WEBVTT 1 00:00:00.120 --> 00:00:03.879 In order to be an extraordinary seller. Number one, you have to have 2 00:00:04.040 --> 00:00:07.799 confidence in yourself, but number two, you have to be willing to take 3 00:00:07.839 --> 00:00:15.320 those risks knowing that the payoff is going to be bigger. You're listening to 4 00:00:15.359 --> 00:00:19.879 the Audible Ready Podcast, the show that helps you and your teams sell more 5 00:00:19.960 --> 00:00:23.920 faster. We'll feature sales leaders sharing their best insights on how to create a 6 00:00:23.920 --> 00:00:28.559 sales engine that helps you fuel repeatable revenue growth. Presented by the team Enforce 7 00:00:28.679 --> 00:00:32.679 Management, a leader in B to B sales effectiveness. Let's get started. 8 00:00:35.000 --> 00:00:39.320 Hello and welcome to the Audible Ready Sales Podcast. I'm Rachel Klappmiller. Today 9 00:00:39.439 --> 00:00:45.159 we are going to talk about expanding your opportunity, using your conversations to expand 10 00:00:45.200 --> 00:00:50.799 the opportunity. We know that going wide and deep in an organization increases the 11 00:00:50.840 --> 00:00:55.240 size of your deals because you're able to expand the problem and then the value 12 00:00:55.240 --> 00:00:58.159 of your solutions. There's a lot of ways that you can do that. 13 00:00:58.439 --> 00:01:02.079 One is looking at implementation. One is just getting higher in the organization. 14 00:01:02.159 --> 00:01:04.560 So that's what we're going to talk about today with Antonella. Oh Day, 15 00:01:04.640 --> 00:01:08.519 Hi Antonella, Hi, Rachel, great to see you, Yes, thank 16 00:01:08.560 --> 00:01:14.079 you for joining me for this conversation. So let's level set at the start 17 00:01:14.120 --> 00:01:19.879 with talking about our mindset, the challenges around our mindset that may hinder us 18 00:01:19.159 --> 00:01:23.959 really when we're trying to build that larger deal. Such a great starting point, 19 00:01:25.120 --> 00:01:29.000 Rachel, because your mindset can really dictate where a lot of this goes. 20 00:01:29.079 --> 00:01:34.319 So when I think about mindset and relation to getting those bigger deals, 21 00:01:34.719 --> 00:01:38.439 I believe there's four big blockers that really can stand in the way of getting 22 00:01:38.480 --> 00:01:44.719 those bigger deals. The challenge is not that we're not getting those deals done, 23 00:01:44.760 --> 00:01:48.560 because we are, but what we're not realizing is that these big four 24 00:01:48.680 --> 00:01:53.079 prevent us from maximizing the size of those opportunities. And when I think about 25 00:01:53.120 --> 00:01:57.120 those big four and boil them down to get patients, lack of adoptability for 26 00:01:57.359 --> 00:02:01.439 planning, and lack of content, let me break those downs so our audience 27 00:02:01.480 --> 00:02:06.200 can determine if any of these are standing in their way, So that very 28 00:02:06.239 --> 00:02:10.240 first one in patience. It seems like it's almost instinctual for US sellers to 29 00:02:10.360 --> 00:02:16.159 want to close deals asap dep signature, but when it's all about speed to 30 00:02:16.280 --> 00:02:22.479 signature, this creates some limitations. What do I mean bigger deals often require 31 00:02:22.599 --> 00:02:27.719 what more Stakeholders who have more pay more in different metrics, more in different 32 00:02:27.719 --> 00:02:32.080 requirements, And in order to connect these individuals and gather this information it takes 33 00:02:32.159 --> 00:02:37.199 time. So in the process of speeding through the buying cycle, we find 34 00:02:37.240 --> 00:02:40.240 that we're missing these key opportunities to involve people who can help us make a 35 00:02:40.319 --> 00:02:46.120 stronger case for a bigger opportunity. My greatest advice is to slow down in 36 00:02:46.240 --> 00:02:50.680 order to speed up at the back end and have some urgency and land those 37 00:02:50.719 --> 00:02:55.599 bigger deals. The second blocker I find is lack of adaptability. Sometimes we're 38 00:02:55.680 --> 00:03:00.719 so focused on our own agenda that we lose sight of the importance of adaptability 39 00:03:00.759 --> 00:03:06.439 in every single customer interaction. What do I mean by that? We're so 40 00:03:06.520 --> 00:03:09.719 focused on what we're trying to accomplish that we make assumptions, we don't ask 41 00:03:09.759 --> 00:03:14.520 the right questions, we don't understand the long term goals and outcomes the customer 42 00:03:14.599 --> 00:03:17.479 striving for. We don't tire ourselves to how to achieve those long term goals 43 00:03:17.479 --> 00:03:22.199 and outcomes because we're focused on the strategy we want to execute it on, 44 00:03:22.759 --> 00:03:25.879 and in the process of doing that, we fail to understand the customer's agenda. 45 00:03:27.120 --> 00:03:30.800 We don't listen, we don't help the customer articulate what they're thinking and 46 00:03:30.840 --> 00:03:35.319 feeling. And to land those bigger deals, it needs to be the customer's 47 00:03:35.360 --> 00:03:38.599 agenda, not ours. And it's our inability to pivot that really prevents us 48 00:03:38.599 --> 00:03:44.960 from getting the customer to articulate what it is they're looking for. The third 49 00:03:44.960 --> 00:03:47.800 one the pre planning for this well, like, if you're planning is not 50 00:03:47.960 --> 00:03:53.599 really well thought out, if you're not thinking through the potential stakeholders that can 51 00:03:53.639 --> 00:03:57.759 be impacted by your product or service. If you're not thinking through how you 52 00:03:57.800 --> 00:04:01.599 could potentially get an edge over the competition by expanding your requirements, to think 53 00:04:01.639 --> 00:04:05.639 about the things beyond the norm. If you're not thinking through how you're going 54 00:04:05.680 --> 00:04:10.199 to execute on your plan, chances are you're going to cop short. So 55 00:04:10.280 --> 00:04:13.560 big deals require big plans. And the last one, and I think it's 56 00:04:13.599 --> 00:04:19.199 a pretty important one, is lack of confidence, specifically in thinking beyond getting 57 00:04:19.240 --> 00:04:24.079 to the signature. It can be really scary as a seller to stay in 58 00:04:24.160 --> 00:04:29.519 an opportunity longer in order to land the bigger deal, and sometimes our tendency 59 00:04:29.680 --> 00:04:33.120 is to lean into the path of least resistance, and this may present itself 60 00:04:33.399 --> 00:04:38.040 as let me just lay on the deal and I'll worry about expanding later. 61 00:04:38.439 --> 00:04:42.240 And in order to be an extraordinary seller, number one, you have to 62 00:04:42.279 --> 00:04:46.000 have confidence in yourself. But number two, you have to be willing to 63 00:04:46.040 --> 00:04:48.839 take those risks knowing that the payoff is going to be bigger. So if 64 00:04:48.839 --> 00:04:51.959 you need to pursue a deal for a longer period of time because you know 65 00:04:53.000 --> 00:04:55.800 what, you can get to the C level, or if you can involve 66 00:04:55.800 --> 00:05:00.399 the implementation team and the decision making process, you can create a compelling business 67 00:05:00.480 --> 00:05:04.519 case rad requirements that will provide your organization with an edge and expand the opportunity. 68 00:05:04.920 --> 00:05:08.959 You have to be confident that the additional time is worth it, and 69 00:05:09.000 --> 00:05:12.279 you have to be willing to take the risk of wes. I love that 70 00:05:12.399 --> 00:05:15.600 idea of being confident to be patient too, right like I'll want to merge 71 00:05:15.639 --> 00:05:21.360 the two. You have to be confident to be patient that the value will 72 00:05:21.399 --> 00:05:27.839 come on the other end. You mentioned in your planning Antonella, the stakeholders 73 00:05:27.879 --> 00:05:32.199 and all the stakeholders that are going to be impacted the larger year deal gets. 74 00:05:32.279 --> 00:05:36.160 And so one of the ways to think through the conversation is through that 75 00:05:36.199 --> 00:05:40.920 planning that you're talking about, and to really assess all the people who are 76 00:05:40.920 --> 00:05:45.040 going to be impacted. And I know sometimes with our first management clients we 77 00:05:45.199 --> 00:05:48.079 use a concept called decision points to help us think through that. Can you 78 00:05:48.120 --> 00:05:53.759 walk through that? Yeah? Sure? So the first decision point is something 79 00:05:53.800 --> 00:05:56.800 that I talked about a little bit, which is getting to the sign deal, 80 00:05:57.480 --> 00:06:00.600 talking to the people that we get access to, understanding what their problems 81 00:06:00.639 --> 00:06:04.120 are, understanding what the outcomes are trying to achieve, and getting them to 82 00:06:04.199 --> 00:06:09.439 ultimately sign with us versus another vendor. And that's all good and well, 83 00:06:10.079 --> 00:06:15.279 but something to think about here is how we really explore all the important key 84 00:06:15.319 --> 00:06:18.879 stakeholders that could and should be weighing in on the decision making process and have 85 00:06:18.959 --> 00:06:23.720 I captured all of their pains and outcomes, Because very often what I'll see, 86 00:06:23.959 --> 00:06:28.199 because the goal is to get the signature, maybe we only have conversations 87 00:06:28.199 --> 00:06:30.399 with those at the project level. They have a budget, they're given us 88 00:06:30.439 --> 00:06:35.279 access to them, and maybe we don't think about how this could potentially impact 89 00:06:35.319 --> 00:06:40.319 the organization as a whole, and getting access to those that are more focused 90 00:06:40.360 --> 00:06:44.519 on the business versus the project or understanding will be involved once the deal is 91 00:06:44.560 --> 00:06:48.399 signed, and what do they need in order to achieve those successful outcomes? 92 00:06:48.639 --> 00:06:54.079 Both of these scenarios can create huge opportunities, so inever a deal, think 93 00:06:54.120 --> 00:06:58.560 about that only how your product or service can impact those that own the project, 94 00:06:58.560 --> 00:07:01.800 but how can are also pack the business and those who will be responsible 95 00:07:01.839 --> 00:07:05.079 in the implementation? Who are those people? How can I get in front 96 00:07:05.120 --> 00:07:10.199 of them? The second decision point, and I think it very often goes 97 00:07:10.279 --> 00:07:14.160 unaddressed altogether, are the people that make sure that the outcomes are achieved? 98 00:07:14.480 --> 00:07:17.199 And very often this falls on an implementation type of team, but it could 99 00:07:17.199 --> 00:07:21.439 include other teams as well. Do we know who those people are who will 100 00:07:21.439 --> 00:07:27.720 be responsible have ownership of that implementation? Do we know what's important to them? 101 00:07:27.920 --> 00:07:31.480 Do we understand requirements they may need in order to execute successfully? If 102 00:07:31.519 --> 00:07:34.879 your answered to any of those questions is no, you're leaving muddy on the 103 00:07:34.920 --> 00:07:40.720 table. So those are some really great points to think through the decisions that 104 00:07:40.759 --> 00:07:46.519 a customer is making, as are relates to our broadening our deal. And 105 00:07:46.560 --> 00:07:49.480 we always say that there is as much differentiation and how you sell as there 106 00:07:49.600 --> 00:07:53.879 is in what you sell, and this is where that how what we're talking 107 00:07:53.920 --> 00:07:58.199 about today can really be a differentiator for you as a salesperson. Yeah, 108 00:07:58.279 --> 00:08:01.560 I'm a big believer in that phrase to differentiating yourself and how you sell an 109 00:08:01.600 --> 00:08:05.639 addition to what they sell. But how do we differentiate yourself on how you 110 00:08:05.680 --> 00:08:09.639 sell in the context of what we're talking about? And I want to go 111 00:08:09.720 --> 00:08:13.759 back to one of those big blockers I mentioned at the beginning is specifically the 112 00:08:13.800 --> 00:08:18.240 poor planning piece. Sometimes we get caught up in our opportunities and we go 113 00:08:18.279 --> 00:08:22.560 where the customer takes us versus guiding the customer to take us where we should 114 00:08:22.639 --> 00:08:26.560 be going. For example, if I know my goal is to go beyond 115 00:08:26.639 --> 00:08:31.079 that common approach which is just getting the deal sign and I want to be 116 00:08:31.160 --> 00:08:35.879 super focused on getting my customer to their successful outcomes, I should have a 117 00:08:35.879 --> 00:08:39.399 plan as it relates to who should I be engaging with within the organization. 118 00:08:39.600 --> 00:08:45.360 I did have a plan if that entails talking to those on the implementation team 119 00:08:45.480 --> 00:08:50.279 or talking to those on the C level, because at both of those ends 120 00:08:50.279 --> 00:08:54.759 of the spectrum, they care about achieving successful outcomes, so I need to 121 00:08:54.840 --> 00:08:58.799 understand it from both their points of view. If that's part of every strategy, 122 00:08:58.960 --> 00:09:01.799 I include that as part of my expectations with my customers, and now 123 00:09:01.879 --> 00:09:07.200 I have a higher likelihood of those introductions. Now I understand an even broader 124 00:09:07.200 --> 00:09:11.639 scope of what the customers trying to achieve. I'm building more relationships, I'm 125 00:09:11.679 --> 00:09:16.000 getting more people around like plots and services. I'm opening their aperture to think 126 00:09:16.159 --> 00:09:22.320 even beyond the norm. And suddenly suddenly I'm differentiating myself on how myself just 127 00:09:22.480 --> 00:09:26.519 by the way I engage deeper and wider within the organization. And the beauty 128 00:09:26.519 --> 00:09:31.799 of this type of differentiation for the seller is that very often it's the way 129 00:09:31.799 --> 00:09:35.720 that you can beat your competition because you're adding value and your competitor probably isn't, 130 00:09:37.120 --> 00:09:39.200 and you're focused on the long term outcome, which is very much so 131 00:09:39.360 --> 00:09:43.000 by or focused. The more people you talk to, right, the more 132 00:09:43.039 --> 00:09:46.960 discovery you can do, which helps you craft a better deal, which is 133 00:09:48.240 --> 00:09:52.399 helping you set you up for greater success. Absolutely, So you know there's 134 00:09:52.440 --> 00:09:56.960 some other you know, I think big takeaways in terms of how it also 135 00:09:56.000 --> 00:10:01.000 sets us up for success, Like you know you just mentioned, it expands 136 00:10:01.039 --> 00:10:05.679 that circle of connection within the opportunity it me and you're not only hopefully connecting 137 00:10:05.679 --> 00:10:11.960 with economic buyers, technical buyers, influencers, implementation teams. But if you 138 00:10:11.000 --> 00:10:16.159 can gather those people and align them, you're one step closer to that kalentthed 139 00:10:16.240 --> 00:10:18.840 Yes. In the process of expanding that circle, it's going to allow you 140 00:10:18.840 --> 00:10:24.480 to identifying more champions and coaches throughout the organization. And this is one of 141 00:10:24.480 --> 00:10:28.399 those areas I consistently here as a struggle. So if you struggle in terms 142 00:10:28.399 --> 00:10:35.240 of developing additional champions and coaches, expand that circle and finding those champions and 143 00:10:35.279 --> 00:10:39.480 coaches will happen organically. We all know the value of having a champion, 144 00:10:39.639 --> 00:10:46.159 think about the long term value of having multiple champions. Understanding the outcomes from 145 00:10:46.159 --> 00:10:50.919 a different perspective also creates urgency, and you mentioned that right. Getting more 146 00:10:50.960 --> 00:10:54.799 people agreeing that you can help them not only to solve their problems but also 147 00:10:54.840 --> 00:11:00.879 achieve long term outcomes is very often the quickest way to get from getting people 148 00:11:00.960 --> 00:11:05.799 from I'm not that sure to that signature and getting that bigger deal side and 149 00:11:05.840 --> 00:11:11.360 then finally, more conversations with more stakeholders very often leads to more requirements, 150 00:11:11.399 --> 00:11:16.799 and those requirements that are specific that maybe not be the norm like those technical 151 00:11:16.840 --> 00:11:22.320 requirements more specific to the business or maybe specific to the partner. Those kinds 152 00:11:22.360 --> 00:11:26.120 of things can really help increase your chances in solidifying the deal in your favor. 153 00:11:26.240 --> 00:11:31.200 So you want to expand that when it favors you as much as possible. 154 00:11:31.519 --> 00:11:35.600 That's good. Okay. So as we kind of move towards the end 155 00:11:35.600 --> 00:11:39.080 of our conversation, let's provide a little bit of the how. As a 156 00:11:39.159 --> 00:11:41.799 rat, what are the some of the things that I need to consider when 157 00:11:41.879 --> 00:11:48.679 I tackle expanding the value in differentiation? What are my key takeaways here? 158 00:11:48.559 --> 00:11:52.399 I'd say number one, consider the who. Identify who you want to connect 159 00:11:52.399 --> 00:11:54.960 with and why do you want to connect with them. Make a list of 160 00:11:56.000 --> 00:12:00.399 those impacted by purchasing your product or service from the sea level all the way 161 00:12:00.440 --> 00:12:05.480 to implementation, and revisit the lists often add names, subtract them as you 162 00:12:05.519 --> 00:12:09.000 have conversations that ballogate who you should be talking to who you shouldn't be talking 163 00:12:09.039 --> 00:12:13.519 to, so that you're targeting those that may have the greatest impact on things 164 00:12:13.559 --> 00:12:18.399 moving forward. Explore those positive business outcomes for all stakeholders. If the goal 165 00:12:18.480 --> 00:12:22.360 is to help your stakeholders achieve their positive business outcomes, you need to start 166 00:12:22.399 --> 00:12:26.159 with what they are and then determine how to get them there. And then 167 00:12:26.200 --> 00:12:31.519 the last one is those required capabilities. We'll probably look at this through the 168 00:12:31.759 --> 00:12:35.679 technical lens of the features and functions that are required, but if we're broadening 169 00:12:35.799 --> 00:12:41.879 the decision maker pool implementation may care about some of the same technical requirements you 170 00:12:41.919 --> 00:12:46.679 may have uncovered, but maybe you're looking for something like documentation or support related 171 00:12:46.720 --> 00:12:50.919 to troubleshooting, and the technical team may not consider that. On the other 172 00:12:50.000 --> 00:12:54.559 end, the economic buyer might be looking for efficiencies in their requirements. So 173 00:12:54.919 --> 00:12:58.720 think about these and relations your differentiators lay traps to have greater influence on the 174 00:13:00.039 --> 00:13:03.799 wirements at all levels, so you're always in a strong position when evaluation comes 175 00:13:03.799 --> 00:13:09.360 into play. That's great you mentioned patients. Right as we are eager to 176 00:13:09.360 --> 00:13:13.759 get a deal and to get it closed, the hustle to seal the deal, 177 00:13:15.399 --> 00:13:20.559 we also want to hold ourselves accountable into really providing great value for our 178 00:13:20.600 --> 00:13:24.759 customer, but then a great outcomes for us too to increase that deal size 179 00:13:24.759 --> 00:13:30.519 and that text that takes that confidence and really considering all these things that you've 180 00:13:30.519 --> 00:13:33.240 talked about today and Tonella, thanks so much for ch'all, and I'll just 181 00:13:33.360 --> 00:13:39.840 leave it with one final thought around this whole entire topic. Like prioritizing customer 182 00:13:39.879 --> 00:13:45.840 outcomes over closing deals, it really creates a customer first buying cycle. It 183 00:13:45.879 --> 00:13:50.960 builds trusts, it fosters great relationships, It leads to additional allies, It 184 00:13:50.080 --> 00:13:54.720 leads to additional champions and coaches. And then it results in you differentiating yourself 185 00:13:54.759 --> 00:13:58.720 and how you sell as well as what you sell. You add these all 186 00:13:58.799 --> 00:14:03.279 up together and the result are those larger, more successful deals because clients see 187 00:14:03.440 --> 00:14:07.360 value and partnering with someone that puts them first. I love that. Thank 188 00:14:07.399 --> 00:14:11.960 you, Antonella, Thanks so much, Rachel, and thank you to all 189 00:14:11.000 --> 00:14:16.000 of you for listening to the Audible Ready Sales podcast. At Force Management, 190 00:14:16.000 --> 00:14:20.960 we're focused on transforming sales organizations into elite teams. Are proven methodologies, deliver 191 00:14:22.080 --> 00:14:26.720 programs that build company alignment and fuel repeatable revenue growth. Give your teams the 192 00:14:26.759 --> 00:14:31.320 ability to execute the growth strategy at the point of sale. Our strength is 193 00:14:31.360 --> 00:14:37.080 our experience. The proof is in our results. Let's get started. Visit 194 00:14:37.159 --> 00:14:41.000 us at force management dot com. You've been listening to the Audible Ready podcast 195 00:14:41.279 --> 00:14:46.840 to not miss an episode subscribe to the show in your favorite podcast player Until 196 00:14:46.879 --> 00:14:46.279 next time.