even insurance agencies or sales [28:28] managers [28:29] because i know you guys do that as well [28:31] yeah happy to do it [28:33] okay one thing that really stood out to [28:35] me as well on your guys website was the [28:37] sandler submarine yeah can you talk [28:40] through what the sandler submarine is [28:42] and how it applies to sales [28:45] sure [28:46] um so [28:48] you asked me before some of the stuff [28:49] that david created still here today and [28:51] this is one of them so we have a whole [28:54] enterprise model which is a long selling [28:56] cycle [28:57] multiple buyers multiple sellers that's [29:00] not what we're talking about here the [29:01] sandler selling system which is a part [29:04] of that other thing is really we've got [29:07] several steps number one [29:09] is that we're establishing rapport [29:11] relationship right and it's not what did [29:14] you do this weekend and it's not you [29:16] know where did you go to school it's [29:18] more on the behavioral stuff that i just [29:21] talked about and we there's like five or [29:22] six really good techniques that may help [29:25] me get inside your head and so i should [29:28] know who i am first and then i can [29:31] better understand you so that's the [29:32] first one second one is an upfront [29:34] contract which is mutual agreement [29:36] and i've got some things i can share [29:38] with you in a couple minutes on that [29:39] which is really how do you set the stage [29:41] how do you set a good agenda because my [29:44] opinion is a call that starts well ends [29:46] well [29:47] and the vice versa we've all been on [29:49] calls i can remember the first call that [29:50] i went on when i was a sandler person it [29:52] was horrific i mean terrible terrible [29:56] and thank goodness we didn't have voice [29:57] intelligence back then right i had to [29:58] listen to it over and over and so i [30:00] almost wanted to go and show up with the [30:02] dale carnegie shirt that's how bad it [30:03] was right i had to take off the sandler [30:05] shirt i didn't want to know i was even [30:06] associated with sandler [30:09] but [30:09] that's because it started poorly it was [30:11] in my head it didn't get any better and [30:13] so that's an upfront contract third step [30:16] for us is something called pain [30:18] so i think people buy emotionally [30:19] justify intellectually so i think you [30:22] can accelerate the sales process if [30:24] you're in pain like for instance if i [30:26] was going to go buy a car if we use that [30:28] as an example but my car is awesome it [30:30] takes me longer to decide if i'm going [30:32] to go do that yes my car is on the side [30:34] of the road chances are i'm gonna have a [30:35] car by tomorrow right so you gotta get [30:38] people in pain of which again we can [30:40] talk about the next one is budget [30:43] so let's talk about [30:45] the budget and money right resources [30:47] stuff like that so it's budget it's how [30:50] much time and energy are you going to be [30:51] to convert over to us all that stuff and [30:55] then decision is next so it's kind of [30:57] interesting how budget's way up front [30:59] right so then it's decision [31:01] in all the standard things that you [31:02] would think about how and when and who [31:04] and all that stuff [31:06] then [31:07] comes what we call fulfillment you [31:09] would call presentation [31:11] and now a couple different things here [31:13] pat we're not doing a full blown dog and [31:15] pony show we're only presenting how to [31:17] solve the pains that came out in the [31:19] pain step don't oversell [31:21] so if you're really only concerned about [31:23] how to not outlive my money that's what [31:25] you should focus in on not over here on [31:28] five other benefits that your product [31:29] had that's i'm trying to figure out it [31:31] might [31:32] that's a huge problem overselling [31:34] oh my gosh huge just you know sell to [31:36] what their issue is and then shut up [31:38] so [31:39] i mean i can't be any more clearer than [31:41] that right yeah exactly but and then the [31:43] last one is called post sale which is [31:47] how do i make sure i take care of buyers [31:49] remorse [31:50] right because we've all had yeses and we [31:52] all went back and you know they talked [31:53] to their friends who knew who knew [31:55] somebody and next thing you know it [31:57] turned to a no or we decided we couldn't [32:00] afford the 500 a month for the premium [32:02] whatever it is if i'm gonna have an [32:04] objection i want it done right in front [32:06] of me right now so actually we help we [32:09] teach salespeople to bring up a minor [32:11] objection [32:12] before they leave and let the person say [32:14] yeah it's actually a problem or nah it's [32:17] not a big deal because they're going to [32:18] do that anyways they're always going to [32:20] have self-doubt when you leave anyways [32:21] why not just force it in front of you [32:24] why hide from it it's going to happen [32:25] anyways and so those are our seven steps [32:28] the magic of sandler is the [32:30] presentation's towards the end not the [32:32] front [32:33] right okay yeah you know what's funny i [32:35] read a book called [32:37] the challenger sale [32:39] written by matt dixon and he has the [32:41] same kind of format like he kind of [32:43] waits waits for the pitch to the very [32:44] end yeah exactly and a lot of times to [32:47] be honest i've never given a [32:48] presentation [32:49] right it's just conversational well yeah [32:52] and they're like [32:53] first of all we connected right rapport [32:56] you understand my problems [32:57] and i've recited back to you we've [32:59] talked about you know what it's costing [33:01] you in the budget and stuff we talked [33:03] about decision and really what i hear is [33:05] well when can we start [33:06] they never asked me about tell me about [33:09] sandler tell me about how you're going [33:10] to fix my problems now i'm not saying it [33:12] happens all the time but quite [33:14] frequently i never even have to do a [33:15] presentation on who sandler is or how [33:17] we're actually going to solve your [33:18] problems because they've already seen me [33:21] as a physician [33:22] right like even when i go in for let's [33:24] say i have to have a hip done i don't [33:25] say hey before we start can i can i talk [33:28] to you about how are you doing the hip [33:30] thing i mean where are you cutting [33:31] exactly how does that work i don't ask [33:33] that i don't care all i just want to [33:35] know is [33:36] are you going to take care of me mr [33:38] doctor miss doctor are you taking care [33:40] of me do i feel comfortable and that's [33:43] the same thing i think sales people good [33:45] sales people are doctors of sales [33:47] obviously you guys have a really well [33:50] built out process for getting someone [33:53] fully trained on sales [33:55] and you have uh [33:56] some uniqueness to the way you approach [33:59] a given pitch [34:00] if you were to differentiate [34:02] sandler sales training from other sales [34:04] training that's out there is there any [34:06] major points that you would be like you [34:08] know the process is different or the [34:10] content is different in the following [34:11] ways or [34:12] here's really where we drive results and [34:14] success and here's how we can point to [34:17] those results [34:18] um well there's a lot of things but i [34:20] would say and i've said a couple already [34:22] one is very conversational you don't [34:24] have to learn a script it's not a [34:25] script-based sales process [34:27] it is based on psychology [34:29] um i think the other thing that it's [34:31] kind of cool is we have something called [34:33] the success triangle which is behavior [34:36] attitude and technique [34:38] now everyone will teach you technique [34:39] including us i mean i love our technique [34:42] right like how to get a voicemail [34:43] returned what happens if the file goes [34:45] stale whatever all that technique stuff [34:48] but technique by itself pat is [34:50] short-lived we've all been to seminars [34:51] where we leave pumped we're like oh i'm [34:54] going to conquer the world until the [34:56] next morning [34:57] you know we're all beat up right so [34:59] that's short end the other two is [35:01] actually what makes [35:03] sandler awesome and just and it really [35:05] keeps change moving which is the [35:07] attitude behavior so let's talk about [35:09] mindset mindset is stuff like equal [35:12] business stature right i can ask you [35:14] even though you're an executive i can [35:16] ask you all those questions about your [35:17] finances right i may be selling you a [35:19] premium that i could never afford myself [35:21] so i've got all this money concept [35:23] things here i mean think about when i [35:25] grew up i grew up in new england very [35:26] conservative [35:28] my parents destroyed me as a salesperson [35:30] because they said to me [35:32] don't talk to strangers [35:34] it's impolite to [35:36] to talk about money and never speak [35:39] unless spoken to now i go work for ga [35:42] you know what they say i want you to go [35:43] talk to as many people as possible i [35:45] want you to actually and get money on [35:47] the table the exact opposite is the [35:49] opposite it's all the head stuff that [35:51] goes on there fear of success fear of [35:53] failure and taking rejection let's be [35:55] honest i mean you're in a [35:56] rejection-filled business as an [35:58] insurance we're not winning 100 of our [35:59] cases so you get rejected more than we [36:02] get accepted so how do i handle that [36:04] because that's role that's role [36:06] rejection that's not me personally [36:08] they're not saying hey i'm rejecting you [36:10] dave it's i don't i don't have a need [36:12] for what you're selling right now and so [36:15] i think people take rejection like their [36:17] e war oh i just got killed on this one [36:19] you know all that stuff but that's the [36:21] way of the world and the last one over [36:23] here is behaviors [36:25] which is i think everybody needs a [36:27] behavioral plan so that is reverse [36:30] engineer your sales cycle and your sales [36:32] funnel and just say okay i know i need x [36:35] amount per month i get that so but how [36:38] many dials how many referrals how many [36:40] of things that i can control because i [36:42] can't control who says yes or no i can [36:44] control my own personal behavior and [36:47] what i have found pat is people that are [36:48] on a behavioral plan they're hitting [36:50] their goal they're hitting their quota [36:52] at least a quarter ahead of everyone [36:55] else it is super powerful so if i'm [36:57] doing the right things and i'm thinking [36:58] the right way [36:59] the technique stuff just kind of happens [37:01] right so that's awesome and the other [37:04] thing that comes to mind is you know how [37:05] to bookend your sales call i don't know [37:07] if we have time for that we can talk [37:08] about it but it's really how to start a [37:10] call [37:11] super strong and how to end a call [37:14] so those are just some of the things [37:15] that pop up [37:16] how does the process work so if i was [37:18] like a salesperson that or maybe i was [37:21] just about to get into sales and i want [37:23] to make sure i had all the tools i [37:25] needed and i thought sandler was a great [37:27] option [37:28] i know you guys have 250 locations and [37:31] there's different training centers and i [37:33] maybe you guys have people come into [37:34] different business offices what's the [37:36] what's the training look like [37:38] uh well there's a lot of different [37:39] tracks it could be online could be [37:41] virtual right um they could come into [37:43] our training centers and we have [37:45] different topics happening all the time [37:46] it could be like the introductory the [37:48] sandler selling system it could be [37:50] closing could be digital prospecting [37:52] whatever [37:53] but if you're a local client [37:56] once you're a client you can come to [37:57] anything that we have in our in our [38:00] local training center so think about it [38:01] as [38:02] you've bought a unlimited amount of pass [38:05] let's say to i went to uconn so i could [38:08] go to anything i wanted to uconn you can [38:10] go to anything that we have in any [38:11] training center once you're a client [38:14] have at it and there's management tracks [38:16] and there's sales tracks so we have [38:18] content where i teach you the sandler [38:20] stuff and then we have role play clinics [38:22] and problem solving where you would come [38:24] and say okay so i heard about that 30 [38:27] second commercial you talked about last [38:28] time dave [38:29] i can't how am i doing that as an [38:31] insurance person how am i going to get [38:33] that done or you know so we say okay [38:36] well let's play i'll play you as an [38:38] insurance person you play homeowner [38:40] like what you don't know insurance i [38:42] don't have to know insurance it's okay [38:44] i'll take care of myself and then we'll [38:46] role play and the beauty of this thing [38:48] is [38:50] that [38:51] we're teaching you how to do it so you [38:52] can mimic it right the problem with role [38:54] play normally is i say well pat let me [38:56] hear your 30 second commercial well well [38:57] dave if i knew it i wouldn't even [38:59] brought it up to you right i mean so [39:00] you're just asking me to fail [39:02] but the magic is as an insurance person [39:05] you may be sitting next to a banker you [39:07] may sit next to an engineer [39:09] and they're learning stuff and you're [39:11] role-playing and when you say things [39:14] like well [39:15] i don't i don't really want to go and [39:17] ask my natural market yeah i just don't [39:20] want to do that and you explain what [39:21] that means in your world and other one [39:23] says well here's how i've done that so [39:25] it's this cross-pollination of different [39:27] industries which sounds so [39:29] counter-intuitive but it is super cool [39:32] to watch happen [39:34] and so that's kind of how it works there [39:35] so again any any variation thereof we [39:38] can go on site and do boot camps you can [39:40] come to our training centers you're [39:42] going to be there for a year if you want [39:43] to come you know for eight weeks you can [39:45] do that too so that's how it works it's [39:47] super flexible based on [39:50] time need things of that nature that's [39:52] really cool i'm a big fan of the [39:53] flexibility because i think in the [39:54] insurance industry you'll find people [39:56] that are just starting out [39:57] you have some producers that are later [39:59] on in the industry or maybe they're [40:01] coming from [40:02] an underwriting role or a more service [40:04] oriented role and they're just getting [40:05] into sales so they have [40:07] the detailed product knowledge but they [40:09] need that psychology or maybe they need [40:10] to learn how to close or maybe [40:12] they've been tasked with doing a bunch [40:13] of cold calls [40:14] you know [40:16] so [40:17] you know that's a different skill than [40:18] if i've done that for a while now i'm [40:20] trying to figure out how to get past [40:21] that 18-month slump you know like hey [40:23] this is the time [40:25] so now i'm doing this or i'm a brand new [40:27] sales manager running five to seven [40:30] agents like okay [40:31] just because i survived as an agent [40:33] doesn't mean i'm going to be a good [40:34] coach what do i do there so i may have [40:36] stopped going to prospecting but i'm [40:37] going down these tracks instead and [40:39] that's the beauty you get to pick and [40:40] choose based on what's going on in your [40:42] career that's a good point to bring up [40:44] because [40:45] for sales management i think what i've [40:47] seen [40:48] a lot of in the insurance industry is [40:50] like [40:51] maybe the best sales person or one of [40:54] the better sales people gets promoted to [40:56] to be the sales manager but a lot of [40:58] times they might not have [41:00] the qualities that a manager needs [41:02] they're great at sales but they might [41:04] not be great at dealing with people [41:07] issues dealing with different [41:09] personalities [41:10] motivating people etc [41:13] well i think if you think about sales [41:14] management's the toughest job in any [41:16] company [41:17] and they're the least trained people [41:19] group of people in any company because [41:21] let's pretend i'm a ga right my sales [41:23] manager leaves do you know what that [41:25] means that means me as a ga i'm going to [41:27] have to start managing this group i [41:28] don't want to manage that group so what [41:30] do i say well who's going to take their [41:32] place and look around [41:34] oh pat he's a stud pat can do it i call [41:37] you in and say pat i've been thinking [41:38] about you for a long time i would like [41:40] you to be the sales manager all i need [41:42] you to do is replicate your success can [41:44] you handle that yeah [41:46] awesome i have an open door policy but [41:48] good luck to you and then you're off and [41:50] running and the problem is we lose [41:52] people because you're learning as you go [41:55] right and so we have no idea on how to [41:58] recruit how to onboard how to coach [42:01] right how to do sales funnel management [42:03] how to do a joint call [42:05] none of that is actually been taught to [42:06] them and ultimately [42:09] you know you've either got to do it on [42:10] your own [42:11] or you've got to have a ga or somebody [42:14] that has really said okay we're going to [42:16] have a program for sales leaders but [42:19] that is the number one problem in most [42:21] companies is sales management [42:23] that's really interesting [42:25] i'm glad that you brought that up [42:26] because i think a lot of people aren't [42:27] focusing on that it's kind of [42:30] it's not looked at as closely as it [42:32] should be [42:33] no [42:34] if someone wanted access let's just say [42:35] they wanted the sales management track [42:38] or sales management training or [42:40] one of the specific types of training [42:41] that you mentioned previously how would [42:43] they go about accessing that would they [42:45] go to the sandler website you can go to [42:47] the sandler website and just find a [42:48] local office to you you could certainly [42:51] get me in linkedin right dave matson you [42:53] can pop me and either ask me for a tool [42:55] happy to send it to you or just say i [42:57] live in columbus or i live in san [42:59] francisco and i'll just virtually [43:01] introduce you and as a matter of fact [43:02] that if anyone you know says hey i heard [43:05] you uh talking with pat [43:07] they can they can go to a free session [43:08] for me on me i don't as long as they [43:10] learn something i'm happy right because [43:13] if i do a good job and teach you a bunch [43:15] of stuff i believe you'll be a raving [43:17] fan so you're welcome to come to [43:19] something as my guest hey that's huge [43:21] dave i really appreciate that for all [43:23] the audience out there what dave just [43:25] said a free session on him [43:28] if you're listening to this [43:29] that's wild i really appreciate that [43:31] yeah a pleasure [43:33] okay cool um [43:35] all righty so now folks know where they [43:37] can access you and the other thing i [43:39] know is dave you've you've written some [43:41] best-selling sales books [43:44] can you list off a few of those if [43:46] someone was looking to [43:47] you know get some reading in at night or [43:49] whatever it is to make sure that they're [43:51] all asleep so they can fall asleep yeah [43:54] so uh [43:55] so sandler i don't know they're best [43:57] selling i mean i know i know i know my [43:59] mom bought a lot of them brother so [44:04] um [44:05] here are some things here so i've got um [44:08] sandler rules 49 rules it's like a [44:11] one-pager awesome for what you're you [44:14] know it's learning something new or as a [44:16] seasoned bet [44:17] we have enterprise selling [44:19] okay we've got that i have you can't [44:22] teach a kid to ride a bike but david [44:23] sandler wrote that and i just did some [44:25] of the [44:26] the [44:27] fill-ins we have some leadership books [44:30] one is the road to excellence and that's [44:32] really helping you as a owner [44:35] take the business from where you are [44:36] today to where you would like it to be [44:39] and everyone has a different vision for [44:41] their organization so this allows this [44:43] is a playbook for entrepreneurs and then [44:45] we have scaling sales success [44:48] that one is for sales leaders and what [44:51] can i do to either up my game or just to [44:54] learn how to be in the game and so [44:56] there's a list of it's all tactics and [44:58] strategies so we don't have a lot of [45:00] fluff in our books it's here's what you [45:02] do here's how you say it here's why it [45:04] works all that stuff it's that's all [45:07] laid out in any one of these books [45:09] the one-stop shop for sales [45:12] sandler sales training i love it dave [45:15] thank you again for for spending time [45:17] with me today we are running up on time [45:20] a little bit and we always end with five [45:23] rapid fire questions that are kind of [45:25] like fun [45:26] professional or personal questions that [45:28] you can answer as uh [45:30] as short or as long as you'd like so if [45:32] you're ready sure i can dive into those [45:36] okay [45:38] you have 250 locations what is your [45:41] favorite sandler location to visit [45:44] uh in the u.s and then your favorite [45:46] international location to visit [45:49] uh international is uk i mean super [45:51] successful over there there's 27 offices [45:54] um isn't it is that is that london uh [45:56] all over the uk yeah i got london i mean [45:58] there's 27 different offices but we have [46:01] a wow we have one hub over there i love [46:03] going over there um it reminds me of [46:05] when i first started sandler as well [46:07] here in the u.s i don't have a favorite [46:10] it really depends on the weather so next [46:12] week as a matter of fact i'm spending [46:14] time in florida and then you know i'll [46:16] go certain places so [46:17] you know i've been in i've been with [46:19] these uh with these people for decades [46:22] and so i don't have a favorite as far as [46:24] that's concerned but certainly weather [46:25] will dictate where i may spend some time [46:28] weather dictates my travel too [46:30] okay [46:32] sales is represented in a lot of ways in [46:34] books and movies um [46:37] even in podcasts is there a specific [46:39] book movie or podcast that you'd [46:41] recommend for someone who's [46:43] just starting in sales other than your [46:44] own books [46:47] um [46:48] well there there's a lot of them out [46:49] there right um [46:51] in your in our world here [46:53] uh i love donald moyn's book [46:56] which is helps people why people buy the [46:59] power of influence [47:00] that was a huge deal for me uh early on [47:03] my career and basically it says why do [47:05] people buy [47:06] and power of you know authority and [47:08] things that i didn't really understand [47:10] but i've used it ever since so if you [47:12] had to pick a book [47:14] that you don't have to adopt a sales [47:15] methodology for [47:17] then pick something that helps you [47:19] become [47:20] better at understanding what's important [47:22] to the other side it is based on [47:25] research but it's written for people [47:27] like us and it is super powerful love [47:30] that book nice and what was the title [47:32] one more time the power of influence the [47:35] power of influence okay donald moyne [47:38] donald moyn [47:39] got it [47:41] dave i i'm guessing you're a competitive [47:43] guy because you're in sales you're very [47:45] entrepreneurial [47:47] um you know you're in sales training [47:50] so [47:50] i i assume that you have uh competitive [47:53] hobbies outside of work is there any any [47:55] major hobbies that you have [47:57] i do um [47:59] mostly solo to be honest so i'm a huge [48:01] fly fishing guy [48:03] okay so i'd love to do that i love to [48:04] ski um i'm a hacker when it comes to [48:08] golf so i would say i love to play golf [48:09] until i start playing golf [48:12] i'm the same way i don't like it anymore [48:15] but those are the three biggies that i [48:17] do all the time [48:18] cool very cool [48:20] okay i know you went to uconn [48:22] do you have a favorite all-time yukon [48:25] basketball player [48:27] all right now i'm going to embarrass [48:28] myself [48:30] the answer is no and when i was there i [48:32] never went to a game oh really were they [48:35] good at the time were they good they [48:37] were good but how bad is that actually [48:39] you know and the reason being this is me [48:42] rationalizing so i'll say that up front [48:44] because i had that business i never [48:46] lived in a dorm i was running a business [48:48] through college i didn't go to that [48:50] stuff i was over here doing all the [48:52] stuff that the business needed and in [48:54] hindsight there's probably a gap in my [48:56] in my life but [48:58] here i am today so i guess we'll we'll [49:00] figure that out later and you could [49:01] always go back i can always you can [49:03] always go back you go and see a game [49:05] yeah [49:06] i wish i could do google fast enough i [49:07] could list a name and feel like you know [49:10] i got nothing i got i know i know no [49:12] worries no worries okay cool and then uh [49:16] our uh [49:17] our marketing associate finn came up [49:19] with this last question uh you're gonna [49:21] blame him so i know this is good yeah [49:23] yeah yeah here it comes yeah dave i [49:25] wouldn't have said this myself but finn [49:27] you know here's a question yeah here we [49:29] go okay okay so [49:32] obviously you had the painting company [49:33] yeah finn's question was if there's any [49:37] if you have a favorite [49:39] color of paint [49:43] i have well probably white i have a lot [49:46] of white but i would say ben moore is [49:48] the best paint out there i would say [49:50] okay best brand yeah by far [49:53] um big ben moore fan [49:55] but [49:56] honestly i never made the mistake when i [49:58] was doing that business bad of picking [49:59] the pain i always say have it in your [50:00] garage [50:02] and it saved me a ton of time because no [50:04] if i did it it was always wrong remember [50:06] people never argue people never argue [50:08] with their own data right so if they [50:10] picked it [50:11] they loved it if i picked it the same [50:13] color it'd be like ah i don't know [50:15] i don't know [50:16] so just put it on their plate they can't [50:18] blame anything on you exactly so um but [50:22] you know i'm a super white i like super [50:24] white for trims and outside so i do that [50:26] a lot at my house i still paint on my [50:28] own house i don't i don't hire anybody [50:30] oh cool yeah [50:32] nice um all right well dave thank you [50:34] again for coming on really excited to [50:36] get this out there this is going to be [50:37] kind of part of our sales series of [50:40] podcasts that's going to go out to the [50:41] insurance world and we'll kind of have a [50:44] little database on our website where [50:45] people can access it and [50:48] honestly i really hope that we have [50:51] audience members that take dave up on [50:53] his offer to to go to that session see [50:57] how it is [50:58] because [50:59] from everything from i've heard from the [51:00] conversation with dave but also to our [51:02] outside researchers [51:04] they're incredibly flexible and they're [51:05] serving [51:08] lots of different folks and lots of [51:09] different departments and lots of [51:10] different industries when it comes to [51:12] sales super flexible [51:15] so [51:16] i think it's something that a lot of [51:17] people should be taking advantage of [51:19] especially in the insurance industry [51:20] where [51:21] sales people tend to be the hardest [51:23] position to [51:24] hire train [51:26] and retain [51:28] so uh that said dave any final uh [51:31] messages for the audience no thanks for [51:33] having me and again if you'd like to [51:34] take me up on it i'm happy to have you [51:36] as my guest my job is just to further [51:39] the industry so thanks for having me and [51:42] and good selling [51:44] dave you're the man thank you so much [51:46] i'll talk to you later [51:48] please download subscribe and leave a [51:50] review on whatever platform you are [51:53] listening on and feel free to reach out [51:55] to me at pat [51:57] evolvedbrokerpodcast.com [51:59] with any comments or suggestions for the [52:02] podcast today's episode is sponsored by [52:04] first insurance funding first is the [52:06] leading premium finance company in [52:08] insurance and is known throughout the [52:09] industry for their personalized service [52:11] and quote flexibility if you're tired of [52:13] sending quote requests for smaller [52:15] premiums to multiple companies not [52:17] leaving enough time to negotiate larger [52:19] opportunities then choose first as your [52:21] primary financing source and experience [52:24] the first difference today

===FILE=== T-8BhuflCtg - The Sandler Sales and Leadership Thought of the Day  Post Sell.txt
https://youtu.be/T-8BhuflCtg
The Sandler Sales and Leadership Thought of the Day：  Post Sell

[0:00] welcome to the sander sales and sales [0:02] leadership thought of the week I don't [0:05] know if this has ever happened to you [0:07] years ago when I was doing sales and [0:10] kind of flying around North America I [0:12] set up a meeting with a potential [0:14] prospect and it was 3,000 kilometers [0:17] away from where I was living and I was [0:19] real excited about it and I was talking [0:20] to my manager about it and I said man I [0:22] can't wait to get down there we're gonna [0:23] have a great meeting I talked to this [0:25] individual and I we we talked about a [0:28] time for us to be there and it looked [0:30] all good and I I got on a plane but my [0:32] tickets got down there drove into the [0:34] parking lot and walked through the door [0:36] and I was excited like this is gonna be [0:39] a great great opportunity and I went up [0:41] to the front desk and I I asked for this [0:43] person and she looked at me with kind of [0:45] a strange look and said well he's not in [0:48] today and I went what what I'm sorry I [0:50] don't I don't quite understand and she [0:52] said yeah he's he's not in he's he's [0:54] gone this week and my heart sank is I [0:57] realized that how much money we had [0:59] spent to fly down there for this [1:01] interaction and that did not happen and [1:03] I realized a real simple truth that in [1:06] sander we we kind of mentioned but I [1:08] don't think we spend enough time on and [1:09] that's the idea of post selling any kind [1:12] of interaction or meeting or decision [1:14] that we're gonna have with the prospect [1:16] or client and I learned that lesson the [1:19] hard way it was a very interesting call [1:21] to the owner of the business when I [1:22] mentioned hey I didn't get a chance to [1:25] meet with the guy he wasn't there but [1:26] I'm gonna play around a golf if that's [1:28] okay with you [1:29] so it didn't turn out that well and I [1:31] realized early on that post sale matters [1:33] so how does it how do we post sell what [1:36] does that really mean we got a look at [1:37] the steps in our process where we have [1:39] people needing to make a decision they [1:42] have to make a decision to do something [1:44] B somewhere take our phone call and if [1:47] we know in sales that that time is [1:48] everything for us and chasing people is [1:50] a huge time waster we really got to make [1:53] that a priority so a couple of ways that [1:55] we can post l1 if you use any kind of [1:57] calendar Outlook calendar you can send [2:00] people an invite that's a form of post [2:02] sell gets them in the calendar they send [2:05] you their response back and now you know [2:06] they're less likely to cancel it out on [2:08] you the other way to do it is simply [2:10] verbally if you have a meeting coming up [2:13] and you say [2:13] hey you know Sally I really appreciate [2:15] the call today I know we're gonna meet [2:18] in a week just want to make sure that [2:20] that's set in stone anything that could [2:22] get in the way of us meeting anything [2:24] that could potentially stop that I want [2:27] her to say back to me absolutely no not [2:29] Chad 100% we're gonna be there because [2:32] once she says it to me she's way less [2:35] likely to back out or forget don't [2:38] forget to post Elle it's something that [2:40] seems really simple and yet we don't do [2:43] enough of it [2:43] so if you have a point in your in your [2:46] sales process where you need people to [2:47] make that commitment always make sure [2:49] they verbally agree to it and that [2:51] they're not going to back out or maybe [2:53] ghost you so that's our sales leadership [2:56] thought of the day or sales thought of [2:58] the day we have a webinar coming up at [3:00] the end of August we'd love to have you [3:02] out if you're interested please feel [3:03] free to reach out of course you can [3:05] always crash a class and join us as a [3:07] guest

===FILE=== WDwqbONSiEU - Cold Emailing Strategies Webinar With Breakthrough Email  Sandler Training.txt
https://youtu.be/WDwqbONSiEU
Cold Emailing Strategies Webinar With Breakthrough Email & Sandler Training

[0:00] so welcome everybody uh Dave Matson for [0:02] Sandler training and and I want to thank [0:04] everybody for investing their time today [0:06] I know we've got over 3,000 people [0:08] registered so we're looking for a great [0:10] hour I want to just kind of go quickly [0:12] over some Logistics because the amount [0:14] of people that we have on the line we're [0:16] going to to stay on the line for an hour [0:19] and Brian will give us a ton of content [0:21] that we can take and use out in the uh [0:24] where the bullets are flying and we'll [0:26] do that and then we're going to stay [0:27] though for those that have the time and [0:29] have some questions we'll do some Q&A [0:32] after the hour is up so we'll get the [0:34] content in the first hour we'll do Q&A [0:36] for as long as people want to ask us [0:38] questions but we know that our upfront [0:39] contract was with all the emails that [0:41] will be online for about an hour so for [0:43] those that have questions you know email [0:45] them in or text them in as we go along [0:47] and we'll capture those either in real [0:50] time as we're we're talking or we'll [0:53] certainly go back get the questions and [0:55] at the last at the top of the hour we'll [0:57] start going through the the list of [0:58] questions and answer as many [1:00] as we can if there's things that are [1:02] lingering then Brian can reach out to [1:04] you directly and answer any of those [1:05] questions that that you may have so a [1:09] lot of the people that are on the the [1:10] line are Sandler clients but I'm just [1:13] going to give you a quick uh Who's Who [1:16] as I introduced Brian um let me tell you [1:19] just quickly on our end um who Sandler [1:23] is and the things that we're doing it [1:25] would be [1:26] helpful on our end so for Sandler we're [1:29] a worldwide training organization this [1:32] that's got in 31 different companies [1:34] countries and we're experts in a couple [1:36] different areas group and again most of [1:38] you are Sandler clients but for those [1:39] who are not Sandler clients we are [1:42] experts in sales anything in the Sandler [1:44] selling system which would be things [1:46] like prospecting and qualifying and [1:48] shortening selling cycles and making [1:50] sure that we didn't give away margin and [1:52] Clos deals then we go to Enterprise [1:54] selling which is more on the higher end [1:57] longer term selling Cycles I'm selling [1:59] in teams to people who buy in teams and [2:02] then we're going to create an atmosphere [2:04] where we live with that client to sell [2:05] additional products and services the [2:08] other swing Zone that we have is in [2:10] Sales Management which I think is the [2:12] hardest job in any organization so it's [2:14] really how do I find really good people [2:16] to work on our team how do I make sure [2:19] that my team is operating at full [2:20] capacity and then how do I become the [2:23] best sales manager possible and then we [2:25] also have leadership training so [2:27] anywhere Under the Umbrella what we try [2:30] to do is to make sure that when [2:31] companies are looking for a Common [2:32] Language a common approach they can use [2:35] Sandler for regardless of what they're [2:37] trying to achieve internally but we're [2:38] all using the same words like for those [2:40] who are Sandler trained upfront contract [2:42] and pain and things like that nature so [2:45] that's a little bit about Sandler let me [2:47] kind of set the stage for today because [2:49] we're really excited to have Brian [2:50] Cruzer with us who's the founder of [2:52] breakthrough email and let's face it I [2:55] mean we all want we all want to make [2:59] that we've got more meetings more [3:01] opportunities and that we're maximizing [3:03] all of the things that we can we can do [3:06] on our end so Bryant's Brian's clients [3:09] have used this system to generate [3:11] thousands of emails to get meetings with [3:14] the SE Suite which is you know [3:16] everyone's trying to get there to be [3:18] specific Brian's clients in the last 18 [3:21] months group has generated about [3:25] 28,000 people he's helped over the last [3:28] 18 months J red about 1.5 billion in [3:31] sales so think about that b for billion [3:34] so he's helped an awful lot of people [3:36] we're excited to have him help us here [3:39] today you know if I go back in history [3:41] for a little bit Brian when he first [3:43] came into the into sales he was [3:46] struggling like we all do he went into [3:49] the sales world then he found a Sandler [3:51] trainer believe it or not and he went to [3:54] Sandler uh he'll can tell you a little [3:56] bit about that in a second but it's [3:57] turned his sales career around and he [3:59] also learned that he can control his own [4:02] attitude and his own behaviors so he [4:05] started breakthrough email he created [4:07] about 15,000 personalized emails for [4:09] himself he went and enclosed over $20 [4:11] million in sales for his own portfolio [4:14] became a rock star and he's really [4:17] competitive you know so for us we're [4:19] going to see that here today because [4:21] he's going to show you all the different [4:22] ways to get through to our prospects via [4:26] email I mean the guy's an All-American [4:27] swimmer he when went cage diving with [4:30] great white sharks right so he's a [4:33] bungee jumper and so he went to the [4:35] highest point to bungee jump I think [4:36] it's almost as high as the Empire State [4:38] Building which is a lot farther than I [4:41] would ever have the nerve to do so the [4:43] guy's out there he's doing an awful lot [4:46] of things and we're going to take that [4:47] competitive nature that he just is part [4:48] of his DNA and he's going to bring it to [4:50] the table here today to help us become [4:52] more effective and more efficient with [4:54] email so that's the name of the game so [4:57] hey Brian welcome [4:59] to the day with a lot of standler [5:01] clients we're happy to have you yeah I'm [5:03] uh I'm really thankful to be here and [5:06] and really thankful for for Sandler in [5:08] general because you know years ago I got [5:11] trained by will Chris in the Orange [5:13] County Office uh a Sandler and it just [5:16] made a world of difference in my career [5:18] so I Sandler is really near and dear to [5:20] my heart and I just want to thank all [5:21] the Sandler trainers who uh who really [5:24] made this happen today I think it's just [5:26] it's really awesome I'm really excited [5:28] to be here I you know I was thinking you [5:31] know as far as like how I'm going to [5:32] start and you know what we're going to [5:33] talk about today but really this is the [5:36] idea here is you want to get people [5:39] interested in what you offer and how can [5:42] you do that in email and how can you [5:44] send emails so you get qualified [5:46] meetings and qualified leads whether [5:48] you're you know you're in sales you're [5:49] trying to close more business or you're [5:51] trying to hit your number with the sales [5:52] team or you know whatever it might be [5:55] but as we go through today I'm GNA ask a [5:57] bunch of different questions and the [5:58] first qu question I'm going to ask is [6:02] who would you like to be your customer [6:04] so in the questions area there a little [6:06] questions box and I can see we can all [6:09] see what you guys write in there let me [6:11] know who you would really like to [6:13] connect with like what is the name of [6:14] that company could be Google it could be [6:16] Microsoft it could be you know whomever [6:19] and what would the value of that sale be [6:21] worth to you and and I want you to think [6:24] think of like your dream type client so [6:27] take a minute and right now identify who [6:30] it is that you'd like to meet with so [6:32] Michael would like to meet with Costco [6:35] it's $150,000 [6:38] margin let's see Kelly Williams Foods [6:41] 10,000 Deborah Bader a million plus [6:46] Brian Kroger Sabrina [6:49] Global DJ Apple [6:52] 20,000 Vic commercial airplanes all [6:54] right we have million dooll Emerson K [6:57] Teresa large retailers Lending Tree [7:00] that's from Michael we've got hundreds [7:03] and hundreds of examples so put that in [7:05] right now if you haven't who is the [7:07] company that you'd like to identify and [7:09] like to Target and also who are the [7:11] people that you want to connect with and [7:12] actually talk [7:14] to when I think of cold emailing you [7:18] know there's there's a couple different [7:20] things that come to mind and really the [7:22] first is cold calling so I for years [7:26] would cold call and cold calling and [7:28] cold emailing are essentially the same [7:30] thing you know you're writing somebody [7:31] over email or you're calling them you [7:33] know on the phone and you know from what [7:35] I'm finding people aren't interested in [7:38] responding to your emails or your [7:40] Outreach or your calls and cold calling [7:42] isn't working as well as it used to for [7:45] most people and you know from what I've [7:47] identified even on cold emailing if [7:49] you're getting a 20% response rate you [7:52] know eight out of eight out of 10 people [7:55] are saying that they're not interested [7:57] and really people will respond if you [8:01] know what to say and you know how to [8:03] approach them because people are [8:05] self-interested so if you can identify [8:07] what it is that they need and what is it [8:09] they want and what is it that they're [8:11] frustrated by they're going to respond [8:14] but the first thing you need is you need [8:16] to identify and find customers who [8:19] actually need your product who want to [8:21] buy from you uh because even if you send [8:23] a bad email they will respond cold [8:27] calling doesn't work as well as used to [8:30] and why is that when I started cold [8:32] calling you know my boss I was down in [8:34] San Diego California and he was like [8:36] listen you show up it's a numbers game [8:39] just smile and dial the potential is [8:41] endless and you know there's no cap on [8:43] commissions it just depends you know how [8:45] hard you work and I would drive every [8:47] day from San Diego to Orange County [8:50] California 68 miles and you know I I [8:54] felt like if I believed in myself if I [8:57] you know dressed up I was going to make [8:59] make this work and I was going to be [9:00] this you know Superstar business person [9:03] but the problem that I've found with [9:05] cold calling is the pickup rate so with [9:09] all the calling that you may or may not [9:11] be doing only 5% of the people pick up [9:14] the phone when you call them so the [9:16] question I ask myself is like why do [9:19] people so few people actually pick up [9:20] the phone when I'm you know making a [9:22] phone call so the first is they're [9:25] Gatekeepers right we all know this right [9:27] there's secretaries there's caller IDs [9:29] there's voice voicemails second the [9:31] person needs to be physically at their [9:33] desk not in a meeting not traveling not [9:36] doing something else and third the [9:38] person actually needs to answer the [9:40] phone at the exact moment that you call [9:43] and finally with cold callings actually [9:46] you know it's difficult to delegate to [9:49] somebody who can do it well so you can [9:50] always delegate or leverage other people [9:52] to cold call but it's live it's prone to [9:55] a lot of mistakes but from what I found [9:57] the number one reason that people that [10:00] cold calling essentially is just is not [10:02] working as well is cold calling is just [10:04] like [10:05] telemarketing people don't want your [10:07] calls and if you just think back to the [10:09] last time somebody called you to you [10:13] know to talk about their auto insurance [10:15] or their cable or you know whatever it [10:17] is it just it interrupts your day you [10:20] don't want to be interrupted at dinner [10:21] and it's just it's not the way to start [10:24] off working you know any kind of [10:26] business relationship especially with an [10:28] executive so interrupting people with a [10:30] cold call is just it's not a good way to [10:32] connect with people or to get meetings [10:35] so who is more likely to respond to you [10:39] so what I've identified is selection is [10:42] actually much more important than the [10:46] the means in which you connect with them [10:47] because if I can connect with the right [10:49] person who does have an interest in what [10:52] you offer who has a need who has a pain [10:56] who is frustrated by something no matter [10:58] what I say [10:59] I'm much more likely to get a response [11:02] because there's there's more align [11:04] alignment there's more forgiveness so [11:07] the way that I look at outbound [11:10] prospecting whether it's cold calling or [11:12] direct mail or cold emailing is it's [11:15] more like fishing so fishing and sales [11:18] are very similar in sales you know [11:20] you're reaching out to new prospects in [11:22] fishing you're trying to catch fish so I [11:24] want you to imagine three different [11:26] lakes and you're going to go fishing [11:29] packing up your car it's a Saturday and [11:31] you're deciding which lake you're going [11:32] to fish in so the first lake is a lake [11:36] that has lots of fish in it so there's [11:38] tons of fish in this Lake and youve [11:40] fished in there and you've always had [11:41] good success now the second lake has a [11:44] lot of fish in it but these fish are [11:46] also really big so if you think about [11:49] sales one thing you know is that most [11:52] sales the work is going to be the same [11:55] whether it's a small account or a large [11:56] account the actual sales effort is going [11:58] to be pretty consistent even though it [12:01] may be a couple more zeros you know the [12:03] difference between a million dollar sale [12:05] and $100,000 sale so the Third Lake is a [12:09] little bit different this Lake you know [12:11] has a lot of fish they're really big [12:14] fish as well but this Lake they haven't [12:17] been [12:18] fed and they're hungry and they're [12:21] actually hungry for the kind of bait and [12:23] the kind of worms that you [12:25] have if you're going to go fishing on a [12:27] Saturday and your goal or objective is [12:30] to catch a lot of fish and to catch big [12:32] fish you're obviously going to go into [12:34] that third lake so when you're thinking [12:37] about sales and you're thinking about [12:39] prospecting the first thing you need to [12:41] do is identify the best companies for [12:44] you to Target because they're going to [12:47] pay you more money they're going to [12:48] Value you as a partner and it just it's [12:51] going to be a much better situation for [12:53] all of you so I want you to think of who [12:57] your top three customers are [12:59] so this is one of the first questions I [13:01] always ask people when I start to work [13:03] with them who paid you the most money [13:05] you know over the last year and a half [13:07] over the last two years who are the [13:10] outliers in your business so a lot of [13:11] people I talk to you know they'll have a [13:14] an account that's 2 million dollar their [13:16] next account is a million their next [13:18] account is a half a million and then [13:19] they've got a bunch of accounts that are [13:22] 55,000 so and and they'll say like [13:24] listen oh well that that those first two [13:26] those are outliers those are different I [13:28] want to duplicate the outliers I want [13:31] you to duplicate your largest accounts [13:33] because if you're in sales let's go [13:36] after you know your top accounts so one [13:38] of the things you can [13:40] do identify your top three accounts just [13:43] write that down right now who are your [13:44] top three accounts I don't like to go [13:46] back more than say two years because the [13:49] market changes and there shifts in the [13:50] market and what you're going to do is [13:52] you're going to go after their [13:54] competitors so if Pepsi was my top [13:58] account the first people I would contact [14:01] and write to are McDonald's and scheps [14:03] and any other type of you know Soda [14:05] manufacturer or beverage manufacturer [14:08] the reason I do that one they're more [14:12] likely to respond because I'm going to [14:13] reference that I'm working with Pepsi so [14:15] they're going to be in naturally [14:16] interested in what we do two you're an [14:19] expert at that space so if I've been [14:21] working with for Pepsi they're a big [14:23] account for me I'm going to be very [14:25] comfortable and understand the pains and [14:28] interests and desire ders that they have [14:30] you know that Pepsi has and I can most [14:33] likely bring that over to Coke or to [14:34] scheps or whomever and there also there [14:39] are other trigger events for why it's [14:43] such a good fit because this is really a [14:46] whom do I contact problem and matching [14:49] so the first thing that you should do [14:51] after this call is identify those people [14:54] and write your top customers now to find [14:57] email addresses I often get the question [14:59] like how do I find the email addresses [15:01] there's lots of services I don't [15:03] recommend that you do it for free I [15:04] don't recommend that you do research I [15:06] recommend that you pay for it just [15:08] because it's going to make you much more [15:10] efficient and your time is valuable so I [15:12] really like sell hack uh sell hack.com [15:16] egrabber if you go to cold mailing.com I [15:19] wrote an article you know how to find [15:21] email addresses how to find someone's [15:23] email address for free so I'm sure you [15:25] can Google that but you know this is [15:27] where I would start because your top [15:30] customers are going to be much more [15:31] forgiving uh Dave do you have any [15:34] thoughts no I mean I think look you've [15:36] said a lot so far I mean technology in [15:38] general I think has changed the world of [15:40] sales for sure I mean voicemail and all [15:42] the things that have changed in the last [15:44] 15 years have put us all in a spot where [15:47] it's just as you said harder and harder [15:48] to get people I love that line selection [15:51] is more important than the type the [15:53] approach that you take like that and and [15:56] I do agree I think most of us would run [15:59] to figure out the pattern for the email [16:01] but to just pay for it it's going to be [16:03] a lot easier and we would better utilize [16:04] our paytime versus our no paytime [16:06] activity so it's not I probably would [16:09] have tried to figure out on my own but [16:10] when you said it I was like yeah that's [16:12] true I should just buy it because it's a [16:13] lot easier to figure it out and that's [16:15] what they do for a living let those [16:16] people who do what they do for a living [16:19] let them do it and then we can just [16:20] focus in on getting appointments so I [16:22] like that yeah so once you've selected [16:26] the company that's more likely to [16:27] purchase [16:29] the next is subject lines right so [16:31] people get a ton of emails they're [16:33] deluged with similar emails by [16:35] competitors and other salespeople and [16:37] they're seeing all kinds of emails from [16:39] people and they're just they're frankly [16:40] they're just too busy to respond you [16:42] know they may be you know maybe they're [16:44] not interested in the opportunity uh [16:46] maybe you know they they don't want what [16:49] you offer you know it's not a fit or [16:51] they don't see the benefit or maybe it's [16:53] not pertinent or you know maybe you just [16:55] think that listen people don't respond [16:58] to sales email or cold emails uh or you [17:00] know there could be a number of reasons [17:02] like the wrong segment you're reaching [17:05] the wrong people it's the wrong time of [17:06] the day the wrong day of the week your [17:09] industry is viewed as a commodity or [17:10] you're too expensive or whatever it's [17:13] not the subject line that is the problem [17:16] it is the message and the people that [17:19] you're writing to and I think that [17:21] because my goal is not for people to [17:24] open up my email I want people to [17:27] respond but I want the right people to [17:30] respond and I want customers to respond [17:33] and actually buy from me so I don't even [17:35] want just people to be interested in [17:36] what I offer I actually want them to pay [17:39] me and continue to pay me and become a [17:41] great partner and value what we do so [17:45] this is more talking to a philosophy [17:47] that it doesn't if it doesn't tie to a [17:50] direct result uh and you can't actually [17:53] Reach the the decision maker why even do [17:56] it so if we if we look at what's going [17:58] going on with email in the first three [18:01] seconds people make a decision whether [18:04] they're going to read your email and [18:06] open it whether they're going to just [18:08] dismiss it or whether they're going to [18:10] delete it so the first thing that you [18:12] need to to think about when you're [18:14] thinking about your customer is that [18:16] three seconds and if you think to that [18:19] there's there's more to the subject line [18:21] than the subject so it's my name Brian [18:24] Cruzer the subject and then there's also [18:27] the preview pain so the preview pane is [18:30] often overlooked because you have a [18:31] sentence or two that gives context for [18:35] you know this executive whether or not [18:37] they're going to open up your email the [18:39] last thing I would do is say hi my name [18:41] is Brian Cruzer I'm the VP of sales at [18:44] whatever company because they just saw [18:46] that in the subject so it's different [18:48] than a letter now if you think about [18:50] what's going on in email obviously [18:52] there's competition they're getting [18:54] hundreds of emails a day and most of the [18:57] time you don't know what actually [18:58] happens or you to follow up and for most [19:00] people the response rates will be [19:03] anywhere from say 1 to 5% I'll get some [19:06] outliers that are doing say 10 20 [19:09] 30% and then we're getting 80% of people [19:12] to respond so if you're M if you have [19:15] lots of effort but you have the wrong [19:17] strategy it doesn't H matter how hard [19:19] you work if you're doing the wrong [19:21] things and as Dave said I wrote 15,000 [19:25] personalized individual emails testing [19:28] every [19:29] single Factor because I was a [19:31] programmer in college and I was always [19:33] just testing you know if then statements [19:35] so I think if this happens then do this [19:37] if this happens then do this and I was [19:39] always looking at you know what worked [19:40] and what didn't so for you let's look at [19:43] a couple different emails or a couple [19:46] different examples so hi I left you a [19:49] voicemail but I thought connecting [19:50] through email might be easier I did some [19:52] research on your company and believe [19:54] that you would be the best person to [19:55] speak with regarding supplier vendor [19:57] risk management our clients include some [19:59] of the largest and most respective [20:01] companies in the world who rely on us to [20:04] gain an unrivaled visibility of the [20:07] financial viability of the contractors [20:09] and vendors they're most reliant on so [20:11] that last sentence is a lot of jargon [20:15] right so a lot of times in email people [20:17] will write an email based they'll [20:20] they'll try and sound self-important [20:23] you're better off writing like you [20:25] talk so traditional supplier risk [20:28] Management Solutions struggle to rate [20:30] private companies ours is the only [20:32] methodology that offers the same [20:34] accuracy depth and insight into the [20:35] Financial Health you know at the end you [20:37] have a few minutes in the coming weeks [20:38] for a short introductory call on the [20:41] most part this looks okay this looks [20:44] kind you know like it's looks like what [20:47] most people send the problem is it's [20:50] written from the perspective of the [20:53] writer and we need to think of the other [20:57] person across the table [20:59] because the person across the email [21:03] doesn't care about you and this is the [21:07] this is the initial mistake that people [21:09] make when thinking or starting to write [21:11] an email is they just write all about [21:14] themselves and unfortunately they just [21:16] don't care about you they care about [21:18] themselves so what your customer is [21:20] thinking when they read your email is is [21:23] this for me and write this down is this [21:26] for me do I understand it [21:29] is it an opportunity or relate to me and [21:31] my [21:32] problems is it worth my [21:36] time am I the right person so is this [21:39] for me do I understand it is it an [21:41] opportunity to relate to me my problems [21:44] is this worth my time am I the right [21:47] person so if we look at this email it's [21:50] a mess right like you know I believe [21:52] that you would the other person doesn't [21:54] care you know some of the largest most [21:57] respective companies in the world who [21:59] they're most reliant on you know the [22:01] second paragraph traditional supplier [22:03] Risk Management Solutions struggle to [22:04] rate private companies don't telling me [22:07] about like don't make it like it's an [22:08] article that I'm supposed to to read [22:11] like you know historically 50% of [22:13] companies are blah blah blah blah blah [22:15] it's not written from the perspective of [22:16] helping the other person this email got [22:19] an 8% response rate so 82% of everyone [22:24] that they sent it to was not interested [22:26] so whatever your response right you can [22:28] you you can type that in right now just [22:30] what is the response rate you're getting [22:32] with current cold emails if you're [22:33] sending so just write that in the [22:35] questions there just to get an idea of [22:37] where you're at so we'll look at another [22:39] example the the often I hear people hey [22:42] short and sweet short brevity keep it to [22:45] the point I was hoping you could point [22:47] me in the right direction our company is [22:49] a user experienced design company with a [22:51] strong focus on Enterprise and business [22:54] software I'm looking to connect with the [22:55] person in charge of you user experience [22:58] design at your company would you be the [23:00] right person to speak with or is there [23:02] someone else you'd recommend so pretty [23:05] good but it doesn't actually create an [23:08] opportunity you know is this for me [23:10] maybe it's really all about you know [23:12] delegating to somebody else do I [23:14] understand it yeah I understand it is it [23:16] an opportunity or relate to me or my [23:19] problems they didn't say anything about [23:21] any kind of opportunity is it worth my [23:23] time listen I'm really busy am I the [23:25] right person do I feel like delegating [23:27] it to somebody else or show even [23:30] respond so you I had I had a bunch of [23:32] points there here's what I like about [23:35] email if you know what to say and you [23:38] know how to approach them and you know [23:39] the [23:40] strategy it's easy to send you can send [23:43] a limitless number of emails at almost [23:45] no cost you can spend hours perfecting [23:48] the copy of your email so if I have an [23:51] important email I'm not going to just [23:53] like type it out on my phone I can [23:56] prepare I can save it a day I can send [23:58] it to somebody I can read it out loud so [24:01] read your emails out loud your ear has a [24:04] better ability and Dave and I talked [24:05] about this on the last presentation to [24:08] pick up something that sounds [24:11] incorrect so read it you know out loud [24:14] yourself once you have compelling [24:18] information compelling content anyone [24:20] can send it and you can delegate it to [24:22] anybody and there's a bunch of systems [24:23] and we'll go through that that you can [24:25] use so one example of a company that [24:27] hired us and we worked with them to [24:30] generate leads and appointments for [24:32] their sales team so this company they're [24:34] cold calling they had sales force they [24:36] were doing content marketing and they [24:38] were finding that the leads the inan [24:40] leads that they had weren't from [24:41] qualified decision makers they were from [24:43] people who were influencers but they [24:44] weren't the actual decision maker so [24:47] their average sale with 78,000 as a [24:50] software so we looked at all the [24:53] companies in their universe and they had [24:55] 10,000 companies that there were targets [24:57] which frankly were just too many so we [25:00] wanted to determine you know what are [25:02] the factors that are going to lead [25:03] people to actually buy right so one of [25:05] the factors you know we talked about [25:07] going after the competitors and [25:08] understanding that set but one of the [25:11] factors was you know if the CIO left the [25:14] organization they're more likely to [25:17] clean house on or make changes to the [25:21] existing you know it infrastructure in [25:22] the existing software so one of the tri [25:25] we're always looking for triggers what's [25:26] going to happen in the selection so we [25:29] took that company's 10,000 emails or [25:32] sorry 10,000 contacts and we identified [25:35] just over 500 so we contacted 500 [25:39] organizations 428 of them responded that [25:43] is consistent across the board with our [25:46] clients so if you're not getting an 80% [25:48] response rate there's a number of [25:51] different factors but you should expect [25:53] that and from there about half of those [25:55] are going to take a meeting and about a [25:57] quarter of those are going to lead to a [25:59] sale and so for them you know they [26:01] generated over four $4 million in sales [26:04] from this one campaign so I want to look [26:08] at the actual content and how you should [26:11] think about that people are you know [26:15] with Sandler one of the things I learned [26:17] it's all about the pain but when I'm [26:20] trying to influence somebody over email [26:23] I want them to have pain right I want [26:25] them to have frustration I want them to [26:27] have fear [26:28] and I want them to want something [26:30] because if they're if they don't want [26:32] anything then it's really hard to hard [26:33] to help [26:35] them I want to influence them on what [26:38] already influences them so there's a way [26:41] to do that or one of the techniques to [26:43] do that but just think you know they're [26:45] moving away from their pain their [26:47] frustration Their Fear and you want them [26:49] to go towards their desire and an email [26:51] I like to do kind of 5050 you know give [26:54] I want to give you half of what you want [26:56] and half of what you don't want right [26:58] you're moving away from this you're [26:59] going towards this other thing so one of [27:01] the techniques I learned because I [27:03] started working with a lot of people and [27:05] we have a online training for people and [27:08] I you know that who I couldn't talk to [27:10] and I was trying to identify how can I [27:13] help them find the right information to [27:15] put in an email to send to their [27:17] prospects and the way that I uncovered [27:21] to do this is to actually interview your [27:24] customers the reason and I was just [27:26] having fun I was actually just writing [27:28] out and took a picture and put it up [27:29] here but the reason you do that is [27:32] because your customer thinks more like [27:34] your prospect than you or I do so your [27:38] customer thinks more like your prospect [27:40] than you you or I do but you have to [27:43] interview them from a certain kind of [27:46] perspective so if you think about when [27:48] you work with somebody there's before [27:51] you're working with them there's during [27:52] while you're working with them and then [27:54] there's after most people interview from [27:57] the perspective of hey what was it like [27:59] to work with us how did you feel this is [28:01] how most testimonials work and you look [28:03] at a testimonial you're like oh you know [28:06] you're so responsive you're always on [28:08] time I just I could really count on you [28:10] and you look at those [28:11] testimonials from the after perspective [28:14] and you're like listen I would expect [28:16] you to be on time right I would expect [28:17] to be able to count on you that it's [28:20] it's kind of your it's a testimonial [28:22] based on what you already think that [28:23] they're going to do for you you need to [28:25] interview them from the perspective of [28:27] hey before before I was working with you [28:29] what were you frustrated by so what I [28:32] want you to do is I want you to [28:34] interview your current clients ideally [28:36] your top clients and ask them hey before [28:39] we were working together what were you [28:41] frustrated [28:42] with why was that important what else [28:46] you know what was it you [28:48] wanted because there's a disconnect [28:51] between their product match and what [28:52] they want and what you're offering and [28:55] so we want to use the exact language [28:56] that they used [28:58] in the email the exact phrases that they [29:01] use and that we get those from [29:03] interviewing you'd also uh ask them you [29:05] know what frustrated what do you want [29:08] what were you concerned about what was [29:10] your what was your fear some some [29:13] products and services it depends on your [29:15] product or service if I had if I was [29:18] hosting for a business you know and the [29:21] site went down and the company went down [29:23] and the servers went down that would be [29:25] a huge fear so you're identifying also [29:30] what happens before you start working [29:32] with them and this is also a great time [29:34] to get referrals so if you haven't asked [29:37] for a referral from your clients go to [29:39] your current clients send them an email [29:41] hey say Hey you do you have five minutes [29:43] can we talk uh Dave do you have any [29:45] thoughts on [29:47] this actually so let me ask you a couple [29:50] questions if I go back because a lot of [29:51] what you're talking about is pain pain [29:53] indicators and I'm thinking for Sandler [29:56] clients it's almost as if we're creating [29:58] a 30-second commercial so let me let me [30:01] go back you I have um subject line so [30:05] should that be a pain statement to get [30:07] their attention or a pleasure statement [30:09] or neither you know I prefer neither I [30:13] actually prefer I prefer the subject to [30:16] be about the subject of the email and I [30:19] don't want it to come off as a sales [30:21] email okay you're gonna get to the point [30:25] yeah I'm gonna get to the point uh but [30:30] I let's see I want I want there to be a [30:33] little bit of mystery and I don't want [30:36] them to be able to delete it uh before [30:39] looking at it you know so if I wrote [30:41] like how I generated a million dollars [30:44] for the last you know company that we [30:47] sent cold emails with or whatever [30:49] whatever it may be uh they know it they [30:52] know it's an [30:53] ad okay so kind of kind kind of think in [30:56] terms of um [30:58] I'm just writing to a [31:00] friend okay and that's why you want to [31:02] say it out loud right because I mean not [31:04] we teach that for 30 second commercial I [31:06] mean I think where if I go past the the [31:09] subject line and now I'm in the body of [31:10] the text and I get it's going to be 50% [31:14] move towards pleasure maybe 50% away [31:16] from pain I get that so is the text for [31:20] the Sandler client is it and I saw the [31:23] one that was relatively ineffective [31:27] right it was okay right but should [31:29] should we be thinking in terms of [31:33] creating an awesome 30C commercial which [31:36] has a little of the before the during [31:39] and the after in the 30 second [31:40] commercial to put in the body of a of an [31:42] email because what you're describing for [31:46] the Sandler clients kind of sounds a [31:48] little like the the um architecture or [31:52] the structure of a 30-second commercial [31:54] in a way so if you want to get to the [31:56] point with a with they call to action [31:59] versus you know just talking about me me [32:01] me to your point no one cares the 30 [32:04] second commercial is about what's what's [32:06] going on in their [32:07] world before during and after people [32:10] work with you so would that be a good [32:12] reference point for Sandler clients to [32:14] think about as we create the body of the [32:17] email well I think that it's going to be [32:19] much better than what people normally [32:21] send right because like everyone on this [32:24] call gets it right if you've been [32:26] through Sandler you know you're in the [32:27] top 1% of sales guys or sales ladies out [32:30] there or your team is however I tried [32:33] the Sandler commercial over email you [32:35] know in in testing and it didn't work [32:38] for me uh and part of it is I don't know [32:43] in the selection what the other guy [32:46] really cares about so and and and I'll [32:50] walk you through kind of that process I [32:52] call it the deep sea fishing technique [32:54] uh and we get there but when I think a [32:58] cold email and I think of two things a [33:00] credible [33:02] opportunity so it has to be credible [33:05] because there really the the question [33:07] that they're trying to answer for [33:09] themselves if they've read your email is [33:12] is this worth my time right so I wrote [33:15] you Dave I wrote you via cold [33:18] email and and I was thinking okay what [33:21] does Dave care about right and I [33:23] literally close my eyes when I write a [33:25] cold email and say okay I'm sitting [33:27] Dave's desk I have Dave's company I have [33:31] Dave's problems I I'm thinking about the [33:33] world like [33:35] Dave and what is it that you you know [33:38] you care about and how can I create an [33:40] opportunity for you but how can I also [33:42] make that credible so you say [33:45] listen this is worth my time right [33:48] there's something about this that's [33:49] worth my time and when I look at C [33:52] emailing or sales I just kind of break [33:54] it down into two areas one what you do [33:57] and say to open the sale what you do and [33:59] say to close the sale and from what I [34:04] found I had a lot of problems closing [34:07] the sale because I wasn't talking to [34:10] decision makers so I ended up with an [34:13] influencer in the process and what I [34:16] realize and this is the same thing with [34:17] inbound inbound leads is if I'm if I'm [34:19] talking to somebody involved in the [34:21] process but a level or two below and [34:23] this is always happening to me and [34:25] frankly from what I found this is one of [34:28] the the biggest issues with B2B sales is [34:33] it's not like the person's coming onto [34:35] the car lot and they're the decision [34:37] maker right or they're going to buy a TV [34:39] there could be a committee it could be a [34:41] complex sale so the other issue I had [34:44] was in the organization and we're going [34:47] to get to the content of the email but [34:48] in the [34:49] organization who's the person I should [34:51] talk to right if I'm going after even a [34:54] a 100 person company there's a couple [34:58] different people that I could talk to if [34:59] I was selling software to a 100 person [35:01] company there's you know the guys in [35:03] charge of the technology there's the COO [35:06] there's the president you know who may [35:08] be the son of the owner there's the [35:10] owner I mean there's all sorts of [35:11] different stakeholders you know involved [35:14] in this process I was selling media I [35:16] was contacting to the director marketing [35:19] uh for these you know large Fortune 500 [35:21] type [35:22] organizations they would delegate me [35:24] down to the um the ad agencies and you [35:27] know and I've sold Oracle software and [35:29] I've sold all you know I cold called for [35:31] years calling on you know directors of [35:33] it and cios and I would always sell [35:36] different products and services so I had [35:37] to come up with something like listen I [35:39] need to like connect with these guys and [35:40] get a meeting and I'm in my 20s and [35:43] they're in their 50s and they are really [35:46] busy and there's a thousand or 2,000 [35:48] people with who are all calling the same [35:51] person what do I do right so I what I do [35:57] what I recommend with the waterfall [35:59] technique is go above the people that [36:02] you're trying to contact and this does a [36:04] couple different things so I would write [36:06] an email to the CEO I'd write an email [36:08] to the CMO I'd write an email to the vpa [36:11] marketing say you know three levels [36:13] above the director of marketing who's my [36:15] Target in any negotiation you always [36:17] start high you know you get uh delegated [36:20] down but if you think about [36:23] the the current social hierarchy of any [36:26] organization [36:28] why don't we use that to our advantage [36:30] we are at a total disadvantage when when [36:32] we're going into a company so why don't [36:34] we use everything that they know and [36:37] that's going on in that organization to [36:39] our advantage so if I wrate the CEO and [36:43] I write the [36:45] CMO the CEO and the CMO are really good [36:48] at delegating and leveraging other [36:50] people they don't do all the work so if [36:52] I can write something compelling enough [36:54] at that [36:56] level they'll delegate it down to the [36:59] rest of their team now the vpm marketing [37:02] and the director marketing they have to [37:04] do a good job in the eyes of their boss [37:07] that's part of their job especially in a [37:08] large [37:10] organization so if I write in this [37:12] initial email that I'll walk you guys [37:14] through I need to use all of this [37:18] psychology and social hierarchy to my [37:21] advantage and I write them all [37:23] individually I write them all separately [37:25] I tell them I wrote you know each person [37:28] now no matter what country right 20% of [37:31] our clients are outside the US the the [37:35] the business structure the hierarchy is [37:37] always the same so let's use that to our [37:40] advantage however the vpm marketing the [37:42] CM the CEO you better have your email on [37:45] point you know and create an opportunity [37:47] at those guys levels because the [37:49] director marketing the vpa marketing [37:51] they'll see it differently than the CMO [37:54] or the CEO so it it's kind of a tricky [37:57] thing and even if you're not even if [38:00] it's a small organization these [38:02] techniques can work as well so if we [38:04] break down say an example of an email so [38:07] this is an email that we sent to [38:08] McDonald's and this email breaks into [38:11] three different areas so this is uh [38:13] essentially subject is appropriate [38:15] person that is you know the subject that [38:17] I have for the email I want to find the [38:20] appropriate person to talk to right it [38:22] could be the right direction it could be [38:23] a number of different things this is [38:26] what they see in that first three [38:28] seconds this is also the purpose of my [38:31] email right I'm getting right to the [38:34] point I'm telling them that I wrote the [38:36] other [38:37] people right so I also wrote to person X [38:40] person Y and person Z you know if it [38:42] makes sense to talk let me know your [38:43] calendar looks I want to identify the [38:47] person who handles whatever it is that [38:49] I'm talking talking to them about so I [38:51] would use something generic like who [38:53] handles marketing or who handles [38:55] Multicultural media in this case [38:57] McDonald's there's 500 people at [38:59] McDonald's who handle some aspect of [39:02] Multicultural media across the globe so [39:05] they they have to read to the second [39:08] sentence and that's really my goal [39:10] what's the purpose I want you to read [39:11] the second sentence second sentence is [39:14] hey I wrote your [39:16] boss and [39:19] this along you know with the the [39:21] waterfall technique just really creates [39:25] a shift and in in lot of organizations [39:28] they don't even know who the right [39:29] person is and I would you know I reached [39:31] out to AT&T years ago and I got a [39:34] meeting in dallis and I got a meeting in [39:36] Atlanta because different people thought [39:38] different things and sometimes it was [39:40] New Media sometimes it was a special [39:42] project and I found [39:44] consistently when I felt like I knew who [39:46] the person was in the organization I was [39:49] typically wrong so even if I done the [39:51] research I'm like this is the guy I [39:53] haven't talked to him but I've seen him [39:54] speak and I know you know whomever it is [39:56] and I got not there and I realize I was [39:58] in the wrong room and if I ever start in [40:01] the the lower room my the sales Cycles [40:04] are going to you know are going to [40:06] lengthen double accordingly because I'm [40:09] not with the decision maker and and I'm [40:11] not and what I'm really looking for is [40:13] I'm looking for somebody who has the [40:15] power to say yes uh who doesn't [40:17] necessarily have the power to say no [40:19] right so lots of people can say no to [40:20] you but they don't have the authority to [40:22] say yes any any thoughts on this [40:25] Dave yeah so let's talk about the water [40:28] uh fall concept there's two things I [40:30] mean we teach at Sandler that people are [40:32] going to call on those who they're [40:33] conceptually feel comfortable with right [40:35] so they're not going to call too much [40:38] above where they see themselves [40:40] conceptually and that's the whole IR [40:41] Theory do you think that if I normally [40:45] just call on uh whether it's the VP of [40:48] marketing and if I do you think it's [40:50] easier for people who are stuck only [40:52] feeling comfortable talking to the lower [40:55] level people because it's email and I [40:58] don't physically actually talk to them [41:00] right away that it's easier to use the [41:02] waterfall concept if I am stuck in that [41:05] oh my gosh I'm not qualified to talk to [41:07] this 58y old person who's been in [41:09] business longer than I have you know [41:11] that that mentality that's my first [41:13] question and then I guess my second [41:14] question is if you write if you're [41:17] mentioning yeah I've talked to person X [41:20] person y person z um because you're [41:23] you're right up front do you think or [41:25] have you found in your experience that [41:27] they'll write back to you and say yes it [41:29] is person y or if you've mentioned them [41:32] they just kind of [41:33] assume that somebody else will respond [41:36] to you because you've you've listed what [41:38] they probably would feel is the right [41:40] person as person why so as the CEO I [41:43] won't respond I'll let the SVP of [41:45] marketing respond because I know that [41:47] you wrote them do you find that or do [41:49] you find that they all kind of [41:51] respond so the first the first question [41:55] being comfortable yeah this is the [41:57] difference between cold calling right [41:59] and cold emailing right or or a phone [42:02] conversation live and email and and [42:04] frankly I was always really [42:06] uncomfortable cold calling I did it and [42:08] you know just kind of grinded out [42:10] because that was my job and but I would [42:12] look for anything to do other than make [42:14] a cold call even though that was my job [42:16] was inside sales so you what you do is [42:20] you kick the ball down the road right so [42:23] if you or your sales team has really [42:25] effective emails [42:27] anyone can send [42:29] it so depends on the structure of the [42:32] organization I actually think that [42:35] salespeople shouldn't Prospect and that [42:38] you should have an outbound team who's [42:40] doing that for you because the [42:42] salesperson the last thing they want to [42:43] do when they're you know doing well or [42:46] senior or the last thing they're gonna [42:48] do is Prospect because they're just too [42:50] busy you know in meetings getting [42:52] referrals kind of a higher level now [42:54] they should but it would be much better [42:56] much more effective to have somebody [42:59] else do it so that's kind of a [43:00] structural organizational shift the if I [43:05] am above my pay grade right as far as I [43:07] got a meeting with you know whoever at [43:10] like the sea level and I'm not [43:11] comfortable there then bring somebody [43:13] else on right you or you'll have the [43:16] time to prepare for it if you've been a [43:18] Sandler you're going to be comfortable [43:20] but I also what I like to do is I like [43:23] to and the reason I asked everybody in [43:25] the beginning to go after your dream [43:27] client you're going to work so much [43:29] harder for that deal if you really want [43:32] it right so if you really identify and [43:34] really want it you're going to work a [43:35] lot harder for that and you know what if [43:37] you fall in your face a couple times [43:38] you'll be all right the second part CEO [43:42] CEO does want to do things they do [43:44] nothing right oh my guy's got it or they [43:46] realize okay well the right person isn't [43:48] on there because many times it could be [43:50] wrong because I I frankly I don't know [43:53] this is my best guess or the the people [43:57] that are on there will you know will say [43:59] oh that's me but I'm not going to [44:00] respond but guess what in a week later [44:03] if I don't hear back from anybody guess [44:05] who responds that CEO responds because [44:08] he thinks his SVP was going to respond [44:13] SCP is like oh I get emails like this [44:15] all the time I don't want they get [44:16] trapped into it they geta into yeah in a [44:21] nice way from their boss and you know [44:24] and and ultimately you know it's about [44:27] trapping them with an opportunity you [44:29] know and if they have zero interest then [44:32] we also know that you know we just [44:34] contacted somebody that has no interest [44:36] and we can move on to the next one uh [44:38] when it comes to writing the email so [44:43] normally in business you know we're not [44:45] trained writers but now we write emails [44:48] all day long every day we've never [44:50] written more because we're doing much [44:53] more over email than we are in person or [44:55] even on the phone and you don't have to [44:58] be a trained writer if you have a [45:00] process or a structure because if you [45:02] know the psychology people are going to [45:05] respond and so an effective email can be [45:09] the difference between getting a meeting [45:11] and not getting a meeting and no matter [45:12] how great you are in sales and [45:14] especially if you've been in Sandler [45:16] you're most likely very good you can't [45:18] get get a sale unless you have a meeting [45:21] unless you have a meeting with the right [45:22] person so if you need more meetings how [45:25] much time have we how much time have you [45:28] actually [45:29] spent developing your emails most people [45:32] I talk to you know they're contacting [45:34] people they're cold calling they're [45:35] following up they're reaching out to [45:37] people easily they're spending say three [45:39] hours a day and if you look at that over [45:41] a year you're looking at 720 hours of [45:46] Outreach or responsing you know [45:48] responding to people and a sales team of [45:50] four now that number is like 2,800 hours [45:54] and the difference between getting a [45:55] sale and not [45:58] and getting a meeting in not is based on [46:00] the quality of what you send so how many [46:03] hours do we spend developing our writing [46:07] and our Concepts you know maybe one hour [46:09] or maybe two hours and we go and execute [46:11] it for 700 or you know or almost 3,000 [46:15] and most people what they do is they [46:17] Google cold email template see what's [46:19] out there and start firing off emails so [46:22] I want to walk you through how to create [46:23] an opportunity for the person on the [46:26] other signed to the email and this is [46:28] Dave this is what you're what you're [46:30] talking about so how do we create an [46:33] opportunity from the reader point of [46:37] view and after thousands of cold emails [46:40] you know most people write from their [46:41] point of view so I want to break down a [46:43] couple different things and variations [46:46] of how say this email format how how we [46:49] approach it so this is the second [46:50] paragraph in the first sentence voox [46:53] helps and voox is the company I work for [46:55] helps restaurants increased sales and [46:57] revenue so what we really did was we [47:00] inserted audio ads on telephone calls [47:03] for calling cards so it has nothing to [47:06] do with what who we are has everything [47:09] to do with the benefit for them and this [47:11] is kind of the the anchoring benefit [47:13] this is the introduction for what the [47:16] rest of the paragraph is and it frames [47:19] the opportunity like listen you're a [47:21] marketer do you want to make more [47:23] money you can't say no to that so with [47:26] in the the context of here you know [47:29] you've interviewed you're what you're [47:31] doing is you're looking for I call this [47:34] a deep sea fishing technique you're [47:35] looking for the [47:39] five the five lines in the water that [47:43] are most likely going to resonate with [47:46] the other person so what are the five [47:48] scenarios that they might be in since [47:51] I've gone and I've prospected or sorry [47:53] I've interviewed my different clients [47:55] that they're going to be interested in [47:58] right so say for our business I know [48:00] that uh one of people's fears is you [48:03] know the rejection of cult calling you [48:06] know what they want is they want to be a [48:08] valued partner from their client right [48:11] that's more in alignment with like fear [48:14] and and what they desire so I'm [48:17] highlighting and looking for the [48:19] commonalities across all my clients [48:21] after I've interviewed them to to [48:23] identify okay what's my best guess [48:26] because I don't know which one it is [48:28] that these guys are going to care about [48:30] but if I came up with five I'm just [48:32] going to see if I can catch you know [48:34] anybody's interest there now at the end [48:38] I have to create credibility this is the [48:40] peak end hypothesis so some clients [48:42] include and I tell them exactly who I'm [48:44] working with who are who's relevant [48:48] because they haven't heard of me I've [48:49] always worked for startups and small [48:51] organizations now if I work for Google [48:53] or if I work for Oracle or if I work for [48:55] Facebook I'm probably not on this [48:57] presentation right now because they're [48:59] going to take your meeting because you [49:00] work at Facebook but when you go to that [49:03] smaller organization you're going to [49:05] find out that people aren't taking your [49:06] meetings and even you know even people [49:09] who once you worked with no longer take [49:11] your meetings because you're not at the [49:13] Juggernaut so you need to interest them [49:16] you know in that [49:18] opportunity the next section is your ask [49:22] or this is your request so if you're the [49:23] appropriate person to speak with what [49:25] does your calendar look like if not whom [49:27] do you recommend I talk [49:29] to word choice is really important so if [49:33] I think of the word [49:35] calendar versus [49:37] schedule my schedule's busy my schedule [49:40] I think in like to-do list I think of [49:41] like hours and days my calendar I think [49:43] in weeks and months so just one word [49:47] choice difference increases response [49:49] rate by [49:50] 35% now talking to or speaking with [49:55] versus meeting versus call meeting and [49:57] call have a higher implied commitment of [50:00] time this is like my first date like hey [50:02] do you want to go on the first date or [50:04] hey do you want to go away for the [50:06] weekend so I I want a micro commitment [50:09] from their part and I don't like to say [50:12] how is Tuesday at 2 pm or three you know [50:15] or 4 pm [50:17] Eastern you know for a quick 15minute [50:19] chat one I'm devaluing what it is I [50:22] offer because I'm saying it's only worth [50:24] 15 minutes of your time and two I have [50:28] no idea like the the pressur is on your [50:30] time so if people are interested there's [50:33] a free template you just got to [50:34] breakthrough email.com cold email [50:37] template uh it's one of the most ripped [50:40] off emails on Google uh it's one of the [50:43] most popular emails on Google but if [50:45] you're interested you can just download [50:47] that you can then automate this so [50:51] there's lots of systems there's about [50:54] $150 million in venture money in the [50:57] last year that has gone to a number of [51:00] different companies that are sending out [51:02] emails they're all specifically designed [51:05] for salespeople and sales team uh we use [51:09] you know we've used a number of these [51:11] different systems Buzz Builder tout app [51:13] yesware sidekick sblo uh there's a new [51:16] system from inside sales called vision [51:18] and you know they tell you if people [51:20] open your email they they tell you a [51:21] number of things and you can also if [51:23] you're in Sales Management you can see [51:25] which emails are [51:27] and which emails people are doing really [51:29] well with uh I don't recommend you spam [51:32] people so what people typically do is [51:35] they'll say okay great I've got this [51:37] system you now send a million emails out [51:41] and my response rate is going to be [51:43] really low because you know they're not [51:45] personalizing the email so don't send [51:47] send the email out because if people [51:49] aren't responding and it's really easy [51:51] to know whether or not your email is [51:53] effective just look at your response [51:54] rate and if the majority of people [51:56] aren't responding [51:57] there's something you need to adjust uh [51:59] because first you either writing the [52:00] wrong companies the wrong people whom do [52:02] I contact problem second you have the [52:04] wrong message which doesn't resonate [52:06] with your audience or just you know [52:08] sending copying and pasting the same [52:09] email template and like Dave if I were [52:11] to write you and send you an email [52:13] template that I've sent a thousand other [52:15] people what's the likelihood you're [52:17] going to respond right not very high not [52:21] very high yeah um actually any any [52:24] questions Dave I know I know we're kind [52:27] of talking about the the [52:29] content no I mean I think just on the on [52:31] for the sake of time I'll let you go [52:33] because I know there's a lot of stuff [52:34] going on I just love the word selection [52:36] and the way that you could track the [52:38] level of commitment and whether it's [52:41] talk meeting I think that's very cool I [52:44] don't think most of us put any Merit [52:46] into that but yet it's so important [52:47] because you've tracked the results which [52:49] I think is very cool yeah it's like I [52:52] you know we don't want to do this kind [52:54] of work right like I would not have done [52:57] this kind of work unless I had to and [52:58] had to figure it out and frankly I [53:00] didn't have the systems that they do now [53:02] so I was forced to write individual [53:04] emails so if I was going to write the [53:06] email I wanted to figure out a way to [53:09] make it effective and then I had to go [53:11] after a larger accounts because I just [53:13] didn't have the time and then I started [53:15] doing really well it's like okay well I [53:16] need to get to like the decision maker [53:19] step one because I just don't have the [53:21] time to deal with what I used to deal [53:23] with and um and so it's just kind of [53:26] progression and you know you can learn [53:28] from all my mistakes and effort and [53:31] sweating and trying to figure out these [53:32] emails uh follow up you know many times [53:36] people are interested and they fall off [53:38] the face of the Earth like the [53:40] conversation went really well you're and [53:42] they're hanging on your every word and [53:44] then literally [53:46] nothing right and you're in limbo and [53:49] and or even worse you have like this [53:50] backlog of people you're in talks with [53:53] and you don't know how to get them to [53:54] respond people are busy they may be [53:57] interested but they just don't want to [53:59] deal with it when you contact them or [54:01] they're interested and they're just [54:03] stringing or they aren't interested [54:05] they're stringing you along so I think [54:08] you can get anyone to respond you just [54:11] need to do the opposite of what you [54:13] would normally do and this is a Sandler [54:16] pendulum [54:17] technique which I learned from you guys [54:19] which just works it's just [54:21] classic many times like down the road [54:25] you're in the sales cycle and then you [54:27] hear these words like hey let me check [54:30] you know let me check with my boss and [54:32] get back to you or let me run this by [54:35] the team and see what they think and you [54:37] realize you're not with the decision [54:39] maker and then you're just following up [54:42] you're just cold calling you're just [54:43] you're sorry you're just calling you're [54:45] leaving voicemails you're sending emails [54:47] you know hey it's just writing to check [54:48] in bugging them to see what they thought [54:50] the proposal a bunny of mine a Twitter [54:53] calls this and I think this is the best [54:56] the best description of this politely [54:58] stalking the person and you're just [55:00] reaching out into this empty void and [55:02] just trying to get the person to respond [55:05] so if you can identify a [55:07] company or person that fits in this [55:11] category for you who do you need to [55:13] follow up with who is on your list in [55:16] your pipeline that is no longer [55:17] responding you've written two times [55:20] you've called and left a voicemail [55:21] you're kind of on the verge you're [55:23] thinking about them they're not thinking [55:24] about you and and put that in the [55:27] questions box and I want you to send an [55:30] email so this is the closing the file [55:33] and this is classic amazing Sandler and [55:35] if you haven't been through Sandler you [55:37] have to you have to learn this you know [55:39] I'm writing to followup on my and then [55:41] whatever the situation email and [55:42] voicemail personalize it we're in the [55:45] process of closing files for the the [55:47] month the quarter the the day closing [55:49] files and the conversation no one really [55:52] what I love about closing the files no [55:53] one really knows what that means could [55:55] even be like closing files on the [55:57] opportunities for you know discussing [55:59] with people typically when I haven't [56:00] heard back from someone it means they're [56:03] either really busy or they aren't [56:04] interested if you aren't interested do I [56:06] have permission to close your file if [56:08] you are still interested what do you [56:09] recommend as the next [56:11] step this gets 76% of people to respond [56:16] that never responded so if you have [56:18] people who aren't responding send this [56:21] email to them and get them to respond [56:24] because at least you'll you'll it and it [56:27] should feel scary so I'll talk to people [56:30] and they're like listen I don't I don't [56:31] want to risk the sale but it's much [56:34] better than things being in limbo and [56:36] having a specific Next Step because 20% [56:39] of the people that do respond are gonna [56:40] say oh you know what I'm so glad you [56:43] wrote I'm so sorry I've been so swamped [56:45] and you're giving them permission to not [56:48] uh to for it not to be an issue uh Dave [56:51] any I know we we only have four more [56:53] minutes and I have probably but I just [56:55] yeah I just love this then close the [56:56] file the classic Sandler people on the [56:58] line you know this is your go-to move [57:01] whether it's voicemail jail or email I [57:04] think the best the fastest way to get a [57:06] sale moving is to close it if they let [57:09] you close it you never had it if they [57:11] don't let you close it then you're [57:12] re-engaged you win either way love this [57:16] love it love it love it and intuitively [57:18] the Sandler people know this works for [57:21] sure so when it comes to delegation I [57:25] actually think that [57:27] salespeople shouldn't be doing this I I [57:30] would get a vert if I was selling I'd [57:32] get a virtual assistant in the [57:34] Philippines I would really work on the [57:36] content and i' would have somebody I'd [57:38] have a like an engine behind me selling [57:42] because you know it it's a difference [57:45] between half a million if if you were to [57:47] send two emails a day and you had a [57:50] $50,000 average [57:52] order 50% response rate you can make an [57:55] extra 600 ,000 in the year if I have [57:57] somebody behind me I can make an extra [57:59] 2.2 million and you know you're looking [58:01] at not spending that much and we had a [58:04] client who he has a team in the [58:06] Philippines and he went through our [58:09] training he's he's going 15 to 20 [58:11] meetings a week he doesn't even like [58:13] look at the emails his team does [58:15] everything you know they're using the [58:16] automation they're sent and he went from [58:18] half a million in sales to 34 million in [58:21] one year because all he did was go on [58:24] meetings with high level decision makers [58:27] uh if people are [58:28] interested we do the lead generation for [58:31] companies so this is our main business [58:34] we do it on a per appointment basis so [58:37] in this scenario we build the list we [58:39] send the emails you your team goes on [58:42] the meetings and we only go after [58:44] decision makers SE level who have the [58:46] authority to make a purchase or make a [58:48] decision and people who are qualified [58:50] you know and interested in what you [58:52] offer and we sit down identify who are [58:54] the companies that are most interested [58:56] in what you offer who's going to respond [58:59] you know if you're meeting you're [59:00] interested in that just go to [59:02] breakthrough.com [59:04] leads and you know we can kind of walk [59:06] you through that that process um I don't [59:10] recommend this for everybody so I don't [59:12] recommend it for you know if you have a [59:14] customer profile of under 5,000 or if [59:17] you're you know residential real estate [59:19] or you just want to spam people uh we [59:21] also have a training you know if you're [59:24] in sales that you could go through and [59:25] you can talk to us about that um I don't [59:28] have enough time to go through the other [59:31] sections of this bucket technique is [59:34] awesome if you want to talk meetme.so [59:38] breakthrough cal.com and uh we are a [59:43] minute to go [59:44] Dave well there's a lot to cover I think [59:46] you know the cool thing as I sit here [59:48] and listen is all the things that the [59:50] Sandler trainers have been teaching [59:53] their [59:54] clients it it it's consistent it's [59:57] congruent to what they've learned you [59:59] know whether it's the subject line [60:02] whether it's the text of the email I [60:04] love close the file you means we teach [60:07] that so it's nice that it's congruent [60:10] with what we teach if they decide to to [60:12] move forward and have them help you with [60:14] their emails but I I do agree that we [60:17] don't spend a lot of time writing our [60:18] emails to your point yet we spend a lot [60:21] of time in the middle you know of our [60:23] sales process but really not enough time [60:25] up front to get that email perfect and [60:27] to really sit down and and I guess you [60:31] know interview our clients to make sure [60:32] that our messaging is correct but I [60:35] think that's true in a lot of different [60:36] things whether you know salespeople [60:38] don't spend a lot of time in preall [60:39] planning they just jump into the call I [60:41] use that analogy here because it's true [60:43] we just jump in but we don't spend a lot [60:45] of time upfront and you really perfected [60:47] it so congrats to you and uh the results [60:51] obviously speak for themselves yeah I [60:54] mean I uh [60:57] I'm in alignment with the Sandler [60:58] philosophy because I was trained in [60:59] Sandler right but I had this issue like [61:02] listen I'm great once I get a meeting [61:04] but I need some meetings and I need like [61:06] super high level Niche you know like my [61:09] neighbor doesn't know the neighbor of [61:11] the the decision maker in Pepsi and you [61:14] know if he did he didn't want to use my [61:16] name you know there was like this long [61:18] drawn out thing and um you know and so I [61:23] I developed this on off of it's kind of [61:26] an iteration from Sandler just because I [61:29] needed it you know to be able to use the [61:31] Sandler system uh I mean [61:34] my I just want to thank you know [61:37] everyone of the Sandler trainers and all [61:39] the work that they're doing uh and how [61:42] they were able to make this happen today [61:44] and you know invite me on and hopefully [61:47] uh you know if you if you got a lot of [61:49] value from today let me know just email [61:52] me at Brian V Yan at breakthrough email [61:56] and you know let me know because um the [61:59] I mean the Sandler [62:01] system I just frankly I think it's [62:03] amazing and I just really want to thank [62:05] all the trainers especially will Chris [62:07] who you know really made an impact and [62:09] transformed my [62:11] life yeah I mean I'm listen I think the [62:14] Sandler trainers uh are rock stars and [62:17] and I know you've uh given a template [62:20] out so let me just do a quick [62:23] um access or call to action for this [62:25] Sandler group and then with your [62:27] permission Brian I'm wondering if we [62:28] could do some Q&A in a second or two if [62:30] that's okay with you do you have time [62:32] yeah it's great okay so for those who [62:35] are not working with Sandler trainers [62:38] but want to work with Sandler trainers a [62:41] email list over at sandler.com free [62:43] session and we'll put you into the local [62:45] Training Center you'll find as Brian did [62:48] early in his career the people are [62:49] rockstars they go out and they sell [62:52] every single day so when they bring [62:53] their you know the pack tactics and [62:56] strategies to the classroom it's because [62:58] they have actually used them that [62:59] morning and that's really helpful you'll [63:02] never stand in front of somebody who's [63:04] never sold and who's never managed these [63:07] people manage and sell every single day [63:09] for the Sandler clients out there if [63:11] you're looking for an additional tool in [63:13] your toolbox above and beyond whether [63:16] it's the email or whether it's our [63:18] anything that you've learned at Sandler [63:19] we've got a great uh book that we wrote [63:21] with LinkedIn on how to use it as a [63:23] sales professional and again just a [63:25] another strategy you need a lot of [63:27] different things you can get that free [63:28] download as well so take advantage of [63:33] what Brian's offering if you want to go [63:35] to a training center as our guest please [63:36] do so if you are a Sandler client and [63:38] you want the LinkedIn book please have [63:40] it as our as our gift for spending the [63:42] hour with us and so Brian um I know [63:46] we're going to have some people just [63:47] because we're we're big on The Upfront [63:49] contract they may jump off due to the [63:51] fact of you know they were scheduled for [63:53] an hour but I know we've got a lot of [63:54] questions can we try to hit some of [63:57] these um I know you can see them as well [63:59] can we hit some of the questions and see [64:02] if we could answer some of these for for [64:03] some of the people yeah absolutely and [64:06] and I think that we if I look at I'm [64:09] getting an email from people that the [64:12] the Cal or the the link didn't work so I [64:15] think it's meet me.so breakthrough Cal [64:18] withth no.com because a couple people [64:20] went there and the link wasn't working [64:22] and maybe somebody can put that into the [64:24] chat and just kind of double check [64:25] thought okay so the ultimate takeaway is [64:28] that a Sandler technique you're just [64:32] checking uh yeah that that's a that's a [64:35] good point no I'm not I'm not that [64:37] sneaky all maybe I'll try that in the [64:39] future right yeah um let's see here's [64:43] from Sarah what if your prospect is a [64:44] CIO so if anybody has any questions we [64:47] can also take you live as well if you [64:48] have a a headset uh so just write your [64:52] questions in there uh this is from s if [64:54] your prospect is is CIO the only higher [64:57] person that c is usually the CFO or the [64:59] CEO doesn't seem like the waterfall will [65:02] work as well in that situation so the [65:04] CIO uh we had a client who wrote this a [65:08] great story he he he called me up and [65:11] he's a he's a recruiting company and he [65:15] he his sales guy called him up and he [65:17] said hey the CIO of Sprint called me and [65:21] left a voicemail and he's like no the [65:23] CIO Sprint I there was a small company [65:25] he's like the C Sprint did not call you [65:27] like you're joking and he actually said [65:28] something different and uh he's like no [65:31] he did and so like he's like send me the [65:33] list is a voicemail and it's like [65:34] literally the CIO of a Sprint so if you [65:36] think in terms of any organization even [65:39] if it's a small group and you're at the [65:40] sea [65:41] level I would go [65:44] CIO CEO there's also probably a [65:47] president there's also probably a COO in [65:49] the organization so you may only have [65:51] one level now there may be a board of [65:54] directors above the those people uh and [65:57] and everyone has somebody above them [65:59] right the CEO is a a guy his his wife [66:04] you know like you can always get [66:05] leverage over people and this is just [66:09] one technique so it's but it's really [66:13] important that you create you know the [66:15] opportunity for the other person uh any [66:20] David any thoughts on [66:22] that no I mean I I I agree um I have [66:25] question on my end if you want to if you [66:27] want to jump in so this person is [66:29] looking for you made reference to the [66:32] bucket [66:33] technique is can you hit that quickly or [66:37] is it something that you can I know we [66:39] didn't have time but they're they took [66:41] that as the uh the ultimate takeaway so [66:43] they're just they're asking can you give [66:45] a a quick overview of that I love the [66:48] bucket like the bucket technique is one [66:49] of my favorite things in the world [66:52] so talking money you know I was always [66:54] uncomfortable Talking Money uh my [66:57] parents didn't talk about money my [66:58] wife's family is very different but many [67:01] times customers don't know what things [67:03] cost especially like with the service [67:06] and you know you feel uncomfortable [67:07] talking about money and a lot of [67:09] services can cost very different amounts [67:12] and people will pay some you know will [67:15] pay extraordinarily different amounts [67:17] for the same thing and by asking a few [67:20] simple questions you can actually [67:21] determine the highest amount of their [67:23] budget even when they say that don't [67:25] have a budget it's really important you [67:28] get this right because it directly [67:30] reflects to the profitability of the [67:33] sale and the commission of your sale and [67:35] from what I found the more senior [67:38] salesperson you are or the more [67:39] experience that you [67:41] have there's a higher likelihood that [67:44] you're going to prejudge the people that [67:46] you're meeting with and and I found that [67:49] I was making real mistakes because in [67:51] the process I would kind of an and I'll [67:54] show you the process I'd have idea of [67:56] what people are doing uh or what they're [67:58] willing to pay what I think they're [68:00] going to pay and when then I find that [68:02] number found out it was really [68:05] different people do have a range of a [68:08] budget even when they honestly don't [68:10] know when you ask them and you just need [68:13] to expand their range so you want them [68:15] to get you want to get as much possible [68:18] information and how to approach them [68:21] from this conversation so you also don't [68:24] want to waste time with people so if you [68:26] look at the bucket technique what we do [68:28] here like say for [68:31] example let's see okay uh say for [68:34] example you're selling a website ranging [68:37] could range from say 22,000 to [68:39] 65,000 uh maybe you have some you know a [68:42] client that's much larger but it's not [68:44] tiny but it's not huge if you have the [68:48] ability to get more money make it [68:50] 150,000 it would really make a [68:53] difference so what I recommend you do [68:54] and I want you to write this down so the [68:56] first question you ask them is what's [68:58] your [68:59] budget and I know what the the kinds of [69:02] response right so you could what's your [69:04] budget what do you typically budget for [69:05] something like this you know you seem [69:07] interested do you have a budget for [69:08] something like this this is basically a [69:11] setup and I know that they're not going [69:14] to respond because they'll say hey it [69:16] depends or I don't know occasionally [69:19] maybe 5% of the time or less we'll say [69:21] you know for something like this we're [69:22] going to budget around 150,000 [69:24] everything I sold didn't have line item [69:26] so I'll ask them you know what's your [69:29] budget they'll say it depends or I don't [69:31] know and this is the point where whoever [69:34] is in control of the process will win so [69:38] when I would say if I was selling a [69:42] $222,000 website I would say you know [69:46] typically your clients fit into one to [69:47] three [69:49] buckets [69:51] $30,000 [69:53] $100,000 and $300 [69:56] $100,000 and before like without fail [69:59] before I even said the $300,000 number [70:02] they're stopping me mid-sentence like oh [70:05] there's there's no way I mean the most [70:08] we could spend is $80,000 on a website [70:10] and we were really trying to spend more [70:12] like 50 or 60 and so for somebody that I [70:15] thought was like a 22,000 like listen [70:17] they're small they're they're just like [70:20] these other guys they fit in this one [70:21] category and finally I'm like [70:23] listen I thought this was a $220,000 [70:26] sale and this is a 50 or $60,000 sale [70:29] off of this one question and what the [70:32] important thing here is that last number [70:35] needs to be about 10 times the amount [70:38] that people would typically pay you and [70:42] you need to feel uncomfortable even [70:44] saying it right like [70:48] basically you're you're bracketing and [70:50] that largest number uh is so it's like [70:55] one [70:56] 1X [70:58] 2.5x and then [71:00] 10x okay and and it depends on the the [71:03] type of organization so I may think it's [71:05] a $150,000 website because it's a larger [71:08] organization right so I would start at [71:10] 150 and move up to one and a half [71:12] million what this does is they think I'm [71:14] the [71:15] Ferrari you know of [71:18] websites just by charging more or just [71:21] by saying I charge [71:23] more and they like many times they could [71:25] think like listen I have no idea like [71:28] what A1 and half million dollar website [71:29] looks like but you just get them to [71:34] react and this works like a charm so so [71:38] the first step what's your [71:40] budget then you need to find the right [71:42] price to use for you so this could be [71:45] you know what's what's your minimum that [71:46] you think it is what's five times that [71:48] or two times that and then what's 10 [71:51] times that that last one needs to [71:54] literally Fe feel painful for you to [71:56] even say like uncomfortable for you to [71:59] say and then you know typically our [72:02] clients fit into one of three [72:04] buckets and then those numbers 20,000 uh [72:07] or sorry 30,000 150,000 300,000 do any [72:11] of those numbers speak to you and it's [72:14] just s shocking for the person who had [72:16] no answer how they they do have an [72:18] answer and and since we also start [72:20] really really high we can keep [72:22] negotiating down to the point that [72:24] they're comfortable [72:26] with okay so people normally won't tell [72:29] you what their budget is but they're [72:30] certainly going to tell you what it's [72:31] not it's not a million and a half and [72:32] and then it starts right and so [72:36] immediately tell you what it is by [72:38] telling you what it's not because they [72:39] they will say the most I can spend is [72:42] Right 60,000 70 and then as it lingers [72:46] that number will start to go down you [72:47] know they'll kind of like talk oh man I [72:49] mean because what they want to do is [72:51] they want to be able to afford it [72:56] so in today's world with the videos [72:59] we've had quite a few questions on does [73:03] this work as well or do you have any [73:06] experience with sending a quick video [73:09] along with your email have you found [73:11] with the technology that it's changing a [73:13] little bit or don't mess with it it's [73:17] right so here's my feeling so very often [73:21] now know email marketing and cold [73:23] emailing is different [73:26] so totally different ballgame as far as [73:28] you know sending out a broadcast email [73:30] to I mean we have [73:32] 28,000 you know subscribers to our [73:35] newsletter uh so that's a different [73:37] animal uh [73:39] I they're going to make a split decision [73:42] and the only call to action that I want [73:45] is either a referral to somebody or them [73:48] to respond to me and I don't want them [73:50] to spend that two minutes on a video or [73:54] going to my webs it like I'll purposely [73:56] take off all the links on my website or [73:59] in the [74:00] email so they don't do anything else I [74:03] don't want and because frankly most of [74:05] the we you're focusing in on that only [74:07] that's it that's yeah you want to take [74:09] the distractions away in essence but the [74:12] key is to have the messaging on point [74:16] because if you know if they don't [74:18] understand what you do or if it's not [74:20] not an opportunity or there's no [74:23] credibility there uh or does hit their [74:26] their hot buttons uh so we have to [74:28] distill that two-minute video into 12 [74:32] sentences and you know a lot of times [74:34] people say hey like well I've heard [74:37] longer emails you know aren't as [74:39] effective and we should just send a [74:40] short email short emails are for people [74:43] that don't know what to say so there's [74:45] there's a saying like there's no long [74:46] copy there's sorry there's no boring [74:49] there's no there's no long copy there's [74:50] only boring [74:52] copy and and the key is like make that [74:56] your one chance to get somebody to [74:59] respond make that compelling don't have [75:01] them do anything else because half the [75:03] time they're going to be on their phone [75:05] and they're just trying to get it off [75:06] their desk and just trying to get it out [75:08] of their inbox and if you you know meet [75:10] the executive and and hit him on his you [75:13] know when he's just trying to how many [75:14] emails do you get a day Dave I get [75:18] 265 and how do you feel about it [75:22] yeah did everybody hear dve like the [75:25] voice changed when you said that number [75:30] yeah how much time do how much time do [75:32] you have to look at a video from [75:35] somebody who's coming in cold no I agree [75:38] I think that's one click that I would [75:40] especially if I catch you early in the [75:42] process and I know I've got another 200 [75:44] to get into automatically it's going to [75:46] go into I'm not going to do it I mean [75:48] honestly yeah it's just not gonna happen [75:51] and it could be great I just can't [75:53] invest the time because I don't know [75:54] what is yet so I automatically put it in [75:56] the bucket of it's not for [76:01] me so this is a question from uh Gan how [76:04] soon should you send an email after the [76:06] person hasn't responded to the first one [76:08] I recommend a week I I like to give [76:11] especially [76:12] Executives uh this is not you know could [76:16] be three days I I always I always just [76:18] think I always just close my eyes and [76:20] say to myself and this is kind of my [76:22] rule in in sales how would I feel if I [76:26] was on the other side of [76:27] it you know do I want the next day like [76:30] listen I'm busy I haven't heard from you [76:33] and most of the time the other person [76:35] hasn't even made the effort to really [76:37] create an opportunity for me so [76:40] following up on something that you [76:42] haven't spent any time with and it's [76:44] obvious the you know 98% of those emails [76:48] aren't responded you want to shoot for [76:49] being the top [76:51] 2% uh but like I if I was writing d I [76:55] would give him a week because he's got [76:57] business meetings he's traveling he's [76:59] got other things going on and and also [77:02] just if you were to use say this [77:03] waterfall technique you want to let [77:07] things kind of marinate internally [77:09] because I I get I'll get emails back [77:11] from people and I'll see the trail where [77:14] they're trying to identify who the right [77:15] person is in the organization uh and you [77:19] want to give them give them some time [77:22] and not be op passed [77:25] so do you find Brian that this because I [77:27] know who you said who it's not for I've [77:30] got maybe two [77:32] dozen uh wealth management [77:35] insurance people who are emailing me [77:38] asking does this work with high wealth [77:42] type individuals or strictly [77:45] company could they use it some of the [77:48] tech those techniques so my brother was [77:52] the first person I like I didn't share [77:54] this with anybody when I was actually [77:55] selling uh didn't share it with one [77:57] person my brother was the first person I [78:00] ever showed this to and he was working [78:02] in San Francisco and Morgan Stanley and [78:05] we and they were going after high netw [78:07] worth individuals so now the [78:10] psychology is consistent across the [78:13] board right the language the [78:15] interviewing the process the the [78:18] everything now I don't recommend like if [78:20] you're a real estate agent and you're [78:21] trying to reach people in the [78:23] neighborhood to send cold emails to them [78:25] now if you're trying to reach a high net [78:28] worth [78:29] individual most likely that person runs [78:31] an organization or runs a company or you [78:33] know may uh what we did for my brother [78:38] is we essentially he was in San [78:40] Francisco he said okay who is actually [78:43] going to [78:45] switch advisers or working with people [78:48] because it's one thing to get a meeting [78:50] but the the first step is really like [78:51] identifying who who are the people that [78:53] are going to [78:55] actually sign with you and what what are [78:58] the trigger events that lead to lead to [79:00] that so what we [79:02] identified especially in San Francisco [79:04] just kind of one scenario is who are the [79:07] people that are way over over exposed [79:11] because they have a ton of zingga stock [79:14] or a ton of Google stock or Facebook [79:16] stock or you know their whole their [79:19] whole net worth is in this one you know [79:21] they just got a they just got a wire [79:24] transfer [79:25] and all of a sudden they've got a new [79:27] problem so how can you infiltrate say [79:30] that organization or a company or you [79:33] know whatever it may be but the the [79:35] psychology is always the same uh just [79:38] you just use a different [79:39] technique so how do they work with you [79:42] do they send you like I'm I'm on the [79:45] phone and now what do I do do I do you [79:49] look at my emails or is there just [79:51] depending on what I need do you have a a [79:54] buffet of [79:55] of services or what's the normal person [79:58] doing with you if they they said hey [80:00] this is cool what's the normal Next Step [80:03] yeah so there's two two things one I if [80:06] you're in sales uh we have an online [80:09] training and you can go through the [80:12] training uh breakthrough [80:14] email.com I believe it's [80:16] forpro uh and you can email me Brian at [80:19] breakthrough email I'll walk you through [80:20] it uh the second is we can do it for [80:24] organization or we can write the emails [80:27] for the the company and your team so you [80:33] you know we can send all the emails we [80:34] can generate leads for the organization [80:36] and we can just do that for you uh or I [80:39] can work with the team I mean any [80:41] organization should have a strategy [80:44] around outbound emailing because if [80:47] you've got a dozen or five or 30 people [80:53] what are the emails that are working [80:54] what are the emails that aren't working [80:55] everyone's doing something different [80:57] when it comes to email how are they [80:59] responding this has already been figured [81:02] out so uh you know and and I could go [81:05] out there work with their their team I [81:06] do a lot of that in person um you know [81:08] kind of offs sites for the day or two um [81:11] so those are kind of the different [81:12] capacities that we typically work with [81:14] people just depends on my appetite I [81:17] guess right I mean you can you could [81:18] look at my email you can work with me [81:19] you could do a ton of different things I [81:21] don't think of much I don't listen I [81:23] I've trained a lot of companies I'm not [81:25] so sure that most people spend as much [81:28] time as they should thinking about the [81:30] messaging on their email I just I [81:32] haven't seen it and this is why this is [81:34] very cool to to see because I don't [81:36] think a lot of people spend the time on [81:38] it they spend more time on other things [81:40] in different parts of the sales process [81:42] and I know you know this I mean you [81:44] you've had to feel the same way I just [81:47] don't think they've given it the thought [81:49] that you have I think they just kind of [81:51] as you said that we pretend we're [81:52] writers for 15 minutes and bang [81:54] something out well there's if I look at [81:57] it so like I started the company three [82:01] or four years ago because no one had put [82:04] anything out there and I just kind of I [82:06] was looking at I was like man if I hear [82:09] another person talk about cold calling [82:10] I'm just GNA shoot myself and because it [82:14] just it wasn't working and um I [82:17] graduated from college in 2002 right [82:20] after 911 so se you know SE September [82:24] 11th I graduate in December from the [82:27] moment I got into my career I was always [82:29] working at startups always had this [82:31] problem and the email was prevalent when [82:36] I graduated so my manager was like he [82:39] recommended you know you do what your [82:41] manager before you did which is cold [82:43] call and there's a hundred years behind [82:46] that and I was kind of looking at this [82:48] like a little bit on the new school and [82:50] I'm I'm kind of on the older side of the [82:52] new school because I just came out when [82:55] email was prevalent and if IID come out [82:57] five or 10 years earlier in my career I [83:00] probably would have cold called would be [83:02] done with it you know five or 10 years [83:04] gotten into management and would have [83:06] been telling the sales reps to cold C [83:08] like I did right but because I you know [83:12] the kind of the timing of it um but if [83:16] you know if if you want more meetings [83:18] you want your team with decision makers [83:20] you want people to [83:21] respond you know people aren't banging [83:23] the phones like they used to just [83:25] because and it's not that it just it [83:26] doesn't work it's just it's not an [83:30] efficient use of your [83:32] time and and people just don't want to [83:34] do it neither side wants to do it so why [83:36] resist that if you had something like [83:38] LinkedIn or emailing or tra shows or [83:41] anything that works better you're going [83:42] to do [83:44] that so and again I'm conscious of time [83:48] and I know we've answered some of the [83:50] questions there's obviously I mean [83:52] there's like 500 questions coming [83:54] through yeah as [83:56] you as we leave today is there any hey [84:01] these are you know a couple tips either [84:04] reinforce what we've talked about and or [84:06] because we didn't have enough time just [84:08] gems you want to leave us with for [84:12] today uh let's see I I got a couple good [84:15] questions from people uh is there still [84:18] a place for coldine I do think so I [84:20] think it's an escalation I I would do it [84:23] on like say a third email if I haven't [84:26] got a response from somebody so I I like [84:30] to leave a voicemail just with the [84:32] intention of I sent a couple emails and [84:34] a lot of times I'm like wondering if [84:37] they even got it right so because many [84:40] times like at this point I'm like all [84:42] right I sent you two emails I didn't [84:43] response on the other end right yeah [84:46] yeah I I had an expectation so I'll [84:49] leave a voicemail they'll always respond [84:51] via email um you know right away so it's [84:54] a nice escalation so that's where I [84:56] would use a phone call Carrie asked [85:00] about subject lines subject lines just [85:04] stay consistent because you want to [85:06] create a credible opportunity if your [85:08] subject Line's not credible you may have [85:11] got them to open it [85:13] but you're trying to establish trust in [85:17] that initial communication I also like [85:19] to do a onew punch so if in the subject [85:24] line uh I will also have that be the [85:27] call to action so I could have the [85:30] subject line being like calendar [85:32] question mark or question question you [85:34] know question mark and [85:37] then the the you know the the purpose of [85:40] the email maybe it's one sentence or two [85:42] sentences I'm just asking them like hey [85:44] if it makes sense for us to talk and [85:46] follow up to like whatever it may be or [85:48] or whatever it is if I'm writing and I [85:51] have multiple questions and kind of back [85:53] and forth I like to number the email [85:56] because I find that if you make it easy [85:59] and expect a response and number it [86:02] people are more likely to respond to [86:04] every one of your [86:06] questions and you know just take take [86:09] some time look at the email have other [86:11] people look at it you know ask your team [86:14] you know what are the best performing [86:15] emails who what response rate are you [86:18] getting who's getting the highest [86:19] response rate what are you do doing [86:21] differently what are you thinking about [86:23] why do you [86:24] do what it is that you do and [86:27] what is it you're thinking when you do [86:29] that so um Tony [86:32] Robins took a group of it was [86:37] Sharpshooters and he he was working the [86:40] military and said listen I I'm going to [86:42] increase the effectiveness of your sharp [86:44] shooting program by 50% he knows nothing [86:47] about Sharp Shooting what he did was he [86:50] he said let me talk to your best [86:53] Sharpshooters and let me talk to the [86:55] best coaches of Sharpshooters that you [86:57] have in the whole military so he got [86:59] with those guys and he said okay walk me [87:02] through what you're doing tell me what [87:04] you're thinking as you're doing it and [87:06] he did the same thing with the the [87:09] trainers and what they realized is they [87:13] had to make the bullseye bigger and so [87:17] what they did is they actually pulled [87:19] the the target closer so rather than [87:22] starting at say 100 feet or whatever it [87:25] was they put it at 30 feet and then you [87:28] got you you got it down at 30 feet and [87:30] then you moved to say 45 feet and then [87:32] you moved to 60 feet and you moved to 80 [87:34] feet so but what he was able to do is he [87:37] was able to decode what the top [87:40] performers were doing and and I think [87:42] with email just make it a priority you [87:45] can literally connect with anybody in [87:47] the [87:49] world you really can if you know what to [87:53] say and you think in terms terms of [87:55] their perspective and those people can [87:57] change your life uh I mean I was [88:00] thinking months ago who was it I wanted [88:02] to talk to and I wanted to talk to you [88:03] Dave because I felt like man Sandler is [88:06] doing such a good job are they doing [88:08] anything with the email because we could [88:10] connect them with so many people and and [88:14] it's not this year that excites me it's [88:16] next year it's five years from now it's [88:19] you know 20 years from now who's going [88:21] to be on here who you know made an imp [88:24] imp like will Chris did in my life and [88:27] how is that person going to shift [88:29] something and transform something and [88:31] who are you going to be able to help and [88:33] who you know what are you gon to create [88:36] um so I just I just really want to thank [88:38] you Dave for inviting me you know to be [88:40] here hopefully I was able to add enough [88:43] value for people and and and all the [88:45] trainers who are doing everything that [88:47] they're doing I just you know they made [88:49] this happen I just want to thank them so [88:51] much and if you got it value today from [88:54] this let me know just email me Brian [88:56] Brian at breakthrough email and you know [88:59] and thank you so much yeah thank you [89:01] everybody we're going to end up sending [89:03] out the audio um and the the PowerPoint [89:07] is a recording to everybody that's [89:09] signed up and and I think uh with your [89:12] permission Brian I'm sure they can send [89:13] it to others who didn't get a chance to [89:15] to see it today but thanks for all your [89:17] questions we'll do more of these as we [89:19] go along Brian thanks for taking the [89:21] time sharing some of your insights for [89:23] the breakthrough email I think that it's [89:26] it's congruent with what we teach it's [89:28] taking some of the things that we know [89:30] and we hold near and dear to our [89:33] philosophical Hearts here at Sandler and [89:35] implemented them in through email which [89:37] as again I said I don't think a lot of [89:39] people spend enough time thinking about [89:41] so thank you for doing that thank you [89:43] for everybody spending the uh an hour [89:45] with us and for those who stayed for Q&A [89:47] an hour and a half with us I I [89:48] appreciate it and have great holidays [89:50] and until we see each other again good [89:52] selling

===FILE=== WOCU4ixTk8g - Sales Carpool Coaching  Asking questions.txt
https://youtu.be/WOCU4ixTk8g
Sales Carpool Coaching – Asking questions

[0:11] [Music] [0:17] morning everyone Antonio from sander [0:21] training in Miami welcome to another [0:24] couple coaching and hope you enjoying [0:27] the series so far one way to class right [0:29] now we've got some of our clients coming [0:34] in to sears we're doing a class today on [0:37] this concept think about this for a [0:39] second [0:42] do you believe do you feel that you know [0:45] if your clients and prospects told you [0:48] the truth or told you more of the truth [0:51] more of the time you would be able to [0:53] figure out whether or not you'd be able [0:55] to help tell them all products and [0:56] services right so well we know the fact [1:00] of the matter is that prospects don't [1:03] always tell us the truth or not the full [1:05] truth the whole truth or truth and [1:06] nothing but the truth they tell us their [1:08] version of the truth the thing that they [1:10] want us to know the things that they [1:11] believe it's in their best interest for [1:14] us to know that's not always entirely [1:16] 100 was and accurate is it well if [1:18] that's the case if we if we recognize [1:21] that then it stands to reason then that [1:24] our ability to get to the truth is one [1:28] of the things that's holding us back in [1:29] terms of our success as a sales [1:31] professional so what we have to try to [1:33] try and do is figure out how to get to [1:36] the truth that's two options you can go [1:41] and find a cave live high in the hill [1:43] wrap yourself in furthering Coney's only [1:47] water and live [1:48] sleep on straw and sacrifice a chicken [1:50] and burn the feathers in the fire and [1:53] see how the smoke goes and kind of [1:55] figure out divine the truth or you can [1:58] get much much better at asking people [2:00] questions figuring out what's really [2:02] going on so [2:05] we have an expression at Sandler which [2:07] is you know what you have to be as a [2:09] trusted advisor and not just another [2:11] vendor because people can tell the truth [2:14] to their trusted advisors so how do you [2:16] become a trusted advisor or one of the [2:18] ways by asking really really smart [2:19] questions we kind of realized that [2:21] trusted advisors ask smart questions and [2:24] vendors we don't want to just be another [2:27] vendor they just kind of answered dumb [2:29] questions so figure out what are the [2:32] smart questions to ask your clients try [2:34] and get to the truth as quickly as [2:35] possible you'll be able to sell them [2:37] I'll be able to figure out whether or [2:38] not you can sell them any more of your [2:40] products and services so if you're [2:43] having trouble with getting to the truth [2:44] and people not quite giving you all of [2:48] the information you need to make a smart [2:51] decision as to whether or not they're [2:52] qualified prospect or not well click on [2:54] the link to find out a little bit more [2:56] about how we could maybe help you so see [2:58] you in our classroom soon and here's to [3:00] your success Antonio from sundar [3:02] training Miami

===FILE=== YEkayjvr9ww - Sandler Session 5 Up Front Contracts.txt
https://youtu.be/YEkayjvr9ww
Sandler Session 5： Up Front Contracts

[0:00] I'm Scott Bailey with Sandler training [0:02] your upcoming session is called upfront [0:05] contracts and how to gain mutual [0:07] agreement with prospects imagine you've [0:09] been invited to go for a ride a right on [0:12] a submarine and you go down to the port [0:14] and as you're entering the submarine you [0:17] get a chance to ask the captain hey [0:19] captain where are we going on this trip [0:20] today he says I haven't a clue would you [0:23] have second thoughts about getting on [0:25] that submarine of course this would [0:27] never happen because every submarine and [0:29] every vessel has some sort of a compass [0:31] they have guidance systems well what's [0:34] your guidance system for your sales call [0:36] we call it the upfront contract and is [0:38] arguably the single most important step [0:41] of the system you have to talk to your [0:44] prospect about what the outcome is going [0:46] to be of the sale you have to get their [0:48] agenda out you have to get invited in [0:50] and you have to deal with all those [0:52] issues about asking questions why not do [0:54] this upfront and save yourself a [0:56] boatload of time in your sales process [0:59] I'm Scott Bailey with Sandler training [1:01] make sure you attend the next session on [1:03] the upfront contracts and oh by the way [1:05] don't forget to bring your compass

===FILE=== _nz3MkiRcnA - Pain Funnel with Danny Wood.txt
https://youtu.be/_nz3MkiRcnA
Pain Funnel with Danny Wood

[0:00] [Music] [0:03] good morning and thanks for joining me [0:06] for another then he would meet me after [0:08] class moment today we discussed the [0:11] sandler pain funnel remember you guys [0:14] are doctors in your business you're [0:16] helping people to get rid of their pain [0:18] at Sandler we have the pain funnel to [0:21] help facilitate that conversation let's [0:24] start up top here with tell me more [0:26] about that [0:28] what you're doing in this conversation [0:30] is starting at the very intellectual [0:31] level and we're going to move down to [0:34] the emotional level at the bottom of the [0:36] funnel [0:36] once they tell you a little bit more [0:39] about that you may say can you be a bit [0:42] more specific maybe even give me an [0:44] example then we'll move on down to how [0:47] long has it been a problem for you let [0:50] them tell you a little bit about that [0:52] ask what have you done to do about that [0:55] did that work for you how much do you [0:59] think that's costing you certainly I [1:01] want to quantify that pain so they [1:04] recognize how much it's costing them in [1:06] time money resources inconvenience [1:09] status security whatever it is in your [1:13] business then we want to ask how do you [1:16] feel about that remember at Sandler we [1:20] believe that people buy emotionally they [1:24] may justify it intellectually then we [1:27] want to ask have you given up trying to [1:29] deal with the problem this is a guide we [1:32] suggest you use this so you can go from [1:35] intellectual to emotional here's another [1:38] example if you can take a look at our [1:40] pain funnel as an iceberg here you see [1:44] the questions on top of the iceberg [1:46] right on top tell me more about that [1:49] there's the very tip of the iceberg and [1:51] in traditional sales sales people start [1:54] to fix the problem way too early they [1:58] don't get down to the bottom of the [2:00] iceberg if you can picture this as a [2:02] tooth as well I don't know about you but [2:05] I've had root canal in the past and when [2:07] it you hit a nerve and my nerve is is is [2:10] affected I say [2:13] here's my credit card doesn't matter how [2:15] much it costs I don't ask questions [2:17] so suggestion again take your prospects [2:21] down the pain funnel you're only helping [2:23] them recognize it because sometimes they [2:25] don't even know they have it when you [2:26] meet remember the Samuel Sandler formula [2:29] forgetting pain first there's well then [2:32] hurt sick critical and then you're the [2:38] miracle join us next week for another [2:40] Danny would meet me after class [2:44] [Music] [2:45] [Applause] [2:49] [Music]

===FILE=== by2g80cp53k - Dave Mattson - Sandler Sales Training Make It Happen Mondays.txt
https://youtu.be/by2g80cp53k
Dave Mattson - Sandler Sales Training Make It Happen Mondays

[0:00] good afternoon everybody is John barrows [0:03] make it happen Monday hopefully all had [0:04] a fantastic week I'm just getting back [0:06] from Dubai so that was a very [0:08] interesting trick for me but needless to [0:11] say I am super excited for our guest [0:13] today because Dave Matson has been doing [0:16] this for quite a long time in the [0:18] training world with Sandler and we have [0:20] some a lot of things to talk about here [0:22] Dave's gonna introduce yourself to the [0:23] audience here you get a little bit of [0:24] background on yourself what you're doing [0:25] these days all right John thanks so Ben [0:29] with Sandler for 30 years actually [0:31] started as a client believe it or not I [0:33] was one of those guys that was sent to a [0:35] training program who was a hostage right [0:37] didn't want to be there I was [0:38] introverted by nature still em and so I [0:41] just thought you had to work three times [0:42] harder and you would be three times more [0:44] successful which of course I found out [0:46] was not true and so I was in Sandler [0:48] became number one sales guy for the [0:51] person that I worked for and then I [0:53] ended up working for Sandler came down [0:55] to to work for Dave Sandler in the late [0:57] 80s now I'm dating myself here and [1:00] thought I was going to be there for [1:01] maybe a you know six months to a year [1:03] you know I've been here ever since so [1:06] I've had lots of different jobs within [1:07] Sandler and now fast forward you know [1:11] Sandler's in you know 31 countries we've [1:14] got about 265 offices and as you know [1:16] we've talked when tons of awards for [1:18] best training program and management [1:20] training program but for us it's just [1:22] you know we've got so many people Johnny [1:24] and we do about 31,000 people a year ago [1:27] through our system and we've just kind [1:29] of expanded expanded over the years so [1:31] as far as what we do and who we do it [1:33] with so it's exciting times Road that's [1:35] fantastic and how long have you been the [1:37] actual CEO of Sandler now since 2007 and [1:42] I bought the rest of the stock in 2012 [1:44] so yep awesome so tons of experience [1:48] tons of stuff to talk about and I [1:49] actually think people might find it a [1:50] little odd that I'm having you on here [1:52] right and because I mean if you look at [1:55] it in the bigger picture perspective we [1:57] are in competitors right I mean to each [1:59] other that type of thing I'm going to [2:01] kind of start off on on this note on [2:04] collaboration and a little bit of [2:07] authenticity I just wrote a blog post [2:09] this product this week [2:11] went out that does getting a little bit [2:13] of a lot of positive feedback and it was [2:15] based off of I had done um a sales loft [2:17] their Rainmaker conference right and I [2:20] stood up there and I did a bunch of I [2:21] did a keynote and I did a few other [2:23] things and it's funny because a lot of [2:25] times I get feedback and I'm sure you do [2:27] the goal is to get the feedback on the [2:29] content right how we at the end of the [2:30] concert so people walk away going hold [2:32] great thank you I can execute on that [2:33] but what was odd to me this this time [2:36] was the majority of the feedback was [2:38] based on my authenticity like people [2:41] were coming up to me afterwards being [2:42] like a shot like thank you so much like [2:45] that was real and that was so and I'm I [2:47] actually know uncomfortable with that [2:49] and it got me starting to think of like [2:51] why is authenticity such a big deal [2:52] these days and why is everybody trying [2:54] to put on this facade like they know [2:56] everything and they have the right [2:58] answer and solution for everything that [3:00] they do and I think I want to translate [3:02] that to our conversation and and ask you [3:05] you know to start with like how do you [3:07] look at competition when you're out [3:09] there I mean there's a million different [3:10] sales training providers out there and [3:12] you and your franchisees they obviously [3:13] want to do it all the time what's your [3:16] philosophy on competition working with [3:18] them competing against them and selling [3:20] to to the cop against the competition or [3:22] to the client well let's I mean there's [3:25] a lot there so let's just do selling [3:27] against competition for a second to me [3:29] we never go down the road of hey they're [3:32] terrible I just think that's the wrong [3:33] thing to do I mean I we had talked and [3:36] I'm a huge believer in telling people [3:37] what you're good at and telling people [3:39] what you're not good at I mean the fact [3:40] of the matter is no one's good at [3:42] everything right and if you want to have [3:44] you know if you want to be treated [3:46] differently than a typical salesperson [3:48] who is the backslapper and they're great [3:50] at everything you're just honest with [3:52] them you say hey look this is our home [3:53] run this is our swing zone right here [3:55] we're awesome in this space here we're [3:58] okay and there we would rather bring you [4:01] a partner when you say that your true [4:03] consultant they start asking you [4:05] everything because if we just level set [4:07] because that's true in their business as [4:09] well right if you think about it [4:10] everyone knows what they're good at and [4:12] the minute you go outside your [4:13] boundaries what tends to happen if you [4:15] just fast forward even if you got that [4:16] business you're gonna fall flat on your [4:18] face so to me that transactional sale is [4:21] not worth it why wouldn't we then say [4:23] look this group over here is good [4:24] this this is good now we're great at [4:27] this and then collectively if you bring [4:29] that service offering if you have an [4:30] agreement with your competitors that [4:32] you're not gonna you know swimming each [4:33] other's lanes it's really simple and [4:35] I've done it a ton of times with [4:37] organizations that we would overlap [4:40] right so we all have our specialties but [4:42] there's areas that we overlap and in [4:44] early on John that's where we would [4:46] always have these knife fights right on [4:48] the overlap thing we're trying to figure [4:49] out how to win that extra 25% of what [4:52] they're asking us for when in reality [4:54] they just wanted the best so they don't [4:56] care where it's coming from and so if [4:58] you can go behind the scenes and get [4:59] that done it's easy so now let's do the [5:02] competition stuff for me I think if [5:05] you're asking good questions and really [5:07] figuring out what they're looking for [5:08] then it tends to kind of sort it out in [5:11] the training world it's just proof of [5:13] concept I mean I'll put our stuff [5:15] against anyone stuff and let it happen [5:17] you know to me proofs in the pudding if [5:19] I'm against a competitor and there [5:22] aren't that many in our space right but [5:23] if let's just say that they were wanted [5:25] XYZ organization I say hey look here's [5:27] the thing why don't you just put two two [5:30] groups in a room and let us have it and [5:32] see who you know see who wins wins means [5:34] that people are comfortable with it the [5:37] process fits them and you have [5:39] credibility because you and I both know [5:41] without credibility in what we do it's [5:44] not gonna fly and I think that's true [5:45] with whoever's watching I'm you know [5:47] that is credibility is important right [5:49] and so when you have that confidence and [5:51] conviction in yourself and you don't [5:53] have to worry about doing all the other [5:54] stuff that we've all heard about we've [5:56] grown up with so [5:58] how do you balance that though right [6:00] because I think you and I and I always [6:01] say this about training providers is you [6:03] know the benefit that you and I have is [6:04] that we're the CEOs of our company we [6:07] don't quote-unquote need the business we [6:09] want them so we can have that very [6:11] authentic conversation as that trickles [6:13] down to frontline sales professionals [6:15] who are now being you know monthly [6:16] quotas being forced to do this like how [6:19] do you you know is it just an experience [6:22] thing where at a certain point in your [6:23] career you get to the confidence level [6:25] of knowing really where you're good at [6:26] knowing where you're not and how do we [6:28] expedite that with with younger sales [6:30] professionals to really get them to to [6:33] focus on what they're great at and admit [6:35] what they're not without but [6:38] so still hit our targets right would [6:39] that with that number over our head how [6:41] do you balance that yeah no you're right [6:43] so we have this philosophical thing [6:45] because we own the business let's go [6:47] back down to now I can't really bring [6:49] that to the Sales Leader right hey [6:52] listen I had this big picture [6:54] conversation with the buyer let this one [6:56] go like what I'm gonna let you go right [6:58] yeah exactly [6:59] let me come on man so what would we do [7:01] there to me a couple different things [7:04] first I really do think you need to know [7:06] what that particular buyer wants and [7:09] what's happening I think you also have [7:11] to make sure that you're loving the [7:12] client you know I take nothing for [7:14] granted so if I'm not touching that [7:16] client in a way every couple days [7:19] whether it's content or touch or this or [7:21] that then I expect that my competition [7:23] that's doing it so you know make sure [7:25] that you have a drip campaign whether [7:26] it's by voice or by thing I mean that [7:28] would be certainly one of them make sure [7:31] that you know what you're great at and [7:33] you know what they're not great at and [7:35] that doesn't mean that you have to say [7:36] hey they're great at this what that does [7:37] mean though is if it's super important [7:39] for them to have one two and three and [7:40] that's what you're good at then you [7:42] better have them become aware of that [7:44] because here's the thing we know the [7:47] differences between our products and [7:48] services a lot better than the clients [7:50] do and the buyers the buyers can't [7:52] really tell us apart sometimes because [7:53] we all sound the same right if you go [7:55] into a new organization they'll say hey [7:57] John what are the top three reasons why [7:59] I should buy for you you know it [8:00] wouldn't be you but let's assume it you [8:01] know I'm a brand new seller Oh service [8:04] reputation you know blah blah blah well [8:07] ten minutes later here comes your [8:09] competitor hey what are you guys good at [8:10] service you know product this and you [8:14] know and so it when we tend to throw up [8:16] the product stuff we sound the same but [8:19] if you can really get to that pain and [8:22] they feel that you understand their [8:24] issues and that you truly can then [8:27] understand me you can translate that [8:29] into a solution you're going to be far [8:31] better off I mean we all know that great [8:35] sales people will win deals even when [8:38] their product isn't the best I mean [8:39] there's a ton of products out there that [8:41] shouldn't be around but it hit great [8:42] sales people right I mean not just how [8:44] it works so I think you have to plan you [8:47] can't wing it you got to know your talk [8:49] tracks you got to go deep and wide [8:50] within the organization [8:52] make sure that you've got you know [8:53] supporters along the way and each time [8:55] you mean just to me I here's what I [8:57] think you should know where you are in [8:59] the sales process every single time and [9:01] you should know exactly what it's going [9:02] to take to proceed to the next step and [9:04] what happens when we're new we're out [9:07] there in knife fights you know we're in [9:08] the moment right so we get emotionally [9:10] involved we're in the moment but we [9:12] haven't really sat back and said all [9:14] right hey what am I going in here today [9:16] for what am i top four or five questions [9:17] what do I want to ask for what do I want [9:19] to walk away with how am I gonna get [9:21] that done who do I know that could [9:23] support my position based on what [9:25] they're asking for I mean this is if you [9:27] just look at it nicely as a war you just [9:30] think about it there's a lot of things [9:31] that you could do that we tend not to do [9:33] and when we don't do when we play victim [9:36] right uh I was praising uh my product is [9:39] oh that's you listen I think there's no [9:41] bad prospects I just think there's bad [9:43] salespeople I tend to agree you know and [9:45] it's funny because I think that you know [9:47] I don't know if you're following gong [9:48] these days but their blog is one of my [9:50] favorite books of all time and and [9:52] they're netday bad this one about [9:53] selling to the c-suite which it's really [9:55] got my head thinking right now and it's [9:58] like kind of a four-step process on how [10:00] to so to the c-suite and one of them is [10:02] what's your Nexus like what is that [10:04] polarizing statement that that gets [10:06] people either bahding or off your bus [10:08] right that you and I so for instance my [10:11] one of my art nexuses could be I believe [10:14] methodologies are dead sales [10:16] methodologies if you look at it in the [10:18] traditional sense I think they're dead [10:19] because if you're not in agile selling [10:22] these days you're gonna get passed up [10:23] too fast if you buy into anyone [10:25] soup-to-nuts methodology you're gonna be [10:27] in trouble because there's bits and [10:28] pieces of methodologies out there that [10:30] are evolving that are better right now [10:31] there's some people who fundamentally [10:34] believe in sales methodologies right [10:36] like in the traditional sense and if [10:38] that's the case you and I are not going [10:40] no matter what I try to do we're not [10:43] gonna the likelihood of me closing you [10:45] want to deal is not high because we [10:46] fundamentally I'm not with where things [10:47] are going right yeah and then it's like [10:50] then you you know do this statistic and [10:52] all this other stuff but I come back [10:53] down to why I think it's so important to [10:57] know that ideal customer profile not [10:59] just in the sense of demographics what [11:01] they look like but what stage of their [11:03] business and [11:04] is that true pain yeah give you an [11:06] example you know I sell you know I sort [11:08] of I did a podcast of sell to the 20% [11:11] which is my fundamental belief they pick [11:13] any product or service that you own [11:15] we only you only use about 10 to 20 [11:18] percent of the functionality whatever [11:19] that product or service is but because [11:21] of that I think that's how people buy [11:23] right they only buy 10 to 20 percent of [11:25] the functionality now when I'm talking [11:26] to a client as an example I know where [11:28] I'm great at and I know where I'm ok [11:30] yeah discovery is an area where I'm I'm [11:34] good at I'm not great at prospecting is [11:36] where we crush it discovery that initial [11:38] kind of 15 to 30 minute qualification [11:40] called so really did through that pain [11:42] and quantify and all that other stuff I [11:43] have some stuff that's relevant there [11:45] but I almost always when I'm asking [11:47] questions and seeking to understand from [11:49] a client the prospect standpoint is if [11:52] they say discovery is our number one [11:54] priority I almost always back off and [11:56] say actually you know what you should [11:57] call up Sandler right now because that's [11:58] where they sing the whole upfront [12:01] contract pain funnel and and and you [12:03] know reverse my thing that is [12:04] tailor-made for deep dive discovery at [12:07] the beginning and and so maybe you could [12:09] do prospecting on my own but then [12:11] dovetail that would say on their content [12:13] there so so getting reps to really [12:16] understand that 20% and seek for it I [12:19] mean you're dead my opinion here Sandler [12:22] is the the preeminent experts in [12:24] discovery can we talk a little bit about [12:25] pain funnel right now and how you do [12:28] that upfront without being cheesy [12:30] because one of the things that I've [12:31] always had a challenge with what [12:32] training in general is conceptually it [12:35] makes sense but how it's delivered [12:36] sometimes is a little off a perfect [12:39] example here I'll give you a quick one [12:40] with Sandler specific the upfront [12:42] contract okay when I first took Sandler [12:46] a while back the way it was delivered to [12:49] me just didn't sit right it just because [12:51] it sounded so candid manufactured the [12:54] way that the trainer was delivering it [12:56] to me so I I kind of discounted it I was [12:59] like that's not me I'll never do this [13:00] and this is we're gonna get into other [13:01] getting out of your comfort zone stuff [13:03] now follow-through [13:04] Gong cuz that actually got me to read [13:06] relook at the upfront contract because [13:09] they said you know top sales reps and [13:11] I'm wondering they said that and then I [13:13] started listening to how others were [13:14] doing it now I'm bought way into it [13:16] right [13:17] so so let's talk about how that [13:20] discovery phase is so critical in [13:23] understanding how to qualify and qualify [13:25] out could you talk us through you know [13:28] you can give us maybe some trips and the [13:29] teams and tips on that well sure and [13:31] let's go to the air front contract thing [13:33] I think when you learn anything it's [13:35] very black and white right and maybe [13:37] it's a little robotic I mean angong [13:40] actually did a did a thing about hey the [13:42] people that use different contracts are [13:43] far more productive right I mean they're [13:45] their sailor guys and so to me I think [13:49] you have to first of all learn it and [13:51] then say it a billion times so it's [13:53] becomes you and then realize that when [13:55] you're in front of John who thinks one [13:57] way you can't use the same speech the [13:59] same talk track that you use over here [14:01] but philosophically we're gonna head in [14:02] the same direction right and I think [14:04] that's what happens when you first learn [14:05] anything so to me I think a good pain [14:09] step starts with the good upfront [14:11] contract and so just because of time but [14:13] here are the things that you want to [14:14] make sure that you do when you first you [14:16] know let's just say it's our first [14:17] face-to-face meeting we want to make [14:20] sure that we're all in the same page as [14:21] far as why we're here today and that [14:23] seems super simple the fact the matter [14:25] is especially when you have multiple [14:27] buyers how many times have you had stuff [14:29] on your calendar and you honestly don't [14:30] even know why you're there right [14:31] somebody else invited you there don't [14:32] you like what they'll know or you talk [14:35] to me four months ago and I said yeah [14:36] absolutely I'll see you and then you [14:38] know you you've planned for me and I [14:40] don't even remember your name right it's [14:41] one of those things so you get a level [14:43] set where we are you certainly want to [14:45] validate how much time we have for today [14:47] and people always fight that what are [14:49] you talking about we set 45 minutes okay [14:51] you set 45 minutes but let's just I can [14:54] step back and let's be respectful and [14:55] let's just be realistic how many times [14:58] have fires popped up and you know and [15:01] they may sit there for 45 minutes but [15:03] they've left mentally 20 minutes ago [15:05] because they got to do stuff war you've [15:07] run your mouth as an amateur salesperson [15:08] for the first 20 minutes you haven't [15:10] asked any good questions right because [15:11] you're just establishing credibility hey [15:13] we started 1912 and you have 78 power [15:16] points and here we go and they fit this [15:18] sounds awesome would you be nice enough [15:19] to put this into writing and send me a [15:22] proposal in the deck and we're gonna [15:23] we're gonna circulate that internally [15:25] what you've said so far though is just [15:26] awesome and all you've done is just dump [15:29] so we [15:30] do the time because here's the other [15:32] thing that doesn't allow the buyer to do [15:33] they say you know we set aside 45 is [15:36] that still good [15:37] yeah absolutely it's harder for them you [15:39] know half an hour into it to say hey [15:41] things are tough today I gotta go you [15:43] know you know that blind date deal right [15:45] where a friend calls on the first blind [15:47] date and say hey is everything okay you [15:48] know that's the you have an emergency at [15:50] home phone call and if it's going well [15:52] you know they put it up you know the [15:55] deal so then we want to do it hey agenda [15:58] so so like what what are the questions [16:00] you want to make sure that I cover all [16:01] the topics you should always ask the [16:03] buyer that why because sale should be a [16:05] conversation and if I just start with [16:08] what I want to talk about which is what [16:10] happens 90% of the time and you've seen [16:12] this a million times then it's just here [16:14] I go psychologically the buyer is trying [16:17] to figure out hey where are you headed [16:19] because I really you know I don't know [16:20] where this is going so they're trying to [16:22] figure out where what you're doing the [16:24] second thing is they're trying to figure [16:25] out what you're going to take a breath [16:27] so they can actually ask a question but [16:29] if you say hey look Jon in order to use [16:32] the time effectively maybe two or three [16:34] things you want to make sure that we [16:35] covered today and I won't waste a lot of [16:37] your time you say here I want to know [16:38] this this and this great cover that and [16:40] that tells me again which a word I may [16:43] want to answer that and how I'm going to [16:45] answer that I also don't want to be [16:46] surprised so it's good for me then I say [16:48] hey there's some of the things that I'd [16:49] like to know and I put that on the table [16:51] right now what's going on here's what I [16:54] have found a million times you now know [16:57] what I'm gonna talk about so you can [16:58] process you're not you're not shocked [17:00] but when I'm in a meeting with a group [17:03] of people let's just say that it's [17:04] saying here's what I'd like to talk [17:05] about [17:05] I've had people right there say well I'm [17:08] not prepared to do that hey we can't [17:09] talk about that that's not in our [17:11] purview [17:11] well we couldn't make that decision [17:12] wouldn't you want to know that before [17:14] the darn thing started verses 48 minutes [17:16] into it when they say this has been [17:18] awesome but we can actually read I think [17:19] and then the big one of course is hey at [17:23] the end let's try to make a decision on [17:24] something maybe it's maybe it's not a [17:26] fit or maybe we should take the next [17:29] step which may look like this and paint [17:31] the picture why do you do that because [17:33] when you do that close you know fifty [17:37] three minutes into the hour immediately [17:39] if they don't know it's coming but [17:40] course we know it's coming [17:41] they would say [17:44] and this sounds really interesting but [17:45] let me think it over you know and [17:48] whatever variation that is and so if you [17:51] tell them up front there so now I kind [17:52] of set the stage but here's now I [17:55] transition to the pain stuff because I'm [17:58] not a big guy that says hey yeah what's [17:59] keeping you up at night that's just not [18:01] my thing [18:02] by the way if anybody ever asks me that [18:04] answer is my daughter [18:06] next question talking to people like you [18:11] right that's what's up at night I like a [18:14] what I'm gonna call a 30-second [18:16] commercial to start it off if we haven't [18:18] done anything yet together and I you [18:20] know and I say hey listen you know if we [18:22] work with a lot of executives you know [18:24] like yourself and we haven't worked [18:26] together would it help you if I give you [18:28] a 30,000 foot view of who we are and [18:30] what we do and I have they always say [18:32] yeah and when you do it [18:34] now I'm starting with I'm going to call [18:37] pain indicators and so what I'm doing is [18:41] I'm going into my tool kit and say okay [18:43] here's my persona I'm talking to a sales [18:46] manager they've got this I'm going into [18:49] my history bank and I know based on what [18:51] my product there's or what I sell these [18:53] are going to be typically issues that [18:56] they have that would tell me as a sales [18:58] person that's a prospect for me right so [19:00] in my world it could be hey we're not [19:02] closing enough business we're gonna go [19:03] show any margin whatever the case is but [19:06] I'm going in and picking the top three [19:08] that I would hear that says boom they're [19:10] a prospect for Sandler so I put him out [19:14] I say hey you know we work with managers [19:17] like yourself who are probably super [19:19] frustrated that you just not enough to [19:21] follow you know and so you what you do [19:23] is you put it out there you say what it [19:25] is and then you do a little 15 to 20 [19:28] second and here's what it looks like [19:29] right the headline doesn't work on its [19:32] own you can't say oh I work with people [19:34] like yourself who really aren't happy [19:37] with hey they're not negotiating margin [19:39] they don't have enough deals and they [19:40] just rattle them off thinking that's [19:42] gonna do it that's not gonna do it you [19:44] say hey not enough people know I mean [19:46] for instance you don't for instance you [19:49] just tell a little story because what [19:51] they're doing is they're inserting [19:52] themselves into the story or they're not [19:53] if you do your top three and then you'll [19:56] say and again we have [19:57] this down but I'm just cutting to the [19:59] chase and we say hey look I mean [20:01] obviously it runs different I don't know [20:03] if any of those things even sound [20:06] remotely familiar to you [20:07] I don't suppose so and then does a [20:10] little- question and we'll let him go [20:11] and they say hey no I say that's why I [20:14] brought it up so when it comes to well [20:16] then I do another one but if they say [20:18] well yeah I said well which one well [20:20] we're having a real problem with you [20:22] know not fill in the funnel all right [20:25] it's unusual so tell me what about that [20:28] what's that look like and now I have [20:29] them tell me and so what I've done is [20:31] I've set the stage I've gone to a [20:34] 30-second commercial which is my top [20:36] three pain indicators with the what and [20:38] how what does that look like and that [20:40] gets them into it and those are also the [20:43] things that are in my swings don't we [20:44] talked about earlier right I'm not gonna [20:46] talk about stuff that I stink at I'm [20:48] gonna talk about things that hey this is [20:49] my swing zone this is what I know you're [20:51] a good prospect and once they say yay to [20:53] that then I'm gonna have them start [20:55] talking because you know what I don't [20:57] want to do what somebody says yeah [20:59] absolutely we're having a problem a [21:00] service service what we're great at [21:03] service firsts where we got a 52.4 [21:05] system and service where they uh no just [21:09] say hey let me tell me more about it [21:11] you know hey example and you you act [21:15] like a doctor see to me the pain funnel [21:19] is being a doctor of sales because if I [21:21] walked into a doctor and I said hey Doc [21:23] I you know I listen I got a back pain [21:25] they don't do what salespeople do what [21:27] back pain wait hold on first of all you [21:29] should see my for Thomas do you see how [21:31] this become great I am that's what [21:33] salespeople do or we don't say hey don't [21:35] say another word John I listen I've [21:36] heard this a million times [21:37] take this don't drive you'll be good [21:39] it's called malpractice man but if they [21:42] don't ask you the question so what [21:43] questions were they wait would they [21:44] naturally ask you well where does it [21:47] hurt [21:47] how long has it been hurting well what [21:51] are you done have you taken Heat are you [21:53] on aspirin you doing cold exercising [21:56] what are you doing right what's your [21:58] pain threshold they always ask you dad [22:00] right and so why wouldn't we just do [22:02] what we love the doctors doing and by [22:05] the way they're super smart they [22:07] probably know the answer before they [22:08] start this whole thing right but they [22:10] want to make sure [22:11] or into it and be they want to make sure [22:14] because your experience doesn't dictate [22:17] what's going on in this situation and [22:19] then that's how it'll start so we take [22:21] them right down that paying funnel [22:22] question and the next thing though is [22:26] summarize write validate it and say well [22:30] you talked about a couple others you [22:32] want to talk is any those make sense yes [22:35] or no didn't you just do it again and to [22:37] me it should be super conversational if [22:40] it sounds scripty then you're in trouble [22:43] and I think here's what people make the [22:45] mistake in the Sandler pain funnel they [22:48] ask it robotic ly like how long has that [22:50] been a problem what have you done to fix [22:52] it [22:53] who else knows about it to me there's a [22:55] million questions that should happen [22:57] that's a natural conversation between [22:59] those all you have to know is in the car [23:02] do you truly have an issue that it is [23:07] affecting that individual is affecting [23:10] the business there is some sort of [23:12] impact that's measurable and they're [23:14] they want to change it if they want to [23:17] fix it [23:17] and however you got there is ok I mean [23:21] people freak out when they first go into [23:23] Sandler's say well I asked about budget [23:25] and then oh my gosh I did decision [23:27] before budget ok who cares as long as [23:31] you can answer the questions in the car [23:32] you're OK don't don't freak out [23:35] you know they don't they don't come so I [23:37] don't know if that helps you or not no [23:38] absolutely [23:39] so let's because I think then one of the [23:41] challenges I see and I think that the [23:43] upfront contract helps a lot with this [23:44] is is getting to the next step [23:47] ok so let me paint a scenario for you [23:49] because that 90% of sales reps face you [23:53] know ideally we're talking at this [23:54] c-suite level and we're having very [23:56] thoughtful long-term conversations and [23:58] all this other stuff and I have all the [23:59] insights that we need as far as the true [24:01] impact that not doing or doing [24:02] something's going to happen [24:03] Yallah says that we're dealing with non [24:06] decision-makers at least in that initial [24:08] stage now I've been trying to really [24:10] think through you know there's a lead [24:12] versus follow component of sales where [24:15] if I can tell for instance that you're a [24:16] sophisticated buyer I'm gonna ask you a [24:19] few quick questions I mean if we take [24:20] the corporate executive board by the [24:21] time somebody comes to us 54% of the way [24:23] through blah blah blah whatever [24:25] if you can show if through a few [24:27] questions you can articulate to me what [24:29] you've done to this date what you're [24:30] looking for and what you need to move [24:32] forward with my solution I'll follow [24:34] I'll give you what you're looking for [24:36] I'll quote you know validate but I'll [24:39] say oK you've done this before let me [24:41] share with you what we do and have why [24:42] we're great using an easy decision the [24:45] other Dion sophisticated buyer the buyer [24:47] that's just looking right that initial [24:50] stage of the sales process and we know [24:53] that we need to get to power how do you [24:56] how do you do an upfront contract with [24:58] somebody that is below power that [25:01] doesn't offend them with where they are [25:02] and butt-butt-butt says to them look the [25:06] next step here is for both of our [25:08] benefit is if we agree that this [25:11] addresses your situation the next step [25:13] is to do this do you agree to do that [25:15] like how do you do that in a smooth way [25:17] because I think that's one of the [25:18] biggest challenges that I see sales reps [25:20] have is that is is getting the power [25:22] right and doing it without pissing off [25:25] the person that you're engaged with and [25:27] I really do think the upfront contract [25:28] is a huge answer to that so could you [25:30] give your talk track around say you and [25:34] I right now I'm non-power megan's my CEO [25:37] how she's the decision-maker on all this [25:40] stuff and I'm just looking into a [25:41] solution for training or whatever it [25:43] might be [25:43] how would you walk me through that up [25:45] from contract to get to Meaghan at the [25:47] end of this conversation okay so we're [25:49] gonna consume we're gonna condense this [25:51] because not from contract could take [25:52] some time but let's just so say hey John [25:55] appreciate it could maybe well I did [25:57] purpose right you said John we have an [25:59] hour he'll say yes to that I said John I [26:04] worked with a lot of sales media sales [26:07] leaders like yourself and what I have [26:09] found is that at a preliminary meeting [26:12] like this there's a ton of questions [26:13] that you may ask because at that point [26:16] you're trying to decide is it make sense [26:17] to bring Dave into a larger group [26:20] because nine out of ten times there's a [26:21] larger group right and so I'd like to [26:23] get understanding of what what you're [26:25] trying to get it from me in order for [26:27] you to make that decision does it make [26:29] sense for us to go to the next step and [26:31] I certainly would love to ask you a ton [26:32] of questions as well and I would go [26:34] through that and so at the end I would [26:36] say so John a couple things will happen [26:39] in my world at least when we get to this [26:42] end of the meeting based on the [26:45] questions that you've asked based on the [26:47] information that we've shared I think a [26:49] couple things may happen one you may [26:52] decide hey based on what they've said I [26:54] don't think it makes any sense for me to [26:56] continue and it certainly doesn't make [26:58] sense for me to just share with the [27:00] group on the other hand you may say okay [27:03] make some sense the best good questions [27:05] let's take it to the next step now what [27:07] I have found over the last thirty years [27:09] nine out of ten times if you're if [27:11] you're on your end if you're serious [27:13] about fixing the issues then it's let's [27:16] go and we'll have a meeting with X Y & Z [27:19] in which case then we'll try to get the [27:21] agenda to make sure that you know we hit [27:23] the mark for you but that tends to be [27:25] the next step for where we are today so [27:27] are you comfortable with that that's how [27:29] I would do it and that and actually just [27:32] very tactically I think that even just [27:33] that phrase at the end which you said [27:35] which is are you comfortable with that [27:37] you know I cuz phrase how do you phrase [27:40] things matters a lot in sales that I [27:42] found like how you ask the question [27:44] matters based on you know in their [27:46] response for instance when you ask [27:47] questions you don't say do you have any [27:48] questions or you say what questions do [27:50] you have it's more inviting way to get [27:52] people ask but are you comfortable with [27:54] that and and I think that's the part [27:56] that reps are uncomfortable with this is [27:58] why closing quote unquote is such a hard [28:00] thing because reps get all the way to [28:02] the finish line and they're scared [28:03] shitless of asking the question are you [28:04] gonna sign the [&nbsp;__&nbsp;] contract because [28:06] they're afraid of what the answer is [28:08] that well there you go they don't want [28:10] to hear the answer you know what they [28:11] said oh I used the great technique but [28:14] you didn't the technique was to validate [28:16] it like and you even heard my voice go [28:18] downright uncomfortable in fact that's [28:20] non-threatening if you were to ask those [28:22] questions if you exhale lower your voice [28:24] when you say those things it comes [28:26] across as a non-threatening statement [28:28] versus you okay with that John I mean [28:30] are you okay then in eight out of ten [28:32] people wouldn't even ask that they say [28:33] and then you'll decide if you want to [28:35] take me to the next person talking about [28:36] that took a lot of guts man we didn't do [28:40] anything you didn't say yes or no or [28:42] anything and if you said no what's the [28:44] best time for you and I to figure out [28:46] what the steps are is it before I run my [28:48] mouth for an hour I think it is is I [28:51] think sales we have to [28:52] most I use the word leverage in a nice [28:54] way before the whole meeting starts [28:57] before you dump all your product [28:58] knowledge I think this is what we're [29:00] trying to negotiate you know what what [29:02] is a good outcome and what is acceptable [29:05] to you and what's acceptable to me I [29:07] mean time is the most precious commodity [29:09] that we have we got to use it then so [29:12] how so - comfort zone right cuz I guess [29:14] that's a huge problem and in my analogy [29:17] is always you know goes back to call [29:18] from the sense that it's time right the [29:21] first time you played me I suck at golf [29:22] I did I've kind of given it up over the [29:24] past few years but I I didn't really get [29:27] into golf until I was in my late [29:28] twenties early thirties and inevitably [29:31] every time the first time somebody puts [29:33] a golf club in your hand if you've never [29:34] played golf before right what do you do [29:36] you hold it like a baseball bat right [29:37] that's how we've all there's kids we've [29:40] all at least grabbed a baseball bat but [29:43] and then they tell you put interlock [29:44] your fingers put your thumb down like [29:46] straighten your elbow straighten your [29:48] back put your ass out bend your legs and [29:50] then swing like this and you literally [29:52] feel like an idiot I mean the first time [29:54] I ever played joke they think you're [29:56] setting it up right honestly thought [29:57] they were gonna like camera ready look [30:00] here and put okay but then after a while [30:03] you know you start practicing practicing [30:05] practicing and now when somebody puts a [30:06] golf club in my hand even though I [30:07] haven't played in three years [30:09] I immediately lock my fingers and my [30:11] thumbs go down on my own go straight [30:12] right and there's it's natural now so [30:14] how do you suggest that reps you know me [30:18] fifteen years ago when I first took [30:20] Sandler it was that was uncomfortable [30:22] with the way it's like I went back to my [30:24] old my old habits right what what so [30:27] what are some things that did you [30:29] encourage reps to to get out of their [30:30] comfort zone without jeopardizing you [30:33] know what I mean like totally like [30:35] looking like an idiot or something like [30:37] that or anything's that you can get up [30:38] to helps get around that because I [30:40] always say if you're not getting [30:42] uncomfortable in sales you're not [30:43] getting any better right [30:45] but how do you get them to do it well a [30:48] couple things I think you have to one [30:50] have the mindset that you know I can't [30:55] lose anything I didn't have so no matter [30:57] what you think you dear doing it's not [31:00] necessarily gonna turn the tide of the [31:02] sale now I'm making a broad statement [31:04] but I also think you can have [31:06] ten minutes of courage four times a day [31:08] right you don't have to be a stud all [31:10] the time just take a deep breath and act [31:12] as if for a couple seconds but I think [31:14] here's the other thing in my world [31:16] behavior controls attitude right so for [31:19] me to talk myself into I'm gonna do it [31:22] I'm the guy this is it all this positive [31:25] self-talk and I do positive self-talk on [31:27] the golf course [31:28] don't hit the water don't hit the water [31:29] don't hit the Lord I'm gonna hit the [31:31] water man I mean every single time so [31:32] you know but if you behave and when I [31:36] you know and I would say that don't try [31:38] to do everything at once why don't you [31:40] pick one little thing right one little [31:43] thing and say I'm gonna try just in the [31:47] upfront contract thing we just did I'm [31:49] gonna just do time hey how much time do [31:51] we have for today that's it I'm not [31:53] gonna do all of it it's way too much I'm [31:55] gonna freak out I'm just gonna do time [31:56] so I take a little step I quit that [31:58] elephant our just a little bit what [32:01] happens eh I get a victory because I set [32:03] it right it actually worked [32:04] I'm building confidence I'm building [32:06] conviction and then I'm gonna try [32:09] something else I think what happens is [32:10] people do all or nothing right is this [32:13] all there nothing thing and also think [32:15] people get confused with role and [32:18] identity right because they take role [32:21] failure as a hit on this on the [32:24] self-esteem side Hey look to me with you [32:28] again just pick little steps and kick [32:30] and get your talk track down you know [32:32] and if I go back to the front contracts [32:34] since we did it I just believe if you [32:37] would say things six times out loud [32:40] you'll get your talk tracks down you get [32:42] your scripts down it becomes you in the [32:44] first couple times John it's horrific I [32:46] can't tell you how many times I've said [32:48] I've done it 30 years and I'll show up [32:50] and I'll do a you know a pain step or [32:52] I'll do an affront contract for a client [32:54] like how long do you worked here [32:55] but it's sucked there's sucked the first [32:59] couple times I say my god thank God you [33:01] own this place you should be fired but [33:03] it gets better it gets better it gets [33:05] better and just like art one where's [33:07] public you know we do public speaking [33:09] it's gets better it gets better and your [33:11] confidence is up your convictions up and [33:13] there's still things that I that I don't [33:15] want to do that I don't like to do but I [33:18] still do the same thing [33:19] little bit little bit and then I look [33:21] back and I'm like you know what oh my [33:23] god I'm like fifty five steps further [33:25] than I was when I looked at this big [33:26] mountain that I had to go through [33:28] because it's overwhelming so I mean [33:32] there's a ton of stuff that I'm trying [33:33] to get it done condensed no I love it I [33:34] mean because I have the same philosophy [33:36] I lived by the rule of one percent which [33:38] is just try to do one percent better [33:40] every single day right because few days [33:42] later you're 50% better give or take [33:43] right so but one of the things that's [33:45] really struck me in sales is I don't [33:48] think we practice enough okay and I [33:50] shouldn't we learn by doing and it's [33:53] kind of like a kid right a kid what you [33:55] know touches a stove burns their hand on [33:56] the stove doesn't touch the stove [33:57] anymore sales rep asks a dumb question [33:59] to a CEO and CEO says that's a dumb [34:02] question they say okay I guess it won't [34:03] ask that anymore well if there's a [34:05] couple things I'd go back and tell my [34:07] earlier self you know in sales is to [34:10] take business acumen a lot more [34:11] proactively right and be a lot more [34:13] conscious of practicing and trying [34:15] things but what does practice mean to [34:18] you because there's one thing about role [34:19] play which you know I'm a little I'm a [34:23] little in-between on role playing [34:24] especially from a training standpoint [34:25] because I think a lot of times the [34:27] trainer manufacturers such a fake [34:28] environment that it's just not real I [34:30] love tried love role-playing like right [34:33] before a meeting so for instance if you [34:35] were my boss and I was about to go no [34:36] meeting hey boss here's the scenario can [34:38] we map this out just so I can get [34:39] stretched out a little bit but and then [34:41] there's like practicing in a training [34:43] scenario but then what's your thoughts [34:44] on practicing and being conscious with [34:48] live [&nbsp;__&nbsp;] you know what I mean it [34:51] without yourself in jeopardy of really [34:53] like laying an egg they're like what [34:56] reps think of practicing consciously I [34:59] think I agree with you I think that [35:01] we're the only profession that practices [35:04] on the job thank God surgeons don't do [35:05] that right fairness I mean what [35:09] professional sports team does what we do [35:12] which is practice the very first time up [35:14] there I'm a big practice ER on a huge [35:17] believer in it you know maybe it's [35:19] because I'm introverted maybe cuz I [35:20] don't want to look like a jackass you [35:22] know there's a bunch of reasons for this [35:23] but here's what I would say first you [35:28] should get that talk track down and in [35:30] my world there's probably about 60 [35:32] different things that should be in [35:33] your playbook don't wait for management [35:35] to create a playbook for you here's how [35:37] you can do it just takes you know jot [35:39] some stuff down what are the top 15 [35:41] objections that I hear what are the top [35:43] things that I'm asked just come up with [35:45] things that you absolutely should know [35:47] in order to become a machine in what you [35:50] do even here is my value problem [35:52] whatever the case is and then to me I'm [35:55] always refining that I think if you just [35:58] take and here's here's the part that I'm [36:00] a huge believer in role play first but I [36:02] I'm a I'm not a big believer in how they [36:04] do it I think running a 30 minute [36:06] roleplay is complete and utter waste of [36:09] time you should be role-playing things [36:11] that are like three to five minutes [36:12] because the rest of it it's just fantasy [36:14] anyways plays your ears to hear what [36:17] your mouth has to say and it even - even [36:20] - Tay so I'm doing a keynote next week [36:22] I've got three thousand people in the [36:25] room I probably have done the topic many [36:27] times I'm sure but even to this day I [36:31] have a 45-minute drive to work I will [36:33] say here's my slide number one and I [36:36] will say that six to ten times six to [36:38] ten times and then I'll go to slide to [36:40] six to ten times I will have that darn [36:43] thing out loud fifty semi-times before I [36:46] go next week I've been doing it thirty [36:47] years and why is that because when [36:50] you're in front of your prospect if you [36:52] don't have your talk track down there [36:54] then what are you doing here first of [36:55] all I'm doing self-talk right I'm trying [36:57] to figure out what I'm going to say I [36:59] think you should practice practice [37:01] practice and then let it happen stop [37:04] freaking out just you know by react off [37:07] the buyer but if you don't know your [37:09] part before you show up and you're in [37:12] big trouble to me how many how many [37:14] people do you know that actually do pre [37:15] call planners I'm telling you it's not [37:17] that many people I mean it's sick [37:19] it's sick but let's go to the talk track [37:22] you know practice part I do believe it [37:24] should say stuff out loud six times I do [37:26] believe you should keep it to three to [37:28] four minutes not much more because it [37:30] doesn't act never happens that way and [37:32] and I role play with myself and you can [37:35] call that practice but I'm saying hey [37:37] you know they're gonna ask me this how [37:39] you gonna respond bump up up up and [37:41] every time I do it it gets a little [37:42] better and I jot stuff donnelly that was [37:44] a flippin genius attack that is the [37:46] genius attack [37:47] and I think I'm gonna remember it but [37:48] you know you know maybe it's my age I [37:50] don't rap [37:51] what's the genius attack real quick this [37:53] attack is when you hear something said [37:54] or you say something you're like awesome [37:56] okay that flew I'm gonna remember that [37:59] man that is an utter genius attack you [38:04] probably say that to our family all day [38:05] long and then they roll their eyes but [38:07] you know that's how it works [38:08] so as funny bring it up because so this [38:10] I was just out in I was talking about [38:12] being out in Dubai right I was the [38:14] keynote and look I've done plenty of [38:16] keynotes before but this one was a [38:18] little this one was a little different [38:19] for me because it was in a different [38:21] country and so cultural and all this [38:24] other stuff and it was a big keynote for [38:26] me right and so I was I was pretty [38:29] nervous on this one and so I stood up [38:31] and I gave my presentation and I driver [38:33] role play with myself I'd do it right in [38:35] the mirror I kind of talk myself through [38:37] it I walk around see what I look like [38:38] and what my hand postures is all that [38:40] stuff and even with that practice though [38:43] my wife my wife was actually in the [38:45] crowd she validated this I got up there [38:47] and I I started off with my main point [38:52] of what I was trying to do and I'm not [38:53] kidding I within about two minutes I was [38:57] through what I had thought was gonna be [38:58] the first ten minutes of my pries you [39:00] know and I've a sudden I'm starting to [39:02] freak out but the good news was I I mean [39:05] I definitely miss some stuff and so I [39:07] had a rough start but but because I had [39:10] practiced so much the anecdotes and the [39:12] other things like throughout the [39:13] presentation who I was I was pulling [39:16] them back in so what I missed at the [39:17] beginning I was pulling them back in [39:19] throughout the presentation and then [39:21] kind of hit that groove and it was like [39:22] as soon as I don't know about you but as [39:23] soon as I can get that first kind of [39:25] chuckle from the crowd I mean that's [39:27] where things tend to just kick into gear [39:29] for me say yeah I got it you know I mean [39:31] I need that first like ah you know like [39:34] you but even as a sales rep I mean think [39:37] about what you said and how they would [39:38] use it as a sales rep how many and if [39:41] this is the point I think you should get [39:43] your first 5 to 10 minutes of a sales [39:45] call down pat I mean get it down [39:47] whatever you're gonna do [39:49] get it down because once that happens [39:51] right to your point we got momentum [39:54] we're feeling good about that I probably [39:56] in the talks I do the first 10 minutes a [40:00] million [40:01] time's the rest of it by the time I get [40:03] there I mean I'm flying I know it's good [40:05] but it what starts well ends well right [40:07] and if it doesn't start well here it [40:10] comes [40:10] you know like free girl oh oh my god you [40:14] just talk what happened and it's kind of [40:17] like you know way I look at [40:19] presentations and sales as to is it's [40:21] the beginning in the end that matter the [40:22] most right the middle part really [40:24] doesn't because if you set the stage [40:26] right and all of a sudden you get people [40:28] bought in you kind of fumble through the [40:30] middle if you will and then you end [40:32] strong so my benefit on this [40:34] presentation was I definitely I didn't [40:36] start strong at all but I built and I [40:38] ended really strong and that's what [40:40] that's what they remembered people left [40:42] with was that was awesome they didn't [40:44] remember that I started that I struggled [40:45] when I started and that's the feeling [40:47] that you have to leave people with and [40:49] that's why summarizing that entire [40:50] conversation and ensuring that what you [40:52] heard from them and your active [40:54] listening and all that other stuff but [40:55] then really setting that to say yes okay [40:58] now that's that next step if you don't [41:00] nail the beginning in the ends Yeah [41:02] right never seen recency right that's [41:04] just that's how people remember stuff [41:06] they don't remember anything in the [41:07] middle yeah and unfortunately that's [41:10] where most people spend a lot of their [41:11] time though well it because it's they [41:13] ask a few questions up front and and [41:15] then then the middle is their [41:17] presentation that's where they thought [41:19] you know what I mean like that's where [41:21] they focus most of their effort because [41:22] time to shine that that's absolutely not [41:25] your time to shine your time to shine is [41:27] when you ask the right questions because [41:29] what I strive for and I know you do too [41:31] I strive for somebody genuinely saying [41:34] that's a good question and and and not [41:37] just saying that as a filler to before [41:39] they answer it but but getting them to [41:40] pause and stop and you can you see them [41:43] leave their thinking yeah and then later [41:45] going into the past bringing it into the [41:47] future or they're doing the what if I [41:49] mean that and then you to your point you [41:51] know you did a good job right there yeah [41:53] because I believe my fundamental belief [41:56] right now it is it is I'm kind of on the [41:58] same page with Gong right now as far as [42:00] their because their Nexus is your [42:02] product and service the features and [42:03] functions don't matter but it really the [42:06] only way you're gonna be able to [42:07] differentiate yourself these days is the [42:08] way you sell and and I believe that is [42:12] our job it is not like Google [42:14] took the feature function thing away [42:15] from us right because now anything's a [42:17] Google search away sure but what our job [42:20] is is to get people to think and and get [42:22] you to realize that if you're [42:23] comfortable with where you are today I [42:25] don't like I'm worried for you because [42:27] there's gonna be an app that comes out [42:29] tomorrow there's gonna be a shift in the [42:30] industry there's gonna be something that [42:32] happens that's gonna fundamentally [42:33] disrupt you whether you like it or not [42:35] and if you're not at least paying [42:36] attention to that and and so how do you [42:39] get people to move because I'm [42:41] everybody's number one competitive [42:42] different competitor is no decision [42:45] period right so how do you get people up [42:48] front to move and and realize that I [42:51] have to make a change because I think [42:53] that's our first goal right I gotta get [42:55] you to believe that the status quo is [42:57] not okay do you do you have anything [43:00] around that that that you teach people [43:03] or that you do specifically because [43:05] before I can sell you anything about [43:07] what my stuff does if I can't get you to [43:09] commit that what you're doing today [43:10] needs to change none of that stuff [43:12] matters because that's where no that's [43:14] where it's 60% of pipeline six and no [43:16] decision right so do you do anything I [43:19] mean obviously pain funnel in those two [43:21] any impact of pain but I think the I [43:23] mean the short answer is I think the [43:25] best way to get to test people whether [43:27] they're gonna change is to suggest that [43:30] they don't you know yeah you know when [43:34] people say well you know hey we've got [43:36] about a 30% closed rate I said well that [43:39] sounds pretty good well what do you mean [43:41] that's not so good [43:42] what if you say 30 percent that sucks [43:45] then they defend right so to me it look [43:48] you know when you push people resist if [43:51] you pull away then they tend to come so [43:54] you and I when I'm trying to validate [43:57] whether they're willing and able let's [43:59] just do the able part and they want to [44:00] right um [44:02] I suggest that they don't even when they [44:03] say hey my problems costing me like 10 [44:05] million dollars right oh that doesn't [44:09] seem like that much what what good no [44:12] but if you do the opposite then I think [44:15] and all this does so John is to say yes [44:17] that's important to them because I was [44:18] in front of Microsoft and they said hey [44:20] we've got a 50 million dollar text that [44:22] doesn't seem like that much money no [44:23] that's not worth talking about I was [44:25] like damn okay [44:28] right that alright that often you know [44:30] but I if I hadn't asked you know I would [44:32] have gone down a big road wasting a lot [44:35] of time you know what I mean [44:36] well cuz to you you and I 15 million [44:38] sounds like a lot to Microsoft that's a [44:40] rounding error you know anyway they [44:41] don't have to admit they made that [44:42] mistake right I mean it's just nothing [44:44] but I think you know it the other thing [44:47] is to to take where you are and kind of [44:50] accelerate that next step and we talked [44:53] a little bit about free consulting [44:54] beforehand but I love this move let's [44:58] pretend what happens next love that move [45:02] you know and it helps you determine [45:06] whether you should be investing time but [45:08] also helps you determine what their next [45:10] steps are so even in when you said hey [45:13] that non decision maker another way [45:15] could have done it is hey let's pretend [45:16] that if somebody says hey Dave we'd like [45:19] a proposal I always agree absolutely [45:21] they're happy I'm happy to do it makes a [45:23] lot of sense obviously um let me ask you [45:26] a question let's pretend you know I'm [45:29] gonna go back and we're gonna get the [45:30] team together we're gonna put a proposal [45:31] together to solve all the issues that we [45:33] talked about within the parameters that [45:36] you guys have what happens next I might [45:41] as well find out right now I've had [45:43] people say well then we got to take it [45:44] out to three RFPs [45:45] oh I then I've got to take it to my boss [45:47] guess what didn't know that two seconds [45:50] ago [45:50] okay you know to me my belief system is [45:54] you should do nothing in sales unless [45:57] you know what's gonna happen as a result [45:59] of your work or actions otherwise you're [46:02] in the hope and pray method right we're [46:04] never asked the question you don't know [46:05] the answer to exactly so we think if [46:07] your people could just do hey let's [46:09] pretend I do that what happens next if [46:12] they would get clarity on that and [46:15] because you can negotiate that's right [46:16] maybe I don't like that answer I said [46:18] well it hasn't gone I've saved myself a [46:20] ton of time on doing a lot of worthless [46:23] stuff back to your point a non-decision [46:27] is your biggest competitor it's not the [46:28] guy down the road miss them doing [46:30] nothing and dragging you through the mud [46:31] so how did it get stopped one of the [46:33] ways is that let's pretend move I love [46:35] that move I like that and I love the I [46:37] also love the question like hey what [46:39] happened just tell me understand what [46:40] happens if you don't make this decision [46:42] no like what just walk me through what [46:43] happens and if the and if you there's [46:46] two there's two answers right a very [46:47] concrete if we don't do this whatever [46:49] and then there's well and if you get the [46:52] well why are we talking then what [46:55] because if there's not a significant [46:57] impact of you making this decision or [46:58] not why are we even having this [47:00] conversation yeah I love that why not [47:02] there say hey John let me ask you a [47:03] question there's a lot of stuff on your [47:04] plate I'm sure this is like an ax top [47:06] three or four that you want to solve [47:09] this quarter [47:10] because if not honestly let's push it [47:12] off until it is well and actually again [47:15] small new on that move what you said [47:17] right there again nuanced matters not [47:20] solve top three of things you want to [47:22] solve what the top two or three things [47:24] you want solve this quarter right right [47:26] because because if you don't put a [47:28] timeline I can answer that oh yeah I [47:30] know I definitely says something I [47:31] definitely have to do on my bucket list [47:33] right bucket list exactly so you know [47:36] and that kind of goes to the creating [47:38] urgency I think there's you know that's [47:40] the number one challenge that I a lot of [47:41] reps come to meet with John how do you [47:43] how do you create urgency and to me you [47:45] can't create urgency unless you truly [47:47] understand the business drivers and what [47:49] the priorities are of that business but [47:51] also that person and that's where the [47:53] pain funnel comes into play right it's [47:54] that day you always come to us with well [47:56] we're missing our numbers okay what was [47:57] that in the business right I love the [47:59] business okay well then what does that [48:01] mean for you personally and if you don't [48:02] do that yeah that's where if I can [48:05] really buy into that if I can get you [48:07] bought into that then I can create [48:09] urgency because you know I did a post on [48:11] LinkedIn at the end of q1 there and I [48:13] said look all you all are trying to [48:14] figure out how to close deals before the [48:16] end of the quarter I'm gonna tell you [48:17] right now and then I get a lot of [48:19] questions I'm sure you do too which is [48:21] John how how hard can I push Mary and I [48:24] said how hard you can push is directly [48:26] related to how much it's about you [48:28] versus them the more it's about them the [48:32] more you can push the more it's about [48:34] you the more you're an [&nbsp;__&nbsp;] [48:36] right so if you're closing the end of [48:39] the corner you're closing on them up [48:40] because you got to hit your number and [48:41] those type of things [48:41] you're just a jackass sales rep if [48:43] you've identified that if they don't do [48:45] this by the end of the quarter they're [48:46] gonna miss out on this number they're [48:48] gonna get beat by their competition [48:49] they're gonna lose funding for this or [48:50] whatever it is then you should push it [48:54] it's your obligation to push [48:56] but it's based on what they told you all [48:58] right what do you think about this [48:59] somebody comes to you and says let's [49:02] assume you got a product now or even a [49:04] service doesn't much matter and you're [49:06] at the end of the quarter and they say [49:08] hey John just got some some news based [49:11] on availability we're not gonna be able [49:13] to do much more so we're base and we're [49:16] not gonna be able to fulfill it probably [49:18] I'll be like I got a short I'm on a [49:19] window here for it for that based on our [49:22] conversations may make sense that we [49:24] just push you because I don't think [49:25] you're ready to make that decision so [49:27] why don't we push it forward and that [49:29] way it may be easier I've had people do [49:31] that and of course which is to take away [49:33] move right but yeah and I tell you what [49:37] happens I'll either say absolutely or I [49:38] say well wait a minute now what does [49:40] that actually mean I said well listen I [49:41] don't want to say yes and then not be [49:44] able to deliver so that's high on our [49:46] high on our list of ethics and we want [49:48] to make sure we have long term customers [49:50] so we know based on capacity based on [49:52] people that we have that are gonna [49:53] support it we can only do four more this [49:56] quarter and and I'm just making the [49:58] assumption based on how we are [49:59] interacting and your urgency let's move [50:02] that out and that way there's no [50:04] artificial pressure although and I think [50:09] you know kind of get back to [50:10] qualification I try to qualify you out [50:12] more than I'm trying to qualify you in I [50:14] try to I try to ask all the questions up [50:16] front the to uncover why you shouldn't [50:19] do business with me [50:20] because guess what throughout the sales [50:21] process they're gonna come up and I'd [50:23] rather address them before then then [50:25] have you think of them and either not [50:26] tell me otherwise right so I'm gonna ask [50:28] like what's this budget timeline those [50:31] types of things like why shouldn't you [50:33] do business with me and I think if the [50:36] sales reps have that better mentality [50:38] around qualifying out compared to [50:40] qualifying in then it's it's gonna be a [50:43] lot better for all of us because again [50:44] like I mean Sandler plays a lot in the [50:46] psychology so yeah with the N at [50:48] neuro-linguistic programming and you [50:50] know reversing and everything like that [50:52] but your point that walk away closes one [50:53] of those powerful closes on the planet [50:55] because it's it's like hey no actually [50:58] you're not a good fit and then the [51:00] psychology around that is whoa wait a [51:02] minute in a minute now hey hey that's my [51:04] call you don't kick me out I kicked me [51:06] out just one of those things right you [51:08] seen the kid you watch key & peele by [51:10] any chance see much have you seen the [51:14] the timeshare version yeah absolutely [51:18] various you know I'd love that but you [51:23] know to your point about disqualifying [51:25] which I'm a huge believer in I think you [51:27] should be just qualifying all the time [51:29] it's easier for all of you the problem [51:33] that I think most reps have is that the [51:35] culture their company does not allow [51:37] that it's that and that's the ultimate [51:39] [&nbsp;__&nbsp;] you out of all this right is that [51:41] sales reps kind of understand it they [51:43] believe it but then they got some [51:45] manager who's cramming it down their [51:47] throat I mean in the funnel fill the [51:49] file you know what happened recently and [51:51] we're gonna write a post on this next [51:53] week you know I got an email from a rep [51:55] saying hey John that we you know it's an [51:57] existing account too so they should know [51:59] us and this guy like flat-out offer deep [52:02] discount on an upgrade out of nowhere [52:05] and it immediately cheapened then as an [52:10] offering as a solution as an as a [52:12] partner and guess what that dick because [52:14] I got that email out of nowhere hey John [52:16] we're having heavy discounts off of this [52:17] and that type of thing and we got this [52:19] special offer the what that does now is [52:22] when I do need something for from that [52:26] vendor there is no way I am ever paying [52:32] full rate even remotely close to full [52:36] rate card right because they've [52:37] automatically cheapened them as a [52:39] business as an offering because now I [52:42] know isn't that your whole thing is you [52:44] what you've said is hey I was taking you [52:45] to cleaners before but now we're getting [52:47] to the truth your credibility and [&nbsp;__&nbsp;] [52:49] in my opinion where everything that you [52:51] said is now suspect everything and and [52:54] and I think you've discredited [52:56] everything about you and your I mean the [52:57] quick story on this one I'm not gonna [52:59] name the company but this is like oh I [53:03] was doing this so I was doing our fake [53:05] and make it happen Monday's but I was [53:06] doing them on Facebook live and at first [53:08] it was really just for me to engage with [53:11] my audience but then you know I wanted [53:12] to evolve it but this was when I could [53:13] only do it on my phone like Facebook [53:15] live sessions on my down yeah so rep [53:17] actually was following me crushed it [53:19] literally couldn't have done a better [53:21] job like was following me on social [53:22] we'll watch one of my making out and he [53:24] reaches out to me he goes John have you [53:25] ever wanted some to do you know [53:27] interviews and actually bring other [53:29] people into your Facebook live session [53:31] like well yeah but I don't know how to [53:32] do that on my phone he's like well our [53:33] solution actually allows you to do that [53:35] and I was like no [&nbsp;__&nbsp;] right so I no [53:38] joke I was like can you show that to me [53:39] right now right right after I got off [53:41] the alive second right he's like yeah so [53:42] he lit it up he lights the thing up and [53:44] he shows me I go done send me a contract [53:46] right I mean it hit the Holy Grail [53:48] social selling followed knew exactly [53:51] showed me it didn't try to drag me [53:53] through the whole demo just showed me [53:55] what I want [53:55] I send it over to me done and he goes [53:58] like this he goes John you know all [54:00] because we love you so much over here [54:01] he's like I'm gonna give you a 20% [54:02] discount because and I was like no you [54:09] just [&nbsp;__&nbsp;] the whole thing up I didn't [54:13] ask for the discount you just [&nbsp;__&nbsp;] it [54:15] all up [54:16] and he goes whoa okay well we won't keep [54:18] you just go no no no now you're gonna [54:19] give me the discount but you've just [54:21] cheapened your entire offering by [54:23] trading and I wish why-why-why that [54:27] world I wish managers didn't force it I [54:29] wish we were at least on quarterly [54:30] targets as opposed to monthly targets to [54:32] to prevent stuffing down somebody's [54:35] throat scenario that cheapens everything [54:37] that we do so anyway I think we could go [54:41] off on grants for all sorts of [&nbsp;__&nbsp;] they [54:42] talk for days about this type of stuff [54:45] but I really appreciate the conversation [54:46] I think I got a lot out of it and I [54:48] think I'm hoping my audience did too [54:51] especially some of the tactics we talked [54:52] about but some didn't tell us you know [54:54] what are some of the things you're [54:55] working on right now with Sandler like [54:57] how are you evolving the content and how [54:59] how should people engage or you know [55:03] what do you have to offer basically for [55:05] people who are trying to get better at [55:06] sales well well they certainly go to [55:08] Sandler comm I mean there's a couple [55:09] different things we've got a great [55:11] platform where there is just you know [55:13] 1500 hours a content in any type you [55:16] know because in today's world you know [55:18] you've got either micro learning stuff [55:20] you've got anything that you want in any [55:22] different modality so so that's [55:24] certainly there but I think the best [55:25] thing to do is maybe what you and I did [55:27] a long time ago [55:28] it just they go and you know reach out [55:31] to a Sandler guy and just say you've [55:32] listened to John and Dave and I want to [55:34] crash a class and just sit in [55:36] last my guests just sit in and just [55:38] absorb I don't care if I never see again [55:40] just get as much as you can because if [55:42] we can educate you then you're gonna do [55:44] a better job go raise the tide of the of [55:47] the brand you know meaning sales people [55:49] so I mean that's super important for us [55:52] we've got a brand new program out for [55:54] entrepreneurs which is really hot a [55:56] hockey stick your company which is great [55:58] you know I just wrote a book with two [56:00] guys that's flunk and you know they [56:02] those guys went from 30 million to 1.2 [56:04] billion in five years and they crushed [56:06] it I'm so we're excited about that [56:08] partnership as well so there's a ton of [56:09] stuff going on very cool I love that I [56:12] mean I think that's the whole thing is [56:13] this constant about evolution right yeah [56:15] if you're not getting better [56:17] somebody else is right you're dead right [56:19] we're all learning 1% [56:21] all that stuff the contents out there [56:22] right go to go to a go to a free course [56:25] I mean that was one of the things I will [56:26] say early on in my career saying I [56:28] probably had the biggest difference for [56:29] me early on as far as all the other [56:31] training right it's the stuff that stuck [56:32] with me the most and so if you if you [56:36] have a local similar provider which I [56:37] almost guarantee you do if you're [56:39] listening to this you know go go see if [56:41] you can sit on one of those courses and [56:42] then go to the site and you know consume [56:44] some of that try some of the [&nbsp;__&nbsp;] out [56:45] right try it out [56:48] it's not gonna kill you to go to a free [56:50] class I mean you're welcome as my guest [56:51] no one's gonna say no to me right I mean [56:53] just just show up just say I saw John [56:55] and that's all Dave and Here I am I want [56:57] to see this on closing or whatever you [56:59] want to go so you go see it awesome day [57:01] well I really appreciate that your time [57:03] here I love what you're doing looking [57:05] forward to working with you guys moving [57:06] forward - yeah thanks for having me for [57:08] all right everybody go out there make [57:10] somebody smile today there's too much [57:11] negativity in this world try to make [57:13] somebody happy if you do nothing else [57:14] all right have a great week and let's [57:16] make it happen

===FILE=== iSeKA1Sfxww - The Sandler Microlearning Collection The Sales System.txt
https://youtu.be/iSeKA1Sfxww
The Sandler Microlearning Collection： The Sales System

[0:00] are you or your salespeople struggling [0:02] to get in front of enough opportunities [0:05] maybe you're losing momentum and sales [0:07] you know that you deserve if that sounds [0:09] like you you might be interested in our [0:11] new online Sandler microlearning sales [0:14] collection we'll show you in this course [0:17] how to sell without being a traditional [0:19] pushy salesperson will show you how to [0:21] think like a professional and use a [0:23] proven system to develop new sales [0:26] opportunities we'll also show you how to [0:28] prospect and develop new business [0:30] without the stress and rejection that [0:32] typically comes with prospecting hi I'm [0:35] Mike Montague from Sandler and we've [0:36] been solving challenges like these for [0:38] over 50 years [0:39] with over a million people will show you [0:42] the advanced strategies and tactics you [0:44] need to solve the problem and how to [0:46] implement the behaviors and develop the [0:48] attitudes necessary to solve this [0:49] problem permanently this course comes in [0:52] Sandler online which means you get [0:53] access to this information anywhere at [0:55] any time on any device [0:57] if this sounds interesting to you enroll [1:00] yourself now by following the [1:01] instructions below this video and I'll [1:03] see you inside of Sandler online good [1:05] luck and good selling [1:14] you

===FILE=== kkJSz_oisyc - Strip Line to Seal the Deal.txt
https://youtu.be/kkJSz_oisyc
＂Strip Line＂ to Seal the Deal

[0:00] rule number 22 when a prospect is [0:03] positive stripline do you remember the [0:07] pendulum theory from the bootcamp we [0:09] showed you a pendulum on a three foot [0:11] wire no forces are acting on the [0:13] pendulum so it stays static a body at [0:16] rest stays at rest a body in motion [0:18] stays in motion if this is where we want [0:21] our prospect to be how do we get them [0:24] there [0:24] pull them slightly negative so he can [0:27] swing positive it's called stripping [0:29] line or negative reverse selling and [0:31] it's the most powerful tool in our [0:34] selling inventory for sure trite and low [0:37] risk situations develop confidence with [0:39] this technique I invite you to subscribe [0:41] to our youtube channel or for more [0:44] information you can also visit us at [0:46] Bailey Marketing Sandler com

===FILE=== n5HlgAqNF8E - How to Control and Influence the Sales Conversation.txt
https://youtu.be/n5HlgAqNF8E
How to Control and Influence the Sales Conversation

[0:00] [Music] [0:03] Welcome to the How to Succeed podcast. [0:05] The show that helps you get to the top [0:06] and stay there. This is how to succeed [0:08] at controlling a sales conversation. The [0:11] following podcast is copyrighted by [0:12] Sandler Systems, Inc. and protected by [0:14] US copyright laws. Sandler is the [0:16] worldwide leader in sales management and [0:18] customer service training with over 200 [0:20] locations. You can subscribe to this [0:22] podcast right now wherever you're [0:23] listening to podcasts or share this [0:26] episode with somebody that needs to hear [0:28] it. Also, don't forget to leave us a [0:31] review or reach out if you have [0:33] something to say or a suggestion for a [0:36] future guest or topic. I would love to [0:38] hear from you. I'm Mike Monagu, director [0:40] of community engagement at Sandler. You [0:42] can find me on LinkedIn. Also, our guest [0:44] today is Cal Thomas, a longtime Sandler [0:47] trainer from New Jersey, and we're going [0:49] to talk with him about how to succeed at [0:51] controlling a sales conversation. [0:53] [Music] [0:59] Cal, welcome back to the podcast. Tell [1:01] me a little bit about controlling the [1:04] sales conversation and uh what does that [1:06] mean for us? [1:08] Plus, I think that means well I always [1:11] ask the question, has anyone ever been [1:12] to a meeting, a sales meeting where they [1:15] weren't quite sure what they were here [1:16] for or what they wanted to accomplish? [1:19] Or worse, they got to the end of the [1:20] meeting and they weren't sure what [1:22] someone was supposed to do. Or even [1:24] worse, Mike, somebody said, "Hey, that [1:26] sounds interesting. Can you send me [1:27] something and follow up with me in two [1:29] weeks?" [1:31] Yeah, I feel like sales definitely has [1:33] some control issues. Prospects are [1:36] squirly, but salespeople are squirly, [1:38] too. I I feel like the job of a sales [1:41] manager is hurting cats. So, we have [1:43] some definitely beneficial skills to [1:47] talk about here today. We can't really [1:50] control the outcome of a sale or another [1:54] person, but tell me a little bit about [1:56] our attitude here for at least taking [1:58] control of the process and where the [2:00] conversation goes. [2:02] That's great question. I think the [2:04] attitude, Mike, or the belief system [2:05] that I think many, you mentioned [2:07] traditional salespeople, it can be a [2:09] little squirly. uh we we need to believe [2:12] that we truly should be in cro in [2:14] control of the conversation or in [2:17] control of the process and that we're we [2:19] are in fact capable. And I got through [2:21] my head trash on this a lot of years ago [2:23] by creating a definition of of me my job [2:26] as a in a sales role is to help other [2:29] people make a decision. And my belief [2:32] tied to that is since it's my expertise, [2:35] I will control the process, but Mike, [2:37] since it's their money, they get to say [2:39] yes or no. [2:42] Yeah, I think that makes a ton of sense. [2:44] Now, when I'm thinking about this topic [2:46] here and in controlling the a sales [2:48] conversation, there's obviously some [2:51] tools we have here at Sandler. The big [2:53] one is the upfront contracts, and we [2:55] wanted to go a little bit deeper on [2:56] this. We've done some other podcasts on [2:59] moving the sale forward. If you want to [3:00] look at that or or search for upfront [3:02] contracts in our list of over 500 [3:04] episodes now, you'll find some good [3:06] stuff. But when we think about [3:10] how we do that, [3:13] um what comes to mind first for you for [3:16] for attitude? Are there any common [3:18] misconceptions or uh maybe beliefs that [3:21] we need to have? I I think one is that [3:24] we we owe it to ourselves and we deserve [3:26] to control that process. Typically, it's [3:28] the buyer, it's the prospect that [3:30] controls it and and we can and should do [3:32] that. The other part, Mike, is the [3:35] belief that everyone's our prospect and [3:36] it's our job to sell them. One of the [3:39] rules, as you know, is people buy for [3:41] their reasons, not ours. And no is a [3:44] very acceptable, even a preferred answer [3:46] sometimes. So the old adage go for the [3:48] no is something we have a tendency to [3:51] struggle with. [3:53] Yeah, I love that and I always use harsh [3:55] language when I do this but you know [3:57] people have that belief that the [3:59] customer is always right and if the [4:00] customer wants to do something really [4:02] stupid uh there then we should probably [4:05] tell them we should probably control [4:06] this process and not you. It doesn't [4:08] sound like you know what's going to be [4:10] in your best interest uh or ours here in [4:13] figuring this deal out. [4:14] Yeah. And I I love that thought because [4:16] you can tell anybody anything as long as [4:18] you tell them you're going to tell them [4:20] or get permission like exactly what you [4:22] said. I was with a client the other day [4:23] and he said, "Well, my new client's [4:25] really doing stupid things just like you [4:27] said." And I said, "Well, what if you [4:28] said, George, boy, I I don't know how to [4:31] tell you this, which is a form of an [4:33] upfront contract. I don't know how to [4:35] tell you this because you might get mad [4:36] at me, but this is a really bad idea." [4:41] And the guy said, "Well, why is a bad [4:43] idea?" He asked him some more questions [4:44] and they got through it. But he prepared [4:46] him for that and he maintained control. [4:48] So it's a the upfront contract. We we [4:51] talk about it as right. It's it's what's [4:54] the purpose, what's the time, what's the [4:56] agenda, what's my agenda, what are the [4:58] outcomes, and it's very clunky. We did a [5:00] role play prior to a meeting with [5:02] another client last week. And he nailed [5:05] it out of the book, but it wasn't [5:07] conversational. And it sounded scripted. [5:10] And it's not a script. It's it's got to [5:12] be conversational. and you got to feel [5:14] it. It's kind of plan planned [5:15] spontaneity and it just needs to roll [5:18] off your tongue and hit those points. [5:21] Well, I think those are great points. [5:23] The other one I would add is it needs to [5:25] be focused on permission. Like you said, [5:27] upfront contracts really we have those [5:30] five parts and foundations to make sure [5:32] that you set an agenda for a meeting. [5:35] But upfront contracts the technique is [5:38] for any situation where you need [5:40] permission to ask a question uh you know [5:43] permission to participate in this [5:45] process together permission on a cold [5:47] call to take their time for two or three [5:50] minutes. Once we get permission it and [5:52] the upfront part doesn't need to be at [5:54] the beginning of a meeting. Uh I always [5:56] joke around that uh you know when you've [5:58] been in Sandler for a while you're you [6:00] become a master of the barely upfront [6:02] contracts which is like hey I forgot to [6:06] tell you this earlier so right before we [6:08] do it now can I get your permission to [6:11] you know uh share this proposal with [6:13] somebody else or call in my boss to get [6:15] help on this or something like that. [6:17] Yeah I love that point because when when [6:19] people learn it it's well it must go in [6:21] this order when in fact then again it [6:24] feels clunky. I mean, I I had a call [6:26] last Friday and the guy had me back on [6:28] my heels a little bit. I wasn't quite [6:30] prepared and I started to answer a [6:32] question. Well, what I can tell you is [6:35] that well, let me let me ask you a [6:37] question before I tell you this [6:40] and I could ask him a question and I [6:42] think of it as tennis and the upfront [6:44] contract is something like tennis. Put [6:45] it back in their court. So, there is a [6:47] start stop and it doesn't have to be in [6:49] order, but I do have to get their agenda [6:52] out. I also need to I'd like to say Mike [6:54] not ask permission. Maybe that's a [6:56] better idea, but say uh put them on [6:58] notice that we're going to ask questions [7:00] because that's that is our agenda. I [7:03] want to get their agenda out so I can [7:04] say yes, yes, yes, and avoid asking [7:07] questions, answering questions because [7:09] it's not time. Then I will warn them a [7:11] little bit. You know, Mike, I'm going to [7:13] have some questions for you. And some of [7:15] them I'm going to warn you, they're [7:17] going to be a little tough. And here's [7:18] why. I need to figure out today if I'm [7:21] the right resource for you or not. Is [7:24] that okay for you? [7:26] And it becomes very conversational. Now, [7:28] I've said that line probably 20,000 [7:31] times in my career, but I hope it comes [7:33] off very conversationally. [7:36] Now, when we talk about behavior in [7:39] advanced upfront contracts and [7:41] controlling a sales conversation, what [7:43] comes to mind here? I think we've [7:45] already hit on it a little bit for me is [7:47] doing the right thing at the right time. [7:49] There should be a process to your sale. [7:52] You should be telling people what's [7:54] going to happen. I think buyers put up [7:56] defensive walls and they freak out when [7:58] they don't know what's going to happen [7:59] next. So, when I think about upfront [8:00] contracts, I think about it like shining [8:03] a light on where we're going so that [8:06] everybody has a clear, well-lit path of [8:09] the rules of the game and where we're [8:10] going to follow and what the curbs on [8:11] the roadway are. And then everybody's [8:14] kind of in this same mindset together. [8:17] How how do you think about it? [8:19] And Mike, thank you. I'm gonna steal [8:21] that. You get credit the first time and [8:22] I'm I'm going to claim the uh the [8:24] flashlight path for myself. Uh [8:27] absolutely. And what we talk about is is [8:29] it's got to be a habit and it's got to [8:31] be a trigger. Anytime I feel confused, [8:34] I'll play a little Columbbo. anytime I [8:36] feel confused and I don't understand [8:39] something, I got to pause it and say, [8:40] "Well, I just want to be sure that we're [8:42] both clear on something." If at any [8:45] point, and there's another Sandler rule, [8:46] right? It says, uh, if you feel it, say [8:48] it. Because if I'm a little confused, [8:50] they're a little confused and and then [8:52] we're both going to be screwed up and [8:53] uncomfortable. So, it's it's a habit. [8:56] And I have found it's really takes a lot [8:59] of practice, and I have to practice it. [9:02] We have to we have to list it out and [9:04] write it down in our pre-all plan. [9:06] Again, plan spontaneity so I can be uh [9:09] conversational with it. And I want to [9:11] make sure that conversation can be [9:13] completely unambiguous [9:16] and if there's any mutual mystification, [9:18] we address it right at that moment. And [9:20] I've been very nervous historically [9:22] sometimes to feel dumb or to appear [9:25] dumb, but it actually makes the other [9:27] the other party I'm talking to more [9:29] comfortable. [9:30] Uh, I think that's great. Uh, to, you [9:33] know, you're talking about unambiguous. [9:34] For our under 40 listeners, Columbbo, [9:37] uh, you can Google was a, uh, detective [9:40] in the 70s and 80s, uh, on television [9:42] who, uh, played a dummy. Uh, kind of [9:44] like a bumbling monk character for [9:47] those, uh, you know, under 30. Uh, uh, [9:50] you can look up Monk. Um, okay. So, [9:53] we're gonna have to keep up with our [9:54] references. Um, now I think this is an [9:58] interesting question. When I think about [10:00] this, how far in advance do you paint [10:04] your upfront contract? Are you doing it [10:06] just for this conversation? Are you [10:07] doing it for the whole process? Uh, I [10:10] think we know winging it doesn't work. [10:11] If you don't know where you're going, [10:13] then you can't light the path for the [10:14] the other party. But if we also say that [10:18] this is going to be a long ninestep [10:19] sales process and we're in enterprise [10:22] sales and we have multiple decision [10:23] makers and stuff, we probably don't know [10:25] the whole outcome of this. How do you [10:28] think about it? Is it is it per meeting [10:30] per stage or what the next thing is? [10:32] It could be per stage which could [10:34] correspond to a meeting. And Mike, [10:37] you're right. If it is a large [10:38] enterprise, my process is going to be a [10:40] little bit different. Uh so I need to do [10:42] a little planning and a little thought. [10:44] Hopefully, I've got somebody that I've [10:46] I've been conversing with on that team, [10:49] uh, the buying team, but I'm going to [10:51] set a series of them as we go along, and [10:54] I'm going to be very crystal clear on [10:57] what I want to happen next. What I want [11:00] in my sales process, because we're going [11:01] to control it, what I want to have [11:03] happen next. They don't know how to buy [11:05] from us. They know the buyer system, but [11:08] we want to be in control. So, I'm going [11:10] to be very clear uh to define what what [11:14] I say what yes means. Uh our colleague [11:17] John Roso talks about that a lot. And in [11:20] the many steps before we're finished [11:22] here, it could be in a first meeting. [11:24] One of two things will happen. Either [11:26] you're going to not like what I say. I'm [11:28] not going to be able to help you. on the [11:30] odd chance that we get past that, I [11:32] think we'll have to put something save [11:34] two minutes and put our calendars [11:36] together and see if anybody else uh [11:38] there's anyone else we need to invite [11:39] for the next time as an early step. If [11:43] I'm further into the process uh of a [11:46] digital marketing company, they've just [11:48] changed theirs. I think this is their [11:49] second meeting and they say something [11:51] like would it be okay if we shared our [11:54] what our customers have told us is a [11:56] best practice to as as our next steps [11:59] and everybody said well yes of course [12:01] David we can do that what we found to be [12:03] most effective is we will put together a [12:05] draft agenda based on what we've spoken [12:07] about today and your chief marketing [12:10] officer and the CFO will come to that [12:12] meeting and I can tell you all the [12:14] reasons why that makes sense if you'd [12:15] like to know. [12:17] So, it's a very clear definition that [12:19] you're throwing me out of the room and [12:20] we're gonna have the right people in the [12:21] room for the next one. And depending how [12:23] it's delivered, [12:25] it's crazy effective. [12:27] Yeah, I again I like that asking for [12:30] permission or giving them options and [12:32] stuff here. Uh, the thing that comes to [12:35] mind that I think is always most [12:37] challenging and people struggle with is [12:39] what happens if somebody breaks the [12:41] upfront contract or they don't want to [12:43] agree with your terms of of how this [12:47] conversation should go. [12:48] Yeah, fair enough. So, so two things. If [12:50] if they don't because they probably [12:52] forgot because they've never heard one [12:54] or they're stuck in their process and [12:56] say, "Hey, that that's an excellent [12:57] point, but I you know, I probably forgot [13:00] to mention um again Colbo reference. I [13:03] probably forgot to mention that [13:04] typically the process or the next [13:07] typical things would be now I don't know [13:09] if I didn't mention or I don't know if [13:10] that just doesn't make sense to you and [13:13] and Mike it's it's not 100% nothing is [13:16] 100% as you said earlier we can't [13:18] control everything but the better we get [13:20] at this better we can control the sales [13:22] conversation and the shorter our sales [13:25] cycles are whether it's to no or to yes [13:28] all the time. [13:29] Yeah. I think repeating and reminding [13:32] and the effort contract is a huge tactic [13:34] because people are just not used to [13:36] keeping agreements these days, right? [13:38] It's until something better comes up [13:40] when you make plans with somebody. So, [13:42] it's uh it's really tough. you have to [13:44] do remind them and then even to parts of [13:47] the process like hey we agreed that you [13:49] wouldn't shop this proposal to our [13:51] competitors or remember before I sent [13:53] this over you said you would take 15 [13:56] minutes with me and go through a last [13:58] look uh and make sure I got everything [14:00] right. Can we set that meeting now? [14:01] reminding them of what they agreed to is [14:03] important because we're just one event [14:06] of thousands in our our buyers lives and [14:08] and they're really not used to [14:10] remembering or keeping these types of of [14:13] agreements, especially long-term ones. [14:15] Yeah, absolutely. And and the thing I [14:17] say, Mike, you've probably heard me say [14:18] it is I will say something like, you [14:21] know, Mike, I I don't pretend to believe [14:23] that I'm always in the forefront of your [14:24] mind. So I think what we discussed [14:28] before was A, B, and C. Outcome D. [14:32] Perfect. Any other techniques come to [14:34] mind for controlling a sales [14:36] conversation? [14:39] Well, it's setting it up front. It's [14:41] doing a good job of building rapport and [14:43] not getting out of rapport. Like [14:45] everybody says, "Oh, the weather's [14:46] wonderful. How was it today?" And then [14:49] you get a response, "It's great, except [14:51] I can only see my daughter on rainy [14:53] days." And then you're out of rapport. [14:54] So, we got to start off the right way, [14:57] make them comfortable, and also make [14:59] absolutely certain that we're getting an [15:01] outcome. My my favorite line is, hey, [15:05] you you don't have a calendar with you [15:06] today, do you? Everybody has a calendar [15:09] every day of every minute of their [15:10] lives, and let's put a time and a date [15:12] in it now. Right. Right now. [15:16] Yeah. I think that's really good. You [15:18] mentioned, tone, making sure that we're [15:20] doing this nurturingly in a not okay [15:23] fashion. And we're not trying to look [15:25] like we're controlling the sale. We're [15:27] doing this with some Jedi mind tricks of [15:30] questions and and reverse psychology and [15:34] other uh you know interesting principles [15:36] that make this a natural flowing [15:38] conversation, right? [15:40] Yep. Absolutely. [15:43] So let's uh wrap this up a little bit. [15:45] Anything else come to mind that we [15:47] missed uh especially in advanced or [15:50] difficult conversations when you're [15:51] trying to control uh the sale or the [15:54] sales process? How do we tie attitude, [15:57] behavior, technique together and make [15:58] sure we get to the top there? [16:00] Well, I'll start with your first [16:01] question about the advanced part. There [16:03] are a couple other pieces I will sneak [16:05] or stick into an upfront contract. Uh [16:07] maybe if it's the first time, I'll add a [16:09] story after they give me their agenda. [16:12] Hey, be happy to talk about dollars. We [16:14] certainly do. In fact, we just had a [16:16] conversation with ABC similar industry [16:19] and what we both concluded it was it [16:21] just wasn't a numbers match. It was just [16:23] too expensive for them to swallow. And I [16:25] don't know if that's going to one if [16:26] that's going to happen here. So, it's [16:28] setting up it's giving us some [16:29] credibility. We know people in their [16:31] industry or whatever that story might [16:33] be. And number two, because this has [16:35] bitten me on more than one occasion, if [16:37] it's a a second or third meeting, has [16:41] anything changed since we last spoke? [16:44] And I'd say 25 30% of the time, [16:48] one recently fired their CEO. You think [16:51] that changed the conversation? Another [16:54] was, "We've decided to sell our company [16:56] to the lead engineers." [16:58] Well, I guess we're talking about their [16:59] money today, not yours. Should they be [17:01] in the room? So, those two questions, I [17:04] think, are critical to really advance [17:06] and up your game on the upfront [17:07] contract. [17:08] Yeah. third party stories especially [17:10] because that takes it out of the [17:12] situation between you and me and it says [17:15] last time I did this. That's a great [17:18] line because it shows that you've done [17:19] this before but also that other people [17:21] have experienced their challenge and now [17:24] you're saying I don't not sure it's [17:25] exactly like your situation but they [17:28] wanted to do X Y and Z. Does that make [17:30] sense here? It allows you to paint the [17:32] picture of where you want things to go. [17:34] That's great. Once again, we're talking [17:36] with Cal Thomas, Sandler trainer from [17:38] New Jersey. If you are looking for a [17:40] Sandler trainer, go to sailor.com and [17:43] click on find a training location. Cal, [17:46] I wanted to ask you about your favorite [17:48] Sandler rule. [17:51] Boy, I people ask me that a lot. I keep [17:54] going back to the same one. Um, sales is [17:57] a Broadway play put on by a psychiatrist [18:00] because we are matching and mirroring. [18:02] We want to make them comfortable. And if [18:04] anyone's going to be uncomfortable, it [18:06] better be us. So, we're gonna have to [18:08] play a little bit at that. [18:10] I love it. There uh is a little bit of [18:13] uh acting, I think, but that's sometimes [18:16] trips people up. I like when in that [18:19] sailor rule it says produced by a [18:21] psychiatrist. So, we're not actually [18:25] acting. We're the one directing and [18:27] producing this conversation and the [18:29] sales process to make sure we have the [18:32] best outcome possible. Yes. And most [18:34] importantly, exactly. We can't get [18:36] emotionally involved. [18:39] We want our prospect to get emotionally [18:41] involved, but we need to keep our [18:43] emotions out of it, not get too excited, [18:45] not get disappointed. [18:46] Uh, again, a great analogy. The actors [18:49] and, you know, the audience, we want [18:51] emotionally engaged. The producer of the [18:53] show and the director, not so much. They [18:55] need to be focused on doing their job. [18:58] Uh, so I want to wrap it up here and [19:01] kind of tie it together in a nice big [19:03] bow for everybody. Three top takeaways [19:06] when thinking about how to succeed at [19:08] controlling a sales conversation. What [19:10] is one attitude you'd like people to [19:11] have? [19:12] That to believe that we should control [19:15] the process because we are the experts [19:17] and to believe that it will in fact [19:19] shorten our sales cycle. [19:21] One behavior or action item you would [19:23] like people to do. practice, practice, [19:26] practice and make it an absolute habit [19:28] that I set the expectations for a [19:30] meeting and I never ever leave a meeting [19:33] without a no or a time date and agenda [19:35] purpose on the calendar every time. And [19:38] finally, the best technique to use [19:41] technique. It obviously it overlaps. All [19:43] these things overlap, Mike. Uh it's [19:45] practice. And the technique of applying [19:47] this is to keep it conversational. [19:50] So people don't feel like you're uh have [19:53] a script or you're formulaic, but you're [19:55] just having a conversation with a [19:56] regular person. And when we talk to [19:58] clients and that's the comment they get, [20:01] you just made us really comfortable in [20:02] the sales process. [20:04] I love it. Thanks for your time, Cal. [20:06] Cal Thomas, Sandler trainer from New [20:07] Jersey. For more information on this [20:09] topic, search upfront contracts in the [20:12] podcast or any of our resources at [20:14] sailor.com. You can also reach out to a [20:16] Sandler trainer there. And as always, [20:18] subscribe or leave us a review for this [20:20] podcast on iTunes or Google Podcast and [20:23] Spotify. Thank you for listening and [20:25] remember, whatever you are, be a good [20:26] one. The How to Succeed podcast is [20:28] brought to you by Sandler, the worldwide [20:30] leader in sales management and customer [20:32] service training with over 200 [20:33] locations. For more information, visit [20:35] sler.com. [20:39] [Music] [20:40] The Sandler Summit returns in

===FILE=== o-YT09Miw-c - Sales Growth Ryan Reilly of Sandler on Proven Strategies for Your Business— Turn One Studi.txt
https://youtu.be/o-YT09Miw-c
Sales Growth: Ryan Reilly of Sandler on Proven Strategies for Your Business— Turn One Studio Podcast
[0:00] 
[0:06] Welcome to the Turn One Studio podcast.
[0:08] I'm Elliot Custodio with Turn One Studio
[0:10] and here we sit with local business
[0:12] professionals. Today's guest, super
[0:14] exciting, Ryan Riley from Sandler. Ryan,
[0:16] welcome.
[0:17] >> Hey, I appreciate you having me on. I've
[0:19] been I've been looking forward to this
[0:20] for a while. So, finally getting in the
[0:22] mix.
[0:22] >> Oh, that's awesome. Well, we're we're
[0:24] psyched to have you here. First things
[0:25] first, for those who don't know, what is
[0:27] Sandler?
[0:28] >> That's a really good question. and and
[0:29] Sandler is is a franchise. So, everybody
[0:31] knows that. But what they don't know is
[0:33] that we all have our own names. So, if
[0:35] you really were to look me up, I would
[0:36] be Sandler Legend Development Services,
[0:38] Inc. And we're located here in Long
[0:40] Island. We're actually the flagship here
[0:42] on Long Island. Started almost 30 years
[0:44] ago.
[0:45] >> Wow. Okay.
[0:45] >> So, what is Sandler? We're a sales
[0:48] training, consulting, and coaching
[0:49] company. We work with CEOs, owners, and
[0:52] sales leaders as well as individuals
[0:54] when they're trying to really develop
[0:57] great companies, right? It's some people
[0:59] think that it's when you're when you're
[1:00] failing. It's not when you're failing,
[1:02] although we could help there.
[1:03] >> Sure.
[1:03] >> It's more about when you have a great
[1:05] company and you're you're frustrated
[1:06] because you're just not hitting the
[1:08] momentum that you want to over a long
[1:10] period of time or a short period of
[1:12] time. Other times you're you're having a
[1:14] lot of meetings. There's a lot of things
[1:15] happening. Networking is going on. Your
[1:16] people are out there doing it, but
[1:18] you're just not getting the return on
[1:20] investment that you
[1:21] >> busy but not progressing.
[1:22] >> Busy but not progressing. And let's face
[1:24] it, blind spots. The reason we call them
[1:26] that is because you can't see them
[1:27] yourselves, right?
[1:28] >> So, bringing in a consultant or coach or
[1:31] partner like us allows us to identify
[1:33] those blind spots. And whether we decide
[1:35] to work on those together, that's up to
[1:37] you.
[1:38] >> Very cool. How often are you finding it
[1:40] that these companies are able to
[1:42] self-identify
[1:44] that they need help?
[1:46] >> So oftentimes they they'll come with
[1:48] what we call pain indicators, right?
[1:50] Some things that are
[1:52] >> happening within the company that are on
[1:53] the surface level obser observational
[1:55] things where they're saying, "Hey,
[1:57] >> we're we're struggling here. We have a
[1:59] challenge here." But they can't really
[2:01] detail what that challenge is. That's on
[2:03] myself or anybody else who's working
[2:05] with them to uncover what's really
[2:07] happening here, right? Because let's
[2:08] face it, anybody who brings you a
[2:10] problem, it's probably not the right
[2:12] problem you should be solving. It's the
[2:14] thing that that's the the most burning,
[2:16] okay?
[2:17] >> But maybe there's something else under
[2:18] that that we really have to solve first.
[2:21] And and a real good sales professional,
[2:23] they're going to uncover that with you.
[2:25] >> So, what are some examples or what are
[2:26] common pain points that you're seeing
[2:28] that are not being seen?
[2:30] >> Sure. So,
[2:33] I mean, tough question to answer, but
[2:35] one of one of the most common ones we
[2:36] see are, you know, my people just don't
[2:38] close really well, right? They don't
[2:40] close the deal. They have a ton. I'm
[2:42] getting so many leads. My marketing team
[2:44] is amazing and we're dumping trash in
[2:46] the garbage every day because we're just
[2:48] not closing deals,
[2:49] >> right? And and the idea is that we need
[2:51] to bring in techniques, right? Let me
[2:53] show you how to close this deal and
[2:54] you're going to do great. when in
[2:57] reality many times it's an opening
[2:59] statement, not a closing statement.
[3:01] Meaning they're not starting the
[3:03] conversations correct in order to
[3:05] alleviate the pressure on the close. So
[3:08] the buyer feels pressure. The buyer
[3:11] feels like they're being sold to. And
[3:12] let's face it, nobody likes being sold.
[3:15] >> Right. Right. That gets icky.
[3:16] >> But everybody likes to buy.
[3:18] >> Yeah.
[3:18] >> So how do we create an atmosphere to
[3:20] allow a buyer to buy as we the sales rep
[3:23] stays out of the way? So it's not a
[3:25] closing problem you have. Oftentimes
[3:27] it's an opening problem and that you
[3:29] know is hard to uncover until we start
[3:31] working with a team.
[3:32] >> Right. Is that primarily with cold
[3:34] calling
[3:35] >> like super top funnel?
[3:37] >> Uh no I mean primarily that's with
[3:40] everything right. The way that you start
[3:42] a conversation is is setting the tone is
[3:45] setting the way we're going to work
[3:46] together. Is setting how you're going to
[3:48] get to the next level together. Now
[3:51] realize the words I'm using. How we're
[3:53] going to get there together. how we're
[3:54] going to work together rather than
[3:56] >> I'm here to sell you something. That's
[3:58] an I statement and you're the one who
[4:00] has to listen.
[4:02] >> Typically, what we find is that doesn't
[4:04] work, right? Pressure. Yeah.
[4:06] >> Friction.
[4:07] >> It's you verse me rather than is there
[4:09] something here together we should be
[4:10] looking at.
[4:11] >> Right. Very cool. Now, obviously all
[4:13] industries need sales and all industries
[4:17] could benefit from sales help. Are there
[4:19] specific verticals where Sandler really
[4:21] shines? You know, that's a I'm laughing
[4:25] because recently I was in a conversation
[4:27] and somebody who's been, you know,
[4:29] around the Sandler network forever and
[4:32] he he's not a Sandler trainer. He's
[4:33] actually he does franchise development
[4:35] uh for outside companies.
[4:37] >> And he mentioned to me, he said, "Well,
[4:39] I know Sandler is like the best in
[4:41] manufacturing. Like that's what you guys
[4:44] do." And I looked at him and I said,
[4:45] "That's
[4:46] >> that's interesting. That's news to me."
[4:47] >> I said, "I don't have a single client in
[4:49] that world, right?" Um, so apparently
[4:52] nationwide and and historically we have
[4:54] done really well in that space.
[4:56] >> Oh, interesting.
[4:57] >> Um, for Sandler Trainers, it's all about
[5:00] deciding and identifying your niche,
[5:01] right? Where do you swim well? And,
[5:04] >> uh, for me, I'm still working on that,
[5:06] you know. So, so I have some of my
[5:08] colleagues work phenomenal in the
[5:10] financial sector, right? Working with
[5:12] financial advisors, with wealth advisory
[5:14] companies, with banks. That's like their
[5:16] niche and they really do it well. Sure.
[5:19] Can I can I service them? But is that my
[5:21] niche? I'm not sure yet. What I have
[5:23] found I do really well in is
[5:25] >> BTOC companies, you know, companies who
[5:27] are working with individuals and
[5:29] families. I I enjoy that because you're
[5:32] you're truly helping individuals to to
[5:34] to achieve something. Yeah. So, I like
[5:36] that aspect of it. I'm trying to figure
[5:38] that out because I have a few clients in
[5:40] that world. The other world that has
[5:42] just fallen in my lap is technology.
[5:45] >> Okay.
[5:45] >> Um
[5:46] >> like the MSP space. not the MSP space,
[5:49] more of the space of people doing like
[5:50] pen testing and cyber security.
[5:52] >> Okay.
[5:53] >> The reason that that has really been fun
[5:55] is because most of those companies are
[5:58] small and they're run by individuals who
[6:00] are extremely smart and good at what
[6:02] they do,
[6:02] >> right?
[6:03] >> Which means the sales part is foreign to
[6:05] them. So, I have the opportunity to do a
[6:08] lot and impact the business a lot in a
[6:11] quick amount of time because there's a
[6:12] lot of stuff that they simply just it's
[6:14] not that they can't do it, it's that
[6:16] they just haven't been aligned to be
[6:17] able to do it before.
[6:18] >> Right.
[6:19] >> Right. They're really good at their job.
[6:21] Great practitioners,
[6:22] >> very leftrain, not very right. It
[6:24] >> quite possibly. It's
[6:26] >> it's often times that the best
[6:28] practitioners are the worst sales
[6:29] professionals, right? Because they're
[6:31] really good at it doing and and maybe
[6:32] they even talk over somebody,
[6:34] >> right?
[6:35] >> Yeah. You see that a lot in marketing.
[6:36] People assume, well, they don't make any
[6:38] assumptions. They go about as if they're
[6:40] supposed to talk to a peer as opposed to
[6:42] their target client.
[6:44] >> You use all the acronyms and all the big
[6:46] words
[6:47] >> either over the client's head or you
[6:49] create an atmosphere where the client
[6:51] feels like they they'd feel dumb to be
[6:53] able to say, "Hey, I don't understand
[6:54] that or I don't know what you're talking
[6:56] about." So instead, they bottle it up.
[6:58] They sit there till the end and at the
[6:59] end you're wondering, you know, I
[7:01] thought I had a great meeting. Why did
[7:02] they not want to move forward? And it
[7:04] might be because you created an
[7:05] atmosphere that they felt uncomfortable
[7:07] in.
[7:07] >> Sure.
[7:08] >> So we try to work on that with them and
[7:10] that niche has been working for me.
[7:12] >> Interesting. So when it comes to uh
[7:14] those tech guys, what's the most common
[7:16] lever? Is it getting them to just listen
[7:19] more than speak?
[7:20] >> Uh
[7:21] >> empathy,
[7:22] >> you know, I I think a lot of times it be
[7:24] it comes down to how they look at
[7:27] projects, right? Think about how you
[7:28] look at cyber security. It's this is the
[7:30] problem. This is how we solve it. here's
[7:32] the road map for and this is exactly
[7:34] what we do, right? There's no gray area.
[7:36] It is here's the problem, here's how we
[7:38] solve it. And I think that's what
[7:40] happens a lot of times when we're coming
[7:42] to proposal stage, right? It's not a let
[7:45] me talk to you, find out your problems,
[7:46] and then then figure out a custom
[7:48] relation to this. It's more of showing
[7:50] up with I already know what you need to
[7:52] get to happen here.
[7:53] >> And that feeling, that mindset often
[7:56] sets them into feature and benefit mode.
[7:57] let me show you what I do, how great I
[7:59] am, and what we how we solve things for
[8:01] people rather than tell me what you're
[8:03] dealing with so we can figure it out
[8:04] together.
[8:05] >> Is there a size company that works best
[8:08] to work with Sandler?
[8:10] >> Our ideal client profile sits between a
[8:14] sales team that has between three to 10
[8:16] sales reps. Now,
[8:18] >> I say that because that's who I love to
[8:20] work with. Anywhere between three to 10
[8:22] sales reps is I'm making a decent amount
[8:24] of money off it. Let's face it, I'm in
[8:26] this business to make some money,
[8:27] >> right?
[8:27] >> But the other side of that is I'm able
[8:29] to really impact each sales rep. I'm
[8:31] able to do the coaching model with every
[8:33] sales rep, which in my opinion, training
[8:35] is phenomenal. It works, but there has
[8:38] to be some stickiness. There has to be
[8:39] somebody there to be able to implement
[8:41] that stuff. And oftentimes, that's the
[8:43] coaching model. Any more than 10 sales
[8:45] reps, it's hard to be able to coach all
[8:48] more than 10 people, okay, in a single
[8:50] company because you lose track if
[8:51] there's 20, 40, 50, 100. So, we do take
[8:55] on clients of 3,000. We take on clients
[8:58] that have 500 sales reps. Many times
[9:00] that'll go to what's called our
[9:01] enterprise level, which we have an
[9:03] enterprise team that could come in and
[9:04] help us do that.
[9:05] >> Okay?
[9:06] >> But 3 to 10 is my wheelhouse. And I love
[9:09] companies that are between that five
[9:10] to$10 million mode because that means
[9:13] that they're hungry. They're working
[9:15] towards something. They've established a
[9:17] great company and they're on the
[9:18] precipice of what happens next. And I'm
[9:21] not sure if you're are you aware of the
[9:22] hierarchy that happens between five and
[9:24] 10 million. You know what has to happen
[9:25] to a business?
[9:26] >> I don't want to make any assumptions.
[9:27] Tell me.
[9:28] >> So, so businesses, you know, they can go
[9:30] to that$1 million, even that $5 million
[9:32] mark with the same thing they're doing,
[9:34] right? So, a lot of times owner
[9:36] operated. The owner is doing everything.
[9:38] The owner is the face of the company.
[9:39] Oh, there's the sales rep. Right?
[9:40] >> After five million in most industries
[9:42] and most businesses, there's a massive
[9:45] change to the people, process, and
[9:47] strategies. Right? You have to add
[9:49] people. You have to have really great
[9:50] systems and processes. And if you ever
[9:52] talk to an EOS guy, he will sing the
[9:54] praises for this, right?
[9:55] >> Yeah. Yeah.
[9:56] >> Um, but the same thing goes for sales.
[9:58] Once you get past that point, people hit
[10:01] this glass ceiling and they can't
[10:03] shatter through it because they're
[10:04] trying to figure out how do I keep doing
[10:06] what I did before and get to that next
[10:08] level.
[10:08] >> Got you here won't get you there.
[10:10] >> You won't. Right? So, it's about
[10:12] understanding it's time to bring an
[10:13] outside help. How do I see those blind
[10:15] spots we talked about earlier? without
[10:18] somebody you don't
[10:19] >> right
[10:20] >> so I love being part of companies for
[10:23] that that portion of it because you
[10:25] could set a few different processes that
[10:27] maybe they've done their whole lives but
[10:29] having an outside perspective and
[10:30] changing and tweaking a little things
[10:32] either a behavior an attitude or a
[10:34] technique and all of a sudden things
[10:37] open up and the company blasts through
[10:38] that $10 million line and now you're
[10:41] part of the the success. whether or not
[10:44] they give you the success is ne it's
[10:46] never like Sandler helped us do
[10:48] everything here right they're gonna go
[10:50] >> you're an unsung hero
[10:51] >> we we did what we did because we're
[10:53] awesome and that's cool yeah
[10:54] >> I love living vicariously through those
[10:56] companies
[10:57] >> nice
[10:58] >> so do you guys often start with a
[11:01] systems assessment at what's going on at
[11:02] the top for the trickle down effect or
[11:04] are you working immediately in the
[11:05] trenches
[11:06] >> it's a really good question and the
[11:08] answer is I would love for every
[11:10] engagement to start like that to to
[11:12] really start step back and look at what
[11:14] is it that we're trying to solve, right?
[11:16] The we call it the four S's. Is it
[11:18] strategy, structure, staff, and then
[11:21] skills?
[11:22] >> Okay.
[11:22] >> Most people come to us with, as you
[11:24] asked earlier, here's my problem, solve
[11:26] it with training.
[11:27] >> Yeah.
[11:28] >> The problem that I've realized is that
[11:30] often times, you know, especially new
[11:32] trainers, they'll take that business.
[11:35] And if we don't really solve for what's
[11:37] really happening underneath the
[11:38] strategy, the structure, and the sales,
[11:39] the the the staff in order to support
[11:42] really great skills, oftentimes it falls
[11:44] to to to the wayside.
[11:46] >> Think about when you send your sales
[11:47] team or you yourself go to a webinar,
[11:49] right? Or or a seminar. You're like,
[11:51] "Wow, this was amazing. I'm going to
[11:53] change everything I do in my life. Here
[11:55] we go. Tomorrow's my next best day."
[11:58] Tomorrow is usually your next best day.
[12:00] And the next day, it falls off a little
[12:02] bit. And two weeks from there, you kind
[12:03] of stop doing it. Uh-huh.
[12:04] >> 3 weeks from there, your sales team is
[12:06] doing the exact same thing they did
[12:07] before with maybe one or two new tricks,
[12:10] >> right? That's a technique. Sales
[12:13] training somehow got this bad name of
[12:15] being a technique company.
[12:17] >> We're not. We look at behavior and
[12:18] attitude first,
[12:20] >> right? That's the differentiator because
[12:22] real behavior change takes time.
[12:24] >> And if you could change people's
[12:26] attitude of how they sell, why they
[12:27] sell, and how they approach things, the
[12:29] technique is the last part, right? It's
[12:32] I need to do what I need to do to be
[12:34] successful. I need to believe what I
[12:36] need to believe and then maybe I'm not
[12:38] doing it quite right and I can have a
[12:39] different technique there. Right?
[12:40] >> That's the level
[12:41] >> you're kind of establishing your north
[12:43] star and then you're figuring out how to
[12:46] change course to get there.
[12:46] >> And that starts at assessments, right?
[12:48] Assessment is how you go from reality uh
[12:52] from theory rather to reality. Right?
[12:54] Theoretically, I can tell you everything
[12:55] that might need to change in your
[12:57] business. But in reality, we do a real
[12:59] good assessment. We figure out specific
[13:02] areas for every single person on your
[13:04] team in which we can coach to be able to
[13:06] alleviate some challenges and attack
[13:08] some opportunities.
[13:11] >> Maybe this is an unfair question, but
[13:13] I'm curious if you have an opinion on
[13:15] this. Um, I've seen a plenty of
[13:18] companies that either didn't have
[13:22] a CRM and they want to implement one or
[13:26] they have one and it's just been stale.
[13:30] >> Mhm.
[13:31] >> Some of the biggest challenges I've
[13:32] heard is getting the salespeople to
[13:34] participate from a data entry standpoint
[13:36] because their argument is, well, we're
[13:38] selling. We don't have time for that.
[13:40] And then the rest of the company's
[13:41] argument is, yeah, but we need to have
[13:42] that in there for what a CRM is for. Um,
[13:45] how often do you see that? And if you
[13:47] see that, what's a common way to get the
[13:50] salespeople on board?
[13:52] >> Um, yeah, you nailed salespeople down
[13:54] pretty well.
[13:55] >> Okay.
[13:56] >> Everybody says they're selling. Nobody
[13:57] wants to put notes in. And in in my
[13:59] opinion, typically they don't want to
[14:01] put notes in because then that's
[14:02] hardwired to the system to say that I
[14:04] didn't have the conversation that I've
[14:05] been telling everybody I had.
[14:07] >> It's an exposure issue,
[14:09] >> right? And also, it's it's non-paid
[14:11] time, right? you're not there's there's
[14:13] such thing as clock time and paid time.
[14:15] Paid time is you're going towards sales.
[14:16] You're trying to get that new deal. And
[14:18] the other time is all the admin stuff.
[14:20] So recently what we've seen is that the
[14:23] admin work sometimes all lots for almost
[14:25] 60% of the time they're spending which
[14:27] means your sales reps are only spending
[14:28] 40% actually selling.
[14:30] >> Right? That's very inefficient.
[14:32] >> It's very inefficient. So why do we do
[14:35] that? A CRM will help us. But a CRM
[14:38] should be a tool that helps us to enable
[14:40] our team to do better. not slow our team
[14:42] down.
[14:43] >> So, what we've seen is let's get with
[14:45] the times here, folks.
[14:46] >> Right. Me personally and a lot of my
[14:48] clients, I push them to use things like
[14:50] Fathom, which is a notetaker that also
[14:53] aligns directly to our CRM. So, in a
[14:55] meeting, I'm not spending time taking
[14:57] notes, nor am I spending time putting
[14:59] the notes in my system. It is
[15:00] automatically loaded into the system.
[15:02] >> That's very cool.
[15:03] >> Not only that, it's also able to tell
[15:06] me, hey, here's three areas where you
[15:09] could do better. here's three pain
[15:11] points you brought up and you should ask
[15:13] these four questions in order to get the
[15:15] deal from stage one to stage two.
[15:17] However that looks for you. That's the
[15:19] next level of sales.
[15:21] >> Okay?
[15:21] >> Right? Creating things so that I can
[15:23] spend 70 or 80% of my time selling and
[15:26] the rest of that is being automatically
[15:28] loaded into my CRM. Now, is it perfect?
[15:31] No.
[15:31] >> Sure.
[15:32] >> But does it save sales uh teams a ton of
[15:35] time? Absolutely.
[15:36] >> Right. Right. And
[15:37] >> that's a great solution. any sales team,
[15:39] they're gonna fight you on it. I don't
[15:41] want to have to put my notes in. We find
[15:43] if we put this solution in and people
[15:45] go, I no longer have to take notes
[15:46] during a meeting, so I can be present
[15:48] during the meeting,
[15:49] >> right?
[15:49] >> And I no longer have to load my CRM up.
[15:51] It's already there. Excellent.
[15:54] Excellent. Like, that's the way that
[15:55] sales is going. So, if you're still
[15:58] loading your your manual notes into the
[16:00] CRM, great. I'm not knocking that. That
[16:02] is purposely done for a reason.
[16:05] >> You have to have data.
[16:06] >> Yeah. You can't measure anything. I
[16:09] mean, you can't manage anything you
[16:10] don't measure.
[16:12] >> No data, no idea where your business is.
[16:14] Sure. So, it is important, but there's
[16:16] ways to be more efficient with it.
[16:18] >> Does Sailor have a a uh strategy or a
[16:22] curriculum to help sales and marketing
[16:24] get along better?
[16:26] >> You know, that's a really good question.
[16:28] Um, when it comes to marketing and
[16:29] sales, I've never really understood the
[16:31] whole idea that like marketing and sales
[16:34] is somehow against each other.
[16:35] >> They shouldn't be. It's just something
[16:37] that happens often.
[16:38] >> It happens often. I think that's because
[16:40] of communication.
[16:41] >> Okay.
[16:42] >> Right. It's it's that marketing does
[16:44] their thing and sales does their thing
[16:46] and we'll see many teams that we work
[16:48] with for more than a year, which is
[16:50] typical for us. They'll start bringing
[16:52] in their marketing department to see
[16:53] what kind of messaging are we adding,
[16:55] what kind of value messaging are we
[16:57] changing, how are we changing our
[16:58] conversations, and then aligning
[17:00] marketing to be more like that. That's
[17:02] number one. Number two is if marketing
[17:05] is doing their job well, which a lot of
[17:07] times they are. Sales needs to know what
[17:10] they're doing and how to use the data,
[17:12] >> right?
[17:12] >> I come into companies all the time
[17:15] >> who claim their marketing doesn't work.
[17:17] And then I find out that there's a ton
[17:18] of clicks and open and ratios that
[17:20] they've never even looked at,
[17:21] >> right?
[17:22] >> They don't even look at the data. So
[17:24] garbage in, garbage out, right? If
[17:25] you're getting data, you should be
[17:27] utilizing. But that comes down to
[17:29] communication, right? Sometimes people
[17:31] don't understand what why they're doing
[17:32] it one way. So they just say, "Well,
[17:34] marketing did it that way and it doesn't
[17:36] matter for me.
[17:37] >> Everybody plays a part. You have to
[17:39] understand how the the parts begin to
[17:42] assume a hole."
[17:43] >> Yeah.
[17:43] >> And if they don't, that comes down to
[17:44] communication for the company. And that
[17:46] goes back to the owners,
[17:48] >> right? They need to show that they
[17:49] really believe in marketing and they
[17:51] really believe in sales, right?
[17:54] The moment that a manager says anything
[17:56] like, "Well, marketing is man, you're in
[17:59] a you have a problem."
[18:00] >> Yeah. Yeah. Fantastic. So, how'd you get
[18:03] started with Sandler or sales training
[18:04] as a whole?
[18:06] >> I I call myself a serial learner.
[18:09] >> Okay.
[18:09] >> So, when I was uh you know, many years
[18:12] ago, I was a teacher and uh in teaching,
[18:15] I also had four or five other jobs
[18:17] because that's what you do as an
[18:18] educator here on the public education
[18:20] system. Okay?
[18:21] >> So, I was always selling. Uh I was in
[18:22] the restaurant business. Uh on the
[18:24] summers I was going and building lockers
[18:26] and building things and so I was always
[18:29] a hustler right trying to get into it
[18:31] and eventually I I decided education
[18:34] wasn't my path and I joined sales. Um
[18:37] now as a serial learner my CEO had this
[18:40] luck this this wall of books and he said
[18:42] hey anytime you want to come in and read
[18:44] these do it. So continuously I kept
[18:46] coming in grabbing books and eventually
[18:48] he went hey what are you doing with
[18:49] these books? There's no way you're
[18:50] reading all them. And I said, "I am. I'm
[18:52] I'm reading them. I'm trying to absorb
[18:53] them. I'm trying to learn more."
[18:54] >> So, he started picking my brain like,
[18:56] "What makes sense?" And then he invested
[18:58] in me. He said, "Hey, you should do
[19:00] sales training." So, he got a private
[19:01] coach. He did a little Dale Carnegie for
[19:03] me. He brought people in.
[19:04] >> Wow.
[19:05] >> And what I found was I loved that.
[19:07] >> Okay.
[19:08] >> I loved it because I was able to really
[19:11] look at this and say, "Okay, so you
[19:12] bring other people in, they tell you
[19:14] that they're things, and then you you
[19:15] start to absorb. You start to take what
[19:17] you learn in books and implement it."
[19:20] That was where I changed. Eventually,
[19:23] Sandler came up in the conversation. Um,
[19:26] I was able to to get my toe into it and
[19:28] I went, "That's the thing."
[19:30] >> Yeah.
[19:31] >> Right. That's the thing that is going to
[19:33] change how I do business. And I started
[19:35] implementing it and it worked for me.
[19:37] Um, eventually, you know, I think the
[19:39] conversation went someone like, "I' I'd
[19:41] love to do what you do full-time." And
[19:43] uh I had the opportunity to meet Rich
[19:45] Isaac who's the founder of the Long
[19:46] Island chapter here, Legend Development
[19:49] Services. And and you know after six
[19:51] months of running each other through the
[19:52] ringer uh I came on board. So it was
[19:55] just a sympotico thing where where Rich
[19:58] >> was looking to eventually create a
[20:00] legacy for his business. He wanted to
[20:02] not sell or or let it dissolve. He
[20:04] wanted to get somebody who he trusted
[20:06] and who thought like him about the
[20:08] business. It turns out I was lucky
[20:10] enough to be that person. So, the
[20:12] opportunity arose and I I'll never
[20:15] forget the first time I I I was able to
[20:18] get on stage. My wife went, "Wait a
[20:20] minute. They're going to give you a
[20:21] microphone and let you go on stage.
[20:23] Who's
[20:23] >> this guy?
[20:24] >> You're going to love this job." And that
[20:27] was the first time I realized like,
[20:29] "This isn't a job anymore. This is the
[20:30] rest of my life.
[20:31] >> Wow.
[20:32] >> I'm going to be able to settle in." And
[20:34] now I get to, you know, my purpose that
[20:36] I' I've discovered through other
[20:37] webinars is igniting joy.
[20:39] >> Uhhuh. And now I get to do that
[20:41] regularly and consistently if I do my
[20:43] job well.
[20:43] >> Sure.
[20:44] >> Right. And I get to ignite joy because
[20:46] people who are making money, having fun,
[20:48] and and producing growth, they're having
[20:51] fun and they're smiling. I'm like that
[20:54] that's the moment I knew like this is
[20:56] this is the I want to do for the
[20:57] rest of my life.
[20:58] >> Awesome. What do you like to do for fun
[21:00] >> outside of Sandler?
[21:02] >> It's a loaded question, man. I do a lot.
[21:04] I am a I am a always go go go kind of
[21:07] guy. I love being outside. So hiking is
[21:10] is a huge thing for me tomorrow. I'm
[21:11] meeting somebody. A friend of mine,
[21:13] Brian, we're going to be doing a walk
[21:15] and talk. We're hiking Cold Spring
[21:16] Harbor at about 11 o'clock. If anybody
[21:18] wants to join, just show up at Cold
[21:19] Spring Harbor.
[21:20] >> I've been dying to do Cold Spring
[21:21] Harbor. That's been coming up a lot
[21:22] lately.
[21:23] >> I'll be going to the Hali meeting in the
[21:25] morning and then I'm jetting out to go
[21:26] hiking at 11. So that's, you know, I
[21:28] love to bring work and and play
[21:30] together. Yeah.
[21:31] >> Um snowboarding is my absolute favorite.
[21:33] >> Oh, so hold on a second. You're doing
[21:35] the hike as a
[21:36] >> Yeah. as a business thing because you're
[21:38] gonna
[21:39] >> Correct. So, we're
[21:40] >> we've been talking for for months about
[21:42] this that and the other thing and and
[21:43] strategically being partners and I said,
[21:44] "Why don't we why don't we actually get
[21:46] together and why don't we like walk
[21:47] because we also one of the things we did
[21:48] was talk about, you know, physical and
[21:50] getting in shape and doing." So, I said,
[21:52] "Why don't we do both, right? Why don't
[21:53] we walk up some really crazy hills in
[21:55] Cold Spring Harbor and talk and and
[21:57] that's a fantastic idea." Okay.
[21:59] >> So, that'll be fun. Of course, we're
[22:00] getting pizza right afterwards just to
[22:02] just balance it out back.
[22:05] Um, but yeah, you know, that kind of
[22:07] stuff goes. Like snowboarding for me is
[22:09] my number one though.
[22:10] >> Snowboarding. Okay.
[22:11] >> Snowboarding, I feel the most free ever.
[22:13] You're just floating. Uh, you know, when
[22:15] you get decent enough at it that you're
[22:17] not falling all the time. Skiing,
[22:19] snowboarding, the speed, the adrenaline,
[22:22] you're flying down the mountain. And now
[22:24] my boys, nine and seven, are old enough
[22:26] to come with me.
[22:27] >> Okay, that's cool.
[22:28] >> So, like I have these two little awesome
[22:30] people that are with me riding and that
[22:32] is just next level for me. So I I love
[22:35] outside, man. That's the kind of stuff I
[22:36] do. And outside of that, the beach.
[22:39] >> Okay.
[22:39] >> I will sit by the beach and watch the
[22:41] waves come in all
[22:42] >> So this is fun year round.
[22:44] >> I It's outside, right? It has to be
[22:46] outside. And you know,
[22:48] >> and you're a pretty good golfer, too.
[22:50] >> That That's the the the best term you
[22:52] just used right there. Pretty good.
[22:54] >> Ah, well, I was You're an excellent
[22:56] golfer.
[22:56] >> I don't hate golf. I I love golf. I
[22:59] think it's a great sport. It is a
[23:01] humbling sport. So if you
[23:03] >> if you really think that you're amazing
[23:05] at everything, go golf. It'll be the
[23:07] most humbling situation in your life
[23:09] because it you have to concentrate on
[23:12] patience, right? Every time you screw
[23:15] up, that's the mindset
[23:17] >> and and I'll never I think it might even
[23:18] been with you. I was like about to hit a
[23:20] ball over the water and I went, man, I'm
[23:23] definitely going to hit that water. And
[23:24] somebody in the background said, "Aren't
[23:25] you a Sandler guy? Shouldn't you be
[23:26] better at this positive mindset talk?"
[23:29] And I and and you know that for me was a
[23:31] turning point where I said, "Okay, I
[23:33] have to actually start living the stuff
[23:35] that I do for work in my professional
[23:37] and my my personal life."
[23:38] >> Yeah.
[23:39] >> And now when I walk up to that tea, I'm
[23:41] all positive in my head, right? Changing
[23:43] the psychology, the mindset to be able
[23:45] to change the behavior. But golf is a
[23:48] practice of patience. And you are going
[23:51] to have the the best game you've ever
[23:53] had on Tuesday and the worst game you've
[23:56] ever had on Friday. Welcome to sales,
[23:58] too. Right. It's the same thing. Uh it's
[24:01] about getting back on that ball. So, I
[24:02] appreciate you bringing up golf.
[24:04] >> Uh you know what? That was a great way
[24:05] to to kind of circle back on this whole
[24:08] conversation. Before we wrap up, how can
[24:10] people get a hold of you?
[24:12] >> I'm I'm the Ryan Riley. I'm here. It's
[24:15] me. Call me on my cell phone. If you
[24:17] really actually want to talk, call me on
[24:19] my cell phone. 631745-5932.
[24:23] I will pick up. It is not an office.
[24:24] It's not automated. There's no AI here.
[24:27] Call me. text me, get in touch with me.
[24:29] If not, follow me on LinkedIn. You know,
[24:31] like everybody else, I have a high need
[24:33] for approval. So, the more likes and
[24:35] follows I get, I'm I'm going to enjoy
[24:36] that. That's my personality style. Um,
[24:39] so yeah, follow me on LinkedIn because
[24:41] I'd love to find out more about like
[24:43] what are you dealing with and and how
[24:44] can we help each other to maximize our
[24:46] potential.
[24:47] >> Fantastic. Thanks for coming by, man.
[24:49] This was awesome.
[24:50] >> All right. I appreciate you, dude.
[24:52] Cheers.
[24:53] >> Cheers.
[24:56] 

===FILE=== r-I93iXfL-8 - The Future of Sales Training Dave Mattson (Sandler) x Yoodli.txt
https://youtu.be/r-I93iXfL-8
The Future of Sales Training | Dave Mattson (Sandler) x Yoodli
[0:07] Dave, thanks for joining today.
[0:09] >> Nice to see you. So, I'm AJ, the head of
[0:11] enablement with Yeedly. We're here with
[0:13] Dave, uh Dave Mattson, and so excited to
[0:16] be partnered with our AI role-play
[0:18] technology. But Dave, before we get into
[0:20] that, uh you joined with uh
[0:23] David uh Sandler in I believe 1988.
[0:26] Yeah.
[0:27] Um curious like what was your experience
[0:28] at that time? What what compelled you to
[0:31] to work with him? What made the Sandler
[0:33] system so different in your estimation?
[0:37] Well, I I actually was one of those
[0:38] hostages that was sent to a a boot camp
[0:41] by my employer, actually. So, it wasn't
[0:43] like I woke up one day and said, "Oh my
[0:45] gosh, I want to go to Sandler program."
[0:46] I was sent.
[0:48] I was uh you know, I was almost a
[0:50] hostage. Didn't want to necessarily be
[0:51] there.
[0:52] But when I got there, I realized it was
[0:54] based on psychology, and I didn't have
[0:56] to be somebody that I wasn't.
[0:58] >> Mhm. Right? So, that really made me very
[1:00] comfortable.
[1:01] But as you start to dig down through it,
[1:03] couple things appealed to me. Uh one was
[1:06] based on psychology. So, it was easy. I
[1:08] think people, you know, buy from people,
[1:09] and they buy from people who they trust.
[1:11] So, that that was easy.
[1:12] I didn't have to be that, you know, what
[1:15] they perceive as a salesperson, the
[1:16] push, push, be somebody that you're not.
[1:18] You could be you, because Sandler gave
[1:20] you the sheet music, and you could apply
[1:22] your own personality and in your own
[1:24] situation, which I like that
[1:26] flexibility.
[1:27] But as I really got into Sandler, the
[1:30] magic for me was techniques by
[1:32] themselves are short-lived.
[1:35] Right? So, if you don't have the the
[1:38] mindset of why I'm doing that, and then
[1:41] behave properly so it becomes muscle
[1:43] memory, the techniques go up and then
[1:45] right back down. Right? So, we all get
[1:46] excited if we went to a let's say a
[1:48] workshop. Oh, that's changed my life.
[1:50] Oh, I'm going to do this. And that's all
[1:51] true for about 30 days. You know, it's
[1:54] like everyone goes to the gym for 30
[1:55] days. That's right. then it's then it's
[1:57] over, or dieting. Yeah. So, we had the
[1:58] same problem in in really sales
[2:00] training, leadership training. But,
[2:02] David broke the code. David broke the
[2:04] code and said, "Look, if you're going to
[2:05] actually increase performance and then
[2:07] maintain performance, you've got to have
[2:09] an a healthy balance between that
[2:11] technique, the attitude, and the
[2:13] behavior." And that made sense to me
[2:15] because it was always like I was
[2:16] starting over all the time, but I was
[2:18] only focused on the technique part. Mhm.
[2:20] Right?
[2:20] >> Yeah. And then the other thing that I
[2:22] enjoyed was it wasn't a one-and-done.
[2:25] It was reinforcement. Because if you
[2:28] really think about what we go through as
[2:30] leaders or as sales people,
[2:32] we're not focused on the whole thing at
[2:34] once. We're like, "I'm really worried
[2:35] about if I was a sales person, I'm
[2:36] really worried about how to get, you
[2:37] know, buyers, prospects. How do I do
[2:39] that?" I'm not really worried about how
[2:41] to do presentations. I don't have any I
[2:43] don't have any clients. So, I have the
[2:45] opportunity to focus on each part of my
[2:47] business as I'm experiencing it as I
[2:50] realize that I've got some deficiencies.
[2:52] So, that was the magic for me because I
[2:54] really had the ability to kind of grow
[2:57] and go back and get reinforced as I was
[2:59] ready, right, to to receive it because I
[3:02] was at that part of my growth stage or
[3:04] my learning curve. And I I liked that. I
[3:06] probably went to the same workshops 10
[3:08] or 12 times, and not because, you know,
[3:10] I'm a slow learner, which may be true,
[3:12] but it was really because I wasn't ready
[3:14] to hear the back end of it yet. And that
[3:16] that's really what did it for me.
[3:18] When I was attracted to Sandler
[3:19] initially. I love that. I love that. And
[3:22] and I I think it's such a important
[3:23] point. You mentioned you weren't ready
[3:25] to hear the the back end of that yet,
[3:27] which leads to the the next question,
[3:28] which is that uh David Sandler wrote a
[3:30] book, "You Can't Teach a Kid to Ride a
[3:32] Bike in a Seminar." I love that. I I had
[3:35] the uh experience of being on stage at
[3:36] the Summit last year telling my story
[3:38] about how I tried to learn how to swim
[3:40] from reading a book. Right. People
[3:42] laughed, but that was my real solution
[3:43] to learning how to swim as an adult.
[3:45] Wasn't until I got in the pool every day
[3:46] at 5:30 in the morning they Oh, this
[3:48] comes after that. I actually have to get
[3:50] comfortable putting my face in the water
[3:51] before I can do the stroke.
[3:53] >> And so that almost felt like at the time
[3:55] I'm sure for the training industry it
[3:57] almost felt like I don't want to call it
[3:58] an attack, but this was something that
[4:00] was revolutionary. And so I I guess
[4:04] I Yeah, I guess the question would you
[4:06] know, when David wrote that book, what
[4:08] was he What do you feel like he was
[4:09] reacting to that was happening in
[4:11] training at the time?
[4:13] Well, I think David was really trying to
[4:15] say it's experiential learning. Yeah,
[4:17] you had to be in it. You know, you can
[4:20] read a book about golfing as an example.
[4:21] Doesn't mean you're going to be a great
[4:22] golfer.
[4:23] I mean you've got to go out and try.
[4:25] You've got to go out and fail. You've
[4:26] got to go and figure out like what went
[4:28] right, what went what wrong and and in
[4:31] addition from a technique perspective
[4:32] like what's going on in your head. So
[4:34] David really was saying, "Look, you can
[4:36] read books all you want, but you're
[4:38] going to have to go do it. You have to
[4:40] practice." And it's a profession. This
[4:41] is not a one and done thing, right?
[4:43] Sales is kind of a unique gig where
[4:46] people like, "Oh, I've got it down now.
[4:47] I've got 30 years experience. I don't
[4:49] have to learn any more."
[4:50] And if you think about us against any
[4:52] other profession, it's insane. Like I
[4:54] want my doctor to continue to to
[4:56] reinforce themselves and get better and
[4:58] better. Every sports person does. And if
[5:00] you think about the athletes coming out
[5:01] of college as an example, some of the
[5:03] they it's three times harder in
[5:05] professional sports, right? Cuz we do a
[5:07] lot of coaching. And the ones who think
[5:09] they've got it cuz they're at the top of
[5:10] their game and stop learning, stop
[5:12] pushing, they're out of you know,
[5:14] professional sports in within a year.
[5:16] It's a one and done. Yep. Right? So I
[5:19] think you have to have that mindset of
[5:21] I'm looking for areas that I can improve
[5:23] upon and I'm going to embrace that
[5:25] versus
[5:27] that makes me uncomfortable. So I don't
[5:29] want to do it. And I think what the the
[5:32] bike analogy was, it's okay, you're
[5:34] going to skin your knee. It's okay, it's
[5:35] just part of learning. Just embrace it
[5:38] because it becomes part of your DNA,
[5:39] muscle memory. That's really I believe
[5:43] what he was saying. I love that. I love
[5:44] that. And you know, I I think you know
[5:46] my story. I've been in sales for 30
[5:47] years myself starting at Best Buy
[5:49] selling computer printers you know, and
[5:51] um they teach you stuff like do you can
[5:53] I get your shopping cart? Why don't you
[5:55] sign at the bottom of the performance
[5:56] service plan? They teach you techniques
[5:58] you know, even when you have your first
[5:59] job in high school when you're working
[6:00] at Best Buy, but um
[6:02] but I it's role play has been such a big
[6:04] part of my career uh in sales uh and
[6:08] it's something I've seen sadly go away
[6:10] over the last few years with a lot of
[6:11] the companies I work with.
[6:13] Um and even when I'm talking to someone
[6:15] about Youdemy, I'll say
[6:17] uh
[6:18] if
[6:19] you expect a professional athlete, a
[6:21] baseball player to go to the batting
[6:22] cages once and then they never go back
[6:24] again? And they finally it probably
[6:26] clicks for them. Like it's such an
[6:27] interesting idea that in sales
[6:31] not enough people treat it like a craft
[6:33] where you can be learning and get
[6:34] getting better at it every day. And
[6:36] that's why it one of the reasons I love
[6:38] the Sandler system and I think to your
[6:41] point about reinforcement and practice
[6:43] um one of the things we like to talk
[6:46] about I know Sandler does as well as
[6:48] uh do you really want your sales reps
[6:50] practicing on their live leads? All
[6:52] right. Like these these are very
[6:54] valuable opportunities and you shouldn't
[6:56] have your sales reps cutting your
[6:57] cutting their teeth on them. So, I'd
[6:59] love to hear like your own take on the
[7:01] importance of practice and reinforcement
[7:03] as part of the Sandler system. I've
[7:04] heard stories about people listening to
[7:06] tapes in their car on the way to
[7:08] meetings of David Sandler, you know.
[7:10] >> So, yeah. Well, let's step back and even
[7:12] talk about what you said initially which
[7:14] is which is role play. Yeah.
[7:15] >> Role play's got a bad rap. Yeah. Right?
[7:17] If you really think about it, role play
[7:18] was used as a weapon.
[7:21] And it was you know, not intentionally.
[7:23] First of all, most leaders don't know
[7:24] how to role play. Right?
[7:27] And and
[7:28] no fault of their own, but they just
[7:29] don't know how to do it. And so the rep
[7:32] then feels like well, where am I going?
[7:34] I can't role play an hour call. That's
[7:36] really not not how it works. You got to
[7:38] break these pieces down, right? And then
[7:41] how many names have you heard for role
[7:43] play?
[7:44] Modeling, practice. I mean, we come up
[7:47] with all these names cuz no one We're
[7:49] almost like we're hiding from the fact
[7:50] that we've got to We've got to do this.
[7:52] When we have new people coming into like
[7:54] our organization, we role play three
[7:56] times a week.
[7:57] And people are really afraid. They're
[7:59] afraid because of where they're coming
[8:01] from. But when they realize it's a safe
[8:03] environment and actually everyone's in
[8:05] it and everyone can be vulnerable
[8:07] because we're all learning and you
[8:08] actually see You see improvement
[8:11] throughout those sessions,
[8:13] it's a game changer and they're like all
[8:15] in. But it's hard to transform people
[8:18] into that mindset to your point. It's
[8:20] really hard. Now, reinforcement in
[8:22] general,
[8:23] I think reinforcement, unfortunately for
[8:25] a lot of organizations, is let's check
[8:27] the box.
[8:28] Like we did training last year. Oh yeah,
[8:29] we did self-improvement last year. I
[8:31] remember that. We check the box. But
[8:33] that's not how it works in the real life
[8:35] in the real world. Like I don't tell my
[8:38] children, I've got five kids. I don't
[8:40] tell them to do something once and
[8:41] expect them that Oh, it becomes muscle
[8:43] memory. That's not how it works. So I
[8:45] think sales in general, even leaders,
[8:48] sales leaders, we haven't taken what
[8:50] works in our personal lives, all the
[8:54] things that we do with our children, all
[8:55] the things we do with sports, and apply
[8:56] it to sales, right? So to your point,
[9:00] professional sports, everyone goes to
[9:01] spring training. Everyone goes back to
[9:03] the basics, right? Everyone goes back to
[9:05] the basics. I just watched some playoffs
[9:07] before the Super Bowl this year.
[9:09] And what they said was they were
[9:11] out-practiced. That's why they lost the
[9:14] game in the playoffs. I'm like, "Wow.
[9:16] Wow, they up They took it for granted.
[9:18] They thought they were, you know, on the
[9:19] top of the game. They didn't practice
[9:22] the nuances of playing the cold and they
[9:25] got defeated and they shouldn't have
[9:27] been."
[9:28] And the announcers said, "Well, they
[9:29] They just got out-practiced." And that
[9:31] to me is something that you can control.
[9:33] I can control what you're going to say.
[9:35] I can't control what's in the
[9:36] environment, but I can control me.
[9:39] And I think that's really what
[9:40] reinforcement and role play does. It
[9:42] makes me as
[9:44] the best as I can be, so I can also can
[9:46] pivot. Because when you're role playing,
[9:49] when you get better, yeah, you feel
[9:50] uncomfortable in the beginning. I get
[9:52] it. But your your confidence and
[9:54] conviction is growing each and every
[9:57] time. So, when it is time,
[10:00] I'm like, I'm ready. I'm okay. It may
[10:01] not go perfect, but I'm a lot better
[10:04] than what I was, and I'll realize where
[10:06] my deficiencies were, and the next time
[10:08] I'm going to attack that. Yeah. So, I
[10:10] think that's
[10:11] that's really where we're at. Yeah,
[10:11] that's exactly. And you you mentioned
[10:13] college athletes. I you hear so many
[10:15] stories of naturally talented college
[10:17] athletes they plateau. Yeah. Because
[10:19] they think they don't need to practice.
[10:21] >> That's right. And then there's the the
[10:22] second or third tier player that's in
[10:24] the gym practicing after the games,
[10:26] before the games, and they're the ones
[10:28] that have the longer careers. Yeah.
[10:29] Well, I mean, you can pick Brady,
[10:31] regardless if you like Brady or not.
[10:33] >> Yeah. I mean,
[10:35] he shouldn't have he shouldn't have been
[10:36] who he was.
[10:37] He outworked people. Right. He wasn't as
[10:40] talented as maybe, Right. probably
[10:43] almost didn't get drafted.
[10:45] But his work ethic, his deliberate
[10:47] practice in certain areas,
[10:50] and and then and that focus is really
[10:53] what did it, and that separated him from
[10:55] the rest. And then the talent caught up.
[10:57] Right?
[10:57] >> Yeah. The mindset was there first.
[10:59] >> That's right. The practice and role
[11:00] play, you know, his practice, that's
[11:02] really what caught up, and and people
[11:03] don't really Oh, he was a natural
[11:05] talent. Was he?
[11:06] Was Michael Jordan really that natural?
[11:08] No, he they worked their
[11:10] butts off to do that.
[11:11] >> That's right. That's right. And most
[11:13] people don't want to put in the time.
[11:14] Well, yeah.
[11:15] Yeah. Um and and which brings me to my
[11:18] next point, which is I
[11:20] I think there's this such a misnomer,
[11:22] specifically in the profession of sales.
[11:24] He's a born salesman.
[11:25] >> Right. Oh, he was born to do this.
[11:27] >> Right. Oh, this guy was made for sales.
[11:29] And I think it's a quote of yours, is
[11:30] sales people aren't born, they're made.
[11:33] And I'd love to hear I mean I you know I
[11:35] I don't want to double down too much on
[11:36] the sports analogy, but I think it's
[11:39] such a misnomer about sales, I could
[11:41] never do that. Reality is you you
[11:44] probably could. You can. I sometimes it
[11:46] I think it's an easy way out.
[11:48] Uh it's not my personality type. I've
[11:50] I've taken a ton of personality
[11:52] profiles. I shouldn't be here.
[11:55] Doesn't mean I can't do it. I'm a bit in
[11:57] my introverted. Doesn't mean I can't do
[11:59] it. Means it takes more energy and it
[12:01] takes more work. So I can just say, "Oh,
[12:04] that's not for me."
[12:05] I think you're copping out in your
[12:06] family, you're copping out in your
[12:08] company, and basically yourself. I think
[12:10] you can just step it up. It takes work.
[12:12] Now, if it's not in your natural comfort
[12:15] zone, that means you have to practice
[12:16] more than maybe that somebody that just
[12:19] loves to talk. Right? So it just takes
[12:21] more practice, which is really where
[12:23] you know, AI I think kicks in cuz it can
[12:26] accelerate my learning curve, to be
[12:27] honest. I could go out there in front of
[12:29] live prospects and buyers, as you say.
[12:32] But how many can I talk to in a day?
[12:33] Mhm. And and am I actually going to
[12:35] continue that? Because if I'm rejected,
[12:37] you know, let's say the first 10 times,
[12:39] how many people will continue down that
[12:41] path? Yeah. They're not going to do it.
[12:43] Right.
[12:43] >> And so it's almost like you're starting
[12:45] over all the time. But I think with AI
[12:47] role play, I'm condensing my learning
[12:50] curve.
[12:51] And I'm getting all that feedback right
[12:53] there, when and I remember not, "Hey, I
[12:55] think I did this 2 weeks ago." That's
[12:57] the problem when managers are debriefing
[12:58] and try to role play. First of all, it's
[13:00] fantasy. Mhm. What we're role playing
[13:02] actually didn't happen. Yeah. That's not
[13:03] really what happened. And the other
[13:06] thing is, you know, we're role playing
[13:08] the wrong stuff. So I think if that that
[13:10] ability to take what that industry or
[13:14] company is doing with your product and
[13:17] the methodology in one package
[13:20] is awesome. Yeah. Really. It's almost if
[13:22] you think about you know, you just
[13:24] bought I'm practicing on the course I'm
[13:26] going to play next week, right? With the
[13:29] clubs I'm playing with. So then when
[13:30] you're doing it, you're like you've
[13:32] already done it. Like you're in it.
[13:34] Yeah. Versus oh, I practice over the
[13:36] miniature putt-putt over here thing and
[13:37] then I'm wondering why it's not working
[13:39] over here. And so I think that
[13:41] transformation has been unbelievable
[13:44] with you.
[13:44] >> I I I love hearing about that. I I I
[13:46] want to I want to dive into that a
[13:47] little further because um
[13:50] yeah, I think about F1 racers. F1's very
[13:52] big right now and they're they're
[13:53] sitting in their simulators sometimes
[13:55] with blindfolds on the sounds of the
[13:57] engine and it's incredible. Um
[14:00] and and and to your point, I think in my
[14:03] career I've done live role play so many
[14:05] times.
[14:05] >> Mhm. You put me in a front of a room of
[14:07] my peers to talk about my own product,
[14:09] I'm really nervous because there's a lot
[14:11] of people in the room that know more
[14:12] than me. That's right. And and so that
[14:14] it I'll talk to customers all day, but
[14:16] that can be really nerve-racking.
[14:18] The feedback's not objective. My manager
[14:21] may be having a bad Friday or he may
[14:22] just really love me and so he's
[14:24] automatically going to give me an eight
[14:25] out of 10.
[14:26] But I think one of the biggest gaps,
[14:28] beyond the fact that folks don't have
[14:30] enough time to do it, is that a lot of
[14:33] folks role playing don't know how to act
[14:34] like a buyer.
[14:36] And so I really appreciate your your
[14:38] your perspective on that. So I think the
[14:39] final question is, you know,
[14:40] understanding that the analogy with
[14:43] sports, understanding how important
[14:44] practice is, sales is a craft that you
[14:47] can get better at. If you're not
[14:48] practicing, you will fall behind.
[14:51] What do you think is the importance of
[14:52] infusing a role play platform with the
[14:55] Sandler system? And then I guess the
[14:57] follow-up to that is like what are the
[14:58] outcomes that
[15:00] you think customers can hope to achieve
[15:02] or that franchisees and folks in the
[15:04] enterprise side have been seeing?
[15:07] Well,
[15:08] even if I step back for a second, I mean
[15:10] if you
[15:12] if you think about
[15:14] role play
[15:15] with a sales person and a leader,
[15:18] that's high risk.
[15:19] Let's just let's be honest. Most
[15:22] managers
[15:23] don't know how to role-play and don't
[15:25] want to put themselves into position to
[15:27] look like they don't know what they're
[15:28] doing in front of their sales force.
[15:29] Yeah. Right.
[15:30] >> I mean, it's So, they don't do it. Yeah.
[15:32] So, So, if I don't I'm not good at it, I
[15:34] don't want to embarrass myself, I'm not
[15:36] going to do it. Now, if I'm a rep
[15:38] and you're my manager
[15:40] I don't want to role-play with you.
[15:41] Yeah. Because I already told you I could
[15:42] do it in the interview. You're about to
[15:44] find out that when I said I was a cold
[15:46] calling machine that I didn't even know
[15:48] what I'm doing. That's high risk. Right.
[15:50] So, you know, I'm good at That's That's
[15:52] high risk.
[15:54] Now, if to to your question
[15:55] specifically, how do you take, you know,
[15:57] the role-play, the methodology, and the
[15:59] and the industry and product knowledge?
[16:03] I think role-playing generically is
[16:04] tough. Most people can't transfer a
[16:08] generic role-play to what they do day in
[16:10] and day out.
[16:11] >> Mhm. They just can't do it. Right? So,
[16:14] it's like medical school. Why do you go
[16:16] to Why do you go to medical school, but
[16:17] then you spend 2 years in the hospital?
[16:19] Because you're applying what you've
[16:21] learned here, and then that's really
[16:23] where it happens. It doesn't happen over
[16:25] here. So, when you have the ability to
[16:27] take the company knowledge the product
[16:30] knowledge, industry knowledge, and
[16:31] methodology together that's magical, cuz
[16:34] there's has been a huge gap since I've
[16:37] been in the industry. You can teach
[16:39] techniques, training, methodology.
[16:41] If you're not putting it into their
[16:44] product suite learners, sales people
[16:46] cannot make that transition, or very few
[16:48] can. But if you say, "This is how it
[16:51] works with this product, with this
[16:53] buyer, with this industry" they're like,
[16:55] "Oh, okay, I got it."
[16:57] I'm I'm I'm amazed how many people are
[17:00] awesome at Sandler at one company. Then
[17:02] they go to a different company,
[17:03] different product, and they're like, "I
[17:04] don't know what I'm doing." Yeah.
[17:05] Because they've they've memorized that
[17:08] that scenario, not not the methodology,
[17:11] not the use case per specifically,
[17:12] right? So, that what it does is
[17:15] how do I use this methodology
[17:17] with that product? With that buyer, what
[17:20] am I going to do? And I can take every
[17:21] aspect of Sandler as an example and say
[17:24] this is how you're going to use it in
[17:26] this scenario. Which by the way is
[17:27] different when you have committee. Mhm.
[17:29] And those nuances I think when people
[17:31] get it to experience it,
[17:33] right? I think that's awesome. Think
[17:35] about a new product for an instance. One
[17:37] of the biggest issues that most sales
[17:39] leaders are saying, "Hey, I want upsell
[17:40] cross-sell. Why doesn't it happen?" That
[17:42] has been on the top three list since
[17:44] I've been in the industry. Why isn't it
[17:46] happening? Cuz I don't know how to talk
[17:47] about that product with that buyer. Mhm.
[17:49] I've got a great relationship over here
[17:51] with this group. And if I go over there
[17:54] and I'm talking about stuff that I don't
[17:56] own, like I don't own it, then
[17:59] I could be risking this. So, I'm not
[18:00] going to do it. I don't want to risk my
[18:01] existing business by trying to expand in
[18:03] a different group over here because
[18:05] there's just too many unknowns for me.
[18:07] But if I could role play, if I could
[18:09] practice, now I've got that confidence
[18:11] and conviction. And I think leaders
[18:13] would find that the upsell cross-sell
[18:15] would be a lot easier, right? Because
[18:17] we're practicing over here in real
[18:20] drills. Real drills versus here here's
[18:23] your battle card to go upsell
[18:24] cross-sell. Go to it. Okay, well, that
[18:26] hasn't worked in 40 years. Yeah. It
[18:28] really hasn't worked.
[18:29] >> Right.
[18:30] But to your point, the simulation, the
[18:32] F1, now I'm in it. Now I'm in that call
[18:35] with that person you want me to call on
[18:36] talking about it this product or
[18:38] service.
[18:39] That's the confidence and conviction
[18:41] because I'm not going to embarrass
[18:42] myself as a salesperson. I mean, it's It
[18:45] always boils down to that to be honest,
[18:47] right? But if you want to have a faster
[18:49] pace to to higher commissions and
[18:51] hitting your numbers, I think you have
[18:54] to.
[18:55] You have to get to a point where you're
[18:56] integrating
[18:58] products, industry, playing real life
[19:01] objections that you would say as a
[19:02] buyer. Mhm. Right? So, when you say it a
[19:05] couple different times and you're giving
[19:06] me, "Hey, what about XYZ computer? How
[19:08] do you compare?" I'm ready. Yeah. Like
[19:10] I'm ready. And I think that's for the
[19:13] very first time what you guys have
[19:14] brought to the industry is the ability
[19:16] to do what we've done in other parts of
[19:18] our world very successfully
[19:20] to our industry. And that's never
[19:23] happened before. We just never were able
[19:25] to do it. Yeah.
[19:27] Yeah. You guys have done it. Yeah. Well,
[19:29] I And if Do we have time for one more
[19:31] question? Okay, cool. So, I I had the
[19:33] pleasure working with the Sandler home
[19:35] office team probably for 6 months. Okay.
[19:38] Sandler's been very, very diligent about
[19:40] their
[19:41] selection here because whatever AI
[19:44] role-play vendor you choose is saying a
[19:47] lot about the Sandler name. The Sandler
[19:48] name is so well respected.
[19:50] >> our brand. Absolutely. Yeah. And so, I I
[19:53] think the question is knowing that there
[19:55] were a lot of different vendors in this
[19:57] space and we worked very closely with
[20:00] your team to to show how the Sandler
[20:02] methodology works in in Yodelly. I'd
[20:04] love to hear your perspective on why you
[20:06] feel Sandler felt Yodelly was the best
[20:08] choice.
[20:09] Well, I mean, I think it boils down to a
[20:10] couple of things. First of all, you've
[20:12] you've got to
[20:15] you've got to like and respect the
[20:16] people you're in business with, right?
[20:17] So, technology is fine, but at the end
[20:19] of the day,
[20:21] good people with the right vision going
[20:23] in the right direction, that's great. Um
[20:26] but I also think that if you really
[20:28] think about we could do AI role-play
[20:30] anywhere.
[20:31] I mean, it's like it's everywhere. The
[20:33] ability to to do what you guys have
[20:35] done, which is to integrate the product
[20:37] and the methodology on top of each
[20:38] other, I think that's the game changer,
[20:40] really. At the end of the day, how do
[20:41] you accelerate the learning of those who
[20:44] are going through Sandler? Mhm. That's
[20:46] what it is. I mean, own Leaders want to
[20:49] know, are my people using Sandler?
[20:51] Are they using it? Are they any good at
[20:53] it? Am I getting a return on investment?
[20:55] So, what do you do? You've got leading
[20:57] indicators and lagging indicators,
[20:58] right? I can only tell from a lagging
[21:00] indicator, looks like my sales are going
[21:02] up. Looks like I've got more
[21:03] appointments. That's great. But
[21:04] depending on and your sales cycle works,
[21:06] that could be down the road. Yeah. So
[21:07] then you say, "Okay, well, what about
[21:08] all the behaviors that you need to do?
[21:10] If you're doing all these behaviors, cuz
[21:11] we're we're big on the behavior at
[21:13] Sandler. If you're doing all the
[21:14] behaviors, this will happen."
[21:16] Well, there's a big space between those
[21:18] two things. Right. So what you've
[21:19] brought to the table is, "Hey, let's
[21:22] practice, let us show you, right? And
[21:25] demonstrate that the skills and the talk
[21:28] tracks and everything that's necessary
[21:29] between the behavior and the lagging
[21:31] indicator of a sale, we now can dissect.
[21:34] We can help them." So now we know what's
[21:37] going on all the way through. It used to
[21:38] be just an X-ray. Mhm. What you guys
[21:40] have brought to the table is, now it's
[21:42] an MRI. Yeah. Now I get to see
[21:44] everything. And I think that's really
[21:45] the magic. That's really what was a game
[21:47] changer, because that never existed.
[21:49] >> Thanks. They One one of my customers
[21:50] actually said
[21:52] they said, "It takes us 9 months to
[21:55] identify if a sales rep's not going to
[21:56] be successful at this company, and that
[21:58] costs us about $2 million a year, just
[22:00] to put dollars and cents in it." And he
[22:02] he said, "Uly is now allowing us to
[22:05] identify those reps a lot earlier
[22:07] to help close their skill gaps and if
[22:10] needed, help maybe
[22:12] find a better place for them." Well, if
[22:13] you think about how how many companies
[22:16] measure time to hire to time to
[22:18] profitability of a sale? Right.
[22:21] Right? You got to wait for that.
[22:22] So if you really want to condense that,
[22:25] I don't have to wait for that.
[22:27] If you're not going to step up as an
[22:28] individual producer
[22:30] and role-play our products with the
[22:33] methodology, why are you here?
[22:36] Why are you here? Because you're What
[22:37] you've said to us is, you're not going
[22:39] to fit into our culture. You're not
[22:40] going to embrace what it takes to
[22:42] succeed. So I don't really have to wait
[22:44] for that. Yeah.
[22:44] >> Right? Because everybody in interview is
[22:46] a is an absolute movie star. Right.
[22:48] >> what I mean? Yeah.
[22:49] >> So how do we figure that out? We would
[22:51] do it on the onboarding. Personally, I
[22:54] think they should be doing it on an
[22:55] interview. Yeah. Yeah, let's do a couple
[22:56] of role-plays before we're even hiring
[22:58] you.
[22:58] >> Right. Right? Because now I get to see
[23:00] how do you really act. I can say I'm a
[23:02] great golfer until you take me golfing.
[23:04] Then I'm kind of exposed.
[23:06] >> Yeah. And that's really what you've
[23:07] done. You've taken the future and
[23:08] brought it right into the present before
[23:10] either maybe you're on my payroll or I
[23:11] can condense that onboarding process as
[23:13] you said. And and allow me to be fair,
[23:16] allow me as a as a leader
[23:18] to coach you Mhm. in the right areas.
[23:20] >> That's right. Right? Like pinpoint
[23:22] coaching. Managers have a time
[23:24] compression problem. There's not a lot
[23:26] of time for us. I don't really I've
[23:28] never been trained how to be a great
[23:29] manager. You're giving me the tools to
[23:31] laser guide my conversation.
[23:34] That's magical. Yeah.
[23:36] That's special. I love that. Dave,
[23:38] thanks so much.
[23:39] >> Enjoy the relationship.
[23:40] >> Yeah.
[23:48] You're only

===FILE=== vaQf7n8XO7w - Prospect the Sandler Way Webinar.txt
https://youtu.be/vaQf7n8XO7w
Prospect the Sandler Way Webinar

[0:05] hi everybody it's Dave Matson CEO of [0:07] Sandler training I want to thank you for [0:09] joining today as our our topic for today [0:11] is prospecting [0:13] you know and I think prospecting is [0:16] probably one of the most feared aspects [0:18] the the things that we have to do in [0:21] sales I think everyone thinks they're a [0:23] great schmoozer everyone thinks they're [0:25] a great closer [0:27] but the topic that continually comes up [0:29] in our training centers throughout the [0:31] country is how do I become a better [0:33] prospector get me in front of somebody [0:35] and I can do my thing but get me in [0:38] front of net new people how do you do [0:40] that and so I think it's one of those [0:42] things that we're always trying to [0:44] figure out how to do and even so today I [0:47] know we've got people jumping on left [0:49] and right on this call we have over 5 [0:51] 000 people that actually registered [0:52] today and some are Sandler people so I [0:55] want to thank you for being a Sandler [0:57] client your support over the years a lot [1:00] of ux actually have sent me we've met [1:02] potentially at the Sandler Summit in [1:05] Orlando that we have every year have [1:07] sent me great success stories about how [1:09] Sandler has helped you really take your [1:12] game to the next level so if you've got [1:13] those continue to send me an email love [1:16] to read them you know my email address [1:18] if you're a sailor client D Matson at [1:20] sandler.com please send it to us and for [1:23] those that aren't Sandler clients I want [1:26] to welcome you as well [1:27] um let me give you about two seconds of [1:29] who we are so we can put today into [1:31] context you know we have 265 training [1:34] centers and we've won tons of awards I [1:37] mean we've won best sales training best [1:38] Management training best overall [1:40] training I think as CEO the one that [1:43] makes me the most proud is the highest [1:46] Roi which means if you do it on your own [1:48] or if you bring somebody else in and you [1:51] stack them against Sandler outside study [1:54] time and a time again we'll say we've [1:55] got the highest return on investment [1:57] which means we give you the tools to [2:00] succeed and that's really what you're [2:01] going to see today you know we're [2:03] experts in sales we've got the Sandler [2:06] selling system which is awesome it takes [2:09] people from establishing Rapport all the [2:12] way to the close we've got Sandler [2:14] Enterprise selling [2:15] longer selling Cycles team sales you [2:19] know more sophisticated sales process [2:20] and we've got Sales Management anything [2:23] from finding good people to making sure [2:25] that our people are just blowing through [2:27] those goals so we've got an awful lot [2:30] but anything that we do is really [2:32] focused in on how to make you more [2:33] productive as a salesperson or a sales [2:35] leader and so today we've got a real [2:39] treat we've got John Rosso who is one of [2:42] our trainers as I said we've got 265 [2:44] training centers so we've got 600 [2:47] trainers out there and John Rosso has [2:49] been with us for over 20 years and he [2:52] has won the coveted David H Sandler [2:54] award which is a real honor within our [2:57] organization he's also authored Prospect [3:00] the Sandler way and we're in for a real [3:02] treat because as usual if you're a [3:04] Sandler client you know this we've got [3:06] about five days of material that we're [3:09] going to give you over the next you know [3:10] 51 minutes so you're in for a great ride [3:12] John welcome [3:15] thank you David appreciate the [3:17] invitation very excited so John you know [3:19] prospecting is a Hot Topic right so [3:21] there's a lot to cover today I know [3:24] we're going to talk about the phone [3:25] calls and some emails today so should we [3:28] talk about the approach [3:30] yeah let's talk about the approach we've [3:32] actually got a bunch of questions being [3:35] emailed in like I find it challenging to [3:37] get to the CEO how do I get to the CEO [3:40] how do I handle voicemail are there ways [3:43] to leverage social media and Linkedin [3:45] are there ways to find people's email [3:48] addresses how do I differentiate myself [3:50] those are the questions that are coming [3:52] in now and we'll deal with them all [3:54] today so absolutely and I think Dave one [3:57] of the ways to start is talking about [4:00] approach call mistakes and in my last [4:04] calculation I had either coached or [4:06] listened to in my 22 years with Sandler [4:10] training about a hundred thousand calls [4:13] that's a lot of calls and that's a lot [4:16] of calls and the strange part is when [4:18] you have someone newest antler been in [4:21] sales but new to Sandler [4:22] I hate to say it but they all kind of [4:25] sound the same and so let's talk a [4:27] little bit about some of the mistakes [4:29] before we move into what can we do [4:32] differently or better and one of the [4:34] mistakes I see I I call it a hate crime [4:37] h-a-y-t stands for how are you today and [4:42] it's a nervous tick for many sales [4:43] people where it sounds like ring ring [4:45] ring this is Dave oh hey Dave hi uh John [4:49] Russo at ABC widget International how [4:52] are you today [4:53] and and most of the people I've coached [4:56] that I've talked to [4:57] is they can literally sense that the [5:00] prospect's defense wall descending as [5:02] they go fine what do you got or some [5:05] version of that so let's not fall into [5:07] those traps another one is a I I say [5:10] you've got to learn to be unjust [5:13] the amount of wimpy language or less [5:17] than language we find ourselves using [5:20] words like just like here's here's a [5:22] typical bad email and if you're on the [5:25] phone and you've done this you're like [5:27] most of the people who are coached don't [5:28] feel bad just do something different but [5:31] I hear these voicemails that sound like [5:33] this you've reached Dave's voicemail [5:35] please leave a message beep oh hey Dave [5:38] hi uh John Rosso from ABC widget company [5:42] listen I just wanted to reach out to you [5:44] and see if you had any concerns with [5:46] regard to your widgets we were started [5:48] in 1948 we are the world's widget leader [5:51] and I just wanted to take some time to [5:53] reach out to you perhaps have a few [5:55] minutes to talk if you get a minute if [5:57] you can please call me back it's John [5:59] Rosso at [6:01] 888-55-1212 I hope you're having a great [6:03] day Dave uh that's the typical call and [6:08] from everything I hear [6:11] it's a one percent it's a two percent [6:15] response rate and people are star seven [6:17] deleting that and so there's got to be a [6:20] better way so they can smell it so you [6:23] know Sandler had a great rule that said [6:26] prospects are like Dobermans they can [6:28] smell the fear and so as we get caught [6:31] in sing-songy cotton candy mother may I [6:35] um oh hey just call in to sort of reach [6:37] out you know sing songy all of those [6:39] things are tells they're they're signals [6:43] that we don't necessarily belong there [6:46] and and they keep us out so we've got to [6:49] find a way to break the rules Sandler [6:51] has been great in its career in learning [6:53] how to break the rules we've got to [6:55] break the rules and interrupt people's [6:57] patterns and structure our conversations [7:00] in a more equal business stature fashion [7:02] so John do you think that if one percent [7:05] of the people are successful with the [7:07] hate crimes you know that singy songy [7:10] thing that they do which I've heard a [7:12] million times I'm on the receiving end [7:14] of all these calls as well right you [7:16] know have we just as salespeople said to [7:18] ourselves hey that's the stats because I [7:21] don't think they really realize that [7:22] there is a better way to do it or a more [7:25] successful way to do it I think we're [7:27] just stuck in the Rut because we don't [7:28] know any better [7:30] uh listen what happens and we talk about [7:32] this is your belief system ultimately [7:34] dictates your results and if it hasn't [7:36] worked and you get a one percent return [7:37] rate well you've come to the belief that [7:40] it doesn't work I talked I don't leave [7:41] voicemails anymore no need and and in [7:45] ideal best practice [7:47] and this is a stretch but if you can get [7:49] somewhere between [7:51] 15 and 40 percent return calls you ought [7:55] to be throwing parties because if you're [7:56] used to be getting one percent then now [7:58] you're getting 15 [8:00] that's a fifteen hundred percent [8:02] Improvement uh tremendous and we're [8:04] having more conversations and ultimately [8:06] if we have more conversations we have [8:09] more appointments or more opportunity [8:11] calls and more opportunities calls of [8:13] course lead to more sales so I think I [8:16] think it's become ingrained in people [8:17] because they've done it poorly [8:20] they've given up doing it and there are [8:22] better ways yeah I think when I started [8:24] in sales I have to tell you I did [8:26] everything I could to avoid making calls [8:28] prospecting in any way shape or fashion [8:30] until I went to a Sandler program way [8:33] back in 86 and I found out that there [8:35] was a formula and once I got that down [8:38] and I understood that there is a [8:39] methodology and I can change my talk [8:41] tracks and I know you're going to share [8:42] that with us but the structure of the [8:45] approach call which you're going to [8:46] share with us that I learned really [8:48] changed my world and I went from that [8:50] typical one percent my numbers went [8:52] through the roof and it was because of [8:53] all the things that you're about to [8:55] share with us so I'm a big believer in [8:56] that for sure [8:58] walk us through this structure [9:00] sure and and like anything there's a [9:03] good beginning middle and an end and [9:05] where people largely screw up as the [9:08] beginning and the end they can handle [9:10] the middle a little bit and I'm going to [9:11] give you some coaching on The Middle [9:13] but the beginning is huge and when I [9:15] look at the beginning I'm looking at [9:16] three things what we would call the [9:18] pattern interrupt [9:20] your mini upfront contract and a [9:23] personal connection and I'll talk about [9:25] each of these but that's sort of the [9:27] beginning if I can lower if I can use my [9:29] first 8 to 12 seconds [9:32] to lower that prospect's defense wall [9:34] and then sell in quote cell a three to [9:38] five minute discussion [9:40] I'm much better than the guy who blurts [9:42] it all out in his 30 seconds he's gone [9:44] with yeah I'm not interested thank you [9:46] click so there's a beginning and then in [9:48] that middle where I'm fishing for pain [9:51] I've got to really learn and we'll talk [9:53] about this I've got to really learn how [9:56] to kind of get inside of that head of [9:57] the Prospect and tell good compelling [9:59] third-party stories that are much more [10:02] about his or hers challenges and [10:05] problems and needs and wants and pain [10:07] rather than my features and benefits of [10:09] being started in 1947 and the largest [10:12] this and the largest that and then [10:14] ultimately closing it strong I see so [10:17] many people run pretty good calls and [10:20] then lose it with a weak wimpy or [10:22] non-directive close so we've got to [10:24] close for a clear next step or an [10:26] appointment learn how to set good [10:28] agendas for those appointments and [10:30] ultimately post sell or rehearse the [10:32] buyer on the commitment they're making [10:34] so there are no back out so there's a [10:36] beginning middle and an end and we can [10:37] talk through each of those Dave so John [10:39] Let's before we go into it because I [10:41] know you're you're going to give us tons [10:43] of tactics I mean you are the ultimate [10:45] tactician [10:46] let me ask you a question because I when [10:48] you're on a call if we get a one percent [10:50] hit rate most of us are so excited that [10:53] somebody picked up the phone that we go [10:55] in from appointment getting to sales [10:57] mode and completely blow why we're there [11:00] so do you have an idea as far as the [11:03] ultimate purpose of these when we [11:05] actually get a live person is it to get [11:06] the appointment and then close and get [11:08] out or is it thank goodness oh my gosh I [11:10] talked to a live person and 18 hours [11:12] later you're still rambling right we [11:15] sort of call it driving by the exit [11:17] right if they knew their objective was [11:19] to either get the appointment or [11:21] schedule a phone appointment or a [11:22] webinar for a clear Next Step they drove [11:25] right past it they kept talking for 18 [11:27] 20 24 minutes and pretty soon the [11:31] prospect goes really no need to meet or [11:33] no need to schedule that conference call [11:34] we we've already had it so we do need to [11:38] understand our objective is to really [11:40] schedule a clear Next Step some for some [11:43] people that's a face-to-face for some [11:45] people it's a web demo for some people [11:47] it's an ongoing conversation but that's [11:49] true even if you're going to continue [11:51] there's a even if it's the same call [11:53] that ends up being a 30-minute call [11:55] there's the prospecting piece that's [11:58] over in three four five minutes and then [12:00] it transitions to the sales call or [12:03] essentially your exploratory Discovery [12:05] call it may be the same call but it's [12:07] two different pieces of the sales [12:09] process okay so walk us through the the [12:12] components if I look at the structure of [12:13] an approach call let's start with the [12:15] pattern interrupt [12:17] sure so a pattern interrupt by [12:19] definition is anything other than a [12:22] conditioned response you walk into a [12:24] store a retail store and say and the and [12:27] the retail clerk jogs up to you and says [12:29] hi may I help you a condition response [12:31] would be no thanks just looking right so [12:34] if I'm going [12:36] don't get caught in condition responses [12:38] I need to do anything else other than hi [12:41] my name is John I'm with ABC widget [12:43] company how are you today [12:45] so I'll give you some examples now these [12:48] are my words if you like them steal them [12:50] if not find a way to fit them through [12:53] fit them into your own style but an [12:55] example of a pattern interrupt would be [12:57] this [12:58] ring ring ring this is Dave [13:01] and notice the tonality uh tonality on a [13:04] phone call is probably 80 to 85 percent [13:08] of your Effectiveness so again words and [13:10] templates matter [13:12] but really understand we're looking for [13:14] equal business stature so ring ring ring [13:17] this is Dave [13:19] hey Dave John Rosso Dave I'm looking for [13:22] a little bit of help [13:23] let me tell you the reason why I'm [13:25] calling put a little bit of context [13:26] around our situation and then you and I [13:29] can figure out if it makes sense to talk [13:31] further if that works [13:32] that's an example of a pattern interrupt [13:35] or a with a mini upfront contract so [13:39] most people are used to hearing [13:41] inflection that goes High [13:44] this is Dave oh hey Dave John right you [13:47] can hear that sort of questioning [13:48] inflection going high as opposed to [13:50] something that's a little bit more equal [13:52] business stature a little bit more [13:55] authoritative this is Dave hey Dave John [13:57] Rosso [13:59] it's kind of the way I might talk to my [14:00] kids once in a while [14:02] Hey Joe come to dinner [14:04] right so a little bit more authoritative [14:06] I I personally like Dave I'm looking for [14:10] some help I don't know if it's going to [14:12] make sense for you and I to speak that's [14:14] a pattern interrupt people are not used [14:16] to hearing those words [14:18] from sales people let me put a little [14:20] bit of context around our situation and [14:23] uh and then you and I can decide if it [14:25] makes sense to talk further would that [14:26] work [14:27] and that should be with bad tonality bad [14:31] tonality that should be about a 90 to a [14:34] 95 percent sure uh sure with good [14:37] tonality it should be 99.9 to 100 and [14:40] I'm using that first [14:43] 8 to 12 seconds to sell a three to five [14:46] minute [14:47] conversation but you know you don't have [14:49] to say that there are people who say [14:51] ring ring ring this is Dave uh hey Dave [14:54] John Rosso [14:56] my guess is my name is not [14:59] at all familiar in any way honestly John [15:02] it doesn't sound familiar listen not a [15:05] not a problem I wasn't sure it would be [15:08] let me take a moment share with you the [15:10] reason why I'm calling put a little bit [15:11] of context around that conversation and [15:14] then you and I can figure out if we [15:15] should talk further if that works and [15:17] then both of those are kind of a [15:19] combination of my pattern interrupt and [15:21] my mini [15:23] upfront contract there are people who [15:25] who if they're clearly [15:27] in a world where they're selling to [15:29] sales people at times a pattern [15:31] interrupt could sound like this ring [15:32] ring ring this is Dave hey Dave John [15:34] Rosso listen Dave if I told you I was [15:37] making a cold call would you want to [15:39] hang up [15:40] probably I'm glad I didn't tell you I [15:42] was making a cold call and they laugh [15:44] yeah yeah and I say bottom line let me [15:46] take a minute tell you the reason why [15:48] I'm calling put some context around the [15:50] conversation we'll figure out if it [15:51] makes sense to talk all of those are [15:53] examples [15:54] of pattern interrupt you've got to find [15:56] the one that resonates and fits your [15:59] style but no one is hanging up there's [16:01] curiosity created defense walls have [16:03] come down a bit and I'm selling a three [16:05] to five minute conversation okay so [16:07] let's talk about that for a second [16:08] because that's not a hate crime right [16:10] hey how are you today you know you just [16:13] ooh salesperson I love the tone because [16:16] that just comes across as hey I'm a CEO [16:19] too or I deserve to be in this you know [16:21] this discussion but I like the Curiosity [16:24] so you said it casually but I just want [16:26] to make sure before we go to the mini [16:27] upfront contract in the pattern [16:30] interrupt the person on the other side [16:32] of the phone was not expecting your [16:33] phone call they're in the middle of [16:35] something they weren't sitting around [16:36] saying I wish a salesperson would call [16:38] me right now wouldn't that be awesome [16:40] that they could blow my day and they're [16:42] not saying that so what they're in the [16:44] middle of something so when you say Hey [16:45] Joe John Rosso Joe I'm looking for a [16:49] little help they automatically stop what [16:52] they're doing thus the pattern interrupt [16:53] but it's the Curiosity John Rosso John [16:56] Rosso John Rosso how do I know you how [16:58] do I know you how do I know you and that [17:01] is what I'm going to call a great [17:02] conversation starter because they've [17:04] kind of just as it says pattern [17:06] interrupt they've stopped everything and [17:07] now they're focused on you a hundred [17:09] percent I love that because I think a [17:11] call that starts well tends to end well [17:13] John [17:15] yeah again and people notice I didn't [17:18] say you can do this but your [17:20] Effectiveness will drop slightly I [17:22] didn't say hey Dave John Rosso ABC [17:25] widget company right I I just said hey [17:28] Dave John Rosso and and let curiosity [17:30] work for itself and then reached out [17:33] looking for a little bit of help and and [17:35] again I found phrases like let me put a [17:37] little bit of context around the reason [17:39] I'm reaching out to you and then we can [17:41] decide if it's going to make sense to [17:43] talk further that's very peer-to-peer [17:45] business owner to business owner [17:47] executive to Executive it's kind of [17:49] equal business stature and it resonates [17:51] well yeah so you've held the [17:53] presentation at the end and I know [17:54] that's a Sadler way but that's certainly [17:55] true in the prospecting call because I [17:57] like what you just said which is you [17:59] didn't say John Rosso XYZ which a [18:02] company they would have automatically [18:03] decided before you said anything do I [18:05] need you or do I not right now they know [18:08] nothing except they're about to give you [18:09] some time so very cool so tell us about [18:12] what the mini upfront contract is [18:14] because we have some Sandler people and [18:16] some non-saler people on the line today [18:18] yeah if you take anything out of today [18:21] Sandler or currently non-sandler future [18:24] Sandler students please take the upfront [18:27] contract it is life-changing at every [18:29] level and certainly on the call in fact [18:33] I can I can skip some pleasantries and [18:37] even use the mini upfront contract as a [18:39] pattern interrupt this this is Dave hey [18:42] Dave John Rosso Dave let me tell you the [18:45] reason why I'm calling maybe put a [18:46] little bit of context around the [18:47] conversation and then you and I can [18:49] decide does it make sense to talk [18:50] further would that work [18:52] sure right so so what it does is it's a [18:56] mini agreement about time agenda and [18:58] outcome and time is hey we'll take a [19:01] minute or two an agenda is I'll share [19:04] with you the reason for the calling for [19:05] the call and then the outcome is listen [19:08] we get to decide or you get to decide [19:10] does it make sense to continue speaking [19:13] or not it really sets a very [19:15] professional [19:18] sort of platform that allows us then [19:21] with no pressure this is a no pressure [19:24] coach approach call with no pressure to [19:26] be able to sort of begin to talk through [19:29] how we help organizations or help we [19:31] help companies with an agreement at the [19:33] end we'll simply have a conversation [19:35] does it make sense to continue to [19:37] continue or not so it really sets the [19:39] stage and separates you in a huge way [19:42] from [19:44] almost everyone else making those phone [19:46] calls yeah so I mean the highlights and [19:48] I know we're going to do personal [19:49] connection but I I think here for the [19:51] Don Sandler people when you tell people [19:54] hey can I can I take two minutes that [19:56] everyone's going to give you two minutes [19:58] your parents have told you be polite for [20:00] a certain amount of time I've yet to [20:01] have somebody on a call saying [20:03] absolutely not and if they did they say [20:05] hey I'm really busy I understand when's [20:07] a good time for me to call you still [20:09] haven't told them why they always say [20:11] what's it about and now you're going to [20:13] go right back into your script so it's [20:14] kind of cool and but the other thing is [20:16] they're in total control John see they [20:19] get to decide whether it makes sense for [20:20] you to continue talking or for you to [20:22] meet or not and that power even though [20:25] they have it now but when you say you're [20:26] in total control whether you want to [20:28] continue or not those defense laws you [20:31] can almost hear them crash on the phone [20:33] and they're willing to give you the time [20:34] so I'd love that it's very cool [20:36] yeah and people have even said you know [20:38] you've caught me at a bad time and I [20:39] said Hey listen no worries we'll talk [20:41] another time Dave might it make sense to [20:43] take 30 Seconds To tell you the reason [20:44] for the call and then we can decide just [20:46] should we even talk next and they go [20:48] sure that would be fine and you're still [20:50] in the call right so you know because [20:52] some people are that hard to get a hold [20:54] of that if I've got you I don't want to [20:56] let you go so so uh but but just think [20:59] about the naturalness of this you caught [21:00] me at a bad time no no worries Dave I'll [21:03] reach out again a different time hey [21:05] would it be helpful if I took 30 seconds [21:07] to tell you why I was calling and then [21:09] you could tell me if we should even have [21:11] that follow-on call sure John go ahead [21:13] and you're in a call so it's really a [21:16] it's a it's a beautiful piece of poetry [21:17] and you're doing it on behalf of them [21:19] you want to make sure that you're [21:21] utilizing their time you want to make [21:22] sure hey they know what the call is [21:24] about everything is for the buyer uh and [21:27] and it's very conversational so I love [21:28] those points put together and I think [21:30] once you get better and better that [21:31] there's no pressure cold call it'll come [21:33] across just like John's doing it now [21:35] it's very calm conversational so tell us [21:38] about the personal connection [21:40] yeah personal connection is is newer [21:43] when I joined Sandler 22 years ago we [21:45] might have done it but now with the with [21:47] with the internet and Google and [21:49] Linkedin there's so many ways to draw [21:51] personal connection things have the [21:53] reason why people struggle with [21:54] prospecting is things have changed I [21:57] mean in the old days in my early career [21:59] was IBM we could make a phone call and [22:01] people would pick up right we could [22:03] leave a voicemail and people would [22:05] return it email was newer people I mean [22:08] it's you know things have changed now [22:09] we've got committee decisions and [22:11] Gatekeepers and voicemails and social [22:12] media so let's leverage some of that [22:15] technology now the beautiful thing about [22:17] a personal connection is a personal [22:18] connection doesn't increase [22:21] your conversations I'm already on the [22:22] phone with you [22:24] but what it does is increase the [22:26] effectiveness of your conversations and [22:28] continues to escalate you or [22:30] differentiate you from your [22:33] run-of-the-mill A salesperson who's not [22:35] doing any kind of effective research now [22:37] let me give you a caution [22:39] um you do not want to spend 30 minutes [22:42] researching a cold call [22:45] because the odds of you getting that [22:46] person are low and you have just signed [22:49] up for the creative avoidance Club [22:51] ways to keep busy not making calls and [22:55] ultimately even with [22:57] social selling 2.0 you know all the [23:00] things that we'll hear ultimately this [23:02] has to culminate in a conversation so a [23:05] personal connection often can be one of [23:07] three things certainly the easiest is if [23:09] we have a person right if Dave Matson [23:12] referred me to Mike Montague [23:15] and it could have been a cult referral [23:17] it could have been here's a cold [23:18] referral you know you may want to try [23:20] Mike Montague over at Montague [23:21] International he might be able to use [23:23] you it's not a real warm referral [23:26] right it could have even come off a cold [23:28] call in fact when we make when we teach [23:30] people to make cold calls [23:32] even if you get a no you know what John [23:34] thanks for the time [23:36] um really not a need we teach folks to [23:39] say Hey listen Dave not a problem I [23:42] appreciate your time it doesn't sound [23:44] like we can help you hey quick question [23:46] maybe you can help me if you were me in [23:48] my business [23:49] sales training coaching Consulting any [23:51] recommendations of people in your circle [23:53] in your network who you think it may [23:56] make sense to take a couple of minutes [23:57] with not unlike the call you had [24:00] yeah why don't you try Mike Montague [24:01] over at Montague International so it's [24:04] not a warm referral but let's say I get [24:06] a hold of a Mike this is Mike [24:09] hey Mike John Rosso Mike looking for [24:12] just a little bit of help I don't know [24:13] if it's going to make sense for us to [24:15] talk let me put a little bit of context [24:17] around the conversation and then tell me [24:20] if it's going to make sense to talk [24:21] further fair enough [24:22] John sounds sounds great Hey listen I [24:25] just had a conversation with Dave Matson [24:28] over at Matt [24:29] Madison Incorporated he and I got around [24:31] to talk about you and your company he [24:34] thought it might be important we speak I [24:36] promised him I would reach out to you [24:37] how nice is that rather than this here's [24:40] your here's your here's your condition [24:41] response pattern instead of a pattern [24:43] interrupt [24:44] um oh hi Mike listen I got your name [24:46] from Dave Matson I got your name I mean [24:50] the minute you start using words like I [24:52] got your name [24:54] immediately we can feel that defense [24:56] wall defend and that chill rise uh oh [24:59] right I oh I got to get back at Dave now [25:02] right so so learn again learn to be [25:06] systematic learn to be confident so once [25:09] I've got permission for the conversation [25:11] it's nice to say [25:14] hey Mike one of the reasons I'm reaching [25:16] out is had a nice conversation with Dave [25:19] Matson at Matson Incorporated we got [25:21] around to talking Mike about you and [25:23] your business uh he thought it might be [25:25] important we speak I promised him I [25:27] would reach out to you oh yeah I know [25:28] Dave and immediately we're warm so [25:31] certainly one place to do [25:34] a personal connection would be that [25:36] referral transition right and and by the [25:39] way we'll talk about this a little bit [25:40] later but you can leave that on a [25:42] message instead of this message [25:45] ring ring ring you've reached Mike oh [25:48] hey Mike John Rosso at ABC widgets [25:51] listen I got your name from Dave Matson [25:53] over at Matson Incorporated we are the [25:56] world's leading widget manufacturers I [25:58] think we may be able to really help you [25:59] in your widget production uh listen if [26:02] you can just give me a quick call back [26:03] and we squander all that leverage just [26:06] leave a nice equal business stature [26:09] message that sounds like this you've [26:10] reached Mike's voicemail leave a message [26:13] beat [26:15] hey Mike John Rosso listen uh just had a [26:18] nice conversation with Dave Matson over [26:19] at Matson Incorporated he and I got [26:22] around to talking about you and your [26:24] business he thought it might be [26:25] important we speak I promised them I [26:27] would reach out to you Mike call me John [26:29] rosso412 [26:31] at [26:35] 555-1212-412-555-1212 click [26:38] you're getting a call back the Curiosity [26:41] and the equal business stature are [26:43] rising up to have a reasonable business [26:45] conversation [26:47] I like that so you're really leveraging [26:48] and I like the word choice I think it's [26:50] subtle but it's there and if I'm gonna [26:53] do a transition what about the research [26:55] and I know you said hey don't spend a [26:58] lot of time am I just taking the most [27:00] recent thing that's gone on in that [27:02] particular company or something that I [27:04] could leverage or there's some pros and [27:05] cons to that [27:07] well this in order in order of [27:09] Effectiveness want a personal connection [27:10] that's a person [27:12] a referral is the best second if I can't [27:15] find that connection [27:18] one of the things that I can do is is [27:20] research on you the prospect I'm calling [27:23] now not everybody has available research [27:26] on them but if I was calling [27:29] um Joe Smith and Joe Smith just gave a [27:32] paper on the changing face of supply [27:35] chain at the supply at the worldwide [27:37] supply chain conference in Vegas right I [27:40] get a chance to say [27:42] hey Dave one of the reasons I was [27:43] reaching out is I had a chance to review [27:45] the presentation you gave on the [27:47] changing face of supply chain at supply [27:49] chain International at Vegas this last [27:51] October [27:52] and again it Separates Me from the group [27:55] that I'm one of those folks who have [27:58] done a bit of my homework now I don't [28:00] want to spend too too much time doing [28:01] that so again I've got a personal [28:03] connection that could be a person [28:05] research about the person if possible [28:07] and I know in our book Dave uh We've [28:11] collaborated on putting a lot of cool [28:12] Google search tips and Linkedin tips to [28:14] find these things quickly my goal in in [28:17] research is the ability to reduce by 95 [28:21] 95 if it was going to take you 10 [28:23] minutes and I'll take you a minute it's [28:25] going to take an hour I'll take you 10 [28:26] minutes and and the third piece is [28:30] relevant and recent news [28:33] about a company and that could come from [28:35] a trade rag that could come from Google [28:37] Alerts that could come from searching [28:40] Google dropping down to the tools bar [28:42] and then searching at this week right so [28:45] again an example would be [28:47] um hey Mike John Rosso looking for some [28:49] help don't know yet if it's going to [28:51] make sense for us to talk let me put a [28:53] little bit of context around the [28:55] conversation and then we can figure out [28:57] if it makes sense to talk further sure [28:58] John hey uh just read in in Crane's [29:02] Business Review that [29:05] you recently acquired or opened up a new [29:07] plant in ABC Ohio [29:09] and and that's an example of research so [29:11] it's usually one of those three things [29:13] again it doesn't increase the [29:15] conversation but it increases the [29:17] effectiveness of the conversations and [29:19] then increases their interest in hearing [29:22] more because if you've done a little bit [29:24] of homework the likely of you the [29:26] likelihood of you saying something that [29:27] can resonate with me increases fairly [29:30] dramatically [29:31] yeah I agree and you brought up the [29:33] Sandler book and and obviously you've [29:35] altered that book and that is one of the [29:37] top selling books for Sandler we sell [29:40] more books in the business space than [29:42] anyone else John's done a fantastic job [29:45] taking all the Sandler tactics and [29:46] strategies along with his experience and [29:49] put them into one thing and so if you go [29:51] to Amazon you'll have the opportunity at [29:53] the end to to get a discount to buy that [29:55] book that's awesome and I just want to [29:56] remind everybody as well that this is [29:58] being recorded so you can listen to this [30:00] time and in time again because there's a [30:02] lot of little subtle one-liners that are [30:04] getting thrown out here so John I know [30:06] we talked about transition and so you [30:09] gave that over which I love and so the [30:11] voicemail email wave is the same thing [30:13] just in a different medium [30:15] yeah yeah and you could use when you [30:18] think about prospecting I want you to [30:20] think about a campaign meaning you know [30:23] some people say I follow up with this [30:25] guy all the time and what they mean is [30:26] they call him once every three months [30:28] with the same terrible message I just [30:30] wanted to reach out I was just following [30:32] up I just wanted to or I would love to [30:34] get together all of those are weak [30:36] language words [30:37] um so so think about using emails think [30:40] about using in the mails in males of [30:43] courses is is the email version if you [30:45] will that's internal to LinkedIn and and [30:49] again you may need a more premium [30:50] version to be able to do in males but [30:52] it's available to you think about think [30:55] about phone calls and all that sort of [30:56] stuff that has to happen and so [31:00] the first three things uh that I talked [31:03] about the personal connections you can [31:05] use them on on on a voicemail as I [31:07] mentioned earlier it could sound like a [31:09] ring ring ring this is Dave's voicemail [31:11] hey Dave John Rosso hey doing some [31:14] research had a chance to go through your [31:16] presentation on the changing face of [31:18] supply chain that you delivered in [31:20] October at supply chain International in [31:22] Vegas uh have a question or two uh I [31:25] think it could be valuable we speak call [31:28] me it's John Rosso [31:33] 888-55-1212-88-55-1212 click now notice [31:36] after my clicks I'm not doing a whole [31:38] lot of mother may I I'm not doing a [31:40] whole lot of I know you're busy Dave and [31:42] I appreciate it if you get a chance to [31:43] just return a very quick phone call none [31:45] of that [31:46] we've shown that decreases the Callback [31:49] ratio because at a psychological level [31:51] they put you in a less than status and [31:54] so think think equal business stature [31:57] you don't need a lot of pleases and [31:59] thank yous be polite [32:00] but you don't have to be sort of [32:03] pollyanna-ish and mother may I and [32:06] cotton candy and all those sorts of [32:08] things [32:09] um so so it's okay if you want to get a [32:12] hold of someone to try them and people [32:14] may disagree with this on the phone call [32:16] but to try them three or four times [32:18] within a couple of week period First [32:20] Call [32:22] hey Dave John Rosso listen had a nice [32:25] conversation with Mike Montague he and I [32:27] got around to talking about your [32:28] business thought it would be important [32:30] we speak I promised them I would reach [32:32] out to you Dave call me John Rosso [32:36] 888-55-1212 John Rosso [32:39] 888-55-1212 he doesn't call back Monday [32:42] I'm going to call him Wednesday [32:44] hey Dave John Rosso it is 2 35 Wednesday [32:48] reached out to you early on Monday hope [32:51] we could connect shared with you that uh [32:53] Mike Montague and I had a conversation [32:55] got around to talking about your [32:57] business and again he thought it would [32:58] be valuable you and I speak I did [33:00] promise him I would reach out to you [33:03] at part two resist [33:06] now by the Third third time you know I [33:08] might end up doing an email or [33:11] an inmail so let me give you a little [33:13] bit on in mail tips and and here's a [33:17] couple things on emails and emails [33:22] make them less than 100 words you don't [33:24] need if it's a prospect if this is your [33:26] best friend and you're sending jokes do [33:28] what you want but if it's a prospect I [33:30] don't want a whole lot of graphic images [33:32] I don't want a whole lot of two megabyte [33:34] files because first of all let's think [33:36] about the medium most of us are looking [33:38] at our emails now [33:40] it's a two inch screen six inch screen [33:43] smartphone right so we don't have a lot [33:47] of room and an example would be I make I [33:51] make my emails and my emails [33:54] ideally less than 100 words you can [33:56] probably cheat to 120 you're starting to [33:58] get more than 120 you're losing [34:00] effectiveness [34:01] every prospecting email that you want to [34:03] increase response to you should end with [34:05] a question mark nothing else no pleases [34:08] no thank yous no look forward to end [34:10] with a question mark and I break my [34:12] emails or my emails [34:15] and I'm going to give you some I think [34:16] staggering statistics on this into three [34:20] key [34:22] elements the first element is the [34:24] personal contact the personal connection [34:27] they've had a chance to read your [34:29] presentation on the changing face of [34:31] supply chain delivered at Supply [34:33] International [34:34] October [34:36] 2015. I really appreciated uh your [34:40] Insight on where e-commerce is going [34:42] period [34:46] second you want a value [34:48] right again here's an example this is a [34:50] supply chain one we've worked with a [34:52] number of major retailers on loyalty [34:54] programs and line expand expansions [34:56] increasing the annual buying from Top [34:59] customers from 37 to 127 percent so [35:03] that's a little bit of a value statement [35:05] or a pain statement or a benefit [35:06] statement why would anyone care notice [35:09] I'm not going into detail and then I'm [35:11] going to give you you know I I've since [35:13] you know where it says can I help you [35:14] I'm not sure a quick 10 minute phone [35:16] call should help us figure it out I've [35:17] changed it this is working so well it [35:21] sounds like that it's and it and it [35:23] shortened the words [35:24] what I'm leaving now says this [35:27] Dave even if there is no immediate need [35:31] and only a down the road interest and I [35:34] put down the road in quotes even if [35:36] there's no immediate need [35:38] and only a down the road interest [35:41] are you open-minded to a 10-minute [35:43] exploratory conversation question mark [35:46] space John [35:48] so number one is personal connection [35:50] which often then is reflected in my [35:52] subject line as well [35:55] two is some kind of value statement some [35:57] kind of pain statement benefit statement [35:59] some reason why companies or people like [36:02] him or her would want to talk to you [36:04] and then third is a call to action even [36:06] if there's no immediate need or even if [36:08] there's no immediate opportunity [36:10] depending upon what you sell even if [36:13] there's no immediate opportunity [36:16] and only a down the road interest are [36:19] you open to a 10-minute [36:21] exploratory conversation here's what [36:23] people are finding [36:25] on average let me do in mail for a [36:28] second and one of the [36:29] one of the things that's nice about [36:31] inmail [36:32] is people in the business World probably [36:34] get somewhere between 150 to 250 emails [36:38] a day [36:39] in males we probably get one to two to [36:42] three to four a week so there's a little [36:44] bit less clutter and by the way if they [36:45] don't respond to you LinkedIn [36:48] bust their chops for me hey you didn't [36:50] respond to John would you like to [36:51] respond to him [36:53] so so in in mail for about every 10 [36:56] emails or clients are sending out that [36:58] are targeted meaning there are under 100 [37:00] words you've done the research you know [37:03] who you're trying to find so you're [37:04] emailing the right person you've got a [37:06] very good value statement and you've got [37:08] a good close to action call to action [37:10] like the one I just did they're finding [37:12] about a 50 response rate meaning 50 [37:14] percent of the people you send this to [37:16] reply they don't always reply positive a [37:19] reply may be yeah thanks for reaching [37:21] out John we are all set for the next two [37:23] years and not interested [37:25] but of the people who reply back 50 of [37:28] those are open-minded to an exploratory [37:31] phone call or on average there's about a [37:33] 20 if you do this well [37:35] which means you've got to have a good [37:36] LinkedIn profile behind you as well [37:38] because they're going to check your [37:39] LinkedIn profile you'll get about a 25 [37:41] hit rate what I've shared with this are [37:45] Sandra clients if you can get anywhere [37:46] between a 15 and a 25 hit rate hit rate [37:49] that is that is unbelievably good and [37:52] you're the one who gets a chance [37:55] to figure out who you want to speak to [37:56] so some of the folks said how do I get [37:58] the CEOs [38:00] I'll give you a couple things one a very [38:02] targeted in mail [38:04] is a good way to get to a CEO because [38:06] that's not being screened by her [38:09] assistant [38:10] or you know we didn't talk Gatekeepers [38:12] Dave but but Gatekeepers if you think [38:15] about a gatekeeper a gatekeeper only has [38:17] three questions [38:19] may I ask who's calling [38:22] and your company [38:23] and will she know what this is regarding [38:25] that's it that's true yet so yeah yet [38:28] somehow [38:30] they've been they've been able to figure [38:32] out 99 of the time that they need to [38:34] keep this person out based upon their [38:37] tells and base the pawn [38:40] their tonality [38:41] and so one of the things we say is [38:43] always be nice [38:45] but learn to answer a question with a [38:47] question but it's in a third [38:48] authoritative question may I ask who's [38:51] calling [38:53] Dave would you let Mike Montague know [38:56] that you've got John Rosso on the phone [38:58] it's awfully hard to say no to that [39:00] so often what happens is he or she will [39:03] ring up Mike Mike you've got John Rosso [39:05] on the phone Mike either takes it [39:07] well Mike says [39:09] find out find out find out who who [39:11] John's with I'm sorry John did you [39:14] mention your company [39:15] Dave if you can please let him know that [39:18] you've got John Rosso from Sandler [39:20] holding [39:21] notice that's a question but it's a [39:23] little bit of an authoritative question [39:25] Brink Dave it's John Rosso from Sam [39:28] we're holding he that takes it [39:30] says put me in the voicemail orc says [39:33] find out what it's about but understand [39:35] when we deal with Gatekeepers here's [39:37] what it sounds like it's it's [39:38] you have to interrupt the pattern [39:41] um ring this is a typical bad call ring [39:43] ring ring uh Mike's office Dave speaking [39:46] oh hi hi uh is Mike available [39:49] uh may I ask who's calling [39:52] um yeah sure it's John Rosso [39:54] John in your company [39:56] um Sandler training John will he know [39:59] what this call is regarded and you feel [40:01] you just feel circling the drain you [40:04] know you're it's it's the Call's not [40:06] going well [40:07] um because we're sort of putting that [40:09] box so we've got to learn how to we've [40:11] gotta we've got to learn how to carry [40:13] ourselves with the right belief system [40:15] that we are the Cure in many cases for [40:17] whatever whatever disease they have out [40:19] there that our products and services [40:21] sell and we're looking for facilitated [40:23] peer-to-peer questions and so if I've [40:26] got to use in mail if I've got to use [40:28] voicemail if I've got a call between [40:30] seven and eight in the morning or five [40:32] and six at night I can't tell you how [40:34] many calls I've made between five and [40:36] six and they oh my gosh the only reason [40:37] why I picked up is it was I thought it [40:39] was my husband calling asking me what [40:41] time I was going to be home [40:42] I'll tell you what I'm saying John and [40:44] you know Sandler people know this but if [40:48] I go back to the structure of a call [40:49] when you had a pattern interrupt many [40:51] upfront contract right now we're going [40:54] to go into structuring your pain [40:55] statements you're doing the same process [40:58] regardless if it's voice to Voice [41:00] voicemail or on an inmail Which is far [41:04] more productive than a than an email so [41:07] you're doing the same I guess process [41:10] methodology regardless of the medium and [41:13] I think most of us have different ways [41:15] depending on who we're talking to what's [41:18] their title how are we communicating we [41:21] fumble our way through voicemail which I [41:22] think is actually worse than our cold [41:24] call and then we're over here in email [41:26] and I've I can't tell you how many times [41:28] I've read a book on an email when [41:30] somebody's just trying to get an [41:31] appointment so to your point earlier so [41:33] the beauty of this is you're doing the [41:36] same thing over and over again which [41:38] actually creates muscle memory on your [41:39] end as the salesperson and so you've got [41:42] your part down down and you can react to [41:43] whatever they throw at you because [41:45] you're doing the same thing over and [41:46] over again which I love I love I love so [41:50] help us get to the pain statements [41:53] because I've set it up right I've [41:54] leveraged my referral I've got my mini [41:56] upfront contract I've done my pattern [41:59] interrupt now what's my hook [42:02] yeah so what we want to do is again it's [42:05] not about our features and benefits [42:06] nobody cares about you Sandler used to [42:08] say hey no one cares about you maybe [42:09] your mother right selling is not about [42:11] selling is not about you and and so I [42:14] want to be very other centered and I [42:16] want to get in that head of that [42:18] Prospect and really understand what are [42:20] the challenges they run into so I'm [42:23] telling a third party story and a third [42:25] party story means I'm not saying Dave [42:27] let me ask you you having problems with [42:29] that's a first party story Dave are you [42:31] having problems with [42:33] if this is an approach call then we [42:34] don't have a relationship already [42:36] established I don't know that we've got [42:38] enough of the trust for him to say yeah [42:39] I got all kinds of problems so it's a [42:42] lot safer to tell a third party story [42:44] and in my third party stories I am I am [42:47] probing I am casting out I am fishing [42:50] for the typical kinds of challenges or [42:53] problems they may run into that we can [42:55] fix and then simply asking a hook a [42:57] question as to whether or not any of [42:59] those challenges uh ever been an issue [43:02] or even worth a three to five minute [43:04] discussion and and so so often the way [43:07] we stroke it often the way we go back to [43:09] it if you go back to the structure of a [43:10] pain Story the first thing I do is I'll [43:13] often stroke them let me let me [43:14] demonstrate it to you but the stroke [43:16] would sound like this [43:18] and I'll usually match and mirror who [43:20] I'm talking to they've often when I talk [43:22] to a senior executive uh at a software [43:26] company so again if I'm calling a senior [43:28] executive at a software company [43:30] I'll say often when I talk to a senior [43:32] if I was calling the president of a [43:34] financial services company often when I [43:36] talk to presidents of financial services [43:38] companies I'm matching and I'm mirroring [43:40] um [43:42] they'll often tell us one of three [43:43] things Dave and so I'm telegraphing that [43:46] there's a couple of things that may be [43:48] relevant and here's the stroke I'll do [43:50] it in my world Dave they'll often tell [43:52] us one of three things one they've got a [43:55] senior sales force they know their [43:57] products they're pretty good at what [43:58] they do that's a stroke [44:00] occasionally where they get frustrated [44:02] is they see all this business that's [44:05] been it's been forecasted it's in the [44:07] pipeline but it just doesn't seem to be [44:09] coming over the Finish Line That's the [44:12] pain [44:13] and that impacts our quarterly cash flow [44:16] and that's an impact so a really nice [44:18] way to structure a third-party story is [44:20] stroke pain impact stroke pain impact [44:24] and I'll usually fish these out in [44:27] groups of three [44:28] where my second stroke [44:32] is really that the first pain is not a [44:34] problem so let me let me show you how [44:35] these nest if you will [44:38] Dave often when I talk to senior [44:40] Executives of software companies [44:43] they'll tell me one of three things one [44:45] they've got a pretty good sales force uh [44:48] senior they're good at what they do they [44:49] know their products occasionally where [44:51] they're frustrated is they've got all [44:53] this business that's been forecasted [44:54] it's in the pipeline it just doesn't [44:56] seem to be coming over the finish line [44:58] and that impacts cash flow or two listen [45:02] they're closing what's in the pipeline [45:03] where we sometimes get frustrated is [45:06] we're not putting enough good quality [45:07] new business into that funnel to grow [45:10] the business the way we we want to see [45:12] it grow or maybe we are putting enough [45:14] new business in and we're closing it but [45:17] we're in a very commoditized based [45:19] industry so we find our sales team [45:21] discounting a little bit more aggressive [45:23] than they need to and we're just not [45:24] getting the margin we need to reinvest [45:27] back into the business Dave let me ask [45:29] you any of that ever been an issue worth [45:32] a three five minute conversation [45:34] and so what I'm doing there is I'm [45:36] fishing out what I would believe to be [45:39] legitimate real challenges that he may [45:42] or she may have that I can solve and [45:45] then simply asking is it relevant does [45:47] it resonate has it ever been an issue [45:49] are you willing to have a three to five [45:50] minute conversation small commitments [45:53] and then once we have that three to five [45:55] minute conversation I will close for [45:57] that appointment so you do need to get [45:59] good at really understanding the [46:01] problems you solved and the impacts of [46:04] those problems to the prospects and [46:06] clients you serve and learn how to [46:08] structure them in a well-packaged stroke [46:10] pain impact story so I know you're going [46:14] to talk to us about actually the [46:15] structure of a pain story but if I do [46:18] stroke pain and impact the homework for [46:20] those that are listening seems like I [46:22] would sit back and say okay after the [46:24] last 50 people that I've called to what [46:26] are the top three reasons why they [46:28] normally buy from me you know so what is [46:31] it and then what's the impact of them [46:34] suffering offering or having that [46:36] particular pain and so I think most of [46:39] us don't do that we go right to the [46:40] benefit so this is focusing on our [46:42] customer not focusing in on what we do [46:45] which I like the second thing that I [46:48] love is that you didn't bullet it you [46:50] didn't say I worked with CEOs of [46:53] software companies like yourself who are [46:55] frustrated by they just don't close [46:57] enough business that that doesn't tell [46:59] the story by when you're doing the pain [47:01] and the impact and maybe you can walk us [47:03] through the structure of this you're [47:05] actually allowing the prospect to put [47:07] themselves into the movie so they say oh [47:09] my gosh a credibility this guy knows [47:12] what he's talking about and B he's [47:14] talking about me so those are some [47:16] subtle things that go on with this [47:18] particular approach which I love [47:20] yeah perfectly said I'm not looking I [47:23] could have said Dave we work with a lot [47:25] of CEOs who tell us they're frustrated [47:26] with a long selling cycle and you know [47:28] what that is intellectual jargon that [47:30] evokes zero emotional response instead [47:34] when I say they've got good people they [47:36] know their products they see all this [47:37] business that's been forecasted it is in [47:40] our pipeline [47:41] but it doesn't always seem to be coming [47:43] over the Finish Line when we forecast it [47:45] and now we find ourselves [47:48] missing [47:49] forecaster it's impacting cash flow they [47:52] they have time to put themselves in that [47:55] story is exactly right yeah [47:57] so walk us through because I know we've [47:59] got a ton of questions walk us through [48:01] some of the I guess the the structure of [48:04] that and you did it naturally of the [48:06] pain story but walk us through is there [48:08] anything that sticks out that we want to [48:10] pay attention to on the structure of [48:13] those pain indicators because really [48:14] these are 30 second commercials in a way [48:16] nested into yeah that's exactly right [48:19] these are 30 second commercials that you [48:21] can use in your somewhat in your uh [48:25] voicemails if it's the third or fourth [48:27] voicemail in your in mails when you're [48:30] networking and and a couple of keys it [48:32] it the reason why we'll give a little [48:34] bit of a stroke or a compliment we're [48:36] not complimenting them we're [48:38] complementing their class of people when [48:40] I talk to presidents and owners in [48:42] technology companies often they'll say [48:44] hey we got good people senior right so [48:47] so that brings them closer they don't [48:49] have to put their hand up yet and go no [48:51] the other thing I'll do on the pain [48:53] piece is I don't say words like always [48:55] and never hear what we find is we're [48:57] never able to bring in the business when [48:59] we forecast it well that's not true [49:01] sometimes we do so learn to use words [49:04] like occasionally from time to time [49:07] those are the things they can admit to [49:09] easily because occasionally and from [49:11] time to time they do forecast it and it [49:14] doesn't necessarily coming over the [49:15] Finish Line right and don't forget the [49:17] impact I would say about [49:19] 50 of the people forget the impact and [49:22] expect the customer to build the bridge [49:23] the impact they don't right so when I [49:26] say you know and we don't see our [49:27] business growing the way we had [49:29] forecasted to grow we don't have the [49:31] margin we need to reinvest back into the [49:32] business [49:33] those are impact statements and then the [49:36] hook question [49:38] switches the conversation to them Dave [49:40] any of that [49:41] listen ever been an issue is worth a [49:43] three to five minute conversation uh all [49:45] of them well Dave if you had to pick one [49:49] where would you start would it would it [49:50] would it be the forecasting the new [49:52] business the discounting uh no question [49:54] it's the forecasting our sales cycle is [49:56] way too long I really tell folks to ask [49:59] only three questions now again don't [50:01] take me literal but my questions are [50:03] this [50:04] Dave tell when you say it's it's the [50:07] sales cycle it's taking too long tell me [50:09] a little bit more about that [50:11] and and you are inviting them to bond [50:14] with you and share and they go oh my [50:16] gosh we got business that's been in a [50:17] pipeline for at least 14 months my next [50:20] thing I'll say is can you help me for a [50:22] second I want to make sure I can see the [50:24] world from your point of view can you [50:26] give me kind of a real life example and [50:28] they pause for a split second and they [50:30] go [50:31] yeah sure we got a deal we were quoting [50:34] for GE and they start telling a story [50:36] now remember [50:38] we've heard this phrase every time I [50:40] think about it I get angry right let [50:42] them relive that experience because [50:44] people buy emotionally and then my [50:46] impact question is often and so because [50:49] of that what happens well because of [50:51] that I mean I'm the one who's called on [50:52] the carpet with the board of directors [50:54] because I forecasted this [50:57] and that's really all you need if [50:59] they've been if you've been able to [51:00] switch that table and have that buyer [51:02] share with you reasons why you should be [51:04] invited in [51:07] it makes sense to close for the [51:09] appointment and when people close for [51:10] the appointment this is how they screw [51:12] it up well Dave sounds like you had a [51:15] whole lot going on maybe we ought to get [51:16] together what do you think that's a [51:18] terrible way to close because they go I [51:20] think we should I'll tell you what I'm [51:21] hitting my busy season if you can call [51:23] me maybe early March let's pick up this [51:26] conversation and you've lost all your [51:29] momentum because you've ceded control [51:32] to the Prospect and and your tonality [51:35] sort of blinked on it well I don't know [51:37] it sounds like maybe so one of the [51:39] things we say for a closing appointment [51:40] is learn to be a little bit more [51:42] directive always nice always respectful [51:46] but a little bit more directive with [51:47] regard to closing for an appointment [51:49] what it sounds like hopefully nurturing [51:52] he tells me all the impact he tells me [51:55] an impact and I say hey Dave can I make [51:57] a suggestion yeah yeah John what's that [52:00] do this for me [52:02] Dave take a look at your calendar let's [52:04] find a time in the next week two weeks [52:07] where you can invite me out for an hour [52:09] you and I can talk much more in depth [52:11] about some of the things you're doing [52:13] with regard to increasing that forecast [52:15] accuracy what's working what what are [52:18] some of the things you do know you need [52:19] to change pick my brain about the kind [52:21] of work we do [52:23] and then we can figure out together is [52:25] there a reason to do some work together [52:26] if not less than a hundred percent okay [52:28] we're very good at what we do we're not [52:30] right in every situation and we could [52:33] figure that out together sound fair sure [52:35] and if it does make sense that we can [52:36] begin to take on our calendars and begin [52:38] to map out more specifically what would [52:40] be the steps that your organization and [52:42] my organization would take [52:43] to really figure out does it make sense [52:46] to do business together and I've got a [52:47] very very professional [52:51] ending of the call that's committing [52:53] them to some clarity of next step or can [52:55] I make a suggestion do this for me let's [52:57] take out your candle let's schedule a [52:59] web demo I mean there's a lot of way it [53:01] depends what your next step is depending [53:02] upon your inside sales outside sales [53:05] but still be be authoritative yeah I [53:08] like a couple things and by the way I [53:09] know we're getting tons of questions so [53:10] email your questions and now so we'll [53:13] spend the next five minutes or so [53:14] answering those questions but before we [53:15] do that there's some key phrases one is [53:18] invite me out I love that right so it's [53:20] not like hey when when do you have time [53:22] available which then is a subservient [53:24] thing you're right out invite me out but [53:27] the thing that sets this up John is the [53:30] fact that you did the impact on your 30 [53:33] second commercial your pain statements [53:35] and then you had them talk about it so [53:38] you had them experience it by hey tell [53:40] me more about that hey you know your [53:42] business better than I do could you give [53:43] me an example of what that looks like [53:45] and now they're talking they're into it [53:47] they're reliving that they're going into [53:49] the past and pulling it into the present [53:52] which is awesome and now when you say [53:54] hey do this for me they're more [53:56] compliant than it is if you just did a [53:58] typical hey we worked on closing ratios [54:00] John I think we're pretty good we're in [54:02] the standard blah blah blah that's a [54:04] weak call so these all kind of fit [54:06] together in these words although they [54:08] look like you know they're subtle this [54:10] really are psychological trigger Words [54:12] which is awesome so it's part of the [54:14] package I like how it's all put together [54:16] yeah a couple a couple of good questions [54:18] that I'll that'll refer once one says I [54:20] got to disagree with you about the [54:21] voicemail someone leaves me a voicemail [54:23] doesn't doesn't leave an explanation I [54:25] am not calling you back and I say this [54:27] you're probably right you're not but [54:31] forty percent of you are remember 60 [54:33] still may not [54:35] but it's certainly better than the 99 so [54:37] that happens to me I would never call [54:39] you back you may not and nor will I [54:41] argue with the fact that you may not [54:43] what I'm where I'll stake my ground is [54:47] I'll take 40 callbacks versus two [54:49] percent callbacks any day of the week [54:51] it's not about being perfect [54:54] it's about being better now I have had [54:57] people who are in my classes because [54:59] they became clients that said to me I [55:01] would never call you back and I said [55:02] Dave that's how I got a hold of you you [55:04] know right you'll never call me back so [55:06] it's and it is and the other thing I'll [55:08] say is it it always comes down to if [55:11] what you're doing is working [55:13] keep doing it no matter what I say but [55:15] if you're not getting the results you [55:17] you need you've got to try something [55:19] you've you really got to try something [55:22] uh different from that perspective well [55:24] the worst case is before you go to the [55:25] next question is that person would [55:27] recognize your name chances are when you [55:30] do your follow-up call versus doing [55:31] nothing and you're going to get the same [55:33] result [55:34] yeah that's exactly right two days later [55:36] I may need to leave another message [55:38] three days later I may leave that more [55:40] full voicemail message that someone uh [55:43] prefers that would say hey Dave John [55:44] Russell I know I left you a message or [55:46] two uh Sandler training here [55:49] um you know as I mentioned I saw your [55:51] presentation at supply chain [55:52] International reason why I'm reaching [55:54] out to you is we can help you in area [55:55] ABC [55:56] you're going to get to that eventually [55:58] but what I found early is curiosity wins [56:01] a whole lot less than a whole lot more [56:03] than the specificity unless your [56:05] tonality is so darn good this is a this [56:09] is a this is a real way to become a real [56:11] way to get effective so John we've got a [56:13] question from France it says how do I [56:15] differentiate myself in a competitive [56:16] market [56:17] and it's a lot of you know buyers and [56:20] sellers out there without talking [56:22] negatively about my competition now that [56:25] was written Midway through but I is it [56:28] just strictly through the pain [56:29] statements well I think a lot of it is [56:32] you're differentiating Yourself by what [56:33] I would call being disarmingly honest [56:35] and we talk a lot about being [56:36] disarmingly honest in the book it's that [56:39] willingness to be authentic and to say [56:42] things that seem to be negative [56:44] against you like it may not make sense [56:46] to talk or it's a you know we're not [56:48] right for everyone those are very [56:50] disarmingly honest words [56:53] um and so you're differentiating in [56:54] style in tone in words now again there [56:58] are times when people say and this is [57:00] one of the questions as well listen I'm [57:01] happy with who we're using [57:03] I get it Dave listen not a problem at [57:06] all I'm glad we had a chance to connect [57:08] uh may not make any sense to move [57:10] forward question for you [57:12] um what do you like about them right [57:13] that's an easy question well they're on [57:14] time their pricing is good and and [57:16] everything is everything is hunky-dory I [57:19] love the rap [57:20] uh Dave no one's perfect Fair statement [57:23] well I I would agree with that [57:25] I'm not suggesting I have any additional [57:27] answers don't misunderstand but if there [57:28] was even one small thing they could do [57:30] differently or better what do you think [57:32] it would be [57:33] and and if you get if you get a wedge [57:36] great work it now for those of you who [57:39] want to take the nuclear option pay [57:41] attention on this there are times when [57:42] I'm completely happy and I say can I ask [57:44] you a really hard question [57:46] and but I need you to promise me in [57:48] advance you won't get mad at me for [57:49] asking [57:50] no I won't get mad at you Dave how long [57:52] you been with them [57:54] 15 years [57:56] when was the last time you invited [57:58] someone else out to even begin to think [58:00] through what that loyalty could be [58:01] costing you [58:03] that's a tough question [58:05] now still say well what do you mean what [58:06] do you mean wait a minute what do you [58:07] mean I said Dave Dave I'm not suggesting [58:10] it's costing you anything I'm not even [58:12] so sure I can help [58:14] I do know it makes sense likely for us [58:16] to sit down and just talk more a little [58:18] bit about your world at worst case I [58:20] validate you're 100 okay I'm going in [58:23] with my eyes open there's no [58:24] expectations on my side we have a good [58:26] business conversation and and I've [58:28] closed business that way because it made [58:30] sense to sort of get in but you [58:32] differentiate based upon equal business [58:34] stature Sandler's one of my favorite [58:36] sailor rules is [58:38] I'm financially independent and I don't [58:40] need the business and I constantly think [58:42] if I were financially independent and I [58:45] didn't need the business I wasn't an [58:47] arrogant SOB I absolutely felt I could [58:49] change people's lives or businesses with [58:51] my Solutions but I'm not an arrogant SOB [58:53] what would I say [58:54] I would say what David Sandler taught me [58:56] yeah I think listen I love that nobody's [58:59] perfect I remember I got one of my [59:01] largest deals after they called me in [59:03] and said you're here because of the [59:04] referral we have absolutely no interest [59:06] in moving forward we've been happy with [59:08] our current supplier now for the last 10 [59:09] years closed my books I did exactly what [59:12] you said which is Sandler taught us hey [59:14] that's awesome what do you love about [59:15] them and then I did the nobody's perfect [59:17] they could do one thing better probably [59:19] couldn't but what would it be boom it [59:22] was awesome and you have to remember [59:24] financially independent you know I don't [59:26] need the business and also it's a [59:27] prospecting call some will some all [59:30] right let's move on it's not like you're [59:32] losing your right arm take a shot it's a [59:35] I want hey let's I want my customers to [59:37] defend me it's okay you know John I want [59:40] to thank you for coming on today we have [59:42] covered a lot of ground we've covered [59:44] the formula which you know we've been [59:47] using for years at Sandler for those [59:49] Sandler clients who should recognize [59:50] parts of that that'll make it easier for [59:53] you to get appointments we learned [59:54] slight Edge stuff which is to take the [59:56] same thing that we do verbally and apply [59:58] it to voicemail apply it to email we [60:01] talked about in mail we talked about [60:03] leveraging our referral base which is [60:05] awesome and I think throughout which [60:08] we've said but you really got to pick up [60:10] the tonality I always remember what my [60:12] mom said it's not what you said David [60:14] it's how you said it right before I felt [60:16] the BAM so I think you can have higher [60:21] results if you follow the methodology [60:22] but also just change the way take a deep [60:25] breath the way that you talk to your [60:27] friends and the way that you talk to a [60:28] gatekeeper are completely different if [60:30] you tape yourself you'd realize it just [60:32] sounded like night and day so I want to [60:34] say thank you to everyone coming in I [60:36] know we've got thousands of people on [60:38] the line couple offers one if you want [60:41] to see what John's doing today in in [60:44] your local backyard I promise you there [60:47] is no better trainers out there than [60:49] Sandler trainers because as you saw John [60:51] kicking in and out of role play we eat [60:54] our own dog food we sell every day you [60:57] know we close every day we manage sales [60:59] forces so you can have total credibility [61:01] go to a Sandler site look up free [61:04] session and go to a training center pick [61:06] the topic maybe it's not prospecting [61:08] maybe it's closing or maybe it's [61:10] networking or LinkedIn whatever you pick [61:13] it's up to you but sit in and it's just [61:15] absorb I mean whether we do business or [61:17] not doesn't really matter but I remember [61:19] in 1986 I sat through a free session and [61:22] I said wow that changed my life second [61:24] thing number one selling book within our [61:26] Sandler group is our prospecting book [61:28] written with John so go to the Sandler [61:31] shop if you get a discount for coming on [61:33] investing your time with us today but [61:35] everything that has said and tons more [61:38] obviously because we only had an hour [61:39] together you'll have the opportunity to [61:41] just keep over and over listening to [61:44] this broadcast which we will certainly [61:46] post and everything else that went with [61:48] it but you'll also be able to read all [61:50] the things that we didn't cover here [61:51] today so I want to thank the Sandler [61:53] clients again for your your support and [61:55] patronage over the years and for those [61:57] that are looking hey check us out until [61:59] we see each other again good selling

===FILE=== vbm3F3yotQw - LinkedIn the Sandler Way Webinar - Sandler Training.txt
https://youtu.be/vbm3F3yotQw
LinkedIn the Sandler Way Webinar - Sandler Training

[0:00] Hey everybody, it's Dave Matson, CEO of [0:02] Sandler Training. Welcome to LinkedIn [0:05] the Sandler Way. We've got several [0:07] thousand people scheduled for today. So, [0:10] I want to do a quick shout out to the [0:11] Sandler clients. And for those who [0:14] aren't clients, if this is your first [0:16] exposure to Sandler, you know, Sandler [0:18] is a worldwide leader in sales training, [0:21] anything from prospecting to social [0:24] selling to closing. And we also then go [0:28] to enterprise selling which are longer [0:30] more sophisticated type sales and then [0:33] sales management and leadership. So [0:35] anytime you're talking to prospects or [0:37] employees and you want to be better at [0:39] what you do, uh that's what that's our [0:41] sweet spot. That's what we do. We've won [0:43] tons of awards over the last 49 years. [0:45] But I think the real differences is one [0:48] are our material and second is our [0:50] trainers and our trainers who are [0:53] located in most of the cities around the [0:54] world are true rock stars and I know a [0:57] lot of the people that are on the line [0:59] today are participating with our our [1:01] local trainers and I have to say I'm [1:03] really proud to be part of them. And [1:05] today our topic is linked in the Sandler [1:08] way. And a couple things to remember [1:10] before we get started today. So, if you [1:12] have questions throughout the hour that [1:13] we're together, just type them into the [1:15] comment area. We're going to answer as [1:17] many as we can in real time, but we also [1:19] will do a Q&A session at the end and try [1:22] to get the the bigger ones that seem to [1:24] be um on people's minds. The second is [1:28] that you can download the slides. So, if [1:30] you want to go back and review or take [1:32] notes from today, you'll see it right [1:33] underneath the player. You can download [1:35] the slides from today. And you should [1:37] have also gotten a copy of the ebook [1:40] which is linked in the Sandler way. If [1:43] you didn't get a a copy, but you want a [1:45] copy, then just email us and you email [1:47] us at webinars with an s. So it's [1:49] webinars.com [1:52] and we'll make sure that you get a copy [1:53] as quickly as possible. You also have [1:56] the opportunity to visit one of our [1:58] local training centers as well. And as I [2:00] said, they are rock stars. And if you [2:02] want to do that, you just go to [2:03] sandler.com/free [2:06] session. So sandler.com/freees [2:10] session. You'll get a coupon. Just say [2:12] Dave Matson invited me. Pick the topic [2:14] that you want to see. It could be [2:16] LinkedIn. It could be interviewing [2:18] skills. It could be running an optimal [2:20] first call. Whatever you know, whatever [2:22] catches your eye. Go and sit in and take [2:25] as many notes as you can and have a have [2:26] a great day. So let's talk about [2:29] LinkedIn. And that's why we're here. [2:31] So, we wrote a book a book with [2:33] LinkedIn. Um, they're clients, so we're [2:35] big fans of LinkedIn. We have a huge [2:38] following when we do our Sandler blog [2:40] posts and articles on LinkedIn. And we [2:43] have a lot of people on our Sandler [2:45] group. And if you want to follow us, [2:47] please go to the Sandler group and [2:48] follow us. But what we found on LinkedIn [2:50] is it's always a hot topic. People in [2:52] our training centers always say, "How do [2:54] I leverage LinkedIn? How do I take my [2:56] game to the next level?" because they [2:58] know they should be doing it or they [2:59] should be doing something, they're just [3:01] not sure what to do. And what I found is [3:03] people spend either way too much time on [3:06] LinkedIn. They think that's, you know, [3:07] better than going out to talk to live [3:09] people. Or on the flip side, they don't [3:11] know what to do and they spend no time [3:13] on LinkedIn. They send up their profile [3:15] and they just kind of hope for the best [3:17] and they don't know what the best is, [3:18] but they're hoping. So, it's one of [3:20] those things. There's no balance. I know [3:22] that LinkedIn for Sandler has become our [3:24] number one lead source around the world. [3:27] Now, think about that for a second. So, [3:29] we're in the business of finding net new [3:32] business all the time, just like you [3:34] are. And LinkedIn has become our number [3:37] one source. And we're going to show you [3:38] how we do that today. And in order to do [3:41] that, I've invited Mike Montigue to lead [3:44] our discussion. And Mike's going to lead [3:45] today. He is an expert on LinkedIn and [3:48] social selling. He has been a longtime [3:51] Sandler trainer. He's part of our [3:53] corporate staff. So, he's got a [3:55] well-rounded uh exposure in history to [3:57] help us take our game on LinkedIn to the [3:59] next level. And he's got a heck of a [4:01] challenge here today, group, because [4:03] he's got to take 3 to four hours of [4:04] content. We're going to get it done in [4:07] 45 minutes and leave us some time for [4:09] some Q&A. So, let me get to it. Welcome, [4:11] Mike. Welcome to the program. Hey, hey, [4:13] Dave. Thanks for having me. I'm glad to [4:15] to be here and I'm I'm really excited to [4:19] get into it. Talk about, you know, [4:20] LinkedIn the Sandler way, what we put [4:22] into the book and also um you know, some [4:26] really good tips for sales people on how [4:28] to use LinkedIn. I hear so much about um [4:33] you know, marketing tactics, you know, [4:35] some things that work for some people [4:36] but not others. What we're going to talk [4:38] about today, I think, is a strategy for [4:39] LinkedIn that everybody can use to grow [4:43] their sales regardless of whatever [4:46] business they happen to be in or or [4:48] position in the company. And I think [4:49] that is interesting and unique to our [4:53] Sandler training approach to LinkedIn. [4:55] And I think people are really going to [4:56] like it. So, before we get started, I [4:59] have a couple of upfront contracts that [5:02] I like to to tell people when we're [5:04] talking about LinkedIn here. We're going [5:06] to have a mixedability group today. The [5:08] current count right now is about 1,800 [5:10] people listening. That's a wide range of [5:13] skills from, you know, just set up their [5:16] profile on LinkedIn, don't do anything [5:18] to really LinkedIn masters and gurus [5:21] that are already prospecting and getting [5:23] business from LinkedIn. [5:25] So, I'm going to try to do uh a little [5:28] bit for everybody. We're going to talk a [5:30] lot about strategy and not so much about [5:32] how to do things. So, if you have any [5:36] questions, what I think is best practice [5:39] is to just Google how to do something. [5:42] If you want to uh figure out how to [5:44] change your privacy settings on [5:45] LinkedIn, just type it into Google. [5:48] They'll walk you through step by step on [5:49] how to do it. And we'll spend more time [5:52] today talking about what to do and why [5:54] you're doing it. And that should apply [5:56] to the most amount of people. [5:59] Second thing is that we have a a [6:02] personal growth process everybody has to [6:05] go through. So I like to equate this to [6:08] any skill. You know, David Sandler wrote [6:11] the book, You Can't Teach a Kid to Ride [6:12] a Bike at a Seminar. Really, you can't [6:14] teach anybody how to do anything uh when [6:17] they're just listening to somebody else [6:19] talk about it. So listening to Dave and [6:21] I talk about LinkedIn for an hour is [6:23] probably not going to get you a whole [6:24] lot better at LinkedIn. [6:26] But if you look at the screen, here's [6:28] what we can do. We can give you a lot of [6:30] awareness about what is possible with [6:33] LinkedIn. And we can give you as much [6:35] knowledge as we can fit into an hour [6:37] here. The next three steps in this [6:40] personal growth process are going to be [6:42] up to you. You have to apply the [6:44] knowledge that you learn here today and [6:46] actually use it on LinkedIn for this to [6:48] be any real benefit for you. Second [6:52] thing is if you apply that long enough, [6:54] it'll become part of your regular [6:55] prospecting and sales mix. You'll take [6:58] ownership of social selling and it'll [7:01] become part of your regular strategy. [7:03] And then I found the learning curve is [7:04] pretty short. you know, really in just [7:08] uh probably six months even, you could [7:11] be better than anybody else at your [7:13] office on LinkedIn or even your [7:15] competition and all of a sudden you're a [7:17] master at social selling where you [7:20] weren't before. So, that's our goals for [7:22] today is give you a lot of awareness, a [7:25] little bit of knowledge, but then it's [7:26] going to be you to take the stuff and [7:27] run with it. So, make sure you download [7:29] the handout and the free ebook that we [7:32] gave you. The links are right below the [7:33] player here in the web browser and take [7:36] this stuff back to your world. Find [7:38] something that fits and apply it. [7:41] There's no magic bullet. There's no, you [7:43] know, special sauce that I, oh, I [7:45] changed these few things on my LinkedIn [7:47] profile and all of a sudden thousands of [7:49] prospects are calling me. That's not the [7:51] way this is going to work. It's going to [7:52] be a growth process and it's going to [7:54] take some time and a little bit of [7:56] effort. Is that fair, Dave? [7:59] Yeah, that's fair. of course like any [8:01] other personal development and it's [8:02] going to take some time and new muscle [8:03] memory, right, Mike? So, you know, if [8:05] you just start it and then kind of [8:07] figure out what else am I going to add, [8:09] what else am I going to add versus [8:10] trying to be perfect day one, I think [8:12] you're going to be better off. Yeah, [8:14] absolutely. So, the last thing here [8:16] before we jump into the content and then [8:18] I promise we'll get rocking and rolling. [8:20] It's going to be fast, is I want you to [8:22] think about your LinkedIn questions. So, [8:24] I like two types of questions. One, [8:26] really easy ones that make me look [8:28] smart. And number two, the really tough [8:30] ones that change paradigms that make us [8:33] rethink how we're using LinkedIn. You [8:35] can type any of those into the chat [8:37] area. You know, keep in mind we have, [8:39] you know, close to 2,000 people on [8:40] there. But, uh, we do have several staff [8:43] members in there that will get you [8:45] answers to the questions, help you uh, [8:47] with anything that you need. And [8:49] remember, there's always Google, too. [8:51] So, Google is faster than we are at [8:54] returning uh, and answering questions. [8:56] So, I promise you most of this stuff is [8:58] out there. We've just never put it into [9:00] a plan before. So, if you got a really [9:02] good question that you can't Google, [9:04] type that into the comments area now and [9:07] we will do our best to answer that when [9:08] we get down to the end. [9:11] So, [9:13] step number one and the first section of [9:17] our LinkedIn the Sandler Way book is [9:20] talking about changing the game. And [9:22] it's probably the most common mistake I [9:25] see salespeople make [9:27] is that they aren't using LinkedIn for [9:31] social selling. They're either using it [9:33] for marketing purposes as as a job board [9:36] to either get a job or or recruiting or [9:39] they just kind of set something up and [9:41] they think it's too complicated and not [9:42] doing it all. So, the first step in [9:45] being more successful at social selling [9:47] is changing the way you think about it. [9:49] And there's kind of two main tips for [9:52] that one. The first one is [9:56] uh you're not alone. You're not unusual. [9:59] I've helped thousands of salespeople use [10:02] LinkedIn. And [10:05] yeah, the oldest one was 92 years old. I [10:07] I taught this guy uh how to email his [10:10] great grandkids at college. And Dave, he [10:14] was so old that he couldn't doubleclick. [10:16] He would click once and then click it [10:18] again. and the browser wouldn't open and [10:21] when I said click on the link uh he said [10:23] what's a link so I guarantee you like [10:26] the people listening on the line here [10:28] are not you know the worst this is not [10:32] uh impossible for you would you agree I [10:35] think yeah that's true of course you [10:36] know and the good thing is no matter [10:39] what you do it's better than doing [10:40] nothing so just take it take that [10:42] mindset I think you'd be better off [10:44] perfect and then social selling is for [10:46] everybody and I think you can really [10:47] speak to this too is that everybody is [10:51] in sales of some sort. So even if you're [10:55] in customer service or something, you [10:57] need to be on LinkedIn and be networking [11:00] because you can be passing referrals to [11:01] the rest of the team. And if you are in [11:05] sales, you're probably social selling [11:06] whether you think you are or not because [11:09] you're everybody's using social media. [11:11] There's over 400 million people on [11:13] LinkedIn. You know, there's a billion [11:15] people on Facebook. It's part of our [11:17] lives now. Social selling is around for [11:20] everybody. Uh, anything else you want to [11:23] add to that, Dave, about why you should [11:24] be social selling? [11:27] No, I just think it's maximizing your [11:28] time. I mean, let's face it, there's [11:30] only a certain amount of time that you [11:31] can actually physically talk to people. [11:33] Um, whether it's voice to voice or face [11:35] to face and using social selling selling [11:38] to augment what your typical daily [11:40] behavior plan is is the way to go. [11:42] You're just going to be more effective [11:44] and more efficient. you can touch more [11:46] people and I think that's the key and I [11:48] know you're going to get into how to [11:49] leverage other people's contacts as [11:52] well. But that I mean social selling is [11:54] here to say it's been here. I know a lot [11:56] of us were hoping and you know kind of [11:58] wishing it would go away because it's [12:00] not our thing. We're dinosaurs. But it [12:02] is here and and we're going to make it [12:04] easy for you. Perfect. So then my last [12:08] tip on attitude is to change the way [12:10] you're thinking about social selling is [12:12] people get weird. You know, when um when [12:16] she the post ma postal mail was the only [12:19] uh way you could communicate, there was [12:21] junk in your your mailbox, right? There [12:23] was direct mail and then fax machines [12:26] came out and we got fax blast and then [12:28] email and we got spam and now social [12:30] media. It seems like the default for [12:32] people is to push and say, "Hey, buy [12:34] from me." whenever they get a new [12:36] audience or medium. What I found the [12:38] best attitude for LinkedIn is how do I [12:42] take my reall life networking, the stuff [12:44] that I'm doing already well in real [12:47] life, and translate that to online [12:50] networking. So, if you're at a real [12:53] networking event, a chamber event or [12:55] something like that, you wouldn't walk [12:56] up and and say, "Hey, I got a great deal [12:58] on this. You want to buy something?" [13:00] You'd probably introduce yourself. You'd [13:02] probably start a conversation. you would [13:04] be listening to other people and there [13:06] would be back and forth. And I think if [13:08] you start uh you take that attitude [13:10] that's really going to be the best for [13:12] your social selling. So Dave, does [13:16] anything come to mind there of you know [13:18] how do we take real life networking [13:20] skills or real life selling skills and [13:22] translate that online? [13:26] Well, look, I I think and we're going to [13:28] talk about this, I know, but [13:29] establishing credibility [13:32] uh online through social networking is [13:34] key. Giving opinions, offing offering [13:37] value is the key. I think where people [13:39] get frustrated, Mike, and you said it, [13:41] is to go on and think that it's going to [13:43] be a prospecting lead source immediately [13:46] without setting the ground, you know, [13:48] the groundwork for it. And as you said, [13:50] you wouldn't do that in real life and it [13:52] won't work online either. And I think [13:53] that's the disconnect for a lot of [13:54] people. [13:56] Yeah. Perfect. So, think about those [13:58] good things you do networking, you know, [14:00] listening, starting conversations, uh [14:02] being presentable, having a 30-cond [14:04] commercial prepared, and you'll be [14:06] prepared to start social selling. So, [14:09] part two of the book is creating a [14:11] client attracting profile. And what we [14:14] mean by that, the key words there are [14:16] client attracting, right? So that means [14:20] that rather than attracting a job or you [14:23] know recruiters, you want to be [14:25] attracting prospects for yourself. And [14:28] it really makes a big difference. It's [14:30] interesting because I can't tell you if [14:33] you printed off uh probably, you know, [14:35] five different uh financial planner [14:38] profiles and you blacked everything out [14:40] like with a a a Sharpie, you know, the [14:43] the government black lines it and you [14:45] took out all the names and addresses. [14:46] could you really tell those profiles [14:49] apart? [14:50] And most people would probably say no. [14:54] That they don't have anything really [14:57] unique that attracts clients on their [15:00] profile compared to their competition. [15:02] So, we're going to show you some quick [15:03] tips on how to do that. And the second [15:05] thing I want you to remember here is [15:08] that even if you are looking for a job, [15:10] recruiters are looking for people who [15:13] are already doing a good job. Nobody [15:15] wants to hire a salesperson who needs a [15:17] job. That doesn't sound like a very good [15:19] salesperson. So, as we, you know, start [15:22] creating this client attracting profile [15:24] and talking about best practices, [15:26] there's a lot of stuff you can do on the [15:27] profile. What I want to focus on are the [15:31] few things that make a statistical [15:33] uh significant difference. So, we've [15:37] done a lot of research on this and [15:38] there's a few things here that make a [15:41] great profile for a salesperson. [15:44] The first thing is a professional photo. [15:47] If you are not [15:49] uh adding and not having a picture, [15:52] you're getting a tenth of the views and [15:54] interaction on your profile that you [15:56] could be getting. And a professional [15:59] picture makes a huge difference because [16:01] what I found is, you know, nobody looks [16:04] good in a selfie because the camera is [16:05] too close to your face. A professional [16:08] photographer is a professional for a [16:09] reason because they will um [16:15] make you look your best. They'll fix the [16:17] colors. They'll, you know, Photoshop the [16:19] stuff that needs to be photoshopped and [16:20] it's not that expensive. So, take a few [16:23] minutes, get a great profile. It's shown [16:25] 7 to 10 times more interactivity on your [16:28] profile. A couple of other things are [16:31] the name and summary area. And I'm going [16:33] to go ahead and pull up LinkedIn here so [16:35] we can talk about it. [16:37] on your profile. Use the name like you [16:39] would use in real life. This is your [16:41] introduction to the world. So, you want [16:43] to look like in your picture what you [16:45] look like when you're showing up at a [16:46] real life networking event. Your name [16:49] should introduce yourself. So, some [16:51] people in this tagline area, they get a [16:53] little too creative. They start saying [16:55] we maximize revenue and decrease cost [16:58] for uh entrepreneurs looking to blah [17:00] blah blah. And on LinkedIn, you only [17:03] have a few seconds. People just want to [17:05] know, did I get the right Mike Monagu? [17:07] Uh, there's several thousand on [17:09] LinkedIn. There's seven here in the [17:10] Kansas City market where I am. If I [17:13] don't put director of content marketing [17:15] at Sandler Training first, first thing, [17:17] how are they going to know that they got [17:19] the right Mike Monigue? So, your [17:21] picture, your name, and this little [17:23] tagline area here are the three things [17:26] that show up everywhere your name is [17:28] mentioned or your account is mentioned [17:30] on LinkedIn, and they're huge for [17:32] getting people to interact with you. and [17:34] and setting an appropriate introduction. [17:38] Next thing up is the summary area. And [17:40] here I just like using a good 30- [17:42] secondond commercial. So Dave, you can [17:44] help me out with this, but I think it's [17:47] uh really simple. It's about four lines. [17:49] Introduction, who you are, and what you [17:51] do. It's problems that you solve for [17:55] your ideal clients, the common problems [17:58] that they have. Three to four of them [18:00] are perfect. And then how you solve that [18:03] uniquely and differently than anybody [18:05] else. So if your competitors can say it, [18:08] it doesn't count. And then finally, put [18:11] your contact information or start a [18:13] conversation. Let them know how they can [18:15] get in touch with you. Maybe put an [18:17] interesting question in there so that uh [18:20] it'll get people thinking. [18:23] Dave, any other tips on the 30 secondond [18:25] commercial? [18:27] So, let's do 30 second commercial for a [18:29] second because it's one of those things [18:30] that happens in live networking as well. [18:32] Most people will show up and say, "Let [18:35] me talk about me me." Our business was [18:37] started in 1912, then we moved across [18:40] the street in 1936. And they go through [18:42] this chronological history and it's [18:45] boring and it's all about the person who [18:47] is talking. The reason why the 30 [18:49] secondond commercial works, as Mike [18:51] said, is because you've got a quick just [18:53] a quick amount of time where you've got [18:54] to grab their attention. We know 30 [18:57] secondond commercial works in the [18:58] beginning of a sales call. We know that [19:00] the elevator pitch or 30 secondond [19:01] commercial works at networking and it [19:03] does here as well and and it is true. [19:05] It's who are you, types of clients that [19:08] you call on, types of problems that you [19:11] solve and that's key. And if you can do [19:14] that in a very short way, you're going [19:16] to get people's attention and you will [19:18] separate yourselves from your [19:19] competitors who all sound the same as [19:21] you as you said earlier on. And I do [19:24] like that uh seven to 10 times more [19:26] activity with a good profile picture. I [19:29] mean, you'd be shocked, and you all know [19:31] this, if you go on to LinkedIn and look [19:33] at people's profile pictures, it's all [19:35] over the place. Somebody on a soccer [19:36] field, you know, somebody just took a [19:38] picture walking down the hallway. It's a [19:40] nightmare. But that is your brand [19:42] online. And I think people underestimate [19:44] the power of that, Mike. Yeah. I mean, I [19:47] see everything from people, you know, [19:48] smoking and drinking in their pictures [19:50] to just uh, you know, relaxing on a [19:52] beach that has nothing to do with what [19:54] their job is, you know. Yeah. If you're [19:56] an industrial engineer, relaxing on the [19:57] beach doesn't make me think that, you [19:59] know, I want to reach out to you or [20:01] adding credibility to your job, right? [20:05] So, last thing here, I think real quick [20:07] on the profile is uh to add at least one [20:10] multimedia thing. You can do some cool [20:12] things adding YouTube videos like this [20:14] one uh that we have from Brian Frank, [20:16] the VP of sales at LinkedIn. You can [20:18] add, you know, a PDF of a a great sales [20:21] document. You got links to your website. [20:23] Cool. Multimedia stuff gives people that [20:26] quick uh attention getter. And the rule [20:29] is 7 seconds or less. People make [20:32] decisions really quickly. 7 seconds or [20:34] less to get their attention and make [20:36] them stay on the page or they're going [20:38] to go back and they're going to look for [20:39] something else. So these visual elements [20:41] really add a lot to your profile. [20:44] So do they want to change that, Mike, or [20:46] can they leave that up there once it's [20:47] posted? Do you suggest that they rotate [20:49] those through every so often? Yeah, I do [20:52] every once in a while. I think about 6 [20:53] months is my time frame. Obviously, if [20:55] it's working for you, don't mess with [20:57] it. But I like rotating stuff out and [21:00] cleaning up my profile, making sure it's [21:01] up to date every six months or so. Okay. [21:06] Okay. Part number three is getting [21:09] connected. And this is where we talk [21:12] about, you know, reaching out and [21:14] building your network. Who is the ideal [21:18] network for salespeople? A lot of people [21:20] try and add too many people. They think [21:22] more prospecting is better. More [21:24] connections is always better. And we [21:26] know that's not necessarily true. But at [21:29] the same time, if you have too few [21:30] connections, it can be tough to get [21:33] enough things going, enough [21:35] opportunities flowing to, you know, keep [21:38] the pipeline full. So, let's talk about [21:40] what an ideal network is and who brings [21:43] the most value to your network. So, in [21:46] our research, we found some interesting [21:48] things. Number one, top sellers have [21:50] between 250 and 500 connections. Less [21:54] than 250, you probably don't have enough [21:56] stuff going on. over 250, it's too much [21:58] to keep track of. So, think about who [22:01] you know, and that's the the key litmus [22:04] test for LinkedIn. They want to know, do [22:06] you know this person? [22:09] And add them to your network. If you [22:11] don't have enough, start adding people [22:13] that you already know in real life. If [22:14] you have too many, you may need to prune [22:17] your referral tree a little bit. You may [22:19] need to shrink that number back down to [22:21] a manageable number so you could build [22:23] relationships with the people in your [22:25] network. [22:26] So, let me talk about that litmus test [22:28] again. I use the litmus test of if I [22:31] could call them up and say, "Hey, it's [22:33] Mike." And they would take my call, I [22:36] probably know them well enough to [22:39] connect with them on LinkedIn. If they [22:40] wouldn't take my call, I probably [22:42] shouldn't connect with them first. I [22:44] need to reach out and build a [22:45] relationship and then add them later. [22:48] Other people have a much lower litmus [22:51] test. say, you know, LinkedIn open [22:53] networkers say, "If you have a a pulse, [22:56] I'll connect with anybody who sends me a [22:57] connection request. I don't care." [23:00] Closed networkers say, "I have to be [23:02] able to call you up on a on a Saturday [23:04] night and say, I need a $100 and a clean [23:06] shirt, and you would bring it to me. [23:08] Then I'm going to connect with you." I [23:10] think it's important to talk about who [23:13] brings value. Is there a reason why [23:15] you're connecting? If there is, then it [23:18] probably makes sense. If there's not, [23:20] build a relationship or or just call [23:21] them up or send them a message back [23:23] before you accept the connection request [23:26] and say, "How do you see us bringing [23:28] value to each other's network?" [23:31] Now, there's another interesting thing [23:33] that top sellers have a close, deep [23:36] connection with a diverse group of [23:38] people. So, I always uh use my sister as [23:41] an example here. We both work at Sandler [23:43] Training. We have all the same family [23:45] members. We have all of the same uh work [23:49] contacts. We know the same clients. And [23:52] so out of our 250 to 500 people, [23:55] majority of them are the exact same [23:57] people. Plus, she already works at [23:59] Sandler Training. If she knew anybody [24:01] that needed sales training, she probably [24:03] would have brought it up by now. It's [24:04] It's been five years. So Dave, I wanted [24:07] to show people you're the same way. If I [24:08] click down here, I can see your [24:10] connections. And Dave, we share 272 [24:15] of the exact same people in our network, [24:18] which is expected. We have a large [24:19] network of over 250 trainers around the [24:22] world. So, most of them are in that [24:24] category, but there's not a whole lot. [24:27] You too, if you knew anybody that wanted [24:29] sales training from us, you probably [24:31] would have have brought it up by now. So [24:34] people who bring a lot of value to us [24:37] are people that are outside our [24:39] industry, are different ages, races, [24:41] different locations of the country. They [24:44] are reading different articles than us. [24:46] They have different personalities than [24:47] us. They bring the most value to our [24:50] network because they're bringing us [24:51] opportunities, introductions, [24:54] information that we wouldn't already [24:56] have. And that is what really brings [24:59] value to your network. So join the [25:02] groups, you know, you would in real [25:03] life. Join them in LinkedIn. Post [25:06] regular status updates to keep your your [25:08] profile fresh. Share relevant [25:11] information uh directly with prospects [25:13] or referral partners if you have a great [25:15] educational article. Bring value to your [25:18] network by sharing that those [25:20] information, ideas, and introductions. [25:23] And always be positive and constructive. [25:25] I find it really interesting, but [25:27] there's no dislike button on LinkedIn. [25:29] So, in order for stuff to get liked and [25:31] shared, it needs to be in the positive [25:34] voice rather than the negative voice. If [25:36] you use those tips, I think you'll find [25:38] a lot more success in getting connected [25:41] to the right people. Next up is part [25:45] four of the book, Searching for Quality [25:47] Prospects. Now, this is huge because I [25:49] found one of the biggest challenges [25:51] sales people make is or have is that [25:54] they don't know who to call. So, if you [25:57] can just create a list of qualified [25:59] prospects that are interested in what [26:01] you have to offer, that is a gamecher [26:04] for most salespeople. And we're going to [26:05] show you how to do that here in a [26:07] second. First, I want to talk about how [26:09] big that list needs to be. It's 8 to 10 [26:12] times the number of sales you need to [26:15] make in a year. So, if you need 10 good [26:18] sales to make your your goals and your [26:20] quota, then your list probably needs to [26:23] be 80 to 100 good prospects. If you need [26:26] a thousand sales because you have a [26:28] lower price point, you're going to need [26:30] 8 to 10,000 people to pursue over the [26:33] course of the year in order to make your [26:35] numbers. So, how you do that is go to [26:38] LinkedIn's advanced search, click the [26:40] advanced button up here. This will pop [26:42] up. I've already filled in some stuff [26:44] here because I want to make sure we get [26:47] results that we can manage and not [26:48] necessarily uh share anything that we [26:50] don't want shared. So, if I just look [26:52] for presidents at Sandler Training, I [26:54] get 425. [26:56] Let's say I need a list of a 100 [26:59] prospects this year to start working. [27:01] Well, those are current presidents and [27:03] the word Sandler training and quotes [27:05] mean Sandler and training have to be in [27:07] there in that order. If I don't have the [27:10] quotes at Sandler or training and they [27:12] can be in any random order on the [27:13] profile that they want. So, that's some [27:16] search tips for you. I probably only [27:18] want maybe secondderee connections. [27:22] So secondderee connections are people [27:23] that I'm not connected to, but they the [27:27] people I am connected to know them. So [27:29] these are direct introductions that I [27:31] can do uh or I can get. Now I can filter [27:35] through any of these that are are just [27:37] the gray filters and start narrowing it [27:40] down by location or or by uh group [27:44] members that I'm in common with or [27:46] companies that they're at. Location is a [27:48] big one you can do within zip code or [27:50] you can obviously do any of the [27:52] different markets. [27:54] I might, you know, make want to make [27:56] sure that they speak English or that [27:58] they've worked at a previous company or [27:59] they're in the training industry might [28:02] help me narrow down my list. Any of [28:04] these in the gold area [28:06] are going to be [28:09] uh ones that you're going to have to pay [28:11] for. So, you're going to need an [28:12] upgraded profile [28:14] to the paid account in order to add [28:17] search within groups or years of [28:18] experience function or seniority level. [28:21] Function and seniority. seniority are [28:23] the two that I find most valuable. So, [28:25] if you're doing these searches a lot, [28:26] you want to make sure that you uh pay [28:29] for the upgrade in order to get all the [28:31] best functionality. But when you get [28:34] this number to something that's a [28:35] manageable list of prospects, make sure [28:37] you save this search. Save search does [28:40] two things. It one, it lets you come [28:41] back to it so that you can check it out [28:43] on a week weekly or regular basis. [28:46] Second thing is it will send you weekly [28:48] alerts. So, anytime somebody new comes [28:51] into your network that fits this [28:53] criteria, you get emailed and it's like [28:56] free prospects in your inmail. It's one [28:58] of my absolute favorite things is this [29:02] safe search and I highly recommend it. [29:04] So, there's a couple of other places you [29:06] can find prospects. You can search your [29:09] existing connections uh or find [29:13] connections to existing prospects. So, [29:16] if you have a prospect that you're going [29:18] to call on, you can go on LinkedIn first [29:21] and find ways to get introduced to them. [29:24] LinkedIn will show you who you have in [29:26] common. Also, you can use the sales [29:28] navigator. That's another paid tool. It [29:30] basically creates a team selling [29:32] approach. Or if you go to a prospect's [29:35] profile, you can see people also viewed [29:38] or similar companies. So, LinkedIn will [29:42] say, "Out of all the people on LinkedIn, [29:44] these people are most similar to the [29:47] person that is your ideal client." That [29:49] to me is a valuable way to find uh ideal [29:53] clients that you didn't know about. So, [29:55] if you bring on a great company, find [29:57] the companies that are most similar to [29:59] or people also viewed [30:02] and those are like six companies that [30:04] could be ideal clients for you, too. I [30:06] think that only makes sense. The stuff [30:08] that you're talking about now, Mike, is [30:10] that on the premium or is that just on [30:12] the basic free LinkedIn? Yeah, all of [30:16] that stuff is free. Now, there are some [30:17] additional filters and stuff that you [30:19] can pay for. And in our LinkedIn book, [30:22] we do talk a lot about Sales Navigator. [30:25] Sales Navigator is great for a team [30:27] selling approach because it basically [30:30] allows you to do the same thing, but [30:32] through your co-workers contacts. So you [30:34] then you can search and have the ability [30:37] to email the contacts of your fellow [30:41] team members, which I think is really [30:43] cool and really expands your reach. If [30:45] you have an organization, if you're a [30:48] solo uh prneur, you probably [30:52] would look for other assets in the sales [30:54] navigator, things like being able to [30:57] cold email more people or getting those [31:00] additional search features. And people [31:03] always ask me about the paid question on [31:05] LinkedIn. I highly recommend it, but [31:06] it's like a gym membership. If you are [31:09] not going to use it, you are just [31:10] wasting $79 a month. If you use it, it's [31:14] a great deal and it will help you more. [31:16] Does that answer the question? Yep. So, [31:19] out of the general population, how many [31:21] people do you think should just stay [31:22] with the basic and at what point do you [31:24] decide forget Sales Navigator for a sec, [31:27] that's got a a unique business case. [31:30] What about the premium itself? Should if [31:32] you're in sales, should I jump to the [31:34] premium or everything that you've said [31:36] so far, if I were just getting started [31:39] and I put myself on a 0 to10 scale, [31:41] anything below a six I could use for [31:44] free as far as my sophistication level. [31:46] Is that about right? Yeah. So, I would [31:50] say that you should wait until it's [31:52] blatantly obvious. Um, I again I think [31:56] you know probably the gym membership is [31:57] the best analogy, but I got to I got to [32:00] guess that 90% of sales people are not [32:02] social selling enough right now to [32:05] require the paid membership. And just [32:08] because you pay doesn't mean you'll [32:09] magically get any prospects. So, it's a [32:11] behavior thing. This is a tool that you [32:14] can use. If you're going to sit the tool [32:16] in the garage and never see it again, [32:18] it's going to get dusty. It's a waste of [32:20] money. If you're continually using this [32:22] tool every single day as part of your [32:24] prospecting plan, then having a better [32:26] set of tools will make you a better [32:29] social seller. [32:30] So, one last question and and if you're [32:32] going to talk about in a second, we'll [32:34] we'll punt. And when you're making the [32:36] contact itself, do you provide or do you [32:39] suggest providing a a template for your [32:43] customer or your contact [32:46] um to reach out on to the person that's [32:49] in their contacts on your behalf? You [32:51] know, like for instance, how well do you [32:53] know Mary Smith? Would you feel [32:54] comfortable referring me? I've uh also [32:57] attached an introductory letter, [32:59] referral letter that you could edit and [33:01] make it almost mindless for them, which [33:03] I believe is is probably much better [33:06] than having them do the heavy lifting on [33:08] your behalf. Yeah, absolutely. So, we're [33:11] going to talk about that here in making [33:13] contact. Once you found the ideal [33:16] prospect, now we got to reach out to [33:18] them. And again, people seem to get [33:20] weird. It seems that they um seem to [33:23] want to just spam people. I think sales [33:24] people get antsy or they just forget and [33:27] they default to being too uh aggressive [33:31] in their sales approach. And so what's [33:34] interesting is I hear all kinds of [33:36] marketing people say don't sell on [33:37] LinkedIn. And what they mean is don't uh [33:41] market on LinkedIn. They mean don't [33:43] blast sales messages that say hey buy [33:45] from me on on social media. what they [33:48] what I consider sales and I know Dave [33:50] what you consider sales is not that we [33:53] call it you know helping people [33:55] facilitating a a discovery process that [33:57] allows people to buy and having normal [34:00] conversations we would never go in with [34:02] a presentation uh before anybody invited [34:05] us over. So making contact, I think, is [34:09] a lot about doing the right things you [34:12] would do offline in a sales call. And [34:14] having some of these things uh [34:16] electronically makes it a whole lot [34:18] easier for you. So let me pull up [34:20] because I was typing one here earlier. [34:23] Uh if I was going to email Dave Matson, [34:27] I would use my 30 secondond commercial. [34:29] And here's some quick tips for you. [34:31] These are awesome because again they're [34:33] statistically [34:35] significant in that they get better [34:37] results. Number one is if you respond [34:40] within 5 minutes of somebody posting on [34:43] LinkedIn, you have a hundred times [34:45] greater chance of them uh seeing the [34:48] message or answering the phone call. If [34:51] you think about it, when they're on [34:52] LinkedIn, they either have their phone [34:54] in their hand and they're using the app [34:56] or they're at their desk not working on [35:00] anything important. So, you have a [35:03] fiveminute window that you have a [35:04] hundred times greater chance of getting [35:06] a hold of them if you see social media [35:08] activity. [35:10] Second thing is if you use this inmail [35:12] message, if you click send a message [35:14] here on their profile and send an inmail [35:16] message rather than an email message, [35:19] there's a seven times greater chance of [35:21] them reading the message. And that's [35:24] because people pay attention to messages [35:26] from LinkedIn. If you send a just a [35:28] straight email, which is fine, too, but [35:30] it may get caught in spam. It may look [35:32] like spam and they delete it or uh they [35:35] just didn't have the right address for [35:37] them. LinkedIn people keep that stuff [35:40] updated and they pay attention to direct [35:42] messages on LinkedIn. Is that because at [35:45] this point Outlook is just almost like [35:46] white noise. At some point you get [35:48] bombarded with Outlook emails and you [35:51] know that an inmail is coming from [35:53] somebody you probably know and it's [35:55] different. It's special because 10 times [35:58] more effective with an inmail which I [36:00] know is accurate that it's just it's [36:02] amazing especially when you do it very [36:05] quickly. If you don't pick up the phone, [36:06] certainly email them back when you can [36:07] see some social activity. So, what's the [36:11] rationale? Is it just different? Is it [36:13] new? Are they just bombarded by Outlook? [36:15] A little bit of everything. LinkedIn [36:18] gets uh whitelisted, so it's it's [36:20] safelisted and allowed in most [36:22] organizations. So, it gets through more. [36:26] Second reason is it does look different [36:28] and it's it has value because LinkedIn [36:31] send me messages of value all the time. [36:33] So, people see it. they don't look like [36:35] spam. And fourth, it also puts this [36:38] alert up here. We've all seen, you know, [36:39] the the message up here that you have a [36:42] new new inmail from somebody. So, [36:45] there's actually alert in LinkedIn that [36:47] tells them there's something specific [36:48] there, too. So, all of those things [36:52] combine to a big difference in sending a [36:55] message versus an email. Now, what those [36:57] things contain, I think, are generally [37:00] the same thing. [37:02] So, here's another super big tip. This [37:05] makes a a dramatic difference is short [37:07] subject lines. Marketing messages, [37:10] spammers, robots, you know, the the [37:13] letters from Nigeria, all of them use [37:16] long subject lines because they're [37:18] trying to attract your attention. What [37:20] we know is that human beings who [37:23] actually write messages are lazy. Human [37:25] beings use s short subject lines, things [37:28] like introduction, question, help, hey, [37:32] read this, like they're they're short. [37:34] And you know, when we write real [37:36] messages, so if you use my favorite one [37:39] is question. My second favorite is [37:41] introduction or help, people will open [37:44] up the email to see who needs help, what [37:46] the introduction is, or what the [37:48] question is. So they'll at least read [37:50] your message. [37:52] Then in a first message, I like using [37:55] our 30 secondond commercial. So I wrote [37:57] uh another one here really simple that [37:59] if I use the subject line question to [38:01] Dave, first line would be I introduce [38:04] myself. You know, I hope my name sounds [38:06] familiar. We've worked together for the [38:08] uh you know years now, Dave, and we [38:10] speak regularly. [38:12] So whatever we have in common with [38:13] somebody or why we're reaching out, then [38:16] a really quick pain statement. And what [38:18] we found is people don't remember lists [38:21] longer than three or four items. So [38:24] people get way too creative and they try [38:25] and give people the 83 reasons to buy [38:28] from them, but nobody reads that whole [38:30] list and nobody remembers that whole [38:32] list. So we want the top three or four [38:34] or even if you have it narrowed down to [38:36] one thing that that person is interested [38:38] in, what are they concerned about here? [38:42] And then, how do you solve that problem [38:45] better or differently than everybody [38:47] else? That's three sentences. The fourth [38:51] one is some kind of question to start [38:53] the conversation. So, does this sound [38:56] like something you would like? Uh, would [38:58] you like to have a conversation about [38:59] that? Should I reach out to you? Are you [39:02] the right decision maker? Do you know [39:04] anybody who is in that type of situation [39:06] that I can help? These are all good [39:08] conversation starter questions. [39:11] Anything [39:13] else you'd like to add there, Dave? No, [39:15] I mean I just think, you know, as I as I [39:17] listen and of course, you know, we've [39:18] done this many times and we utilize [39:20] LinkedIn. It's the psychology behind [39:23] Sandler that makes it powerful. And and [39:24] really what you're exposing today is the [39:26] psychology behind LinkedIn. And it's not [39:29] complicated. It's just a couple things [39:30] that you have to remember which you've [39:32] covered. And then I think the thing that [39:34] sticks out is don't be someone that [39:36] you're not. If you don't talk that way [39:38] in real life, don't try to be, you know, [39:40] a genius on LinkedIn with a 17page [39:43] dissertation. No one's going to read it. [39:45] Get right to the point because of the [39:47] attention span. And I and I think it's [39:48] good advice. I've just I see people [39:51] trying to overdo it often times and [39:53] they're they're wondering why things [39:55] aren't read. And you just hit it. [39:58] All right. Perfect. So, help me out [39:59] here. I know you wrote this uh last [40:01] chapter of the book. Let's kind of wrap [40:03] things up in a nice bow and talk about [40:05] the sales conversation once we get in [40:07] front of somebody and what are the best [40:10] practices for just selling in general [40:12] because I don't think it really changes [40:13] when we move to to social selling. [40:16] No, I mean listen, you know, when you're [40:19] actually you want to use LinkedIn to [40:21] talk to a human that ultimately you're [40:23] going to end up having to talk to the [40:24] human. So I think when you you're [40:26] talking about this antler stuff, here's [40:28] what we do know. You know, people love [40:30] to buy, but they don't want to be sold. [40:33] And so, in order to do that, a couple [40:35] things have to happen. You don't want to [40:37] push because when you push, people [40:39] resist. Sandler is a pull strategy. So, [40:42] you want people to feel like they're [40:44] leading that dance in a way. Uh but you [40:47] want equal business stature. If you're [40:49] going to reach out to them on LinkedIn, [40:51] when it's time to actually talk to [40:52] somebody, make sure that you look at [40:54] yourself as an equal to somebody that [40:57] you're reaching out to. And I know on [40:59] LinkedIn that's sometimes not true. [41:00] You're you're going up to the sea suite [41:02] and you're, you know, you're reaching [41:04] out to those that you normally wouldn't [41:05] have had contact to, but keep that in [41:07] mind. And then also ask great questions. [41:10] Much like your profile and your 30 [41:11] secondond commercial is focused on the [41:14] problems that you solve and the people [41:16] that you call on. Same thing holds true [41:18] when you have that first meeting, [41:19] whether it's on the phone or face to [41:20] face. I think the value of a salesperson [41:23] is determined by the information that [41:24] you gather, not dispense. So, I don't [41:27] necessarily want you to show up and [41:29] throw up all of your product knowledge [41:31] and things of that nature. If you're [41:33] going in as an equal, set a good upfront [41:35] contract with a good opening agenda for [41:37] those that aren't Sandler clients. And [41:39] then, you know, ask good questions and [41:41] and do all those things, but also [41:44] realize it's okay to disqualify. You [41:47] know, the reason why you want to have a [41:49] first call is to see if there's some [41:50] reasons for continuing the conversation [41:52] and there's a reason to do business. [41:54] Often times I see that people are so [41:57] excited about getting an introduction [41:58] mic to somebody on social selling let's [42:01] say LinkedIn that you know they keep [42:03] talking or they keep pushing when [42:04] there's not necessarily a fit. They [42:06] leveraged a common um a common person in [42:10] their network and that just gave you the [42:13] opportunity to have a quick conversation [42:14] to see if there's reasons for us to [42:16] continue the discussion. And I think you [42:18] just have to have that mentality. You [42:20] know it's okay if they don't fit the mix [42:22] and we'll keep them in there. and [42:23] nurture it and see what happens in the [42:24] future. I think it's when people get [42:26] there and try to do too much when they [42:29] finally get to that face to face, Mike, [42:30] that you know there's problems. Yeah, [42:33] absolutely. So, that is a whole another [42:36] webinar and we will do uh more on that [42:38] for sure. You can actually check out our [42:40] YouTube channel too if you want to see [42:41] some of the previous webinars we've just [42:43] done on sales best practices. But also, [42:46] we got another free ebook for you. So, [42:48] it should be down in the resources area [42:50] below the player or you can just type in [42:52] sandler.com/wsf. [42:55] It's why salespeople fail. It's another [42:58] free ebook you can read about the [43:00] Sandler philosophy of selling. And it's [43:02] really about how to do the opposite of [43:05] traditional pushy salespeople and be, [43:08] you know, somebody that sells with [43:09] integrity and somebody that qualifies [43:12] before they present and somebody that [43:14] gets invited in by their their qualified [43:18] prospects rather than trying to knock [43:20] down doors to find people. So hopefully, [43:23] you know, if that is interesting to you, [43:25] you'll get that book at sailor.com [43:27] salespeople fail. [43:29] So, last thing that I want to cover here [43:32] is [43:34] uh some prospecting best practices and [43:37] prospecting behaviors. These are the top [43:40] 10 things that I would recommend you do [43:42] on a regular basis to fit into your [43:45] prospecting mix. Now, I don't know [43:47] anybody that does all 10. So, don't [43:49] freak out and say, "Oh my gosh, I have [43:51] to add all of this stuff to my weekly or [43:53] daily prospecting plan." That's not the [43:55] point. The point here is these are 10 [43:58] good things that have been shown to be [44:00] relevant to getting more business [44:03] through LinkedIn. And so if you will [44:07] look at this list and pick three things [44:10] that you could add to your current [44:13] prospecting plan, I think that you will [44:16] find this webinar and these activities [44:20] extremely po uh profitable for you. So [44:23] the first thing is sec search those [44:25] connections of your contacts prior to [44:27] all the meetings and be prepared to ask [44:28] for referrals. You do that I guarantee [44:31] you will get more referrals. We talked [44:34] about that one. Create a save search of [44:36] 10 times the number of sales you need in [44:38] a year and pu pursue introductions to [44:42] those referrals. We've talked about that [44:44] one. One we didn't mention too much is [44:46] you can follow likes and comments and [44:48] people who viewed your profile and start [44:51] conversations with those people. So a [44:53] lot of times as a salesperson all you [44:55] need is a reason to start a [44:56] conversation. If somebody liked your [44:58] post or somebody commented on what you [45:00] do for a living or even if they just [45:02] viewed your profile or they have a [45:04] birthday or work anniversary, [45:07] it's a reason for you to reach out and [45:09] start a conversation. not necessarily a [45:11] reason to sell something, but to start [45:13] more interesting conversations. [45:16] We talked about checking people also [45:18] viewed in similar companies whenever you [45:20] get a new client. We didn't talk about, [45:23] but you can schedule your social media [45:25] posts ahead of time with tools like [45:26] Hootsweet, Buffer, or Edgar. These are [45:29] all tools that you can use to schedule [45:32] all of your social media activity at one [45:34] time. So, you can sit down for an hour [45:36] and schedule interesting posts for the [45:38] next month and get back to selling. You [45:40] don't have to worry about doing the [45:42] marketing activities. [45:44] Uh, number six, write long- form blog [45:47] posts and start building your [45:48] credibility, expertise, and share them [45:51] in the groups that you're in. Start [45:52] bringing value to your network by [45:54] sharing educational information. You can [45:57] send cold messages to prospects when you [45:59] can't get an introduction. [46:01] Uh, number eight is one of my favorites. [46:03] Don't be afraid to putt. Pick up the [46:05] telephone. If somebody says they want to [46:07] buy something from you, you don't have [46:09] to keep messaging them through LinkedIn. [46:11] You can pick up the phone and start a [46:13] conversation if you see a legitimate [46:15] buying signal or a reason to have a [46:17] conversation. Number nine, research [46:20] offline leads and prospects on LinkedIn [46:23] to find conversation starters and and [46:25] ways that you can maybe get more [46:27] referrals or or positive uh [46:30] recommendations to people. So, just [46:32] because you're already have a sales call [46:33] on your calendar doesn't mean you [46:35] shouldn't look that up on LinkedIn [46:37] before you show up. And number 10, easy [46:40] things, uh, birthdays, work [46:41] anniversaries, and especially job [46:43] changes. If your ideal client, you know, [46:46] the buyer at your ideal client leaves [46:48] and goes to another company, if you keep [46:51] his business and you keep your existing [46:53] client, you just doubled your revenue. [46:55] And LinkedIn is amazing for tracking job [46:57] changes and opportunities to grow your [47:00] business. So Dave, any of those stand [47:02] out? Yeah, I mean, listen, I I I like [47:04] all those. I tell you, I took a ton of [47:06] notes. I like the fact that early on you [47:10] say, "Hey, put a picture in. It's going [47:11] to be a lot more productive," which I [47:13] believe it's true. You should actually [47:15] reach out 5 minutes after a posting or 5 [47:18] minutes when you see somebody's there. I [47:19] thought that was awesome. Always have a [47:21] 30- secondond commercial as you would [47:23] face to face. Put it in your profile. [47:26] Make sure that you send emails through [47:28] inmail. you're going to have seven to [47:29] time 10 seven to 10 times more [47:32] productivity there. Do your advanced [47:34] searches. So, who knows who. Um, but [47:36] also go down to the people like whoever, [47:39] like Dave, and see who else is like [47:41] them. I liked that. Hey, send out a an [47:45] email asking your connection for an [47:47] introduction to somebody. Give them a [47:49] template. Ask them by name. I also like [47:52] when you say, "Hey, once a month or once [47:54] a quarter, whatever fits for you. show [47:56] up at your client meeting with uh do you [47:58] know these people? How or how well do [48:00] you know these people in your network? [48:01] Loved that. I also love the one look to [48:05] see who looked you up. I mean, I see [48:07] people looking up my profile all the [48:08] time and now I'm curious why are they [48:10] looking me up and now now it starts. But [48:13] I also like that last one which I think [48:14] we don't do enough of which is to look [48:17] at the job changes. And so oftentimes [48:20] you don't know a key contact in your [48:22] organization from a client perspective [48:24] has left until it's too late. And when [48:26] somebody new comes into an organization, [48:28] they're always tasked with making [48:30] changes, which sometimes, unfortunately [48:31] for you, can mean get rid of you. So you [48:34] want to go in and make sure that you [48:35] protect your existing customer if your [48:38] key contact left, but also follow them, [48:40] as you said, to their next job. and you [48:43] can be a key, you know, value [48:45] relationship type person with that with [48:47] that client as they go to their next [48:49] job. I loved all that stuff. I think we [48:52] covered a lot today, Mike. Awesome. So, [48:55] uh, we have some offers for people here [48:57] that I know you have a whole bunch of [48:59] questions and we're going to stick [49:00] around and answer more of them, but we [49:02] want to wrap up and end here on time. [49:04] So, if you would like a free session, a [49:06] free training session that our current [49:08] clients are already going to with a [49:10] Sandler trainer in your local area, go [49:12] to sandler.com/free [49:14] session and you get a free coupon to [49:17] show up and just attend a training [49:19] session. It's a great way. You can also [49:21] just look up at at sailor.com and find a [49:23] local training center and give them a [49:25] call. There's over 250 of them. There's [49:27] one close by. And these uh people are [49:30] awesome trainers and they're willing to [49:32] help you with whatever you need on [49:33] LinkedIn or just general sales and and [49:36] management and customer service training [49:37] for your company. Second, you can visit [49:40] sandler.com/wsf [49:43] for the why salespeople fra fail free [49:45] book offer. And in case you missed it, [49:49] don't forget the Sandler book LinkedIn [49:52] the Sandler Way is at [49:54] sailor.com/linsecs. [49:57] You can register there or if you're [49:59] watching the recording and you didn't [50:00] already get the book, go to [50:01] sailor.comsecs [50:04] and get yourself the co free copy of the [50:07] ebook, LinkedIn the Sandler Way. [50:10] Uh Dave, anything you want to add or [50:13] should we try to find a couple of uh [50:16] good questions in Yeah, let's get some [50:19] questions. I mean, I I know I think we [50:20] as we answered a lot of them already, [50:22] Mike, but I just remember back in 1986, [50:24] I got a coupon to attend a free training [50:26] center and and I went and and it changed [50:29] my life and and so hopefully if if you [50:31] have that desire to improve your own [50:34] profession and, you know, and make sure [50:36] that you do a better job, take us up on [50:38] the offer. Changed my life. So, what [50:40] sticks out for for a Q&A, Mike, that we [50:42] have not already touched upon? [50:45] uh you know I'm seeing a lot of them and [50:47] it's awesome that people in the chat [50:48] room seem to be helping each other [50:50] answer questions which is great too. Um [50:54] says [50:56] there's one here. How much time should [50:57] you spend on LinkedIn? Like what's the [50:59] what's a good amount of time per day [51:01] that's healthy? That's not too much. You [51:04] know, I think it's probably I'd say 15 [51:08] minutes maybe morning, noon, and night [51:10] would be more than plenty. [51:13] So, a lot of people check LinkedIn [51:16] before the day starts because you can [51:18] kind of clean stuff out or or post [51:20] interesting messages, see if there's [51:21] anything for the day. Lunchtime is a [51:24] really easy time people jump on and then [51:26] at the end of the day to see if you [51:27] missed anything. If that's too much, I [51:30] really don't spend a whole lot of time. [51:32] I jump in there when the situation calls [51:35] for it. So, when I'm starting to make my [51:37] prospecting calls, I need to start doing [51:40] my research. Or when I want to find an [51:43] introduction or referral, I'll jump on [51:46] there and do my research. So, there are [51:48] some things you can schedule and and [51:50] certainly make it part of your cookbook, [51:51] but I think it's kind of as needed basis [51:54] there. [51:55] So, when I'm going to a prospect, I'm [51:58] going to look them up. Um, see what [52:00] their profile, see who we're mutually [52:02] connected with, but also see what groups [52:04] that we're associated with, which I [52:06] think are three simple things. Anything [52:08] else popped into to your mind when [52:10] you're going to go see somebody that you [52:11] don't have a relationship with and using [52:13] LinkedIn? Yeah, I think you nailed it. [52:16] Uh, who knows them? And then I've just [52:17] been find you never know. It could be [52:19] that your next door neighbor is their, [52:21] you know, second cousin and stuff and [52:23] you you didn't know because you didn't [52:25] look on LinkedIn. Uh it could be you [52:27] went to the same college. I was in the [52:29] same fraternity with the president of a [52:32] really large uh client here in Kansas [52:35] City. And so I just didn't even know [52:37] that it was the same guy until I went on [52:39] LinkedIn and looked. So there's lots of [52:42] interesting things that happen when you [52:43] do the research. You know, I'll tell you [52:45] what. We went on a prospect call and um [52:48] they were just saying, "Hey, we want [52:50] Sandler, you know, we're looking for [52:51] something new and all the typical um new [52:55] prospect rhetoric and come to find out [52:58] when we went on this individual's [52:59] profile that they were an active member [53:02] of a competitor and they were in the [53:03] blog and you know, they were happy [53:05] customers and all that good stuff. And [53:07] so we just called it because we knew it [53:08] was going to take us months and months [53:10] of time to go after this and lots of [53:12] money to chase it and they weren't [53:15] clients already. And actually LinkedIn [53:17] saved us a lot of time and energy [53:19] because we just politely declined [53:21] because I knew that their internal [53:24] policy said that they needed three or [53:26] more vendors to bid on a particular [53:28] opportunity so they could pick who they [53:30] wanted to. And even though we tried to [53:33] get them to say, you know, hey, it's not [53:34] us. they're going to go with X, Y, and [53:36] Z. But once we saw that, Mike, it was [53:38] kind of easy. So going on the LinkedIn [53:40] profile and kind of digging around does [53:42] give you an awful lot of information [53:44] about an individual that you've never [53:46] met that you probably wouldn't get, you [53:48] know, on the table during a first or [53:51] second call. So it it's almost like an [53:53] MRI to be honest with you. Yeah. You [53:55] know what I think is I use more than [53:57] anything else is I don't know what the [53:58] person looks like. If I've only talked [54:00] to them on the phone and I'm going to [54:01] meet him at the coffee shop, I pull up [54:03] their LinkedIn profile and say, "Who am [54:05] I meeting here? I got to be able to find [54:06] this guy in a crowd." So, there's lots [54:09] of different reasons to, you know, do [54:11] that social selling research ahead of [54:14] time. We got some interesting questions [54:15] here and I think we can hit a few real [54:17] quick. Uh, one, somebody asked, uh, [54:19] Dwight asked, "What gets you to allstar [54:21] status on your profile?" I put that one [54:23] in the tips on the handout. Um, you can [54:26] actually just Google that one. What [54:27] makes all-star status on LinkedIn? It [54:29] requires you enter a couple of jobs, [54:31] like maybe get a review and just have a [54:33] complete profile. It's nothing uh [54:36] special. They're pretty easy items to [54:37] check off. Uh somebody says printing out [54:40] the profile and taking it to an [54:41] appointment is a great way to uh keep [54:43] track of stuff and build bonding and [54:45] rapport. You can bring up questions. Um [54:49] the book is available for download, so [54:52] you can just save that from the PDF. the [54:55] slides will be available. So, I'm going [54:58] to put those up on slides share and we [55:00] will post the recording of this [55:02] afterwards if you missed anything. And [55:05] uh they keep asking is inmail message of [55:10] more significant value than an invite [55:13] message? And I think those are different [55:16] things. So, personally, I don't connect [55:18] with people unless I have a reason to [55:21] and I know them. So, I'll send an inmail [55:23] message first if it's cold and then I'll [55:27] send a connection request if I've met [55:28] them somewhere else or we've had a phone [55:30] conversation. [55:32] So, to me, the inmail is cold. The [55:34] connection request is when you know [55:36] somebody and it's warmer. And then once [55:38] you're connected, you can still send [55:39] messages through LinkedIn, but they [55:41] don't necessarily have to be cold inmail [55:43] messages. [55:45] So, a lot of people uh second my tip on [55:48] Buffer, Edgar, and Hootswuite as huge [55:50] time savers and [55:53] uh a lot of issues about the paid [55:56] searches. Those are all things you can [55:57] easily Google. So, uh the paid accounts, [56:00] there's a lot of different varieties. [56:01] There's recruiters ones, there's sales [56:04] ones are just business profile accounts. [56:07] So, do your research on those. And [56:09] again, I don't necessarily recommend you [56:11] buy them unless you know why you're [56:13] buying them and doing those things for a [56:14] reason. Uh Dave, did you see anything [56:17] else we need to hit here? No, Mike, I [56:20] think we did a great job today hitting [56:21] all the the highle stuff on LinkedIn. I [56:24] think ultimately you just have to start. [56:26] And much like our journey for being [56:28] professional leaders or professional [56:30] salespeople, we're going to continually [56:32] improve along the way. And you may find [56:35] that you're going to update your profile [56:36] over the next 3 to 6 months. If you [56:38] can't get to it, it's okay. That doesn't [56:40] mean you shouldn't start doing it. But [56:42] in today's world, in technology, it's [56:44] harder and harder to talk to people that [56:46] you need to. And certainly, if you're [56:49] stretching those goals and you want to [56:51] reach as many people as possible, tools [56:53] like LinkedIn do help. And they're all [56:56] driving us to a common, you know, theme, [56:59] which is we want to talk to a person. [57:02] And so, we don't want to hide behind [57:03] LinkedIn or social selling, but we do [57:05] want to leverage it and take our game to [57:07] the next level. so we can have a [57:08] relevant conversation with a buyer. So, [57:11] first I want to thank you, Mike, for [57:12] coming on and sharing your wisdom and [57:14] insights. I know you're our one of our [57:16] internal experts on LinkedIn. So, and [57:19] the challenge was, of course, to take a [57:20] 4-hour program and and put it into an [57:22] hour. I thought you did a great job. And [57:25] again, that the the book is free. So, [57:26] get the download and it'll go into great [57:29] detail and we wrote it with LinkedIn [57:31] with Koka Ston and others over at [57:33] LinkedIn who are rock stars. And just [57:35] give it a go. but put it in a cookbook. [57:37] I mean, I want x amount of referrals [57:39] from LinkedIn. I'm going to do x amount. [57:41] And I think once you put it into your [57:43] daily behaviors, then it becomes muscle [57:45] memory and then the fear of how to [57:47] utilize LinkedIn kind of just disappears [57:49] and you can take the next tool that [57:51] you're trying to learn and and dominate [57:53] it the same way. So, I want to thank [57:55] everyone for coming on today. Um, please [57:57] get take advantage of the downloads. [57:59] Come see us at a training center. Until [58:01] we see each other again, good selling.

===FILE=== wKxaYCcwZ9E - Games Buyers Play Webinar with InsideSales  Sandler Training.txt
https://youtu.be/wKxaYCcwZ9E
Games Buyers Play Webinar with InsideSales & Sandler Training

[0:03] Welcome everybody. We're excited for [0:05] today's webinar. Um we're going to be [0:08] talking about games buyers play and what [0:13] you can do about it. Now, we've got a [0:15] great guest. I'll introduce him and [0:17] myself here in just a minute. Um but [0:21] looks like we've got a handful of [0:23] stragglers coming in. So, we're going to [0:25] give them just another minute before we [0:27] get cracking. Um, and while we wait, [0:31] gonna play a brief customer spotlight [0:34] of of Docystein and inside sales.com and [0:38] our our relationship. [0:52] Docuign provides electronic signatures [0:54] to uh both consumers and businesses. So [0:58] one unique thing about docysine that's [1:00] different from a lot of tech companies [1:01] is we're pervasive in so many different [1:03] industries and every horizontal within [1:05] all those different industries. So these [1:07] leads we get are very difficult to [1:09] manage and and and understand the [1:11] nuances and complexities of each [1:12] business to this to the point that our [1:14] reps were spending so much time on [1:16] pre-all research. It was like a quarter [1:18] of to a third of our reps day were just [1:20] being committed to these activities that [1:22] aren't driving revenue. They're not [1:23] driving opportunities. Thanks to inside [1:25] sales.com, we've been able to eliminate [1:28] the guesswork from the SDR position. [1:30] We've been able to eliminate the biggest [1:32] issue and the biggest frustration in [1:34] their day, which is who do I call? So, [1:37] the inside sales product has pretty much [1:39] taken out the thinking. So, really what [1:41] I do is concentrate on my prospect and [1:43] the conversation. Um, and that's helped [1:46] improve my productivity. It can be hard [1:48] to keep things fresh and motivating. So [1:50] far, I think that's good enough. If [1:51] you'd like to watch the more uh the rest [1:53] of the movie, feel free to contact me. [1:55] Be more than happy to do that. Couple [1:56] house cleaning items before we get going [1:58] here. If you've not checked out our [2:00] sales acceleration podcast, you are [2:02] missing out. Uh we talk all things [2:05] marketing, sales, sales, operations [2:07] every Monday, every Thursday. Um having [2:11] a blast. Check it out on iTunes Sales [2:14] Acceleration Podcast. Now, for those of [2:15] you who are wondering, um webinar will [2:18] be about 45 minutes. feel free to use [2:20] the hashtag inside salesinar. [2:23] Um and then we promise we will get this [2:26] out to you and it will also be on [2:29] demand. Now with that um let's get into [2:33] the funds. So um I'm going to I'm going [2:36] to let let uh you know Dave introduce [2:38] himself here in just a minute as well, [2:40] but we're going to be talking about [2:42] games buyers play um and what you can do [2:46] about it. And I want to um uh you know [2:50] me, I'm Gabe Larson. I'm I'm run what we [2:52] call Inside Sales Labs. That's our [2:54] research and best practice here at [2:56] inside sales.com. But we've got Dave [2:58] Matson who is the president and CEO of [3:01] Sandler Training. And Dave, maybe you [3:03] can introduce yourself and then I wanted [3:05] to to ask the audience one question [3:08] before we kind of jump in if that's [3:09] okay. Sure. Yeah. Uh it's Dave Matson as [3:12] CEO of Sandler Training and I'll give [3:14] you a quick overview of Sandler Training [3:16] in a second or two, but happy to be [3:18] here. Uh personally have trained [3:20] thousands and thousands of salespeople. [3:22] So I certainly have heard plenty of the [3:24] games, Gabe, and and love to share them [3:26] with you today. [3:28] That's a perfect That's a perfect [3:30] transition. So before we get in, I [3:31] wanted to ask the audience, first of [3:33] all, I want to make sure everybody knows [3:35] how to use their their question and [3:37] answer because we want to make this [3:38] interactive throughout the webinar and [3:40] also at the end. So if you can go to [3:44] your Q&A box, type in um uh what games, [3:49] you know, have you experienced your [3:52] buyers playing? As we jump into the [3:54] topic, we want Dave to be able to have [3:56] some context. And I just want to throw [3:58] out Dave while some people do this um is [4:02] my my own that I've seen I was [4:04] mentioning earlier that you know we had [4:07] we've just done a research study on kind [4:09] of what happens at the end of the month [4:11] and boy I'll tell you what consumers are [4:14] playing us. They are um they wait till [4:17] that last day and some of it's on us but [4:19] a lot of it's on them. they wait till [4:20] that last day of the month or last day [4:22] of the quarter and they force us, you [4:24] know, force our hand um to to drop the [4:27] price and and and make us look bad. So, [4:29] I'm seeing some other ones come in here. [4:31] You've got um Bart saying, "Call me in a [4:35] couple weeks." Um let me think about it. [4:37] Christine says, "Using us as [4:40] consultants." Todd says, "It's all about [4:42] the price when it's really not." Um Ryan [4:46] said, "These are great ones, you guys. I [4:47] won't talk to you unless I'm allowed to [4:50] set the terms for this discussion. Is [4:52] that right, Ryan? Oh, man. That's a good [4:54] one. Matt, these these are good. Sorry, [4:56] Dave. I wasn't gonna go into them, but [4:58] I'm getting I'm getting hooked here. [4:59] Matthew says, "The kick the can game, [5:02] right? So, buyers are not being direct [5:04] again." Bart says, "Call me in a couple. [5:06] Let me think about it. Hideand seek. [5:08] Going dark. We got a lot of [5:10] hideand-seekers." No, that's a [5:11] fantastic. So, so with that context, [5:14] Dave, maybe hopefully you can help some [5:16] of us figure out what to do about it. [5:19] We've all got these games. What What do [5:20] we do about it? Over to you. Well, let [5:23] me just put it into context if I can. [5:26] You know, so as you said a little bit [5:27] about Sandler. Um, we have heard those [5:30] games and many more that haven't been [5:33] said yet over the last 50 years. And I [5:36] would put Sandler in an expert in a [5:38] couple areas. One is selling. So, we [5:40] believe in a pull process versus push [5:42] because I think if you push people [5:43] through the funnel, they tend to resist [5:45] and you know, garbage in, garbage out. [5:48] So, we're we're big on disqualifying, [5:51] stopping the game, calling the game. And [5:53] we'll kind of talk a little bit about [5:54] that in a second. But really, it's a [5:56] conversational sales model. And, you [5:58] know, I think scripts are great, but [6:00] oftentimes sales people, we learn our [6:03] scripts, but the prospect doesn't have [6:04] their scripts. And then they say [6:05] something that we didn't plan for, and [6:07] we're completely thrown off guard. So, [6:09] how do we deal with that type of stuff? [6:12] And over, you know, our our training [6:14] centers, we have a lot of people coming [6:17] in struggling with how do I identify [6:20] when there's a game, you know, because [6:21] Gabe, these the people who have have [6:24] already identified the game. Kudos to [6:27] them. How many years did it take most of [6:28] us to realize that they're actually [6:30] playing games? We had no idea, right? [6:33] You know, it's like playing fetch. They [6:34] threw the tenn they threw the tennis [6:36] ball and said, "Here's the stall." We [6:37] ran after it and said, "Oh my gosh, I'm [6:39] about to close." You know, and they [6:41] said, "Oh, no, no, no. Let me throw that [6:42] tennis ball one more time." And you [6:44] know, it takes a long time [6:47] to learn these types of things. So, [6:50] we're just really good at it. And so, I [6:52] want to share with you really is some [6:55] things on what what are some of the [6:58] games that people play? And I'm going to [6:59] talk about it kind of tongue and cheek, [7:01] Gabe. But I think that, you know, why do [7:04] people do it? Is it because they want to [7:06] be cute? Are they trying to waste our [7:08] time? I don't think so because their [7:10] time is just as valuable. And in today's [7:12] environment, we really have to make sure [7:14] that we protect ourselves about wasting [7:17] time on the seller side as well. And [7:19] that's a good mindset because if we [7:22] think that we're just getting dragged [7:23] through the mud, we have to do something [7:25] to stop this whatever it is in a very [7:28] nice way because they may not be a [7:30] prospect today, but they may be a [7:31] prospect in the future. So, how do we do [7:33] that? But I would say two things. One, [7:37] the games that we complain about that [7:39] you were laughing at, we're reading [7:41] because we all know we've been there. We [7:43] do the same thing to other salespeople [7:45] when we're buying. I mean, it's true. So [7:48] everything that we just heard that we [7:51] are victims of, we love to victimize [7:54] others in a situation when we put our [7:56] buyer. So true. So true. So true. Yeah. [7:59] It's Yeah. I wish I could make that [8:00] decision. Unfortunately, my wife's not [8:02] here. Oh, I you know, you know, whatever [8:03] it is. You can come up with a million of [8:05] these things. And we do it, too. And [8:07] that's why it's almost this dirty little [8:10] secret that we have amongst ourselves. [8:12] But I also think it's self-p protection. [8:14] I mean, really, if you look at, and I'll [8:16] even go to Hollywood for a second. How [8:19] many movies are out there about sales? [8:21] You've got a million of them way back [8:22] when with 10 men and then you got The [8:24] Wolf of Wall Street and, you know, Boy [8:26] in the Room, a million of them. No one [8:29] has a great movie on all the things that [8:31] we actually do and the value that we [8:33] bring to society and it's just an [8:35] awesome profession. They set it up as a [8:37] predator a predator type environment and [8:40] people are just saying let's protect [8:42] ourselves, right? Let's I remember I [8:44] told my parents I was going into sales. [8:46] They honestly thought that I was going [8:48] to move right back into the house [8:49] because I must be unemployed. And that's [8:50] what they had thought because that's not [8:52] they're not accustomed to that. And so, [8:54] you know, it's h so how do we do it? [8:57] Well, I think there's a couple games [8:59] that we may have seen. One is, you know, [9:01] they they fain interest. So, what does [9:03] that mean? I think there's two different [9:05] things going on. One is they withhold [9:09] information. They keep their cards close [9:11] to the vest. I'm going to call it that [9:13] because I heard that in some of the [9:14] things that you say, they don't say when [9:16] you come in and say, you know, Mr. Mrs. [9:18] Prospect, hey, thanks for inviting me in [9:20] today. Can you tell me a little bit [9:22] about what's going on? A lot of people [9:24] downplay. They hold their cards close to [9:26] the vest. They don't want to say to you, [9:28] "Hey, I'm so glad you're here. We have a [9:30] real serious problem in service and this [9:32] is what it's costing us and here's the [9:34] ripple effect and we're losing clients [9:36] and it's a real real problem. I need [9:38] you. We're in trouble." They don't come [9:40] right out and say those types of things [9:42] because in their mind they go back to [9:45] the movies. They think they're that all [9:48] that information that you openly shared [9:50] would be used against them, you know, [9:52] and all of a sudden now the price is [9:54] going up the more you need them. So they [9:57] have to downplay that interest. They [9:59] just kind of say, "Well, I'm not sure. [10:02] You know, we may have an interest. You [10:04] know, things are okay, but certainly [10:06] service could be better." and they just [10:09] push it down because again they don't [10:11] want to tell you how bad it hurts [10:14] because they think if it hurts badly [10:17] then that's a high price. I'll even give [10:20] you an example. Let's do how we do the [10:22] same thing with us. If I'm if let's say [10:25] I'm shopping for a red couch and I know [10:27] it's a red couch. I already I know what [10:29] color. I know the measurements. I know [10:31] what I want to spend. I go into a [10:34] furniture store and immediately one of [10:37] 300 people waiting for me to walk [10:39] through the door approaches me and they [10:41] say, "May I help you?" Now, Gabe, what [10:44] did 99% of the people say? I'm just [10:46] looking. Nope. I'm just browsing. Yeah, [10:48] exactly. But we've already had this [10:50] discussion in the car, my wife and I. We [10:51] know how much we're think. And in my [10:53] mind, I'm trying to get out of there in [10:54] exactly, you know, 14 minutes because [10:56] that's that's how I shop. But nope, just [10:59] looking. Because if I said I had a [11:02] $3,500 budget, in my mind, you're going [11:05] to take me to the 35 to $5,000 where I [11:08] could have, if I was smart, found the [11:10] exact same thing that I really wanted in [11:12] my fantasy world for $700 or whatever it [11:15] is. So, I protect myself. Now, we've all [11:20] seen it. We've all seen this happen. So, [11:23] when people say, "I'm not sure I have [11:24] interest." Unfortunately, the amateur [11:27] salespeople, we try to throw more stuff [11:30] on. Well, would you have interest? And [11:32] then we throw the features and benefits [11:33] on and then we throw the pricing thing [11:35] on, right? But you really would have [11:37] interest if it was so much less, [11:39] wouldn't you? All that stuff gets kicked [11:41] in. So, I think that's one of them. But [11:44] the opposite is true, too. So, we [11:47] withhold information, but the buyer also [11:51] overexaggerates interest, but for a [11:54] different reason. [11:55] So, one is I don't want you to know how [11:58] bad it is because I think you're going [11:59] to use that information against me. The [12:02] flip side is they overexaggerate [12:05] their interest because they want to keep [12:09] their current vendor partner honest. [12:12] They want to see what else is new in the [12:14] marketplace that they're not aware of so [12:16] they could do it without you for less. [12:18] And so that stuff sounds like, "Hey, I'm [12:22] so happy you guys are here. We've had [12:24] this particular, you know, vendor here [12:26] for about 10 years and it's time for a [12:29] change. We really are looking for some [12:32] innovative things to do. So, you can [12:35] just, I mean, rock our world. Make help [12:37] us become more innovative. Help us [12:39] become more, you know, more efficient in [12:41] what we're doing. We need help. And they [12:43] just paint this up. And you can see a [12:45] salesperson, especially towards the end [12:47] of the month, as you said, they're just [12:48] going, "Oh my gosh, this is a home run." [12:53] You you mean the prospect's mouth's [12:54] moving. Salesperson's already spending [12:56] the money. They don't even hear what [12:57] they're doing. They're talking to [12:58] themselves on some beach on an island [13:00] spending the commission and they get [13:02] excited. They get pumped up because what [13:06] are they doing? Well, they're hooking [13:08] us, right? Because they want to know all [13:12] of the things. Doesn't mean that they're [13:13] a prospect, but as salespeople, we lose [13:17] more than we win. I mean, how really [13:19] think about it as a profession. It's [13:21] it's kind of we put ourselves into a [13:22] lose situation. You know, we lose more [13:25] than we win. So, when somebody says they [13:28] are excited to see us, they are a [13:30] prospect. They have needs for what we [13:33] sell. We're almost like, thank goodness. [13:36] You know, when the first time I heard [13:38] that, Gabe, I thought I was on candid [13:39] camera. I was looking around for the [13:40] cameras. I'm like, really? Because [13:41] that's never happened to me before, you [13:43] know? So, but I want to be there. It's [13:47] better than it's better than going [13:48] getting rejected somewhere else. So, I [13:51] mean, I think let me ask you, you've [13:53] seen some of those things, right? Where [13:54] we're either downplaying interest or [13:55] we're overexaggerating how bad we need [13:58] you. It's common. Fair. It is. [14:00] Absolutely. I mean, it's I think it's [14:02] like you said, it's the game we play. [14:04] It's the game we play. So, the question [14:06] then is okay, that's step one. Now, I [14:10] believe the buyers we have been trained [14:13] early. Dave. Yeah, Dave, just real quick [14:16] question on that because we've got a [14:17] couple questions coming in and a couple [14:18] people have said, you know, are are [14:20] these g are they games or now are they [14:23] just part of the buying process? I mean, [14:24] this is just um it's just, you know, [14:28] it's part and parcel of what we have to [14:29] deal with as we as as sales people and [14:31] sales leaders. [14:34] Well, it depends on how you look at it. [14:36] I think if it's just part of the [14:37] process, then you've just come to accept [14:39] it, right? So if somebody for instance [14:42] in my qualifying stage I'm looking for [14:44] pain money decision if somebody's not [14:46] going to share a piece of information [14:48] that I have to make an educa I have to [14:50] make a conscious decision am I [14:52] proceeding or not but if I heard no [14:55] one's going to share their their pain [14:56] with me no one's going to then I would [14:58] say oh okay then I should just give my [15:00] price and give everything blindly and [15:02] then I'll wait for the phone to ring [15:04] with all the incoming orders and that's [15:06] just the way it's done. I don't believe [15:08] that. Now I for instance I'll give you [15:10] an example. I had an IT person coming [15:12] into my office yesterday and they had a [15:15] they had a PowerPoint presentation. I [15:17] mean they had a deck they were they [15:18] wanted to share it with me. You know [15:20] they were showing up and throwing up all [15:22] their stuff about how wonderful they [15:24] were and I had to stop them and I said [15:26] look let me just qualify myself if I [15:28] can. Here's my problem. I have no [15:30] interest in all that stuff. Here's what [15:32] I'd like to have done. Here's what I [15:33] needed done. I don't know how you would [15:35] do it or how you would charge me. Let's [15:37] talk about that. He was completely [15:39] thrown off the game because in his mind [15:42] that really wasn't supposed to happen [15:43] for another 46 minutes. So what do you [15:46] mean? Wait, wait a minute. Right. So I [15:50] think if you just if you have equal [15:54] business stature in your mind like I [15:56] bring value, I I deserve to be here [16:00] versus I'm a subservient relationship [16:02] where I'm so happy you've made time in [16:05] your calendar because I inappropriately [16:07] begged for an appointment. I think if [16:09] you just change your mindset, it would [16:12] be great. Hey, does Buffett does he say [16:14] does he wandering around that he doesn't [16:16] have the right to be there? What would [16:17] he say? You know, what would he say if [16:19] he was across selling something from us [16:21] worth all that money? Wouldn't he say, [16:23] "Hey, look, let's waste let's not waste [16:24] a lot of each other's time here. Do you [16:27] have any issues in the following couple [16:28] areas? Here's about what it's going to [16:30] cost." He would have a very open [16:32] discussion and we would respond. I think [16:34] when we start jockeying, it's like [16:36] carts. Who shows up? And this is what [16:38] prospects think. Who shows up and says, [16:40] "I've got a I've got a straight before I [16:43] put down my 10,000 bucks. What do you [16:45] have?" And everybody jockeyies. Well, I [16:47] got nothing. What do you mean you got [16:48] nothing? Oh, I've got a great hand. I [16:50] mean, so it's just like a buying [16:52] situation. [16:54] It's kind of amazing. [16:57] So, I wouldn't buy into that. I think [16:59] it's your mindset. But I also think that [17:02] this process has been going on for a [17:04] long, long time. And I think it's, you [17:07] know, it's really gotten down to an [17:10] awesome system that they follow. And [17:12] again, we help them become better at it [17:15] because we do the same thing. Every time [17:17] I'm shopping for insurance, I [17:19] overexaggerate my position to the new [17:21] agent because I want to know if I'm [17:23] getting taken to the cleaners. If I'm [17:25] out there shopping for cars, shopping [17:27] for whatever, I always say I'm not [17:29] interested. So, this is just how it kind [17:31] of works. But that but here's what [17:33] happens. Let's assume for a second I'm [17:36] in the buyer seller situation and I'm [17:39] going to withhold. So, I'm going to keep [17:42] my cards close to the best. And I'm [17:44] sitting there and they say, "Well, we [17:45] don't really know if we have a lot of [17:46] interest." It sounds interesting. I [17:49] mean, what you said, to be honest, has [17:51] piqued our curiosity. Um, would you be [17:55] nice enough to put what you just said in [17:58] writing, maybe even a proposal, and come [18:00] back and give us a presentation? And we [18:04] are so excited because we say, "Oh my [18:05] gosh, that's interest. We love that." [18:08] But that's a game, right? when they say, [18:11] "Could you gather all that up and put it [18:13] in writing and how would you solve all [18:16] these issues that we've talked about?" [18:18] And I remind you now they've put about [18:19] 600 issues on the table because it's [18:22] really not a singular focused deal. And [18:24] they and so now you're all of a suddenly [18:26] this massive business consultant to [18:28] solve all problems in your area of [18:30] expertise and they say, "Could you come [18:33] back and give us a presentation?" Now, [18:36] we throw all qualifications out the [18:39] window. I mean, we should say, "Love to [18:41] do that. Can I ask you a couple [18:43] questions beforehand?" Because I have no [18:44] idea what I would put in the document. [18:46] See, if we were financially independent [18:49] and didn't need the business, what would [18:52] come out of our mouth is completely [18:53] different than, "Oh my gosh, I got to [18:55] hit my numbers by the end of the month." [18:57] Because when I hear somebody say, "Put [18:59] it in writing, come back and give me a [19:01] presentation," which is game on. The [19:04] salesperson says, "You betcha. You [19:06] betcha." Because, "Oh my gosh, I was [19:09] about to have to go out and make more [19:11] calls. This is so much safer." And they [19:14] run back. And then and the whole whole [19:16] group gets excited because I've got I've [19:18] got one, right? And then I even this is [19:20] how sick they get. I even beat up my [19:22] manager to give me a better price to a [19:24] suspect that I haven't even qualified so [19:27] they would say yes, even though I don't [19:28] even know their budget. So, I'm out [19:31] there. Now, here's the thing. [19:34] unpaid consulting. So, this is where [19:37] we're going to go back and do all of the [19:40] things that we know because the fact of [19:42] the matter is we are good at what we do. [19:45] Salespeople know your we know our stuff [19:48] and the prospect wants to know what we [19:50] know. They just don't want to pay for [19:52] it. And maybe they'd like to do it [19:53] internally or do it for less. And that's [19:56] that's what they're doing. [19:57] Self-preservation and I get that. But [20:00] when we go and do all that free [20:02] consulting without a commitment, [20:05] we're in trouble. [20:07] We're in trouble. Yeah. And you know, [20:09] and people don't figure out what it [20:10] costs to do all this because if you have [20:14] and say there's multiple people that are [20:17] going to come back and present this this [20:20] solution because the bigger the economic [20:22] deal, you know, the more people get [20:23] involved, right? This is what happens. [20:26] If you have two or three people there [20:28] now all the suddenly the cost of this [20:29] sale is going through the roof. So it's [20:31] there and you know I I always ask [20:34] salespeople sometimes they say hey I got [20:36] a big presentation tomorrow said hey [20:39] that's great on average cost about 35 [20:41] $36,000 in your industry to do a [20:43] presentation if that was your money [20:45] would you be doing it? Oh no way they're [20:46] not buying what what [20:50] why would you have wasted all that time? [20:52] But who knows? But here's the next [20:54] stage. Here's what happens. You show up [20:57] and now they've got a some people [20:59] probably that you haven't seen before [21:01] because they want to hear what you're [21:02] about to share and you do your thing. I [21:06] mean, you're blowing and going. You're [21:07] doing your thing and then somewhere we [21:10] do that trial close that we were taught. [21:12] About 46 minutes into it, you take a [21:15] deep breath and you say, "So, what do [21:16] you think?" Right? So, that's your close [21:18] evidently. And then here's the next game [21:21] that happens, which is awesome. First [21:24] they give you a compliment. That was [21:26] that was one of the most insightful [21:29] really insightful meetings I've been [21:31] sitting in in a long long time. We have [21:32] learned so much today. Now salesperson [21:35] just their self-esteem they're pumped [21:37] up. You can their shirt buttons are [21:38] about to pop. They're like yes I am such [21:42] a content machine and they get so [21:44] excited. [21:46] But they give us that because here's [21:49] what's coming next, which is they commit [21:53] to nothing. And it'll sound like this [21:55] after they say this is one of the most [21:57] insightful presentations we've seen in a [21:59] long time. I I really honestly think [22:01] there's a there's a there's a place for [22:03] us to do business in the future. Uh I'd [22:06] like to suggest the following steps. [22:09] First of all, I'd like to say we didn't [22:11] expect to get wild like this, but since [22:13] we are, I'd like to form a committee to [22:17] start a study to see how we would [22:20] implement the things that you shared [22:22] here today within our company because I [22:24] really do see a long-term partnership [22:26] here. That's how it starts. And you're [22:28] like, yes, but yes was what they [22:31] committed to absolutely nothing, right? [22:33] They gave you a great compliment. I [22:35] mean, people I I've watched salespeople [22:37] get letters from the company saying how [22:39] wonderful they were, which means you're [22:40] not getting you're not getting any money [22:42] because that that's what happens. It's [22:44] part of the game. So, they commit to [22:46] nothing by saying, "We've got to form a [22:49] committee to start a study or it's [22:52] something else like, hey, let us [22:53] incubate this. There's a lot of [22:55] information. Let us digest it. Let us do [22:57] this." All that stuff. And then time [23:02] goes by, you leave, you're pumped. I [23:04] mean, you're high-fiing yourself in the [23:05] elevator. It's awesome. And now you're [23:09] at your office and what happens? They [23:11] disappear. There's no calls. You know, [23:14] you're leaving messages. You almost feel [23:16] like a stalker, right? You're leaving [23:18] your cell phone, you're leaving your [23:19] home phone, you get your manager call, [23:21] you're dropping the price on voicemail. [23:23] True. Anything anything to get a [23:25] response and that's it. That I mean, [23:29] those are some typical games. And you'll [23:32] hear that all the time. And I' I've [23:34] heard games say, "Hey, we've got a new [23:36] person starting in their position in [23:38] three months. We're going to, you know, [23:40] make sure that they're involved because [23:41] it's important that they're involved." [23:43] That's kicked the can down the hallway [23:45] there for a little bit. All these [23:47] things. And by the way, those committees [23:48] that they're talking about are super [23:50] secret. You've never met any committee [23:51] member. I mean, that's what normally [23:53] happens. So these are people that pop [23:55] out of nowhere that you've never [23:57] actually seen before. So I think those [23:59] are some of the things that popped up on [24:00] the screen. I think Gabe. [24:03] Yeah. I mean, all all over. I mean, we [24:06] we we'll have to save some of these to [24:08] the end, Dave, because but there's a a [24:10] lot of questions because a lot of people [24:11] are facing these types of situations, [24:13] and I'm sure you'll get into that a [24:14] little bit, but you know, we've got Jeff [24:16] Anderson who said, "Well, you know, I I [24:19] feel like you've nailed it, Dave, but my [24:22] competitors, for example, are offering [24:24] free consulting, you know, and so I [24:26] don't I don't know how to deal with that [24:28] when when when I'm faced with an awkward [24:31] situation like that." or or we got Ryan [24:34] Walsh who said right but you know I had [24:36] someone who said you know give me a [24:39] proposal and then Ryan said sure I'll [24:41] give you this proposal but what are you [24:43] planning to do with it and they just say [24:44] hey give me the info I need to compare [24:46] it to I need to compare to XY and Z and [24:49] then then they move on. So it feels like [24:51] people are trying they're maybe [24:53] recognizing these games and they're [24:54] trying to do one step but it ends up [24:57] still just kind of leading to the same [24:59] place where you ended. Yeah, I think so. [25:02] And maybe we'll get to some of the how [25:03] do you overcome that stuff? Because even [25:06] proof of concept when people are doing [25:08] proof of concept in the technology [25:10] world, they say, "Well, that's just how [25:11] we sell." And I'm I'm a big proponent of [25:13] that. But if you don't have a clear [25:15] understanding of what's going to happen [25:16] when that beta goes well and what's [25:19] what's happening as a result of that, [25:21] and here's the meeting by which we're [25:22] talking about it, you never actually [25:24] close on that proof of concept. And if [25:26] somebody says, "Hey, listen. I'm going [25:28] to stack you up against anywhere else." [25:30] I'd say, "Awesome. I look forward to [25:32] that. My track record's great. Can you [25:34] give me the criteria by which you make [25:36] those decisions to make sure I nail [25:38] every one of those? And they don't have [25:41] one. And you then I always say, "Well, [25:43] let's create one really quick together." [25:44] And now if you can co-create that, [25:46] you're better. If somebody says, "Dave, [25:48] could you do a presentation?" I said, [25:49] "I'm about to do that." I always [25:51] co-create it with you. Let's start from [25:52] the top. And you just take that piece [25:54] and you start creating it with them [25:55] because once you fingerprint, I love [25:57] that. Yeah. always agree, but have them [26:00] participate because when they [26:02] fingerprint it, when they give it, hey, [26:04] this is our work product, it's easy. [26:06] People never argue with their own data. [26:08] Whatever you come up with, they'll edit. [26:10] But if they helped you create it, it's [26:12] great. I mean, we're married. We know [26:14] this works, right? I mean, if it's a [26:16] team decision, it's much better. So, [26:18] that's how it works. But, you know, we [26:20] step on our own feet as traditional [26:23] salespeople. We go in, we try to get [26:26] rapport, but we do it unfortunately the [26:30] wrong way. We look at pictures. Oh, I [26:32] went there, too. Oh, yes. This was [26:34] great. And we think that we're now [26:36] aligned, right? And then we'll create [26:38] some interest, which is, hey, hey, would [26:40] you would you have interest if I could [26:42] do this? Would you do that? And what [26:44] we've done is we haven't actually [26:46] qualified. We do a presentation too [26:49] early in the process. If you ask most [26:51] salespeople, [26:53] you know what they end up doing is they [26:56] present early in the process trying to [26:59] wow their prospects and all the games [27:02] that we're talking about here is because [27:04] we probably haven't done a good job [27:07] qualifying ahead of time. See, I I think [27:09] the value of a salesperson is determined [27:12] by the information that you gather, not [27:14] dispense. [27:16] And that's where we get into trouble [27:18] most. Oh, interesting. So a question for [27:21] then for you Dave we've got Tom here Tom [27:24] uh Denton from AMI and so we we talked [27:28] just a little bit about this [27:29] qualification concept right so a lot of [27:32] research out there saying hey you know [27:34] people [27:35] specifically prospects they're they're [27:37] further down the sales process because [27:39] they can do a lot of research themselves [27:41] so they won't maybe allow us to do as [27:43] much qualification as we did in the past [27:46] because again they've they've done the [27:47] research and they've qualified us. So, [27:50] um, thoughts on that? Do you believe [27:52] that qualification is it's in the [27:56] something of the past or do you do it [27:57] differently now that buyers are more [27:59] educated or how do you get around some [28:01] of these quote unquote newer age [28:03] concepts? Well, I I think we all have [28:07] the ability to go on the internet and [28:09] and research. I certainly research all [28:12] of my physical ailments before I go see [28:14] the doctor. Doesn't mean I'm right. [28:17] Right. But I don't go in. I am the [28:19] doctor. Yeah. I say, "Hey doctor, [28:21] listen, before you do any x-rays, I want [28:23] to tell you right up front, here's the [28:25] situation. I'm willing to pay this." And [28:27] therefore, that's malpractice. We buy [28:30] into that. So, I'll always say when if [28:33] I'm with a prospect, I say, "Look, I'm [28:34] normally in front of a couple different [28:35] groups. One's done a ton of research and [28:38] others aren't really sure what the issue [28:41] is, and you know, there's some [28:42] discussions. I have a longer speech, but [28:44] I say, where where do you fit?" Oh, [28:45] we've done a ton of research. That's [28:47] wonderful. So, what have you identified [28:49] as your top two or three issues? You [28:51] should use the fact that they did it as [28:53] your beginning conversation versus just [28:56] checking off the box research. What I [28:59] found is the majority of people who have [29:01] done the research sometimes are actually [29:03] come to conclusion and they're solving [29:06] the symptom, not the problem. [29:08] Yeah, that's that's great. So, that's a [29:11] little that judo rather than boxing kind [29:13] of approach there because I do think a [29:14] lot of reps, right? We and Tom, I'd be [29:16] interested to hear kind of your your [29:18] feelings on that response from Dave. [29:19] But, um, you know, as reps, we do want [29:22] to go to our needs audit, our discovery [29:24] questions that just go, okay, let me go [29:26] check the box and it doesn't bring in [29:28] you could actually use that research in [29:30] a judo play to your advantage. I like [29:31] it. Absolutely. And I and I would say, [29:34] hey, look, I know you've done your [29:36] research. I've got so many different [29:38] options on how I could potentially solve [29:40] the issue, which by the way, I'm not [29:41] even sure I can at this point. With your [29:44] permission, can I ask you 10 or 15 [29:46] minutes worth of questions I can really [29:48] narrow down my recommendation on how to [29:51] solve this issue? I've yet to have a [29:53] person say no to me. And so, here's some [29:56] key phrases. With your permission, they [29:59] always say yes. You take You don't say, [30:00] "Hey, can I can I take three days?" No [30:02] one wants three days. But once you start [30:05] asking questions, then they're going to [30:07] start talking. And by the way, that's a [30:09] great conversation. Sales should be [30:11] conversational. You should be asking a [30:13] lot of questions. When my doctor [30:16] questions, I love it. [30:18] Yeah. You know, the thing I like that [30:20] you said is you can go in um partially [30:24] with the judo play of of you know, [30:26] research, but you could actually say [30:28] something like, "Hey, I you know what I [30:31] found when people are doing research? [30:33] here's some of the things they've run [30:34] into. Back to qualification, are these [30:37] some of the things you've run into that [30:39] I think I like some of those judo plays. [30:41] I think they're pretty powerful. Yeah, I [30:43] think, you know, for us, I think you [30:46] should go in with your top two or three [30:49] pain indicators. You know, I'll call [30:50] them like a 30 second commercial. I've [30:53] typically found people like yourself are [30:55] experiencing these types of challenges [30:58] and you just bang them with those pain [31:00] indicators and they'll say, "Yep, yep, [31:02] nope." And it is great. And I think the [31:05] higher D, you know, those people who [31:08] just want to cut to the chase, let's not [31:09] socialize, really don't care what [31:11] happened about your weekend. That's the [31:13] those people I love to get into because [31:16] you just ask a quick question, they'll [31:18] bang it, they come right back at you. I [31:20] love that. I think it's when you go into [31:22] what you said was magical. I as a [31:25] salesperson have a step-by-step process [31:27] that I must follow and I cannot deviate. [31:29] That's where we get into trouble. That's [31:31] where the games outplay us because they [31:33] can adjust like any other sports team. [31:36] When we don't adjust our plays, they are [31:38] going to adjust theirs. And then is [31:40] who's leading the dance? Really, who is [31:42] leading the dance? I think salespeople, [31:45] we need to lead that dance. We need to [31:47] lead it with our questions. We need to [31:49] lead it by setting up a good agenda so [31:52] you have the position of asking those [31:54] questions which I'll share. It's all in [31:57] you're also your mindset and we talked [31:59] about that but I think if you think [32:01] differently and if you just say to [32:03] yourself in the car I need to answer the [32:06] following x amount of questions how you [32:08] get there you should have that [32:10] flexibility because every buyer is [32:12] different but you should stay on your [32:14] game. you should stay on your playbook. [32:17] And if you'd like, let me kind of walk [32:19] you through a couple a couple maybe [32:22] tactics and strategies on how people [32:24] could think about it. You know, for us, [32:27] I think you should have a system. And [32:29] most of the people on the phone, if you [32:31] really asked them, and it was just us, [32:34] you know, no one was looking over their [32:36] shoulder, could you write down the [32:38] system or process that you follow from [32:40] the time that you're thinking about [32:41] prospecting to the time you're selling [32:43] additional products and services to your [32:45] customer? Jot it down. And I've done [32:48] this for 30 years, Gabe, and very few [32:52] people can actually write down their [32:53] system. And that's why the game well I [32:56] think the misnomer I think the misnomer [32:58] is we think maybe we have a system in [33:01] that we have like opportunity stages but [33:03] you're not talking about opportunity st [33:05] that's not a system that's a random [33:08] process that some guy from ops set up. [33:11] Yeah. Exactly. You know I think you [33:13] should be able to say you know here are [33:15] this but here are the steps that I [33:17] follow. Um, and you know, and from that, [33:20] look, here's quickly, I'll say you [33:23] should be able to go in and profile what [33:25] type of buyer you have. I mean, you [33:26] should be able to do that in a couple [33:27] seconds. Who's who? And people buy from [33:30] people and they're going to buy from [33:31] people who they like. The minute you [33:33] start falling back to they're, you know, [33:36] they've got the advantage and they're [33:38] the robot, I think you're in trouble. I [33:40] just think you need to humanize it and [33:42] really uh you separate yourself not by [33:46] price, not by your products. It's really [33:49] they buy who's in front of them. You [33:51] know, they buy who's in front. People [33:52] buy people, they don't buy product. [33:54] Yeah. Yeah. How many I can't tell you [33:57] how many times I've stopped the games [33:58] when I say to a prospect based on what [34:01] I've heard thus far, I honestly I don't [34:03] think I don't think we may be for you. [34:05] And they're like, what do you mean? I [34:07] said, "Well, we only we're really good [34:10] at helping people who have these types [34:12] of problems." And I list, you know, my [34:14] pain indic, but I haven't heard that and [34:16] I may not be for you. I may be able to [34:18] recommend you to somebody else. Next [34:20] thing you know, wait a minute, now I've [34:22] got this, this, this, and this issue. [34:23] But once you call the game by just [34:25] saying, "We may not be for you." Then [34:28] boom, it's a pattern interrupt. And now [34:30] they're they're right back on track. [34:32] It's kind of cool. Yeah. Uh [34:36] Wow. You know, Dave, real quick, one [34:38] probably that's probably one of the most [34:41] empowering things I I've probably heard [34:43] in the last, you know, month, probably [34:45] this year. It's such so empowering as a [34:47] sales rep to take that on and say, you [34:49] know what, people don't buy products, [34:51] they buy people. That that takes it's on [34:54] you to establish that credibility. It's [34:56] not the the product, but but you. And if [34:59] you can do that, my goodness, I think [35:01] you're going to be in a whole different [35:02] ballgame. I like that. I I got that one [35:04] written down. Yeah. Well, even if when [35:06] people say, "Hey, we've got a great [35:08] service." I think a lot of things that [35:10] we tout are minimal, you know, entries [35:14] into the game these days. No one, and by [35:16] the way, we all sound the same. I mean, [35:18] if you ask people, "What are the top [35:20] three reasons why I should buy from [35:21] you?" And if everyone on the line today [35:23] answered that question, they'll say [35:25] things like value, reputation, blah, [35:29] blah, blah. Right now, you know that [35:32] your buyers are calling on your [35:34] competitors. So if I'm saying I have the [35:37] best service, I have the best product, I [35:39] have the best reputation, when I leave [35:41] the room, my competitor comes in and my [35:45] prospect says to them, "What are the top [35:46] three reasons I should buy from you?" [35:47] "Oh, great service. Oh, we're the best." [35:50] I mean, who shows up and says, "Gabe, [35:52] before we start today, I'd like to tell [35:54] you a little bit about our company. Our [35:55] service is terrible." I mean, it is the [35:57] worst. We have the lowest price because [35:59] you'll never ever talk to a human again. [36:01] You're going to get stuck in our [36:02] voicemail system and that's the end of [36:03] that. I mean, we are all great, right? [36:08] So, you have to break through it. We [36:10] play the same games as sellers in a way [36:11] if you think about it. So, I think you [36:14] need a system. Now, you can follow our [36:17] system, but it doesn't much matter. Of [36:19] course, I'm I'm biased, but you need a [36:22] process. So, you know, here's the here's [36:23] the rule. Know where you are and know [36:26] exactly what you need to do in order to [36:28] get to the next step. So, well, Dave, [36:32] question. Yeah. Yeah, question on this. [36:34] So, we got Ryan Walsh. Good question [36:36] here, Ryan. I want to throw out. So, [36:38] Ryan says, "Okay, so you know, we've got [36:40] a let's say we've got a system. How how [36:44] much do I need to man up to a system?" [36:46] And I use that word hopefully [36:48] appropriately, but you know, do I walk [36:50] away from a meeting if the prospect who [36:52] before the meeting agreed to an agenda [36:55] and meeting participants, you know, [36:56] wants to depart from it and actually, [36:58] you know, do something completely [37:00] different? Do I do I try to stick really [37:02] rigid to my plan or do I do I you know [37:06] and I'm this is a very tactical kind of [37:08] question there but do I stick to my [37:10] system or do I is there leniency to say [37:12] you know what I'm I'm I'm adaptable. [37:15] Well I think it should be adaptable but [37:17] I'm going to answer his question [37:18] specifically and then I'm going to give [37:20] you a slightly different answer. I think [37:22] by sending somebody somebody an agenda [37:24] ahead of time isn't good enough. I think [37:27] you need to start every single meeting [37:29] covering the following things. After you [37:31] say, "Hey, thanks for inviting me in and [37:32] oh my gosh, the you know, the weather's [37:34] terrible." All whatever you do there, [37:36] just one, review the purpose. Two, [37:40] review the time that you have for [37:42] today's meeting, even though you've sent [37:43] it. Because what I'm trying to avoid is [37:46] people looking at their watch 20 minutes [37:48] into it and saying, "Hey, Dave, this is [37:49] awesome, but we've got a real fire [37:51] today. Could you just put this in [37:52] writing?" I'm going to stop that game. I [37:54] said, "Hey, on the phone we talked about [37:55] 45 minutes. Is that still good for [37:57] today?" So, I'm verifying my time. Next [38:00] thing I'm going to verify, Gabe, which [38:01] will fix his problem is I'm going to [38:03] say, "Here are the two or three things [38:05] that I'm hoping to cover today. I know [38:07] we talked about it. I think if you did [38:09] an agenda ahead of time, here's what [38:11] you've mentioned. Any additions or [38:12] subtractions?" Or you say, "What are the [38:15] top two or three things you want to make [38:17] sure that we cover today in order for [38:19] this to be as effective as possible for [38:21] you?" And then the last thing you should [38:23] cover is, hey, if things go well, here's [38:27] what I think some proposed next steps [38:29] are. I tell people upfront what I'm [38:31] going to try to close for at the end of [38:33] the meeting so they're not surprised. If [38:34] you would cover those things every [38:36] single time, these agenda bombs that are [38:39] thrown into the meeting will disappear. [38:42] They disappear because you've already [38:43] dealt with it. Then you can decide, do I [38:45] want to continue or not? Now, do I have [38:48] people who aren't going to play ball? If [38:51] I know in my heart of hearts that if I [38:54] didn't have, let's say they're not going [38:55] to give me the decision and budget [38:57] information, hypothetically, if I know [39:00] intuitively, if I don't even track it, [39:03] that there's probably a 3 or 4% chance [39:05] that I'm ever going to get that business [39:07] because I can't actually propose [39:09] anything because I don't know the budget [39:10] or whatever it is as a valuable piece of [39:12] information in your selling process. I [39:14] think you should walk. And by the way, [39:16] if they let you walk, they're never [39:18] buying anyways. I've yet to have [39:20] somebody who wanted to buy from Sandler, [39:22] regardless of what games they were [39:23] playing, let me leave. The way that I [39:26] level the playing field is I say to [39:28] them, there may not be a fit. You know, [39:30] I close the file. When I close the file [39:32] in a meeting, if they let me, I say, [39:35] guess what? I never even had that deal. [39:36] Because you can't lose anything you [39:38] never had. It's when you're in the hopea [39:41] sales process, you're going to buy into [39:43] everything. And I think that's the [39:45] mistake. [39:47] Yeah. Interesting. Interesting. I think, [39:51] you know, we are all at this with and [39:53] you know, they see this this slide up [39:54] there called Wimp Junction. I think [39:56] we're there, you know, because and [39:59] that's really what he's asking in a [40:01] different way. And that it's saying, [40:03] look, I have the buyer system. You know, [40:05] they're asking me for free consulting [40:08] and I've always done free consulting. It [40:09] hasn't worked, but I don't know another [40:11] way or, you know, they're they're [40:13] kicking it down the can or whatever [40:15] they're doing. And and on the other [40:17] side, you should adopt a system and be [40:20] willing to follow it. Like I don't want [40:22] my my airline pilot to say, you know, [40:25] today it's it's kind of interesting. [40:27] We've had some hail. We've got a company [40:29] lots of stuff stuck in the engine. Let's [40:31] just bypass that and take off today. I [40:33] don't think that's how it works. You [40:35] know, it's it's in sales that we bypass [40:37] the systems. But eventually you're going [40:39] to have to ask yourself, am I going to [40:42] wimp out and acquies to what I know is a [40:46] dismal failure of my time and outcome or [40:49] am I going to man up as you said and [40:51] say, "Hey, look, I need this information [40:54] in order to proceed or there may not be [40:56] a fit and let them decide." See, this is [40:59] the magical moment. I would tell [41:01] everyone, let the prospect decide if [41:04] it's over. You don't have to wonder. You [41:06] can just say, "I I in order for me to [41:09] really help you, I need the answers to [41:10] the following two questions. I don't [41:12] know how to get it yet." And if they [41:14] say, "Well, I'm never doing it." That's [41:15] okay. They just made that decision. But [41:17] for you to fantasize the conversation, [41:19] is a big mistake. I think that's where [41:21] we fall apart. [41:23] So you would So you I mean, it sounds [41:25] like I I love the pilot analogy. I mean, [41:28] if they're going to run their system, [41:29] you got to stick to their system. So, we [41:31] got Andrew here, you know, asking and [41:33] saying, "Hey, um, and some of these are [41:35] tactical, David, but he says, you know, [41:36] I've got these stringers or people that [41:38] string me along for months and months [41:40] and months, and they're they can never [41:42] get around to discuss." Um, I guess the [41:45] same kind of principle applies. It's [41:46] like you've got to I mean, not give them [41:49] an out, but you, you know, kind of throw [41:51] that out there. Look, if this isn't [41:52] good, this may not be the best solution. [41:54] It looks like it's not the right time or [41:56] the right thing for you. Um, and you you [41:59] let them kind of make that decision, but [42:01] you present it to them. Absolutely. Hey, [42:03] listen. When I Let me even do a [42:04] voicemail jail because it's when we're [42:07] stalking, you know, and they disappear. [42:09] That was a lot of the ones that you [42:10] started off with. I I can't find them. [42:12] They're disappearing. And I think they [42:15] disappear once they get that free [42:16] consulting. [42:18] A voicemail that I know works at least [42:21] 36% of the time. At least if you would [42:24] do something like this, because if I [42:25] lead up to it, you've called, they don't [42:28] return. You've called, you don't return. [42:30] You've tried every trick in the book. [42:31] They're just not calling you, right? And [42:34] so instead, you could just leave a voice [42:36] message. Gabe, hey, it's Dave. Um, I [42:39] know I've left you a couple messages. We [42:41] were talking about XYZ. Um, left you a [42:44] couple messages. Haven't heard back. I [42:46] get the feeling you guys have decided to [42:49] go in a different direction or there's [42:51] some bigger fire that's popped up. [42:52] whatever the case may be. But would you [42:54] be nice enough to just leave me a [42:56] voicemail after hours just giving me a [42:58] heads up that you guys have gone in a [42:59] different direction? I'd appreciate it. [43:01] That's all you need to say. Yeah. And [43:03] what happens is if if I'm with you for [43:06] like a two-day boot camp, I'll do that [43:08] little, you know, trick there at 9:30 [43:11] the first day and say, "Whoever gets the [43:13] first response, I'll give you X." You [43:15] would be shocked how many people are [43:17] playing voicemails. I've chased this [43:19] person for six months. They just [43:21] returned the call. Why? Because here's [43:23] why. I got the feeling you guys decided [43:25] to go in a different direction, which is [43:27] okay. But would you be nice enough to [43:29] just leave me a voicemail after hours? [43:31] No pressure. Right? Because most sales [43:32] people say, "Gabe, I'm at my desk [43:34] waiting with my manager. Please call [43:36] immediately. Gabe, you didn't call. I'm [43:38] still here. Please call immediately. [43:41] Gabe, here are my parents' numbers. I'm [43:43] going to be with them all weekend. [43:44] Please call immediately." I mean, no [43:46] man, you're basically you're you're [43:48] basically describing my college dating [43:51] experience. I was that guy who um you [43:55] know, I mean, I thought you loved me. [43:57] Why aren't you calling me back? Exactly. [44:01] Exactly. You must have lost my number. [44:03] Yeah. Yeah. [44:06] But I guess you're right. Set up these [44:08] boundaries. Yeah. So, maybe with that, [44:12] if there's some Q&A and we could talk [44:13] all day long. I'd love to share the [44:15] Sandler selling system, but really in [44:16] essence, if there's something that we [44:18] can if there's some Q&A that that's [44:20] popped up that hasn't been there, happy [44:21] to give them some tactics. I think the [44:23] bottom line is though, follow a system. [44:26] If you trust it, don't deviate from it. [44:29] If you don't trust it, adjust it until [44:32] you do trust it. I mean, that's really I [44:34] trust mine and I'm going to trust mine [44:36] and that's the end of it. And if you [44:38] don't fit in, it's okay. It's okay [44:40] because I think you also Gabe should get [44:42] points for disqualifying prospects. We [44:46] only get points from our sales leaders [44:47] for what's in the funnel and that is [44:50] really backwards. That's backwards. [44:53] Sandler, David Sandler, when I worked [44:55] for him, he David Sandler would say I I [44:58] was on the time I was on a six week [45:01] selling cycle for what I was doing for [45:04] him at the time. And he would come in [45:06] about week eight and say to me, "Hey, [45:09] what's going on there?" I said, 'Well, [45:11] these are all happening. And he would [45:12] say to me, "Guess what? You have [45:14] exactly, you know, a week and I'm taking [45:18] all those files away from you." Like, [45:20] what? So, he would make me call and [45:23] literally close the file and say, you [45:26] know, it's obvious something's come up. [45:28] There's no way we're going to be doing [45:29] business. I understand that. And I would [45:31] have other little tactics. I must have [45:33] done something. I apologize. I'm not [45:36] sure what it was. And I would take [45:38] personal responsibility for it. And the [45:39] minute I took personal, no, no, no, no. [45:41] Dave, Dave, Dave, Dave, it's not you. [45:43] There's a new person in charge. Here's [45:44] what's going on. And so all those little [45:47] things happened. But the minute I said I [45:48] had to close the file, which is where I [45:50] learned the lesson, more business came [45:52] through the front door. Well, you know, [45:55] that that concept, I think there's a [45:56] couple good books out there, you know, [45:57] about getting to the no or the power of [46:00] no. [46:00] Um there's something in sales, you know, [46:03] we I fall into this truthfully. I fall [46:05] into my, you know, my with my wife and [46:08] my kids and and certainly in sales, but [46:10] I'm I'm sometimes a yes man. You know, [46:11] it's like prospect says jump. I just say [46:13] how high and you know, it's just yes, [46:15] yes, yes. But there is something about [46:18] um kind of, you know, you don't have to [46:19] say no out loud potentially, but kind of [46:21] sticking to your guns and saying, you [46:22] know what, it looks like this isn't [46:24] going to work for you. Um, I'm going to [46:26] disqualify you you out and kind of [46:28] almost get to that no rather than always [46:30] always always pushing yes. I think there [46:32] again is some some power in that idea. [46:35] Well, Dave, I know we're coming to kind [46:38] of the end here. Um, I we you've [46:39] answered, you know, already a dozen [46:41] questions. There's another two dozen in [46:43] the queue. Let's take a minute and just [46:45] go through a couple of these. Um, and [46:48] then we can kind of wrap up here. Uh, [46:50] certainly for those of you who are still [46:51] looking at the screen, a great takeaway [46:53] here. um the the idea of a system and [46:56] getting some free consultation from [46:58] Sandler. I will vouch for that 100%. We [47:00] use Sandler here internally at [47:02] insidsales.com and we've seen some great [47:04] benefits from it. Um but some qu a [47:07] couple questions here, Dave. So, uh [47:09] Brandon coming from Salesforce says, you [47:11] know, um I look I feel like this is a [47:14] lot of this is around um kind of a a [47:18] direct initial sale. How might some of [47:21] these apply for existing customers as we [47:24] think about upselles? Um, does the same [47:27] concept apply or do you think of it a [47:29] lot differently? [47:31] I don't think of it differently and you [47:33] know big fan of Salesforce and I think [47:35] they're Sandler clients as well. I I [47:37] here's how I would do it. Most of my [47:38] clients I live with for a long long [47:40] time. Um, but I I do think I go into it [47:44] in a conversational way and then I'll [47:46] say things like, "Hey, I'm not sure this [47:51] is for you, but can I take five minutes [47:53] and explain a thought that I had about [47:55] your particular situation? You can tell [47:57] me whether it's worth investing time for [47:59] us to continue the discussion." I think [48:02] if you were to do little steps along the [48:04] way and now and if I've known you for a [48:06] long time, I could say things like, you [48:09] know, hey Gabe, so there's a disconnect [48:12] somewhere. I can't figure it out. So [48:14] either I've gone astray or this is not [48:16] of interest to you. You know, tell me [48:18] where we are because I listen, we've [48:20] been dealing with each other for a long [48:21] time. I don't want to waste your time if [48:23] I'm off track. I take it I take the [48:26] responsibility for saying that I went [48:28] astray and I maybe I'm wasting the time [48:30] because you're too polite to you're my [48:32] client. You're not going to want to hurt [48:34] my feelings. So I end up doing that. The [48:36] other thing that he can be doing is when [48:39] you're talking to an on a long-term [48:41] client always ask them is this like one [48:43] of the top two or three initiatives that [48:45] are important to you for this year? And [48:48] I always ask that because if somebody [48:50] says well not really it's like number, [48:51] you know, I don't even know if it's on [48:52] the top 10. Chances are they're not [48:54] doing it, you know. Yeah. And so I would [48:56] always do that. Always do that. So I [49:00] think my clients are just like [49:02] Salesforce's clients are with me for a [49:04] long, long time. What we're talking [49:06] about is in a context that sounds [49:08] transactional, but the philosophies [49:12] work in ongoing relationships regardless [49:14] if they're in your personal or your [49:16] business side. Right. Right. Well, I [49:19] really like the idea of, [49:22] you know, um, and this one thing I like [49:24] about the Sandler system is sometimes [49:26] even just the word commitment, you know, [49:27] you get some of these little [49:28] commitments, [49:30] um, and it it ends up leading to a [49:32] larger commitment as we go through and [49:34] kind of follow a structure and a [49:36] process. Um, let's continue. We got so [49:38] many. I want to get a couple more here. [49:40] So, um, uh, good question here about [49:44] being a transactional model. So if if [49:47] I've got a transactional approach where [49:50] you know it's more um customers are [49:52] coming to me or it's a shorter sales [49:54] cycle did did some of these again does [49:57] this apply or would you change this [49:59] slightly as you think through some of [50:01] some of a more of a quoteunquote [50:02] transactional sales model? Well, when I [50:05] put up that slide of the Sandler selling [50:07] system, the more longer term live with [50:11] my client, that's the enterprise sales [50:14] model. The Sandler selling system is [50:16] baked into that. That's where Salesforce [50:18] would say, okay, that's where we live. [50:20] When it if it comes to a transactional [50:22] model, people then can follow a portion [50:25] of that, which is those seven steps in [50:27] the sub. And honestly, I think it is the [50:30] same. I think if you're going to do a [50:32] transactional sales model, the faster [50:34] you can get this level conversation, the [50:38] better off you are because you will be [50:40] commoditized. You know, they're going to [50:42] just jump to you and the next thing you [50:43] know because it is a um a transactional [50:47] sale. You're going to almost fall into [50:49] the trap of the games much easier [50:51] because you've already said, "Hey, it's [50:53] a commodity." Now, commodity and [50:55] transactional sales aren't necessarily [50:57] linked, but we tend to abandon our [51:00] process when we think it's a quick type [51:02] of sale. I do the same seven steps, [51:05] whether it's a one-hour sale or it's a [51:09] one-year sale. It just takes me longer [51:12] and I add other things into them, but [51:14] I'm always making sure that I bring [51:17] value. I know what my agenda is or my [51:19] upfront contract. I never leave a [51:21] meeting until I set the next agenda and [51:23] who's going to be there. Nothing really [51:26] changes. And I'm super sensitive that I [51:29] follow my system when I have long-term [51:32] clients because I tend to abandon my [51:35] initial process that I had when I got [51:38] you as a customer. But I think, you [51:40] know, it's my job to go deep and wide. [51:42] It's my job to make sure that I've [51:43] expanded your thought process and bring [51:45] new things to the table that you haven't [51:47] been aware of. you know, I I do all the [51:50] same things. I live in that Salesforce [51:51] world, but I grew up in the [51:53] transactional world. So, it does work. [51:54] And Sandler clients follow, you know, [51:57] they they're they're all over the place, [51:59] whether there's transactional or more of [52:02] a enterprise sales. So, I I I say follow [52:05] your system. [52:08] Um, so a couple I love it. So, a couple [52:11] tactical questions here. Um, couple [52:14] people asked about, you know, when when [52:16] having to deal with RFP. So, I'm going [52:17] to see if I can paraphrase this from [52:19] Adam Wolf here. So, he was asked to [52:21] submit um answers for an RFP. Now, he [52:23] had submitted something similar to a [52:25] prospect several years ago. When asked, [52:27] he was told that the decision makers are [52:29] not speaking or meeting with anyone. Um [52:33] you can submit questions to the [52:34] gatekeeper and they'll try to get you [52:36] some answers. So, he says, you know, my [52:37] training tells me I probably shouldn't [52:39] pursue this, but it's a large potential [52:42] client. um we are qualified to provide [52:45] these services. I'm not feeling a lot of [52:47] pressure to pursue it, but I'm not quite [52:49] sure what I should do. Any thoughts on [52:51] that? [52:52] Yeah. Well, I mean, we're all fall into [52:55] that camp. So, I mean, I think first you [52:57] should start to do again your historical [52:59] perspective. How many of those do you [53:00] actually win? And let's assume that it's [53:04] a low number or a high number. You [53:06] decide what it is. But I know if we [53:08] don't get to talk to anybody and I'm I'm [53:10] talking to a gatekeeper who actually has [53:12] no understanding of the business issues, [53:14] I have a little or no chance of getting [53:17] that business and so I waste a lot less [53:20] time. Now, he may have come to a [53:21] different decision. Here's my favorite [53:24] line. You have to decide if it fits. And [53:27] it fits for me sometimes and sometimes [53:30] it doesn't. But I'll always say we have [53:33] to respectfully decline answering the [53:37] RFP. [53:38] We believe we're in a position to add [53:41] value, but we don't have enough [53:42] information um for us to respond [53:45] properly and let it go and see what [53:47] happens. When they call back, if they do [53:49] call back, they want you on that list. [53:51] And I'm just not one of the three that [53:53] their company policy says because [53:55] they've already sent it out to 38 other [53:57] people, you know, because corporate [53:59] corporations do have a policy. They have [54:01] to have three of us. And the minute I [54:03] start jumping out of the boat, if they [54:04] let me jump, it's okay. If they don't [54:07] let me jump, it's easy. And I've got a [54:09] ton of calls and I said, "I understand [54:11] you have protocol and I certainly [54:12] respect it, but we do too. And I cannot [54:15] propose stuff that I don't understand [54:17] the business issues. Who can I end up [54:19] talking to?" And so I'll do it that way. [54:22] You also listen in today's technology if [54:25] our prospects are researching us why [54:28] don't you research who's buying on that [54:30] side it's not that difficult you can [54:33] figure it out and start dripping content [54:35] and start figuring out who in that [54:37] organization is most likely purchasing [54:41] and connect with them through LinkedIn [54:43] and others and start doing your thing [54:46] but you have to decide that now you can [54:49] ask very technical questions you can ask [54:51] all the questions that you need to make [54:52] sure that you are a fit and you can [54:54] decide there's a million ways to answer [54:56] that we do whether it's government or [54:58] others but I think you have to come up [55:00] with a with a what information do you [55:04] need before you proceed and then how [55:06] else would you get it I mean most of the [55:08] time the business people talk to me [55:10] because I bypass the gatekeeper because [55:12] and most people say well Dave if you [55:14] bypass the gatekeeper you're going to [55:15] upset them I don't really care because [55:17] I'm never going to see that gatekeeper [55:19] anyways anyways when it comes to this [55:20] situation you When I'm when I have one [55:23] of six committee members and they're my [55:26] gatekeeper, I've got to handle that a [55:27] little differently. But when I have [55:29] somebody just gathering 38 things so [55:31] they can put it into a metrics of who [55:33] who's answered what, I don't really [55:36] care. And if they say, "Hey, you broke [55:37] the rules. You're out." Okay, that's [55:39] fine. But because I know my my stats, my [55:42] closing rate would have gone up. So, you [55:44] just have to know your business a little [55:45] and then decide how far you're going to [55:48] push the envelope. [55:50] Yeah. Wow. Interesting, Dave. Well, [55:53] there's certainly I know we kind of are [55:56] coming to coming to the end here. Still [55:58] um a couple more questions. What we'll [56:01] do, everybody, you know, Ryan, Leslie, [56:03] David, a couple other questions. We'll [56:05] make sure that the Sandler team and [56:07] ourselves that we review those questions [56:08] and see if we can't get answers back out [56:11] to you. Um, but we we are going to wrap [56:13] up here due to time constraints. Again, [56:16] two offers I just want to throw out one [56:18] more time. Make sure you do look at the [56:19] Sandler free training session. Um, you [56:22] definitely will get value from that. In [56:24] addition, as we think about outreach [56:27] strategies, inside sales.com, some great [56:29] outreach strategies proven to work in [56:32] your business. Um, and I probably I [56:34] assume I speak for Dave here, but we [56:36] definitely would love to continue the [56:38] conversation. Um, we will be offended if [56:41] you don't add us on LinkedIn or follow [56:42] us on Twitter. Um, and with that, Dave, [56:45] I'll give you uh closing remarks. [56:48] You know, once again, I just think be [56:50] listen, you can't lose anything you [56:52] don't have. Trust trust in yourself. [56:55] It's okay. Have a game plan. Be willing [56:57] to adjust. At the end of the day, you [57:00] know, you can make that call. And I and [57:02] I would just say you can't lose anything [57:04] that you don't have. And you should go [57:06] into it with equal business stature. And [57:09] just realize sometimes when you say yes, [57:12] hey, I understand that's a game. That's [57:14] because you do it too, Gabe. And that's [57:15] the problem. So we are victims of [57:17] ourselves sometimes. So [57:20] keep it going. Love it. Love it. All [57:22] right. Well everybody, thanks so much [57:24] again Sandler for joining. Appreciate [57:25] everybody for joining the webinar. We [57:27] will be sending this out shortly. And [57:29] with that, have a fantastic day.

===FILE=== xmfkq3hVDSo - Break The Rules Close More Sales Webinar.txt
https://youtu.be/xmfkq3hVDSo
Break The Rules, Close More Sales Webinar

[0:00] I took so many notes on the last [0:02] presentation. I I I really felt like it [0:05] was be a great opportunity for everybody [0:06] who's in sales to hear what Dave has to [0:09] say about sales. Uh I mean, if you're [0:11] not familiar with Dave Matson, he's a [0:13] founder CEO of Sandler Training. [0:15] Sandler, I went through it years ago. [0:18] Got a ton from it. It really transformed [0:21] how I think about sales, my my whole [0:23] philosophy. Helped me generate 20 [0:25] million in sales, uh you know, when I [0:27] was out selling for startups. But [0:30] Sandler, they have 19,000 salespeople [0:33] who go through their training every [0:34] year. Uh, it's in 31 different [0:37] countries. Uh, they have training in 31 [0:38] different countries and there's 265 [0:41] different training centers. So, it's a [0:43] it's when it comes to sales training, [0:45] it's one of the the largest, but really [0:47] how they differentiate themselves is the [0:50] reinforcement training. Uh, I was a [0:52] swimmer in college and it wasn't like I [0:55] read a book about swimming and then went [0:57] out and swam. It was, you know, I had [0:59] practices, I had coaches, I had people [1:01] working with me every single day and and [1:04] I think they really differentiated [1:07] themselves with that reinforcement [1:09] training. So, Dave, thanks thanks so [1:11] much for uh for joining us today. [1:13] Uh, it's my pleasure, Brian. Thanks for [1:15] having me back. [1:16] So, how how did you how did you get to [1:18] Sandler? [1:21] You know, I was actually a client. I had [1:24] uh gone into the business world. My [1:25] parents were teachers. There was no [1:27] entrepreneurs in my particular family. [1:29] No salespeople actually. And I had [1:33] assumed salespeople were born. I I [1:36] didn't realize that you could be made [1:38] and shaped. And when I went to work for [1:41] an office machine company, they said, [1:42] "Hey, we're part of this Sandler [1:44] training." And I was actually a hostage. [1:47] I did I didn't want to go. I was like, [1:49] "This is not for me." I sat in the back [1:51] of the class and I said, "Wow, this is [1:54] very cool. this is counterintuitive. [1:57] It's situational. I don't have to learn [1:58] a bunch of scripts. And I just started [2:01] practicing and and then I became their [2:03] number one salesperson. But that's how I [2:05] I became same same as you, Brian. I I [2:07] was a client. [2:09] Yeah. I uh I took it I I took the [2:11] training with Will Chris out down in [2:12] Orange County, California and got there [2:15] and I'd had a few years of sales uh [2:18] experience kind of under my belt and and [2:20] knew enough to be in a lot of pain. you [2:23] got have a lot of issues and I got there [2:25] and it was just like [2:27] I remember I took a question there was [2:29] like a questionnaire that we had to fill [2:30] out [2:31] and you know it's like all these [2:33] different scenarios and when we started [2:36] going through them I realized that a lot [2:38] of the things that I thought were wrong [2:40] and I had no clue and it was it that was [2:43] kind of when I got first got the hook of [2:45] it. Uh, and then it was great because I [2:48] every week I would just go back and I'd [2:50] be working on all the sales I was [2:51] working on and then in the context I [2:53] would get to get to learn uh you know in [2:56] those different um like the weekly [2:58] trainings that we were doing. So it was [2:59] it was great. So I'm really excited to [3:02] to see what you you know you have to [3:03] share with everybody today. Well, [3:05] thanks. You know today I thought what we [3:07] would do is to walk people through um [3:11] why do we need a system and I'm going to [3:13] look at it from two different [3:14] perspectives. So, I'm going to look at [3:15] it from the buying system that we all [3:18] face when we're out there selling and [3:20] then I'll go into the Sandler selling [3:21] system, which which you were exposed to [3:24] way back in '86. I was exposed to, and [3:27] kind of walk people through the seven [3:28] steps, but also give them some tactics [3:31] and strategies along the way. And my [3:34] goal is not to convert necessarily [3:36] people to the Sandler process, but [3:38] really to understand what's going out in [3:40] the marketplace and then what do I need [3:42] to do as an individual contributor to I [3:45] guess create your own process, whatever [3:47] it is for you that works, you know, and [3:49] for those that aren't familiar with [3:51] Sandler, as Brian and I had gone through [3:53] the the program, you know, we're, as [3:55] Brian said, an international training [3:57] company. We've won tons and tons of [3:58] awards, but really what we're experts in [4:01] is sales, sales management, customer [4:04] service. So, anything that has to do [4:07] with creating a common language within [4:10] an organization, that's what we do. And [4:14] Sandler is very what I would call very [4:17] conversational. You know, I I think that [4:19] for us, anyone that's in sales, you need [4:22] process. And I know sales people resist [4:24] process. I resist process. Um, I don't [4:27] like it. You know, I re I I fight the [4:30] CRM product that we have and and you [4:32] know, listen, I'm a big CRM fan. We we [4:34] train most of those organizations and [4:36] and I'm a fan of the tool. But I think [4:38] by default, who we are, our DNA, we tend [4:42] to resist it. But if you think outside [4:43] of sales for a second, you need muscle [4:46] memory. I mean, in sales, if you're [4:48] going to be an awesome salesperson, then [4:51] you're going to be sincere. you're going [4:54] to talk from the heart. And the only way [4:57] to talk from the heart and to really pay [4:58] attention to our prospects so we can [5:01] then formulate what we're going to say [5:03] versus this contrived [5:06] um script that I have in my head that I [5:08] read in a book or I saw in a class. The [5:09] prospect says this, I say that, they say [5:11] this, I say that. It never actually [5:13] works that way when we get there. And [5:15] the only way to just be you in front of [5:17] that prospect, in my opinion, is for you [5:20] to have your process down, to have it [5:22] down cold so you know where you are. And [5:24] you know, we're in the middle of the [5:26] sports season. And regardless of what [5:27] sports team that you follow or like or [5:30] what sport you do like, every team has [5:33] process and a system. They'll know [5:35] exactly where they are, what they need [5:37] to do as far as the next play, what's [5:40] the situation. They have that down. And [5:43] athletes, they continually practice the [5:45] basics. They don't say, "Now that I've [5:47] got a $25 million contract, I don't [5:49] practice anymore." It's the exact [5:51] opposite. Actually, we do a ton of [5:52] coaching in the athletic world. And I [5:54] think pilots, they have process. And you [5:58] know, Brian, you and I spend our our [6:00] days on planes occasionally, and every [6:03] time I walk by that cockpit to go into [6:06] the plane, they're following a [6:08] checklist. And I know darn well that [6:10] that person flew military, you know, [6:12] aircraft and they've been doing it a [6:14] long time, but they still go through [6:16] that checklist and and I know that's [6:18] true in the medical field as well. I [6:19] certainly wouldn't want to walk in and [6:20] get open heart surgery with somebody [6:22] that was winging it. You know, hey Dave, [6:24] thanks for coming in. Don't tell me what [6:25] the issue is, but I'll figure it out [6:26] once we're in there. I don't want it. [6:28] And so I think the rule is that you as a [6:32] salesperson, as an organization, you [6:35] should have process or by default you're [6:38] going to follow somebody else's process. [6:40] And I think that's true. And that's the [6:42] theme throughout the next hour together. [6:44] And I think, you know, we're going to [6:47] make fun of what's going on out there in [6:49] in the selling systems today, but the [6:51] fact of the matter is you as [6:53] salespeople, you buy the same way that [6:56] we hate prospects doing stuff to us. And [7:00] and so we'll we'll kind of make fun of [7:01] it, but I think that I think that you do [7:04] it as well. So, let me walk you through [7:05] what I I believe buyers do. Step number [7:08] one is they withhold information. They [7:10] keep their cards close to the vest. And [7:13] so they're tight lipped. They're not [7:16] going to walk in, you know, if you as a [7:18] salesperson walk in. They're not going [7:20] to say, "Hey, thanks for coming in [7:21] today. I don't know you. I've been [7:23] working with my current supplier now for [7:24] 10 years, but here's all of my problems. [7:27] Here's why I'm unhappy. Here's my [7:28] budget, and here's my decision process." [7:30] It doesn't happen that way. They tend to [7:33] downplay the fact that they're having [7:35] real problems on their hands. And let's [7:37] assume that for a second they had a [7:39] service issue. [7:41] They don't say, "Hey, you know, I've got [7:43] people lining up outside my office [7:45] complaining. They've got customers [7:47] leaving." You know, they may once you [7:49] establish rapport, but most people [7:51] aren't going to cough it up. You know, [7:53] it's almost like if you play poker for a [7:55] second, no one says, at least the people [7:58] I play poker with, they don't say, "Hey, [8:00] before I put down my thousand bet, I've [8:03] got a straight. Can you beat that?" They [8:05] don't do that. So, they they kind of [8:07] keep those cards close to the vest. And [8:09] I think that we've actually trained them [8:12] to do that in some in some way because [8:15] in their mind, if they were just to say, [8:18] "Here's the situation. Let's cut to the [8:20] chase." And some prospects do that, by [8:22] the way, and that's awesome. But the [8:24] majority don't because [8:26] they don't want to lose leverage. They [8:28] don't want to tell you necessarily how [8:30] bad it is or they don't want to tell you [8:33] the budget. Because I think the fear is [8:35] that if you said, "Hey, I have a [8:36] $500,000 solution." uh or they have a [8:39] $500,000 budget that you're going to [8:41] come in at $499. And so that's the fear [8:44] and and I think outside in today's [8:46] world, you know, movies and social [8:49] media, they haven't really helped us. I [8:50] mean, I haven't seen a positive movie [8:52] come out of Hollywood, you know, I've [8:54] seen Boiler Room, I've seen Tinmen, I've [8:56] seen Glen, Gary, Glenn Ross, I've seen [8:57] Wolf of Wall Street. I haven't seen [9:00] where, you know, a salesperson who does [9:03] extremely well saves a dying town. It [9:06] just doesn't happen. And so I got that [9:08] out there. But I also have that in my [9:10] world, I I said to you early on that I [9:13] didn't grow up as in a sales [9:15] environment. I don't think anyone on the [9:17] phone that [9:20] you were going to school or your parents [9:23] nurtured you through college or through [9:25] all the sporting events that they felt [9:27] like they were a taxi service for you [9:29] and nurtured you and they sat you down [9:32] at the dinner table to say, you know, [9:34] when you grow up, I'd like you to become [9:36] a salesperson. And I think that's true. [9:38] I mean, and to me personally, I was [9:40] supposed to be a doctor, an attorney, an [9:42] accountant, a lawyer, something. Uh, you [9:46] know, or a teacher would have been [9:47] great, too, because then, you know, [9:48] there there's my son taking right after [9:50] the the family. There'll be another [9:52] teacher in the family. But that wasn't [9:54] it. You know, when I came home in 1986 [9:56] and said, "Hey, listen, mom. I'm in [9:58] sales." And matter of fact, I've got a [10:00] total commission job. My mom almost fell [10:03] off her chair. She's yelled upstairs, [10:05] "Dave, Dave, Dave." I I I I think I [10:08] think David's moving back home because [10:10] in her mind it was one step above total [10:14] unemployment and it's not true. But I [10:17] think society is kind of shaped it up [10:20] that way. So if I put us back in the [10:22] situation, [10:23] you know, they're either going to do one [10:25] of two things, and again I'm over [10:26] exaggerating, but it's pretty accurate. [10:29] Number one, they're going to downplay [10:31] the problem that they're experiencing. [10:32] They don't want to have they don't want [10:34] to lose what they would think is [10:35] leverage. Second issue, they may [10:37] overexaggerate what's going on because [10:40] they want to keep their current supplier [10:42] honest. And so, let's assume for a [10:44] second that they've been with the same [10:46] company for 10 years and and they're [10:48] happy. Actually, some prospects will [10:52] tell you that they're thinking about [10:54] making a change and hey, you know, I [10:56] wish this could be better, but they're [10:58] overexaggerating a touch because they [11:01] want to know if there's anything new out [11:03] there or would you done it for cheaper? [11:06] And I think we all shop around our [11:08] insurance carrier. We all do the same [11:10] thing, you know, kind of happen. And so [11:12] if I put us in this world because I [11:14] started off by saying you know as [11:15] prospects we act like we do the same [11:17] thing. If you were let's say buying a [11:20] couch and you know that your budget was [11:23] 3500 bucks for this couch and you knew [11:26] that you wanted a red couch when you [11:28] walk into a furniture store as a buyer [11:30] and they run up to you and they say hey [11:32] listen may I help you? [11:35] Most of us on the phone would say no I'm [11:37] just looking. You keep your cards close [11:39] to the vest. You could say, "Absolutely. [11:42] I'm looking for a red couch. I want to [11:43] spend 3500 bucks. I'd like to be out of [11:45] here in 30 minutes." But we don't do it. [11:47] We start looking around to see if [11:48] there's one cheaper than what we've [11:50] mentally assumed is our budget. So, the [11:53] fact is we do it. And I think we've all [11:55] experienced it. Think about what happens [11:58] in your world, but I think we've all [12:00] been there. So, here's the the second [12:03] thing that happens. They're looking for [12:06] what I could consider unpaid consulting. [12:09] I call this step proposals and [12:12] presentations. [12:14] That's the step that I is step number [12:16] two. So, let me show you where I am in [12:18] the process. I walk in and they say to [12:21] me, "Dave, thanks for coming in. Hey, [12:24] listen. We've got some we've got some uh [12:26] I think everything's okay, but there's a [12:28] couple issues here over here in service, [12:29] blah blah blah." As a salesperson, I [12:32] say, "Wow, okay. I've got some interest [12:34] here." And then they say to me, "Would [12:38] you be nice enough to put this in [12:41] writing or come back to us and do a [12:43] presentation? I'm not sure if we're [12:46] willing to make a move, but if it's [12:48] compelling enough, I certainly would [12:50] give it heavy consideration." And so, as [12:52] a salesperson, I'm kind of weighing, [12:54] well, I was about to make more cold [12:56] calls, or I was about to go do X, which [12:58] I didn't find is, you know, I don't like [13:00] to do it. or I'm going to go back to the [13:03] office and work on this potential deal. [13:06] Most people take the path of least [13:07] resistance. They go back and they start [13:10] working on their proposals. Now, I don't [13:14] know about what you specifically do, but [13:16] most proposals start to finish or [13:19] costing about 35 grand. Now, if we're [13:22] selling a transactional thing, of [13:24] course, that's not accurate. But it does [13:26] take you time. It does take you energy. [13:28] You probably got other people involved. [13:30] You're doing all that stuff. And the [13:33] reason why I call it the free consulting [13:34] is because in here you've learned about [13:38] what their issue is. So you think you're [13:42] going to go back, take your 20 years of [13:44] expertise, [13:46] because the prospect really does want to [13:48] know what you know. They just don't [13:49] necessarily want to pay for it or they [13:52] may do it internally. See, I think your [13:55] largest competitor in any situation is [13:57] complacency. is the I'm going to do [13:59] nothing, right? So, that's our biggest [14:02] competitor. So, we're going back, we're [14:05] going to cough up our knowledge about [14:07] all the ways that we would solve these [14:09] issues and then hopefully we have a [14:11] compelling enough argument that they're [14:14] going to say, "This was cool. This is [14:16] awesome. We're going to move forward [14:17] with this." And so, if I put it back [14:20] into it, I've spent probably four or [14:22] five days. I've got all my stuff ready. [14:25] Got my presentation. I got my super [14:27] slick PowerPoints ready. I'm doing my [14:29] thing. I'm in front of the the group [14:32] now. My prospect, a couple new people I [14:34] haven't seen before showed up. And at [14:36] the end, I do my trial close. And I say [14:40] to them, "So, what do you think?" [14:43] And they say, "That was awesome. That [14:47] was great. You know, Dave, [14:50] I have to tell you, um, I didn't expect [14:52] to be wild the way we were wild here [14:54] today. This was fantastic. [14:57] What I think we need to do now, now that [15:00] you've shared all this valuable [15:01] information with us, is to go back and [15:06] form a committee to start a study to see [15:09] how we would implement some of the [15:10] things that you suggested. [15:13] So really what they have said is I kind [15:16] of want to think this through which is [15:18] okay but most of us present thinking [15:21] that we're going for an answer and they [15:24] didn't say hey thanks for spending a [15:27] week on this first of all we're not [15:28] doing 20% of what you just said that is [15:31] cool because they could say that they [15:32] could just say hey look this is great we [15:35] love it you know we have uh been working [15:38] with our current person for five years [15:41] you you are blown blowing them away. [15:43] It's fantastic. They they don't [15:45] necessarily come out and say that or [15:47] they don't say this, which is, "We [15:49] appreciate it. I've been doing business [15:51] with my brother-in-law for the last 20 [15:52] years. I I really don't see any interest [15:54] or I see no reason to change. It would [15:56] be bad for my marriage, but I'm [15:59] certainly I'm going to take all your [16:00] good ideas and go beat him up on [16:02] additional services and pricing." They [16:05] don't say any of that. They just say to [16:07] you, "This is awesome. Like to take the [16:10] information back. Stew it over. [16:11] socialize it internally, start a [16:14] committee, right, to get the study going [16:17] and blah blah blah. They didn't say yes, [16:21] but they also didn't say no. And so [16:25] therefore, that's okay. You know, [16:28] Sandler, you'll learn in a couple [16:29] seconds that you really should look for [16:31] the nos. But when we're in the [16:33] traditional process, [16:35] not hearing no is an okay thing because [16:37] there's hope. There's something maybe in [16:39] the future. And so now here's where we [16:43] are. I've given them a ton of good [16:46] stuff. I've done a trial close and [16:49] they've committed to nothing, which I [16:51] call the on unpaid consulting phase. And [16:54] now they move very subtly into my last [16:59] step, which is they disappear. And [17:02] here's what it looks like. Now I call [17:05] back. I've left some messages, you know, [17:08] and I've and now I've left a message [17:10] saying, "Hey, I'm just following up." [17:11] I've left a message saying, "Hey, my [17:13] district manager's in town." I've left a [17:14] message saying, "Hey, we've got a new [17:16] pricing structure coming." I've got I've [17:18] left a ton of messages. And I think [17:20] we've all been there. We've all been [17:22] there where we've left a lots of [17:24] messages and we're and some of us are [17:26] actually looking up the statutes for, [17:28] you know, for like creeping because we, [17:29] you know, it's almost like we're [17:30] stalking. So, you're in chase mode. I I [17:33] actually believe that voicemail was was [17:36] invented by the independent um [17:40] purchasing agent association and [17:42] actually licensed to the phone companies [17:44] because you know until about 101 15 [17:46] years ago all we were taught is that hey [17:49] just call before 8 and call after 6 and [17:51] you'll get the decision makers but [17:53] voicemails kind of changed all that and [17:54] and Brian certainly what you do and what [17:56] you bring to the table cuts through all [17:58] that garbage a lot of us are still stuck [18:01] in there for not using breakthrough [18:03] email. So, I think we've all seen this [18:06] out there in the marketplace and I'd [18:09] like to give you a tip on how to get [18:10] through voicemail jail in a second, but [18:12] any thoughts on Brian on this? Have you [18:14] have you experienced this? Seen this? [18:16] Well, yeah. I mean, I experienced all of [18:18] it. Uh and when I went through the [18:21] training, I was writing like 60page [18:25] color prop [18:28] and I and and we worked for a marketing [18:31] agency and we bound them and they were, [18:34] you know, we'd FedEx them and they were [18:36] beautiful and I just thought this is the [18:39] way that, you know, we would do it. And [18:40] when I learned your system and and I'll [18:43] let you kind of talk about that later [18:45] and I didn't have to do proposals [18:47] anymore. uh it just it changed [18:50] everything. I one of the things I look [18:52] at is um that the prospect is [18:54] establishing their buying criteria. [18:58] So because I've always sold like brand [19:00] new, you know, they've never they've [19:02] never done or worked with this kind of [19:04] technology and a lot of times they're [19:06] educating themselves in the process and [19:10] you know in the first meeting they don't [19:12] know what's important to them yet and [19:14] they ask lots of questions and I you [19:16] know educate them but after the third or [19:18] fourth meeting when they you know talk [19:19] to a bunch of different vendors [19:22] things are changing. So, you know, as [19:24] they're kind of I I I haven't had as [19:27] much experience kind of dealing with [19:29] people switching uh or shifting uh you [19:34] know, organizations just because they're [19:35] probably most of the time they're just [19:36] more complacent, but just really [19:38] understanding, you know, what it is that [19:41] they're the kind of decision that [19:43] they're making and and even if it's [19:45] worth making a decision on it. So, I [19:47] mean, that's kind of a lot of the stuff [19:48] that I see in the market. [19:50] Yeah, you're probably competing with [19:51] complacency. you know, do we make a [19:53] switch? Is this valuable? Should we be [19:55] doing this on our own? Or, you know, if [19:57] we actually admit to we need to switch [19:59] over to what you sold or you're doing [20:01] now, then we're actually admitting that [20:03] we did it poorly. And I think that's a [20:04] that's always in there. You know, I [20:06] think there's this buyer seller dance [20:08] that goes on. And when you're selling to [20:11] existing customers, hopefully that that [20:13] doesn't exist. But some even the more [20:16] sophisticated buyers in the marketplace, [20:19] when you're when you're in the chase [20:20] mode, they actually pop back up and they [20:23] say things like, "Hey Dave, sorry I went [20:25] dark. You know, uh, here's the [20:27] situation. Uh, we need the answers to [20:30] the following five questions." And you [20:32] run, you know, like they threw the [20:34] tennis ball and there goes the dog [20:35] chasing the thing. you run and go get [20:37] those answers, but you're really doing [20:38] more free consulting. And before I get [20:42] to the Sandler stuff, let me just give [20:43] you a quick voicemail jail tip. And [20:46] here's what it is. And you put it into [20:49] any situation that you're you're facing. [20:51] But if you were in front of a prospect, [20:54] a customer, you know, you had a good [20:56] call, you're supposed to follow up, and [20:59] now for whatever reason, you think [21:01] you're chasing, you think you're, you [21:03] know, you're leaving voicemail after [21:04] voicemail. Hey, it's Dave. You know, [21:06] it's it's in the afternoon. I'll be here [21:08] until 5. And then you leave another [21:10] voicemail. Here's my cell phone number. [21:12] Call me. Then you leave another one. [21:14] Here's my parents number. I'll be there [21:16] over the weekend. You know, it's getting [21:17] to be ridiculous. This technique works [21:21] 35 36% of the time. Here's what you do. [21:26] You call back up and you say, "Hey, [21:29] Brian, it's Dave. Left you a couple [21:31] messages. um hadn't heard back. And you [21:35] can even say, "Hey, I left you a couple [21:36] messages about X, Y, and Z. I hadn't [21:39] heard back. I got the feeling maybe [21:42] you've decided to go in a different [21:44] direction." And that's okay. That makes [21:46] sense for you. But would you be nice [21:48] enough just to leave me a quick [21:50] voicemail after hours confirming that's [21:52] where we are? That's all you have to [21:54] say. And this works in an email as well [21:56] because the magic of that for a second [21:59] is that you're not pushing. See, [22:01] stalking is, "Please call me. I've got a [22:04] reason for us to talk." And you're [22:05] pushing. When you push, people resist. [22:08] The reason why this is magical is [22:09] because you're here the phrases. I got [22:12] the feeling that you guys may have [22:14] decided to go in a different direction. [22:17] And that's okay if it makes sense, but [22:19] would you be nice enough just to leave [22:22] me a voicemail after hours? See, that's [22:24] non-threatening. I didn't say, "Would [22:26] you please call me back in the next 20 [22:27] minutes? I'm sitting at my desk like a [22:29] vulture, you know, just waiting for [22:31] roadkill. That that's, you know, there's [22:33] too much pressure. So, if I just say, [22:35] "Hey, would leave me a voicemail after [22:37] hours." You'll be shocked because if I'm [22:39] going to do a two-day boot camp with a [22:41] client, I'll give them this technique at [22:43] let's say 10:00 in the morning and I [22:45] say, "The first one that can actually [22:47] let us hear the response on tape, you [22:50] know, so let's hear your voicemail. [22:52] You'll you'll win a prize." You'd be [22:54] surprised and how many people say, "Oh [22:56] my gosh, I haven't heard from that [22:58] person in 3 months. Here's the email or [23:01] here's the voicemail." And they're [23:02] playing voicemails. It's a great tactic [23:05] for any of our listeners to go try [23:08] immediately. Now, for me personally, if [23:11] I leave my voicemail jail, I send an [23:13] email. If they still go dark, will I [23:16] track it? Yeah, I will. But mentally, [23:19] I've kind of moved on because I think [23:21] when you get stuck in the I want to [23:24] think it overs or you don't know where [23:25] you are, that's bad for your head. You [23:28] know, as a salesperson, I love nos [23:31] because I kind of know where I am. Um, I [23:34] love yeses, obviously, but the in [23:36] between is where I just don't know where [23:39] I am. And if you've got deals in your [23:40] funnel that go from month to month to [23:42] month and you really can't tell them, [23:45] meaning yourself or your manager, what [23:48] is it going to take to progress this [23:50] deal forward, then I think you're in [23:51] that spot. So, let me kind of go through [23:54] the the sevenstep Sandler process. And [23:59] philosophywise or philosophically, first [24:02] of all, Sandler is very conversational. [24:04] So, I don't believe in scripts, you [24:06] know. I don't think even though I just [24:07] gave you one, Sandler is not [24:09] Yeah, I love that. I don't believe in [24:10] scripts. [24:12] I don't believe in scripts, but uh [24:13] here's here's one of [24:16] Yeah, it does work. Yeah, it does work. [24:18] You know, but I think the philosophy of [24:19] the voicemail jail is, hey, just tell [24:21] them it's okay if they decide to go in a [24:23] different direction. You use your words [24:25] and that's the magic that goes, you [24:27] know. I think even in dating, think [24:29] about this for a second. If you use this [24:30] in your personal life, if you're dating [24:32] and next thing you know you're calling [24:34] and calling and calling, you're [24:36] stalking. It's the exact opposite [24:37] effect. But when you say, "Hey, listen. [24:39] I had a great time. I'm not sure if you [24:40] did, but you know, I'd love to get [24:41] together and if not, it's okay." When [24:43] you kind of pull back, people actually [24:45] move towards you and that's how it works [24:47] and it work. It's human nature. See, [24:49] Sandler's based on human psychology and [24:52] people are very predictable. If you [24:54] would just sit back for a minute, remain [24:56] third party, look down, not get [24:59] emotionally sucked in yourself, which is [25:01] the reason why you need a process [25:03] because then you can remain third party. [25:06] But Sandler is a pull process. It's not [25:08] push. And so that's really the whole [25:11] philosophy through this thing. And [25:14] there's a lot of other what I'm going to [25:16] call foundational topics for a second, [25:18] but let me walk you through and give you [25:20] some tactics and strategies on each of [25:22] the selling systems. Brian said it's [25:23] right. There's 19,000 people going [25:26] through this seven steps every single [25:28] year for the last 40 years. So, we've [25:30] got a ton of people who have gone [25:32] through it. And I can't I can't do it [25:35] justice in the amount of time that we [25:36] have, but I'll but I'll do the best I [25:38] can. Here's what I would say. If you [25:41] don't like our system, find one on your [25:43] own. Just go get one and follow it. [25:45] Because I think if you believe what I [25:47] said earlier, which is either you should [25:50] have a system or by default you will [25:52] follow somebody else's system which I [25:54] know to be true but if if you believe it [25:56] yourselves then go find something that [25:58] works for you and follow it and then [26:01] keep tweaking it. So let's talk about [26:04] some of the steps. First of all, bonding [26:05] and rapport. Now, of course, we want to [26:09] establish rapport throughout the [26:10] process, but I think that we our job as [26:15] a salesperson [26:17] is to go in and create an environment of [26:20] trust and make people feel comfortable [26:23] sharing information. I mean, think about [26:26] what most of us do. Most of us are in [26:29] triage sales. And what I mean by that is [26:32] you have 60 minutes in your first [26:35] contact with a prospect. If your call is [26:37] an hour, you have 60 minutes to [26:40] establish an atmosphere where people [26:42] feel comfortable sharing what's going on [26:45] in their business world. They probably [26:47] haven't explained that at home. They [26:49] probably maybe some co-workers don't [26:50] really know how bad that service problem [26:52] is, but you're wanting them to explain [26:54] it. So, you've got to break down those [26:56] barriers. [26:58] We teach five different things to to do [27:00] that. We're bis if we're big disc [27:02] followers which is a behavioral model. [27:05] But I think here are some premise that [27:07] we have to think about. Number one, you [27:10] should be flexible as a salesperson. [27:14] People don't get paid to see the world [27:17] that you see. You get paid to be [27:20] flexible in how you explain and how you [27:23] describe what you do to individual [27:25] buyers. And you and I both know that [27:29] we've had great presentations with buyer [27:31] A, prospect A. We said the exact same [27:34] thing to prospect B 6 days later with [27:36] the and they didn't have the same [27:38] results. That's because everyone views [27:39] the world differently. I mean, I've got [27:41] five kids. They see the world [27:42] differently. Brian, you've got kids. [27:44] They're different. So, I think we have [27:46] to go into it thinking it's not about [27:48] me. I have to focus on my my prospect, [27:52] my buyer. We have something called the [27:53] 7030 rule, which is if you're doing it [27:56] right, your prospect should be talking [28:00] 70% of the time and you as a salesperson [28:03] should be talking 30% of the time. See, [28:06] I think we are judged as salespeople by [28:10] the information that we gather in the [28:13] first couple calls, not dispense. And [28:16] that's a huge difference. So most sales [28:18] people show up and throw up all of their [28:20] product. Hey, thanks for inviting me in [28:22] today. I've got a deck. It's only 675 [28:25] slides. You're really going to love it. [28:26] Put some automation, you know, animation [28:27] in there. Here we go. And it's a death [28:30] march. So, I think we've got to figure [28:32] out what that is. And and I even love [28:35] some rapport skills. Let me give you a [28:38] couple for people that you're already [28:40] doing business with. One is touch calls. [28:44] I do five a day. Here's a touch call. [28:47] You can't physically be in front of all [28:48] your prospects and customers all the [28:50] time. It's impossible. So for me, I take [28:53] a list home every day. There's five [28:54] names. And I just place a call to them. [28:58] And probably 90% of the time I don't get [29:00] them. But it's okay. It's called a touch [29:01] call. And I'll leave a message. Hey [29:04] Brian, it's Dave. Just reaching out. [29:06] Want to make sure everything's okay. [29:08] Call me if I can be of help in any way. [29:10] I just That's it. Now I've got four [29:12] different responses that always comes [29:14] in. One, they don't call back, which was [29:16] my personality type. It's fine. Two, [29:19] they call back just to kind of talk. [29:21] Hey, what's going on? How are you? [29:22] That's okay, too. Three, which is [29:25] amazing. They call back with a referral. [29:27] Think how cool that is. They'll say, [29:30] "Hey, I'm glad you called. Here's a [29:32] situation. They would not have called me [29:34] otherwise." The fourth thing that [29:36] happens is they'll call me with a [29:38] problem. Now, that sounds like, well, [29:40] why would you want that? Well, first of [29:41] all, if I didn't call, see, I believe [29:45] that prospects, customers, they let [29:49] little issues fester until it becomes a [29:51] big issue. You do that in your personal [29:53] lives, we do it in our professional [29:54] lives. If it happens because I called [29:57] and they said, "Dave, I'm glad you [29:59] called. Here's a situation I'd like your [30:01] help on." I can get that dealt with [30:04] immediately. And I think it's going to [30:07] happen when you have customers. you [30:09] know, every single day is not, you know, [30:10] the greatest. There's always going to be [30:11] ups and downs with the customer [30:13] relationship. So, when they tell you [30:15] that, those are that's a good piece of [30:17] information because now you can solve [30:18] it. So, I love that touch call concept. [30:21] Here's another one. Client satisfaction. [30:25] Here's what I believe. Every customer [30:28] judges [30:29] their relationship with you differently. [30:32] And so, I love to ask my customers the [30:34] following question. Hey, what are the [30:37] top three things that I could do above [30:40] and beyond delivering a great product [30:41] and service for you? Put that off to the [30:43] side for a second. That's a given. What [30:45] could what are the top three things that [30:46] you would expect of me to make sure that [30:49] this relationship is 100% satisfactory [30:51] to you? And then I and I just sit there [30:54] and listen and they say, "I don't know." [30:56] And I I give them some suggestions. But [30:59] here's what I am doing. For the first [31:02] time, I'm asking them what's important [31:04] to them in order for them to feel good [31:07] about this relationship. And if you [31:09] notice, what I said was, hey, assume [31:11] that I got, you know, I'm going to [31:13] deliver the product and service that you [31:14] pay for. That's that's a given. And what [31:16] I do is I write these things down. And [31:19] if I had six different customers that [31:21] I'm dealing with in a specific account, [31:24] I'm going to get different answers. And [31:26] if I've just provided awesome product or [31:29] awesome service to me that's a that's a [31:32] given. So as I meet each individual once [31:36] a quarter I would do this. I would say [31:40] Sally hey listen I these are the three [31:42] things you told me about you know X [31:44] three months ago. I just want to ask you [31:47] how am I doing? Give me a grade ABC. How [31:50] am I doing? You know one was followup. [31:53] you wanted to make sure that if you had [31:55] called that we're getting back to you on [31:56] a timely basis. How we doing there? And [31:59] you ask them right up front to give you [32:01] a grade. Now, here's why you want to do [32:04] that. If they give you a great grade, [32:06] like, hey, that's an A. You're awesome [32:07] at that. You're awesome at this and [32:09] you're awesome at that. In essence, what [32:11] I've done is they've verbalized out loud [32:14] that I'm doing a good job, which is [32:16] awesome because if they say it, it must [32:20] be true. If you walk in as a salesperson [32:22] and say, "Sally, I want to start off the [32:24] meeting by telling you," I am killing it [32:26] here, aren't I? They'll say, "Wait a [32:28] minute, Dave, big boy." So, but if you [32:32] say, "Hey, how am I doing? Hey, you got [32:33] an A on that one." Then if they say, [32:35] "It's true." But here's the other thing. [32:37] If they say, "You got a C on this one," [32:39] then I I'll say, "Wait a minute. What [32:41] What do we need to do to get that up?" [32:43] And I now can work out a plan with them [32:46] to fix that issue because in their mind, [32:48] it is an issue. I wouldn't even have [32:49] known. But I'm establishing awesome [32:53] relationships, but also understanding [32:55] what that satisfaction criteria is [32:58] because I'm fixing my issues as they are [32:59] as they come. And I'm also kicking out [33:03] shutting the door for my competitors [33:06] before they're even there. So, establish [33:09] rapport however you do it for you. To [33:12] me, it's fluid throughout the process. [33:14] Here's the second step. Upfront [33:16] contract. Can I ask you a quick [33:18] question? [33:19] Of course. [33:20] Uh for the client satisfaction top three [33:22] things. [33:23] What has surprised you, you know, when [33:26] you made those calls like that you or or [33:28] how have you shifted or changed things [33:31] at Sandler? Like you know, how have you [33:33] acted upon it? [33:35] If when I ask them what's their personal [33:37] satisfaction criteria? [33:38] Um top three things. [33:39] Yeah. Yeah. Top three things to to make [33:41] sure the relationship is 100% [33:43] satisfactory. [33:45] Yeah. So, I hear some things that are, [33:47] let's say, a little uncommon, like, [33:49] "Hey, uh, Dave, I'd like you to tell me [33:51] what's going on in my company because [33:52] everyone tells me what I want to hear." [33:54] So, okay. Um, because you do hear things [33:58] like, "I want to know what's going on in [33:59] the industry. I want to know if there's [34:01] a problem before, uh, I hear it from my [34:04] people. I want you to call me up front. [34:06] I want you to do this." And and those [34:08] are those are really good ones. there's [34:11] other things that pop out which is hey [34:13] if there's a market shift I need you to [34:15] tell me and I and for me because of what [34:17] I do and what you do you know there's [34:19] certain things I can share and there's [34:21] certain things I can't share with [34:22] customers especially if you work in that [34:24] industry you've got to make sure that [34:25] you're you're you know keeping that [34:27] confidentiality there but [34:28] right [34:29] but I think really what goes on it's [34:31] more personal issues Brian like meaning [34:35] keep me informed call me first tell me [34:39] what's going on And those are the things [34:41] that pop out that are important to that [34:44] person. And when you do that and it's [34:47] different because you know you'll find [34:49] that it's almost like a Olympic circle. [34:51] If you've got four or five people, [34:53] there's going to be some commonality [34:54] there of things that are important to [34:56] them. But you always have one or two of [34:58] them which are unique to that individual [34:59] that personally aren't important to me [35:02] and I wouldn't have thought about. But I [35:04] think if you and here's what I I think [35:06] if you you can figure out whether you've [35:08] got good relationships. If you do an org [35:10] chart of let's say don't take your top [35:13] customer let's say the number 10 on your [35:15] list. Do an org chart and circle all the [35:19] people in that org chart that you have [35:21] gradea number one relationships with. [35:26] Like you could call on Saturday night on [35:28] their cell phone and there's a good [35:29] chance they're answering. Circle those [35:31] people. And if you don't have quite a [35:35] few people circled, what that tells me [35:38] if you worked for me is that you have a [35:40] relationship with a couple people maybe, [35:42] but not the company. And I think you're [35:45] exposed when that person, if you only [35:48] circled one, either left the company, [35:51] went to a different group, different [35:52] division, whatever. [35:54] If you lose the business because they [35:56] left, shame on you. And I think that's [35:58] happened to everybody where you've had [36:00] an awesome relationship with person A [36:02] for whatever reason. They moved within [36:04] the company or they moved out of the [36:06] company and next thing you know your [36:07] whole relationship's in jeopardy. So I [36:09] think you need a relationship with an [36:11] organization. You've got to go deep and [36:12] wide and those are some of the things [36:14] that help you do that. [36:17] So let me talk a little bit about [36:18] upfront contract. I I said this to you [36:20] early on. I think sailing should be [36:22] conversational. I also don't think most [36:24] sales people have a plan. I think that [36:27] they kind of just, you know, show up and [36:30] throw up. I think most of us, if we do [36:32] have a plan, we don't share it with our [36:36] prospects. We just start into the call. [36:40] And I don't know if this has happened to [36:42] you, but how many times have you gone on [36:45] a call thinking you had an hour only to [36:48] find out that the prospect looks at [36:49] their watch and you've got 15 minutes [36:52] and they said, "Look, things are really [36:54] crazy here today. um could we just kind [36:56] of speed this up or I've got to cut this [36:59] short and so that's a disconnect or you [37:02] thought you were going for the close and [37:03] they thought you were just educating and [37:06] there's always these disconnects. So I [37:08] think that there is [37:10] four big things that you need to do on [37:14] every call and this is to start a fresh [37:17] call. Let me put that scenario on the [37:18] table. So, if you're going to start a [37:19] fresh call, here's what you need to do [37:22] right up front, which is, and if you do [37:24] believe what I said, sales is [37:26] conversational, then you need to help [37:28] the other person understand what you're [37:31] trying to achieve on the call or they [37:33] can't help you. They can't participate [37:36] because as buyers, you all know that [37:38] you've been in a situation where the [37:40] salesperson just started blowing and [37:42] going. You didn't know where they were [37:44] headed. And so you're trying to get your [37:45] questions on the table, which human [37:48] nature says if I don't ask you what you [37:50] want to get out of the call, you're [37:51] going to try to weave it in. And you're [37:53] only looking for a spot to weave it in. [37:54] You're not listening. And since you [37:56] don't know where I'm going, you're [37:58] always like, "Is that a move or what's [38:00] going on? I don't feel comfortable." So [38:02] I believe in full disclosure selling. [38:04] Here are the steps. Number one, agree on [38:06] purpose. Say, "Listen, you know, we're [38:09] the reason why we're here today is X." [38:11] Tell them right up front. And if they [38:14] don't agree, now's the time. So, just [38:16] remind them. And most people say, "Well, [38:17] I did that on the phone or I did that in [38:19] an email." Okay, I get it. But maybe [38:23] they just looked at their calendar an [38:26] hour before you got there. They haven't [38:28] thought about you as much as you think [38:29] about them. Here's the second thing, [38:31] really important. Time. How much time do [38:34] we have for today? So, I'll start a call [38:36] and I'll always say, "Uh, Mary, I know [38:39] we talked about an hour on the phone [38:41] call for today's meeting. Is that still [38:43] good?" That's all I'll say. Because if [38:46] she says, "It's actually a huge fire [38:48] drill today." I'm going to know before I [38:50] start. What I don't want to find out 15 [38:52] minutes into it is she says, "You got [38:54] five minutes because today's insane." I [38:57] like to just ask her right up front. And [39:00] it also helps me for her cutting it [39:04] short just because that's what it is. So [39:06] I always ask up front. I know we talked [39:07] about an hour. Is that still good for [39:09] today? [39:11] Third thing that I always want to know [39:13] is agendas [39:14] and two parts. What are the two or three [39:18] things that you want to make sure I [39:19] cover today? [39:21] And here's the things that I want to [39:22] talk about today. I tell them right up [39:25] front and I just say in order to make it [39:27] as effective as possible, Mary, are [39:29] there is there anything that you want to [39:31] make sure I cover and I even help them [39:35] and I'll say when I talk to CEOs like [39:37] yourself sometimes they want to know, [39:39] hey, tell me a little bit about Sandler, [39:41] they often want to know, have you worked [39:43] with anyone else in my space? And if we [39:46] do move forward, what type of return on [39:48] investment can I expect? Those are some [39:51] questions, but everyone's different. Is [39:53] is there anything that's important to [39:54] you? Eight out of 10 times they'll say [39:57] those three things is what I want to [39:58] know. And so I always pick the top three [40:01] things that I want to talk about [40:02] actually. So but I ask their agenda and [40:05] then I'll say and here are the things [40:07] that I would like to know as well to [40:08] Mary. And I tell them right up front and [40:11] and I do that for a couple reasons. One, [40:13] they're not shocked about what I want to [40:15] know during the call and what I'd like [40:17] to find out. there. It's completely [40:19] transparent and it's and so the anxiety [40:22] level goes down. And my last thing, [40:25] number four, to start that call is I [40:28] talk about outcome. What do I like to [40:30] achieve at the end of our 60 minutes [40:32] together? [40:34] And most people skip that one because [40:35] it's high risk, but it's not high risk. [40:38] And and I always say, Mary, you know, [40:41] after we've kind of gone back and forth [40:43] for an hour, we're going to ask each [40:45] other a lot of questions. Typically, I [40:46] find one of two things will happen. We [40:49] could determine based on your situation [40:51] and what we do. There's not a fit. And I [40:54] think either of us should be perfectly [40:56] comfortable just just saying that. On [40:59] the other hand, we may determine that [41:02] it's I don't know if there's a perfect [41:04] fit, but it's certainly worth investing [41:06] into the next step. And let me share [41:08] with you what our next step would be. [41:10] And I tell them right up front, this is [41:12] what it would look like. And when I do [41:14] that, when I start the call, Brian, then [41:18] they know for the rest of the call, they [41:20] only have one big decision to make at [41:21] the end. It's not whether you want to [41:22] buy from me. It's, you know, are you [41:25] going to take the next step, and the [41:26] next step in my process would be, let's [41:28] invite me back for a two-hour meeting. [41:30] And when you tell them upfront what [41:32] you're trying to close for, it changes [41:33] the whole meeting. The questions change, [41:36] everything changes because now we're in [41:38] it together versus a one-sided [41:41] conversation. So if no one gets anything [41:44] out of the call then at all these things [41:48] will change your life. So you start [41:50] every call and I don't care if it's a [41:52] customer or a prospect. What's the [41:54] purpose? How much time do we have? What [41:57] are the things that you want to make [41:58] sure I cover? Here's what I'd like to [42:00] cover and let's try to make a decision [42:03] on the following at the end of our [42:05] meeting. Whatever the following is for [42:06] you. That changes depending on where you [42:09] are in the selling cycle. But that is if [42:12] I when I meet people in an airport that [42:14] see the Sandler shirt, they'll always [42:15] say, "Hey, love that upfront contract. I [42:18] use it. Changed my life." So that is [42:21] very cool. I want to talk a little bit [42:22] about pain. But Brian, before I do, you [42:24] have any you went through it. Any [42:26] thoughts on up front? the upfront [42:28] contract, it does change everything [42:30] because um [42:33] I'm trying to think of like a metaphor [42:35] or analogy, but it it's it's really [42:37] establishing like the game plan for both [42:39] of you in the very beginning beginning [42:41] of the call and getting buy in and [42:44] agreement, you know, like you're getting [42:46] kind of like these micro commitments so [42:48] early on and and because you do, you [42:51] don't you don't have a lot of the [42:52] issues. I mean, I've seen people, you [42:55] know, 30 minutes into a call, it's like, [42:57] "Hey, I got to I have one more minute. I [42:59] got to go." And they thought they had an [43:00] hour, you know, and Right. And and it's [43:02] like it's like a a basketball game, like [43:05] you need there's a certain shot clock. [43:07] Um I I remember one of the things that I [43:11] used for years when I was starting is my [43:14] biggest concern. [43:15] Yep. [43:16] Do you do you still use that with [43:18] people? [43:18] We do. We do. I think that's a bit of a [43:20] 2011 technique. Um, most people first [43:24] hearing, you know, an upfront contract [43:26] will say, "Whoa." Um, but you want to [43:29] explain that technique or you want me [43:31] to? [43:31] Yeah. I mean, I I I'll I'll let let [43:34] everybody know like, you know, how I [43:35] remember it. Um, because then after a [43:38] while I lost the concern. Uh, but uh my [43:41] biggest concern was essentially we would [43:42] end the meeting, we'd have no next steps [43:45] or it would be, you know, we wouldn't [43:47] know what the the next step was between [43:49] us. And my biggest concern is that we [43:52] were going to leave the meeting and not [43:53] have like a clear next step. And once I [43:57] verbalized it with people, it it [44:00] basically removed, you know, and I [44:02] probably used it 20 or 30 times over [44:04] like a year and then all of a sudden [44:07] it's like I could handle that that [44:08] meeting. But it it I guess it it took [44:10] whatever was in the space for me out of [44:13] the space. Um, how would you how would [44:16] you describe it? [44:18] Same thing. I think if you put a concern [44:21] or a problem on the table, the prospect [44:24] or customer will help you solve it. And [44:26] when you own it, first of all, you're [44:28] vulnerable, which they love because [44:30] they'll rescue you. But when you say, [44:32] "Hey, my biggest concern is X." They [44:34] help you overcome and make sure that [44:36] that's not true. And that is that is [44:40] very cool. Think about with your kids. [44:41] Hey, my biggest concern is, you know, [44:44] you're going to do X, Y, and Z. [44:46] I'm trying it. I'm trying trying it [44:48] tonight. I'm already imagining I'm like [44:50] my biggest concern Cole and Kate is that [44:52] you guys don't go to bed when you're [44:53] supposed to go to bed. [44:55] Exactly. Right. Yeah. And they'll I mean [44:57] it's a slight what we call negative cell [44:59] and people will come right at you and [45:00] say no wait a minute hold on. I actually [45:02] would use it also, which is my biggest [45:05] fear is that at the end of the meeting, [45:08] I'm gonna forget to ask you about the [45:10] timeline because there's an awful lot of [45:12] things that have to happen from the time [45:14] that you decide that you want to move [45:15] forward to the time that you implement. [45:17] Would you be nice enough to help me to [45:19] make sure that we just cover that for a [45:21] couple minutes before we go? I say that [45:23] in the first couple minutes because I [45:24] know that's probably the most valuable [45:25] piece of information that I needed in [45:27] that particular situation. So, I just [45:29] say, "Hey, my biggest fear is I'm going [45:31] to, you know, mess it up, do this, do [45:33] this. Will you help me?" And you would [45:36] be shocked on how many people said, [45:37] "Dave, Dave, we only have a couple [45:39] minutes. Let's talk about timeline." I'm [45:40] like, "Oh, this is the greatest thing. [45:42] This is awesome." So, it works. Uh, [45:45] let's talk about pain. So, pain is [45:49] an emotional reason why people buy. You [45:52] know, Sandler came out with pain long [45:53] before it was popular in the industry. [45:55] So, I think we've heard the term before [45:57] for sure. But if I kind of cut to the [46:00] chase, I think pain is really you want [46:02] to become the doctor of sales. And and [46:04] what I mean by that is that in medical [46:08] school, you're always taught that the [46:10] problem the patient brings you is never [46:11] the real problem. You know, when I go [46:13] and say to the doctor, "I've got a back [46:15] problem." They don't say, "Oh my gosh, [46:18] you do." They ask me a ton of questions [46:19] and they find out it's actually my foot. [46:22] I'm standing wrong. And so in sales, [46:26] we've got to figure out what's a [46:28] symptom, what's an intellectual issue, [46:31] and what's the real pain. And if you [46:33] were to think about what a doctor asks [46:36] you when you go in and say, "Doc, I've [46:37] got back pain." Just think about the [46:40] questions that you would ask or that [46:42] they would ask you, and you can you can [46:43] mentally say them, but it's things like, [46:46] "How did it happen? How long have you [46:48] had the back problem? What have you [46:50] done? Have you got heat? If you take an [46:53] aspirin, what are you doing? What's the [46:55] pain threshold, right? What's your [46:57] number? How painful is it? Anyone in [47:00] your family have back problems? You know [47:03] what else? Have you gone to anyone else? [47:04] They ask you all these questions because [47:06] in the medical field, if you diagnose [47:10] with, right, if you prescribe without [47:13] all the questions, you're going to be [47:14] you're going to be sued. It's called [47:16] malpractice. [47:18] So when salespeople hear I've got a bad [47:20] service issue, that's not necessarily [47:23] that may not be the pain. What the pain [47:26] is is the fact that how does it impact [47:29] the company? What is the ripple effect? [47:31] I mean, okay, bad service. I get it. But [47:34] who cares? What does that mean? And [47:37] they'll start describing, well, I've [47:38] lost clients and this and then the pain [47:41] also to the company, but pain to the [47:43] person sitting in front of you. And I'm [47:45] sick and tired of getting called into [47:46] senior leadership meetings laid on the [47:49] carpet because we have a service problem [47:51] and we're losing revenue and I'm being [47:53] blamed by the sales group that the [47:55] revenue numbers are down and blah blah [47:56] blah. I had somebody come and say, "My [47:59] biggest problem is I lose about an hour [48:01] and a half of my day with a complaint [48:03] line outside my office. It's got to [48:05] stop." They had they could care less [48:07] about the problem. They could care less [48:09] about what was going on. They didn't [48:10] want to eat up all that time. So pain is [48:14] personal, but people buy emotionally and [48:17] then justify their decisions [48:19] intellectually. And I think if we were [48:21] going to take the doctor's questions [48:23] that they ask you when you go in to say, [48:25] "Hey, I've got a back problem." You [48:28] could use those on a prospect. And so [48:30] for instance, hey, I've got a service [48:33] issue and I'm unhappy with my current [48:35] service. So what would the doctor say? [48:37] They would say, "Well, [48:39] could you give me an example? Could you [48:42] be more specific? And when you ask that [48:44] question, when somebody says, because [48:46] they expect you to stay at some level, [48:47] and some sales people do that. Hey, I've [48:49] got a service problem. What service? [48:51] We're awesome at service. We've got a 32 [48:53] point system for service. Blah blah [48:55] blah. And they're like, whoa. Because [48:57] you're that is your swing zone. But if [48:59] you say, could you can you give me an [49:02] example of that? I mean, tell me more [49:03] about it. And once they do that, they're [49:05] talking. Remember the 7030 rule. When [49:08] they're talking, now they're getting [49:09] emotionally involved. They're also [49:11] telling you much more about the problem [49:12] of service and the ripple effect than [49:14] just saying simply, "I've got a service [49:16] problem." And so when you say, "Hey, [49:18] tell me more about it." Well, could you [49:20] give me an example like the last time [49:22] what happened? And then if you said, [49:24] "Well, you know, [49:27] who else what does it affect? What how [49:29] does it affect the organization? Is it [49:31] just you or what happens here?" They'll [49:33] tell you what it affects. They'll also [49:35] say, "Well, have you done anything to [49:37] try to fix it?" I mean, if you called [49:39] the company and said, "Hey, listen. I'm [49:41] having a service problem. Please stop [49:42] it." And and so I'm asking all the same [49:45] questions that the doctor would ask me, [49:47] which by the way, just like your biggest [49:50] fear, that is an awesome move when [49:52] somebody says, and they're have a [49:54] current supplier. They say, "Hey, we're [49:56] having a real problem with X." During [49:58] the conversation, when you're talking [49:59] about, "Well, how long has it been a [50:00] problem? What have you done to try to [50:02] fix it? you know what's the financial [50:04] impact or what's the the if you say well [50:06] haven't you just simply called the [50:08] current company and said this is a [50:10] serious problem it's causing me the [50:12] following issues I need it fixed I ask [50:15] that every time and I just sit there and [50:18] they'll say yes I have and I say well [50:20] then it must be fixed and they say no [50:23] it's not fixed David as a matter of fact [50:24] here's what's going on and they just go [50:27] right at it almost Brian as if they have [50:30] the other rep in a headlock banging on [50:33] It is unbelievable if you just said, [50:35] "Well, haven't you just told them that's [50:37] that's causing you the following issues [50:38] and it's got to stop immediately?" That [50:40] they get hooked. [50:42] Wouldn't most people be concerned about [50:45] saying that to a prospect? [50:47] Of course, because it's high risk [50:49] because you as a salesperson are [50:51] thinking, "If I don't say anything and I [50:52] have an awesome service, hopefully [50:54] they'll buy from me." But my mindset is, [50:57] hey, listen, why don't we just get it on [50:59] the table? Because I believe that [51:01] they're going to go and talk to the [51:02] current vendor anyways, even if I have a [51:05] better solution. So why don't we put [51:07] that conversation, which I think is [51:08] going to happen in the future, why don't [51:10] we put it on the table and happen right [51:12] now? So I'll always bring what I think [51:16] is going to happen without me, and I [51:18] say, why don't you just do this? And [51:21] most people say, David, why would you do [51:22] that? That's such high risk. But to me, [51:25] it accelerates your sale because when [51:27] they say, "I have told them and they [51:29] haven't fixed it." Then I say, 'Well, [51:32] what were you hoping I could do? And [51:35] then you would just watch it. They've [51:38] actually now just closed themselves. [51:41] It's the greatest oneliner. And what [51:43] were you hoping I could do? And you [51:45] don't you say it very like when you [51:47] exhale, say it very passively and watch [51:49] what occurs. pain step is where they're [51:54] describing to you. They get emotionally [51:56] involved and they're actually buying is [51:58] right here. But you have to hold back [52:03] and not cough up your features and [52:05] benefits because I don't think features [52:07] and benefits are going to turn the tide [52:09] of a sale. I think when you put people [52:10] in pain and you ask all the right [52:12] questions, then they're more apt to move [52:15] off the dime of indecision. And that's [52:19] really what this step is designed to do. [52:21] So yes, it is high risk when you first [52:24] learn it, but then it come becomes your [52:26] best friend much like it was for you [52:28] when you said my biggest concern. [52:32] So let me talk about the other steps [52:34] real quick because I know we have some [52:35] Q&A. So budget. Look, this is out of [52:38] whack for most people. Budget upfront in [52:41] our selling system. You know, I think [52:43] you should talk about money. Talk about [52:45] it quickly. I don't think you should [52:47] wait at the end. Most of us were taught [52:50] from our parents, it's rude to talk [52:52] about money. I get it. I never asked my [52:54] father at the dinner table, hey dad, [52:56] just out of curiosity, how we doing this [52:58] year. I mean, no way. You know, it was [53:01] just, hey, that's a forbidden topic. But [53:03] in sales, you have to talk about it and [53:05] you got to talk about it quickly. So, in [53:07] the budget phase, here are the things [53:08] that you have to go ahead. You guys are [53:10] in 36 countries. How how is it changed [53:13] or how is it different in different [53:15] countries? Have you noticed anything [53:16] different when it comes to money? [53:20] Yes. Um when it comes to the upfront [53:22] contract like in Asia, they call that [53:24] the um agreement of respect. I'm asking [53:27] it to respect your time. When it comes [53:29] to money, um in in the US and let's say [53:35] maybe in England and some others, you [53:36] can come right out and say, you said [53:39] that the problem that's of bad service [53:41] is costing you X. Have you put a budget [53:43] aside for that to solve that issue? You [53:46] can ask what their budget is. In some [53:48] countries, Brian, you have to say my [53:50] range of products are anywhere from [53:53] a,000 to 2500 and then we have another [53:56] set that are about 5 to 10,000. Based on [53:59] what you know about how things work [54:01] internally, where do you see yourself [54:03] fitting? So you have to kind of cough up [54:05] your bracket in some of the some [54:08] countries culturally versus you asking [54:11] directly what the budget is. [54:13] Why why do you think that is? [54:15] Because I think that we've been taught [54:17] at an early age that it's rude to ask [54:19] for money, but we've learned as [54:20] salespeople that you do have to ask the [54:22] decision process. You do ask to have [54:24] money. I just think the cultural [54:26] overtones in some of the countries are, [54:28] hey, that's just never going to happen. [54:30] So once you show them how to do it [54:32] differently, they need the information, [54:35] right? We still need the information, [54:36] but we can't just blatantly ask them [54:38] like, "Are you a decision maker?" Oh my [54:40] gosh. I mean, in some countries, [54:42] they would just have a heart attack. So [54:44] you you just have to do it differently, [54:46] but yet get the information that's [54:48] necessary. [54:49] Yeah, absolutely. [54:50] So I think in the budget thing, you [54:52] certainly want to know, and here are the [54:54] important things. When you want to tie [54:56] it back to pain. So when you know that [54:58] they've got these three problems, you [55:01] know what the financial impact is to the [55:03] organization. You basically want to say, [55:05] "Here's what you've told me. Here's what [55:07] it's how it's affecting the [55:08] organization. Do you have a budget set [55:10] aside?" And so you've got to figure out [55:14] what they're willing to spend. If they [55:18] don't know because it's they've never [55:20] done it or they're just not going to [55:21] tell you because they just don't feel [55:23] comfortable, you're gonna have to do [55:24] what I call bracketing, which is to give [55:26] them a range and let them kind of pick [55:29] and they very quickly tell you where [55:30] they fit. Um, and you use the term [55:33] bucketing. It's the same it's the same [55:35] thing. It's very effective. So, I love I [55:38] love those two there. I also like the [55:41] monkeykey's paw, which is sometimes [55:43] sales people look for the big the big [55:45] sale. I think that we should also figure [55:48] out is there a smaller sale that we [55:50] could make immediately that would turn [55:52] this prospect into a customer and [55:55] proof's in the pudding. So if you do a [55:56] good job with a mini project, then [55:59] you've built credibility. You get to [56:01] walk the hallways, you get to do a lot [56:02] of stuff. I think a lot of sales people [56:04] are trying to go for the big the big [56:06] deal when there's about 25 of them [56:09] sitting in front of them at the same [56:10] company, but they haven't gone for it. [56:14] Go ahead. I had a deal with Western [56:16] Union ago and the guy, you know, using [56:20] all the techniques and he said, "Listen, [56:21] what you have is interesting, but here's [56:23] the problem I have and if you can fix [56:25] it, you know, all and he just kind of [56:27] like gave it to me." Like, "All right." [56:29] And I had to go to my company. We had to [56:31] change some stuff uh internally to be [56:34] even a to do it, but I also had, you [56:36] know, it was a $50,000 budget. I solved [56:39] that for him. And then that became a [56:41] million dollar a year account for us. uh [56:45] credibility [56:46] because I well and I was also solving a [56:48] problem that nobody else could solve. [56:50] So he and and I essentially was 10 times [56:53] better than everything else in the [56:55] market for what he was trying to do with [56:57] advertising. And I I can't tell you how [57:01] many times the mini project just getting [57:04] started for the work then becomes, you [57:07] know, a lot more work. Um and and [57:10] frankly a lot of buyers like to buy [57:12] technology and different things that way [57:14] as well just because it's a a lower [57:16] commitment on their part. I I know that [57:19] the that when we go and sell large, you [57:24] know, training programs, the the best [57:27] way for us like 92% success rate is to [57:30] find a smaller pilot or do something [57:32] first and then they get comfortable and [57:34] then they're talking about X, you know, [57:36] and I think it's good for them, [57:38] especially in today's economy. No one [57:40] wants to make a risky decision. So, they [57:42] want proof in the pudding. So, we're [57:44] always looking for how do we get [57:46] started? How do I take you off the [57:48] street? How do I make you a customer? [57:50] How do I prove value? And I've always [57:53] like 92% of the time that will turn into [57:56] a larger engagement. So for us, it's the [57:59] go-to strategy. We call it a monkey spa. [58:01] I think when it comes to decision, [58:03] you're going to have to figure out when [58:05] the decisions are made, who makes them, [58:08] how are they made, and you know, for [58:11] that you got to come right out and ask. [58:12] And and again, budgets upfront in our [58:14] sales process and decisions equally as [58:17] important. I always like to draw a line [58:19] on a piece of paper as if I just thought [58:21] about it and I just write on the lefth [58:22] hand side today's date and I go on the [58:25] other opposite side and I draw another [58:27] line and I say implementation and I [58:29] always say assuming that you've decided [58:32] to do something with somebody. It [58:33] doesn't even have to be us. When do you [58:35] see that happening? And I see that [58:37] happening I don't know Q1. Would that be [58:39] like March, February? And then I I [58:43] actually then use the space in between [58:46] because it's going to start to look like [58:47] a football field. So on the left I've [58:49] got today's date. On the right I have [58:51] the day they would like to implement [58:53] something. Um and then I I draw a lot of [58:56] hash marks and I'm looking for three [58:57] things. So what are the steps that need [58:59] to happen between now and then for them [59:02] and us? And then I always say okay so [59:05] who's involved in each of the steps and [59:07] when do they happen? And for me that [59:10] visual timeline, I call it a visual [59:12] timeline is awesome. So, you know, I use [59:15] it every single time. I can do it [59:17] verbally, the when, where, how, who, but [59:19] when I draw that on a piece of paper, [59:21] that is a home run. Now, here's where we [59:25] are in Sandler. And I'll do the last two [59:26] steps real quick because I see there's a [59:28] ton of questions. [59:30] Is fulfillment and postell. And so in [59:33] Sandler, the sales actually done because [59:36] if I've got a good upfront contract, [59:38] I've got good pain, I understand their [59:40] budget, and I know my product and [59:42] service fits within the budget. I [59:44] understand the decision process, then [59:47] really what is there left? I just have [59:50] to go back and fulfillment for some of [59:52] us is called presentation. [59:54] So you've got to do presentation, which [59:57] is to simply go back and present how you [60:00] solve the pains. Don't overpresent. [60:02] Don't do we started the company in 1916 [60:06] and then we did this. Oh my gosh. Look, [60:09] why don't you just say here are your [60:10] four problems that you've that you've [60:12] shared with me. Did I have that right? [60:15] Yes, I did. Okay. And then you summarize [60:18] what you what the budget step is. Yes. [60:21] Here's how we plan on solving, [60:23] attacking, dealing with those issues. [60:25] And then just hit them one at a time. [60:28] I'll even ask out of these four [60:30] problems, which one do you want us to [60:32] deal with first today and it's never the [60:34] first one that I actually have in my [60:36] presentation book. It's never that's the [60:38] first one that they told me about, but [60:40] it's really not the biggest problem. And [60:42] so I'm very flexible in my presentation. [60:44] I'll say, "Which one would you like to [60:45] see me deal with first?" Number three. I [60:48] say, "Okay, great. Just out of [60:50] curiosity, I thought you were going to [60:51] pick the first one. Why number three?" [60:53] "Well, because here's it." Bah. I got a [60:55] ton of information I didn't have 10 [60:57] minutes ago. And I say, "Great. Here's [60:59] how we're going to solve that problem." [61:01] And then I do it. Every time I solve a [61:03] pain, I'm going to close. Here's what I [61:06] say based on what my solution is. Are [61:10] you comfortable that that would solve [61:12] the issue for you? And I know I've got a [61:14] ton more to talk about, but are you [61:15] comfortable with how we would deal with [61:17] this problem? Because here's what I [61:19] don't think works. You get to the end of [61:22] end of the presentation and say, "What [61:23] do you think?" Most people forget about [61:26] their questions midway through the [61:27] presentation. And B, they're making [61:29] decisions along the way. So, I want to [61:31] ask you along the way, hey, are you [61:33] comfortable with how I'm going to solve [61:34] this problem, and I want a yes. If it's [61:37] a no, why continue? You might as well [61:39] deal with how you're going to solve that [61:40] before you get to issue number two. And [61:42] go throughout the process. So, prepare. [61:45] Don't over present and ask them if [61:47] they're comfortable after you present to [61:49] each of the solutions. Postell. Postell [61:53] for us is really dealing with buyer's [61:57] remorse and getting referrals and moving [61:59] it from sales to service or sales to [62:01] anyone else if that's what you're doing. [62:03] So I think everybody has buyer's remorse [62:06] and so Sandler it's counterintuitive but [62:09] for me I'm going to deal with buyer [62:11] remorse and so what I'm going to do is [62:14] I'll bring up a minor objection. So, [62:16] let's just hypothetically say, hey, I [62:18] was hoping that um you had this uh [62:22] particular product in red and I don't [62:25] have it in red, let's say, but I dealt [62:27] with it throughout the process that [62:28] seemed to be fine. I will say here, [62:30] listen, after I've closed, they've said [62:32] yes. Before I leave, and again, you [62:35] don't have to do this because you're [62:36] going to think it's high risk, but it's [62:38] actually perfect. Before you leave, hey, [62:41] I just want to make sure you're 100% [62:42] comfortable. I know a couple months ago [62:44] you said red. You're you're okay with [62:46] the gray, but I just want to make sure. [62:48] Are you 100% okay with the gray? And I'm [62:51] taking a minor objection and just making [62:54] sure that they're comfortable with it [62:55] now. Because here's why. If I don't deal [62:58] with buyer's remorse in front of them, [63:00] they're going to have it without me. [63:02] Now, does every seller client throw an [63:04] objection back on the table? No. Do the [63:08] super super productive and you know, do [63:12] they? Yeah, of course. Because if it's a [63:15] problem, I promise you it's going to be [63:16] a problem in an hour and it's a problem [63:18] in two days. If they say, "No, listen. [63:21] Actually, I'm okay with that. Gray's [63:23] okay. Here's why." Blah, blah, blah. [63:25] That's a closed issue. It's done. [63:27] Otherwise, in my mind, it's festering. [63:29] And then I'm also dealing with [63:31] referrals. See, I think you should get [63:33] referrals as quickly as possible in that [63:36] process. And so you have to ask yourself [63:39] when you're sitting there and a prospect [63:41] says to you, "So what do you got?" You [63:44] know, where are you? I mean, you're [63:46] going to have to say, "Hey, but I'm [63:47] happy to answer all that before we [63:49] start. Do you mind if I just kind of set [63:50] the agenda for our for our meeting [63:52] today?" you're going to have to take [63:54] control back because otherwise what [63:57] happens is you're going to be in this [64:00] what I call wimp junction which is [64:03] you're either going to wimp out and just [64:04] follow their process or you're going to [64:07] set the stage and have equal business [64:09] stature in my mind and kind of lead the [64:12] dance. You know, I don't think you have [64:14] to be aggressive. I do think you have to [64:17] have a plan. I do think you have to [64:19] figure out where you'd like to go. I [64:21] never do anything unless I know what my [64:24] next step is. And I think that's [64:26] important. And you know, and Brian [64:27] talked earlier on and we can do Q&A [64:30] about reinforcement. [64:32] And that is our thing. I think that [64:34] you're going to have to practice. It's [64:36] muscle memory. That's all sales is. It's [64:38] muscle memory. I can't go to the golf [64:40] course once a quarter and expect to be [64:43] any good at it. So, you know, Brian said [64:46] it early on. he went to the Sandler [64:48] stuff and just kind of heard this [64:50] technique and tried it. Heard that [64:51] technique the next time and tried it. [64:52] And that's really what it is. So, you've [64:55] got to pick like maybe two or three [64:56] things that you want to implement in [64:58] your world and change and work on those [65:00] things and then go back and [65:03] as usual, happy to give you a couple [65:06] things if you'd like. one is uh an [65:08] ebook. If you have any interest in [65:11] getting the written version of what I've [65:13] tried to share with you today and [65:15] probably in a in a more comprehensive [65:18] manner than what we tried to shove 36 [65:20] years into an hour, it's in that book. [65:23] It's called Why Salespeople Fail. It's [65:26] awesome. You're welcome to it. It's [65:27] free. Just download it. If you want to [65:30] go to a session that Brian went to or [65:32] any of us, we've got 265 training [65:34] centers. Um, be my guest. I mean, look [65:38] at a topic. If it's how to get pain or [65:41] if it's how to take control of a sales [65:43] call or if it's how to do whatever [65:45] presentation skills, come to a session. [65:48] You're welcome to it. Uh, you're not [65:49] going to get stalked. They'll set a good [65:51] upfront contract with you and it's kind [65:54] of simple and you're welcome to come. [65:56] And so, hope you'd enjoyed it. I mean, I [65:59] know that I had to cover an awful lot in [66:01] a short amount of time. My goal was not [66:04] to necessarily commit virtue to Sandler, [66:06] but to more importantly give you some [66:08] tactics and strategies that you can use. [66:11] And I know uh Jason that there's lots of [66:15] questions. People like to stay [66:16] afterwards. For those that we have a [66:18] time commitment, please feel free. We're [66:20] recording it. We can send it to you [66:21] later. Any questions that come up, Mike [66:25] or or Jason, that you want to figure out [66:27] what we got that I could help answer? [66:37] Hey Dave, it looks like a lot of the [66:38] questions have been answered. If there's [66:40] any um you guys have any new questions, [66:42] go ahead and type in the question box. [66:44] And uh while we have Dave on the line [66:46] here, it's a great opportunity. [66:50] Yeah, I think you know at Sandler, we're [66:52] going to and you as a salesperson as [66:53] you're waiting for the questions, I [66:54] think you have to work on three things [66:56] in professional sales. Attitude, [66:58] behaviors, and technique. Sandler's [66:59] known for technique. We have great [67:01] techniques, but really what makes sales [67:03] people great is a behavior that we do [67:06] the daily behaviors and create that [67:09] muscle memory and then think [67:11] differently. You don't have to be [67:12] subservient, you know, and and you don't [67:14] have to be fearful of rejection. You [67:16] don't have to be fearful of success. If [67:18] you work on all those three things [67:20] equally, you will be awesome. [67:23] So, all right Dave, I got a couple of [67:25] questions for you. Um, okay. First one [67:27] is when we were doing the middle steps [67:29] there. What happens if the pain is not [67:32] one you can solve or the budget's not [67:34] big enough or um you can't work inside [67:38] their decision making process. [67:41] Okay. So, first of all, that's good news [67:43] if you know it, right? It's the the bad [67:45] news is if you never figured that out. [67:47] So, if they have pain that you can't [67:48] solve with your product or service, come [67:51] right out and say it. And I've said that [67:52] a million times. It would sound [67:54] something like, "Mary, I appreciate you [67:56] sharing that." That's not what we're [67:59] great at. I could probably introduce you [68:01] to somebody that's good at that, but [68:03] that's not what we excel at. What would [68:06] you like to do? I mean, there may be [68:08] some other areas and then offer some [68:10] other things that you think you could [68:12] help on based on what you've said, but [68:13] call it. If she said, "Well, that's my [68:15] my only problem." Think about what [68:17] you've done. Don't think about it as a [68:19] loss. Think about you have just saved [68:21] yourself months of time. So that's cool. [68:24] I like another one is what happens if [68:26] they don't have the budget? Well, if my [68:29] if I say, "Hey, my products are ranging [68:31] anywhere from 15 to 30,000 and we've got [68:36] larger implementations that are 50 to [68:38] 200,000 and they say, "Well, I've got a [68:40] thousand." Let's just say it's [68:41] unrealistic. I would simply say I can do [68:45] two things. One, I could do a [68:47] monkeykey's paw and simply ask them, [68:49] well, let's make an assumption for a [68:51] second. If in fact you had 100% [68:54] commitment and belief that I could solve [68:56] those problems, is the money available [68:58] somewhere at some point in time or is [69:01] that never available? And I would ask [69:03] that in a gentle, nurturing way. If they [69:06] say no, that's my budget, then I have to [69:08] make a decision. Do I have anything that [69:10] would help them? Maybe a smaller product [69:12] or service. If not, I would simply say, [69:14] "Well, based on your budget, which by [69:16] the way, I appreciate you sharing. [69:18] I can't I don't see a way that I could [69:20] help you because here's my issue. My [69:23] pricing structure is X, Y, and Z. I'm [69:26] not sure how we can overcome that. Do [69:28] you have any ideas?" And I always make [69:31] it their issue as well. So, I'll say, [69:33] "Here's my problem." Like Brian said, my [69:35] biggest concern, and then I say, "Do is [69:39] there a solution that you see?" Because [69:41] I'm stuck. But as a salesp person, I [69:44] don't want to be stuck on my own. I want [69:45] them to unthick me and that's how I do [69:48] it. But it's okay. Look at it as a [69:50] victory that you have saved time if you [69:53] find that they do not qualify for one of [69:56] those areas because you've got to find [69:57] prospects that are willing and able to [70:00] purchase. They could be willing but [70:02] unable. They could be able but [70:04] unwilling. So you've got to look for [70:06] that, you know, that perfect combination [70:08] for you to be successful. [70:12] Awesome. And our next one comes in the [70:14] post cell. They were wondering how do [70:17] you specifically ask for a referral? Do [70:20] you have any language that you like? [70:23] Yeah. So actually we're we're a big [70:26] believer in LinkedIn. There's two [70:28] different ways. One is if I'm if I'm [70:31] looking at my customer base and I notice [70:33] that they're connected with somebody, I [70:35] simply send an email to them and I'll [70:37] say to them, "Hey, Mary, I noticed that [70:39] you're connected with Bill. How well do [70:41] you know them? Uh, would you be [70:43] comfortable enough to introduce me to [70:46] Bill? As a matter of fact, I've created [70:48] a quick introductory letter for you. [70:50] Feel free to edit it, but I sure would [70:52] love your help." 85% of the time, Mary [70:55] will send that letter as is to Bill. and [70:58] now you're in the running. So, that's [71:00] good. Now, here's the other one. If I'm [71:02] face to face and and I'll simply say, [71:05] listen, there's probably a thousand [71:07] people that that you're, you know, [71:10] interacting with on a daily basis that [71:12] you know, but there's always people what [71:15] I would consider in your inner circle. [71:16] Those are the people that you probably [71:19] call and you can share some of your [71:21] issues at work and they're willing to [71:23] lend engineer mentoring coaching, but [71:26] people that you have a trust factor [71:27] with. Are there three or four people [71:29] that come to mind when you when I call [71:31] it that inner circle and they'll Yeah. [71:33] They'll always say, "Yeah, sure. I've [71:34] got those people." Well, knowing what I [71:36] do and the types of problems that I [71:39] solve in that small group of people, [71:42] who do you think I may be able to help? [71:46] And that's how I'll do it. Because [71:47] here's what doesn't work. When you say, [71:50] "Who else besides yourself that you [71:52] know, do you think you work that would [71:54] need my product or service?" That that [71:57] is too big picture. They go to nobody. [71:59] Immediately you'll hear, "I can't think [72:01] of anybody." But if you say, "Think [72:03] about a smaller subgroup and you can you [72:06] can decide the subgroup." I always think [72:08] of the people that you can call with a [72:10] business problem. But you could say, "If [72:11] I sold technology, hey, my main frame's [72:14] down. I'm not sure how to solve it. Who [72:17] in your business environment would you [72:20] call for, hey, help me understand this [72:22] issue? And so you can put the framework [72:24] around it, but that's how I'll do it. [72:25] It's called the inner circle technique. [72:28] Get a smaller pod, let them think about [72:30] four, five, 10 people, and then ask [72:32] based on what I do and the problems that [72:34] I solve. If you were me, who do you [72:36] think would be a best fit for maybe just [72:39] a quick conversation? And that's how I [72:41] would do it. [72:43] Awesome. I got uh an easy one and a hard [72:45] one. Which one do you want first? [72:47] Let's try the easy one first. [72:50] All right. Easy one is uh do you bring [72:52] up potential problems in the post cell [72:55] if they can't think of any [72:59] or really anytime during the call? [73:01] Yeah, I think that's a judgment call. Um [73:04] what I find myself doing is I say, [73:06] "Okay, great. I just wanted to make [73:08] sure." That's one technique. Or I could [73:10] say, "Okay, I just wanted to make sure." [73:12] I know earlier on you brought up [73:15] something about red. It didn't seem to [73:16] come up. I just want to make sure that [73:18] was good. So, if something did come up [73:20] and they forgot about it, it's okay to [73:22] bring it up. If nothing came up and they [73:24] said, "No, I'm good." That's okay. Close [73:26] the file. I just always say, "I just [73:28] want to make sure that you're 100% [73:29] comfortable and there's I've dealt with [73:32] every issue and there's nothing that's [73:33] kind of just nagging at you." And [73:35] they'll say, "No, no, I'm good." Then [73:36] I'm fine with that. You don't have to [73:38] make a problem if there is no problem, [73:40] right? So, don't make your life [73:41] miserable. [73:43] So, what's the hard one? [73:45] And uh the hard one is uh we're going to [73:47] see how well you do at your own system. [73:49] About three people asked how much [73:51] Sandler training costs for an [73:52] individual. [73:55] How would you handle somebody asking [73:56] about price right at the beginning? [73:58] So, I think it's it's almost like a [74:01] buffet. You can take as much or as [74:02] little as you want, you know? So you can [74:05] have anything from one day programs, you [74:08] know, so you're on the low end of about [74:09] $500 to go to a boot camp, you know, all [74:13] the way up to about $1,500 for the boot [74:15] camps. And if you're going to go into [74:17] the reinforcement stuff that Brian went [74:18] to that I grew up in, you're in a you're [74:21] in a different bracket anywhere from 5 [74:24] to 10 grand. And but it kind of varies [74:26] depending on how often and what you're [74:28] looking for. But that's kind of what it [74:30] is. If I was an individual person kind [74:32] of dipping my toe, I could probably go [74:34] to a boot camp for under a grant. If it [74:36] was a company that's looking for, hey, I [74:38] want to see Sandler 15 times, then it [74:41] kind of changes as is. [74:44] All right, good. And any specific advice [74:46] on handling that question up front? What [74:50] if they're asking you to do the prospect [74:52] system? Yeah, they say, "Uh, yeah, that [74:54] sounds great, or we're kind we're not [74:55] really interested. What's it cost?" [74:57] Oh, yeah. Here's what I would say. If [74:58] somebody says, "Oh, listen. Uh, that's a [75:00] stop asking me questions. How much does [75:02] it cost? I'd say I'd be with two two [75:04] ways to do it. If somebody's pushing [75:06] you, I say, I'd be happy to answer that. [75:07] Can I ask you two questions so I can [75:09] formulate my answer so I can answer you [75:11] and and making sure that it's right on [75:13] target. So, if somebody says, "Well, [75:15] what's it going to cost my company?" I [75:16] would say, "Mike, I'm happy to answer [75:18] that for you. As a matter of fact, if [75:19] you give me about 30 seconds, I just [75:21] need two answers to a couple questions [75:23] and then I'm happy to give you that [75:24] number." Was that fair? Yes. Here's my [75:26] question number one. And then I would do [75:28] it that way. If they said if I didn't [75:30] like that one, it's not my personality [75:32] type, let's say, then I would bracket [75:34] it. I said, 'Hey, I don't know enough [75:35] yet, Mike. We haven't had a [75:37] conversation, so I'm not sure, but let [75:39] me tell you based on my 20 years [75:40] experience, we're going to end up in one [75:43] of these two areas. It's going to be [75:44] somewhere between X, Y, and Z, or if [75:47] it's a full-blown program because you're [75:49] 100% comfortable and you're going to do [75:51] like XYZ company did, you're in the [75:53] range of A, B, and C. So, you could [75:55] either bracket it quickly or just say, [75:58] "I'd happy to answer it. Matter of fact, [76:00] if you give me about 30 seconds, I can [76:02] answer it. Can I ask you two very direct [76:03] questions?" And that's how you get more [76:05] information because here's what happens. [76:07] You have leverage. They want to know the [76:09] money. You can ask those direct [76:11] questions to help you give them the [76:12] money answer, but you now have more [76:15] information. [76:18] Great. And the next ones kind of deal [76:21] with complex sales. So what do you do [76:24] about a group? Do you try and do this [76:25] thing on a webinar or how do you do the [76:27] the Sandler submarine to a group? And [76:30] then we had another one which is a very [76:32] large international deal. So if they [76:34] start by like issuing an RFP to 70 [76:37] countries or and it's completely wrong [76:40] and you don't really know how to respond [76:42] to the RFP, it's going to take months. [76:44] How do you do that? [76:47] Okay, so let's do RFPs. I believe that [76:49] you are deserving entitled to a [76:53] conversation before you do RFPs. [76:55] And so when I get RFPs, and I get them [76:57] on a weekly basis, um I'll always and [77:01] they'll say, "Please submit by X, Y, and [77:03] Z." I'll just send, "Hey, Sandler, [77:06] here's who we are. We've won all these [77:07] things. We've done this. Unfortunately, [77:10] we need to have a quick conversation [77:11] before I'm even able to respond to this [77:14] because there's so much um complexity. [77:16] There are different ways that we could [77:17] answer this. I I may have to [77:20] respectfully decline in responding to [77:23] the RFP um if we're unable to have a [77:26] quick 30-minute phone call. And you'd be [77:28] shocked of how many people will call you [77:30] and say, "Wait a minute now. What what [77:31] do you need to know now? You know, are [77:34] there government sales where you're [77:35] going to have to have all the questions [77:36] up front and answered?" Yeah, of course [77:37] we do. We we teach that group as well. [77:40] But I think the mindset is, hey, get a [77:43] conversation. If somebody wants it live, [77:45] when I hear it's a blind RFP, there's no [77:48] talking to anybody. Here's my mindset. [77:51] Only because I know my numbers. We win [77:53] less than 2% of those. Here's what I [77:56] say. That was sent out to a bunch of [77:58] people to justify their current [78:00] decision. I'm not one of them. That's my [78:04] mindset. and I have the numbers for me [78:06] to prove that I'm right so I don't waste [78:09] months, years, and all that other stuff. [78:11] As far as group sales, you can use the [78:13] submarine the same way. And I could do [78:15] the upfront contract the same way. How [78:17] much time do we have? What do we want to [78:19] get out of that? Mary, what would you [78:20] like to just make sure that I answer for [78:22] today? Bill, what would you want to make [78:23] sure? Bum, bum, bum. Here's what I'd [78:25] like to know. Is that any issue? Here's [78:27] what I'd like us to decide. You can go [78:29] right through. I think what you have to [78:30] do is to make sure that people in the [78:32] committee or group are participating. So [78:36] you got to pull them in. But the Sandler [78:38] selling system works. We have something [78:41] which you're welcome to download as well [78:43] which is the enterprise sales course and [78:45] that is for large complex sales. It's [78:49] this submarine, the Sandler selling [78:50] system, baked in to a six-step process [78:54] which is specifically designed for long [78:58] complex sales where you're selling in a [79:00] team to people who buy in a team. [79:05] Great. Then let's move to uh decision a [79:08] little bit. In the decision-m process, [79:11] how do you work with the economic buyers [79:14] and incorporate the top people? Can you [79:17] talk about cast of characters a little [79:18] bit? [79:20] Yeah, sure. So, obviously you're going [79:22] to have different people who are [79:23] concerned about different things, right? [79:26] And you're also going to have a [79:27] situation where you're not in front of [79:29] all the buyers. So, I always like the [79:31] artificial decision-m um process. And so [79:34] if I were in front of Mike, let's say [79:36] you, if I use you as the example, and I [79:40] know that there's probably three people [79:42] that are involved in the decision that [79:44] I'm not even in front of, I would do [79:46] this. First of all, I'd say, "Hey, Mike, [79:48] ba Mike, based on what you've seen, and [79:49] I know there's a bunch of other people [79:51] involved, would you be comfortable [79:53] recommending us or moving forward?" [79:55] That's my first thing. So, I want to [79:57] close you, even though I know you're one [79:59] of many. And you'll always say, "But [80:01] it's not my decision. I've got a ton of [80:03] people." I said, I knew that upfront. I [80:05] just want to know where you let me based [80:07] on what I've said, how do you feel? I [80:10] mean, where do you stand? And so, I'll [80:12] I'll ask that. Here's my second thing, [80:14] and this is called rehearsal, and this [80:16] is very important. I'll say, Mike, think [80:19] about the people who are not here today [80:22] that you're going to have to go back and [80:23] read all this information to. Um, each [80:26] one of them is probably concerned about [80:27] something different. So, if you think [80:29] about them mentally, what type of [80:31] questions would each one of them ask [80:33] you? Let's just get them on the table [80:35] real quick. And you're going to hear a [80:37] bunch of big, well, the IT person's [80:39] going to want to know this. My my [80:41] purchasing agent is going to want to [80:42] know this. And I'll say, great. How are [80:45] you going to handle those? Would you [80:46] want me to help you with some crafting [80:48] some quick answers to that? And that's [80:50] called rehearsal. And that's very, very [80:51] effective. [80:53] So, when I'm in front of different types [80:55] of buyers, if I'm in front of an [80:56] economic buyer, I'll talk about cost [80:58] stuff, like, how much is the problem [81:00] costing you? And then I'll ask things [81:02] like, well, is that a lot of money? And [81:04] then I'll ask things like, hey, you [81:07] know, would you like to talk about ROI [81:10] or how are you going to measure, you [81:12] know, your return on investment? How do [81:14] you plan on doing that? So, I kind of [81:15] shape all of my questions around things [81:18] that are important to them, which are [81:20] how much, when, how do I judge it, how [81:23] do I get out of it? And I think if you [81:25] look at your different types of buyers, [81:26] if you just sat in their chair and said, [81:28] "What are the top two or three things [81:29] that this person cares about?" You weave [81:31] it into that conversation. [81:34] And again, that's all pre-call planning [81:36] stuff. Yeah. So, I think if you if you [81:38] and I'm I'm relying on time, but I think [81:41] if you want the enterprise selling, you [81:44] can get it on tailor.com. [81:46] If you want some of the things that [81:47] we've talked about, which are in this [81:49] book, I just didn't get to say them due [81:51] to the hour, but due to the questions, I [81:52] kind of brought them up here in the last [81:53] 10 minutes. Go to the why salespeople [81:55] fail. But again, if you'd like to sit in [81:58] as my guest, please do so. Um, and so [82:00] I'll do the best I can to answer [82:02] questions after the fact. I know I can [82:04] see people saying, "Hey, we're we're [82:05] running over." Which we are for sure, [82:07] but I'm happy to do any of those things. [82:09] And and as usual, you know, I'm a big [82:12] fan of Breakthrough Email. That's uh I'm [82:15] a big fan of theirs. So, and they they [82:18] incorporate some of the Sandler tactics [82:20] and philosophies in their approach. So, [82:22] I think it's very symbiotic and I and I [82:24] appreciate the time being here today. [82:26] So, thanks for all your help, Jason and [82:28] Mike, doing the Q&A. and I look forward [82:30] to hopefully seeing you at a session or [82:32] maybe getting an email and and helping [82:34] you any way I can. So, until we see each [82:36] other, hey, good selling.

===FILE=== ybicGvEE0OY - Building Rapport with Almost Anyone.txt
https://youtu.be/ybicGvEE0OY
Building Rapport with Almost Anyone

[0:00] one of the guiding principles is that [0:02] every business is a people business it [0:04] doesn't matter [0:06] what your industry is or what you do if [0:07] you're not relating to the people you [0:09] deal with talk to manage lead it could [0:11] be a long road so that's why building [0:14] rapport is so essential especially when [0:16] you're building a new relationship so [0:19] rapport is the first step to earning [0:21] some confidence building some trust [0:23] and it also lets your prospect know [0:26] you're not running the typical sales [0:28] conversation [0:29] so [0:30] there's a tried and true tip i like to [0:32] use of course [0:34] research researching my client and i use [0:37] linkedin before every call and i review [0:39] my prospects linkedin profile on i look [0:41] for [0:42] just a few simple things like are they [0:44] smiling in their profile picture how do [0:46] they come across [0:48] how are they dressed [0:50] what's the background in their photo are [0:52] they sailing cooking in their kitchen [0:54] what kind of hairstyle do they have i [0:56] know it's just little things [0:58] do they have an advanced degree have [0:59] they written a book have they received [1:01] any awards of the [1:02] where have they been have i been to a [1:04] place they're from or went to school [1:08] things like that and the answers to [1:09] these questions won't tell me everything [1:10] i need to know of course but they'll [1:12] give us clues [1:14] to how your prospect perceives [1:15] themselves and and maybe how they'll [1:17] behave so a 50 year old man in a tie [1:20] will [1:21] possibly behave differently than say a [1:24] millennial and a t-shirt and probably [1:27] quite naturally [1:28] respond differently to the questions you [1:31] ask
