WEBVTT

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Don't over complicate it, create a
framework in your mind, and deliver on

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that framework through the entire engagement process. You're listening to the audible Ready Podcast,

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the show that helps you and your
teams sell more faster. We'll feature

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sales leaders sharing their best insights on
how to create a sales engine that helps

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you fuel repeatable revenue growth, presented
by the team at Force Management, a

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leader in B to B sales effectiveness. Let's get started. Hello and welcome

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to the Audible Ready Sales Podcast.
I'm Rachel clapp Miller. Our team has

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pulled together some great insights from our
Force Management experts on executing great sales calls

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great sales meetings. This episode features
segments from our conversations on the topic.

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Starting it off as Antonella O'Day,
who talks about setting up that first meeting.

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We all know what it feels like
when it goes right and how it

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feels when it goes horribly wrong.
Antonella goes through how to set yourself up

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for success. Obviously, this can
vary from organization to organization depending on the

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stage of the sales process, but
in general, that first meeting does to

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give it some context it's such an
important one. It really lays the foundation

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on how the relationship is going to
progress and if there's even a relationship to

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be had. There to quate it
to something that most people can relate to.

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It's like a first date, right. Depending on how it goes,

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it'll determine if the second date is
even going to happen. But kind of

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back to your question. If I'm
a seller, what should my goal be?

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And I think there's a few things
that we should be thinking about and

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looking at here now. The first
goal, and I think we had in

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that should be front and center for
any of these first meetings, is understanding

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the customer needs. Use this as
an opportunity to start to uncover technical problems,

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business problems that need to be solved, the people that may be impacted

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by it, and possibly what they're
trying to achieve related to those technical and

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business outcomes. The beauty of making
the customer the center of this conversation is

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that through asking really good questions,
you're going to naturally build rapport. And

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speaking of rapport, that leads me
to my number two goal, which is

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starting to lay the foundation for a
good relationship. How do we do that

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we focus on the customer, we
ask good questions, we listen, but

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we also provide industry knowledge, we
provide our point of view, maybe we

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share some parts of a proofpoint or
two. I think one of the biggest

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misconceptions is that in these first meetings
that's very often revolve around discovery, it's

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about asking one question after the next, when in fact it should be a

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really good give and take. So
you need to bring value into the organization,

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and that's where bringing all those other
elements related to your knowledge and insight

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really come into play. The third
goal I would have for a meeting is

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to identify as many key players that
will be part of the decision making process.

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You need to get a line of
sight into this as early as possible.

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Don't be shy about starting on meeting
number one. Who will be involved?

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When will they be involved, so
that if the opportunity continues to move

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forward, you know who you need
to connect with. And finally, though

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it may seem really obvious, the
goal is what the customers looking for aligns

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nicely with your solution, or you
think there's a potential match there, confirm

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the next meeting, like what are
the next steps making sure you that you

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nail that down. And so those
are the big things in terms of goals

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that I think about when it comes
to that first meeting. I love that.

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I mean, obviously we buy from
vendors in marketing, app force management

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and as sender, and when I'm
on the call with a vendor, I've

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obviously appreciate somebody who's really skilled at
selling. And if it gets into sounding

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like a therapy session when I just
throw up all my problems and having I'm

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like, wow, this person is
really good at getting to the technical and

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the business Paine. Okay, so
you mentioned the prep things I think through

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before getting into the call. We
also repeatedly, I know we recommend sending

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an agenda in advance, but let's
talk about best practices around aligning with the

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customer before that first meeting. Having
that agenda and providing it ahead of time

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to your customer. That's such a
big piece of the puzzle. There's nothing

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worse than going into a first meeting
as a buyer and not knowing what to

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expect. Going back to that first
date analogy, it's like knowing that you're

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going on a first date, but
not knowing where you're going and so you

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end up wearing jeans and maybe a
T shirt, but they end up taking

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you to like a five star formal
restaurant. Super awkward. Right, It'll

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impact your perception and your overall feeling
related to that date, same as that

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first meeting. Send an agenda,
Let your buyer provide some feedback related to

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the items that they might want to
discuss the audible ready in the moment,

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and you know, in case something
shift, but in terms of like some

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additional best practices, what should be
part of that agenda? I think first

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and foremost, like what's the purpose
of the meeting? And I love to

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outline that at the very top of
the agenda. Is it to determine the

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needs of the customer? Is it
to understand their challenges? Are you trying

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to align their needs with services whatever
the case may be, Like, what's

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the purpose behind this so that that
is like top of wine for them as

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well, And then really laying out
some clear and concise items that you want

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to tackle, and they should be
prioritized. If it's a good meeting,

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you may not get to all your
items, so you want to tackle the

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ones that provide the items that provide
the customer and you the most value first,

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so that they're motivated to schedule of
follow up meeting. I would also,

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like I mentioned before, give the
buyer the ability to add items so

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that they're actively involved in the process. This seven straits that you're very thoughtful

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and that you're actually willing to focus
on them versus your own agenda throughout the

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whole process. I'll also add include
some potential outcomes. If the meeting goes

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well, don't miss this. Don't
be shy about laying it out. They

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should know what comes next, and
it could be something like, okay,

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so if this meeting goes well and
we see there's a potential bit, the

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next step would be having a meeting
with additional stakeholders, or maybe it's a

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deeper discovery meeting or whatever the case
may be. But laying that out so

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they know and are not surprised when
you lay out like next steps during the

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conversation, and include the agenda in
the meeting invite so that it's easy to

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access. I speak to this from
a personal experience. Simple things make a

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big difference for a buyer that has
a lot on their plate. So if

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they don't have to like shuffle to
find an email where you sent the agenda,

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and it just in that meeting invite. It just makes a whole process

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that much easier. These little things
really add up, don't they. When

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you were selling entonella and when you're
coaching other reps, do you have a

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favorite opening question that you like to
use or tactic you like to do to

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get the conversation going, particularly in
that first meeting. So interesting because that

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you have a favorite question. I
get asked that a lot for some reason,

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and it's interesting to me because I
don't have a favorite question, and

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I'll tell you why I don't.
I don't feel a standard generic question is

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ever good enough. When you think
about that first meeting, it's really your

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opportunity to show that you are worth
doing business with. So if you really

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need to demonstrate that you're above average
in terms of other people they may be

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interacting with. I like asking questions
that may relate to some of the research

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that I've done, maybe something along
the lines of. I read recently that

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the use of AI and chatbox services
are driving a better customer experience, but

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at the same time, users are
very concerned about privacy risksociated with it.

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How is that impacting your organization.
It's broad enough that I'll get them comfortable

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talking about things. But hopefully,
I know, based on my research,

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I'm angling it to get into a
deeper conversation, and it does a couple

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of things, Like I'm showing them
I did my homework. I'm getting them

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to think about and share their point
of view. So all those types of

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things I think add a lot of
positivity to the conversation. And depending on

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any specific information that I had gathered
ahead of time, I may ask some

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thought provoking questions associated to it.
So maybe something like you shared with me

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prior to this meeting that the lack
of automation is causing your company to operate

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in a less efficient matter. Can
you provide me with some examples of how

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that is showing up or demonstrating itself
within your organization. Now, I'm providing

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obviously some context around my path for
questioning ahead of time, But the whole

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point of this is that I'm going
with a line of questions that would make

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sense, that is relevant and is
specific to that customer. So it's never

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can it's never generic, it's always
really well thought out. I love that.

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And you know, all those tips
I think are good to get a

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person to open up. But we've
all had those meetings where the person maybe

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accepted the meeting, but they're shut
off or not really open to conversation.

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What other tips do you have to
get them to open up. This one's

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an interesting one because no two people
are the same and what might be driving

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them to be guarded or maybe a
little closed off in the conversation. I

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think a good starting point here is
to really like emphasize, don't get flustered,

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and be patient. It's not uncommon
for buyers to be guarded at some

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level, and you bet two when
you consider the number of vendors that they're

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probably interacting with, you know,
day to day, week to week,

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month to month, So it's not
personal. Patients say the course you know,

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execute on your plan. The other
thing I will say is you want

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to be open and positive as well, especially if that's your normal like state

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of being. If you want to
get that in return from the buyer,

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you have to give that. So
if you your whole persona is open,

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positive, chances are as the conversation
continues, they'll start to lead in that

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direction as well. Even if they
start closed off in the midst of that

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conversation, stay laser focused as to
what they're sharing with you and what they're

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saying. I try to find words
phrases that seem to connect or show a

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high level of interest for them,
and I craft my follow up questions around

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those, because if they mentioned it, chances are they want to talk about

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it. If I can get them
to talk about something they want to talk

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about, then I increase my probability
of them opening up to me. And

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related to that, I make sure
that my questions are open ended. The

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worst thing you could do a closed
off or we get guarded buyer is asking

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those closed out in questions force them
to talk more. The more they talk,

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the more comfortable they'll get over time. Yeah, those are great tips.

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It reminds me of our concept called
the seller deficit disorder. I'll go

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ahead and link then this show notes. But you are reaping the results of

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every salesperson that came before you.
So if the person had shut up,

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they probably have a lot of experience
dealing with some bad salespeople. Those experiences,

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I'm sure they would say, are
not positive, So you should anticipate

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that going into some of these conversations. Yeah, particularly on the first meeting,

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right, you got to earn your
stripes, so to speak. One

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of the things I wanted to talk
about, particularly on this topic of the

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first meeting, because initially they're not
going to give you a lot of time

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on their calendar. It might just
be a short conversation. So what are

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your best practices for managing that clock
during the meeting? You want to make

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sure you leave enough room to align
on next steps you want to get somewhere

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in the call. How do you
manage the clock? There's a lot of

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pieces here to take into consideration.
I think the first step you want to

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take is set expectations and get confirmation
on how much time you both have available.

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It's important, especially in a virtual
meeting, which a lot of them

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will become these days. People tend
to have meetings stacks back to back when

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they operate virtually. So just asking, I know we have thirty minutes,

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forty five minutes, sixty minutes for
this conversation, does that still work for

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you? And just knowing what your
parameters are up front and be thoughtful about

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how much time you're spending on each
of the topics you've put on the agenda.

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And this goes back to that whole
concept of prioritizing. It helps to

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know you're tackling the most valuable items
first. The one thing I will add

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here, though, is if a
buyer included an item or two that they

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want to cover, make sure you
were working that into your timing and don't

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let those items be the ones that
don't make it into the conversation. You

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want to be thoughtful that balance,
right, So if you want the customer

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to be engaged and what you want
to talk about, you have to engage

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and what they want to talk about
as well, and then only take the

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time that you need. If you
have a forty five minute meeting schedule and

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you only end up using thirty minutes, take thirty minutes. Don't waste your

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buyer's time and try to like extend
it out. If you're forty minutes into

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a forty five minute meeting and you're
having a great, in depth conversation,

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be thoughtful. Say something like,
I'm really enjoying this conversation, but I

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know we're coming up on time.
Do you have some additional time right now

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to continue our discussion or do you
want to continue this in a future meeting

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To be really thoughtful about making sure
that you're not over extending your stay per

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se, and then make sure there's
time to agree and outline those next steps.

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I would say five to seven minutes
at the end for sure, to

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really like nail down what that might
look like. This is not where you

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want to like brought up to last
thirty seconds and be like, oh,

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let's talk about next steps. The
clock has run out, so you're going

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to give them an out if you
don't take advantage of it in the moment.

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The goal of the whole entire conversation
is to move forward, or maybe

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in some cases to step away and
say, hey, this is probably not

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a fit. Let's you know,
let's go our separate ways. Either way,

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you deserve to nail it down.
So if the goal is to move

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forward, talk about what those next
steps will look like, who will be

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involved, and what it's going to
entail, and then include that in your

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follow up agenda. Next step is
Brian Walsh. I love Brian's insight here

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on owning the next step. How
can you prep yourself so you're able to

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end the meeting in a way that
drives the next step in the deal?

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Great question. You got to think
about who am I in front of?

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What the relationship I have with them? Because that drives the next step.

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What role do they play in this
decision that the next step? How are

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they politically aligned with the other people
in this decision? That drives the next

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step. Like all of those things
you've got to be thinking of, And

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I think the other thing you gotta
do is you got to back up to

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what's the objective for this meeting?
Like you got to start there. I

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got let's just use an hour,
right, I have an hour with this

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or multiple people, this person or
multiple people. What's my objective today?

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What am I trying to achieve for
both me and for them? That is

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the thing that then puts you in
a position to say, Okay, if

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we achieve that objective, now,
what's the appropriate thing for me to ask

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this person to do? And maybe
it's more than one thing. I'm gonna

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ask Rachel to introduce me to she's
in engineering. I'm going to ask her

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to connect me to her counterpart in
manufacturing. Right, it's to sponsor a

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joint discovery call. But I'm also
going to ask Rachel to x help me

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go get some additional data that specifically
identifies how big her problem really is.

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So it can be more than one
thing, but it's got to be attached

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to the buying decision right in an
appropriate way, and it's got to be

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attached to her. So, for
example, I may not ask Rachel to

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introduce me to the CFO whose four
levels above her, right, I mean,

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everything is appropriate. So I think
to start with the objective for that

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moment, and assuming we achieve our
objective, what's the appropriate next steps that

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I can really think my teeth into
with that person or that group of people

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I'm in front of. I love
that And I think also when we talk

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about positioning the next steps, as
with anything in your sales process, you

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want to be seen as a partner
with the prospect. So how can I

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position them so I'm partnering with the
customer on the next steps? I think

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you know what I'm about to talk
about. And well, this is one

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of my favorite things. I was
talking to on a group this week.

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We're talking about value negotiation, and
we got on this topic. I can

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still remember the names and the places
in my sales career, and no matter

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what job I was in, where
we were strategizing for a meeting the next

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day. I was fortunate enough to
work with people who really understood the value

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of that, who taught me that, And so we had an important meeting.

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No matter what level of a customers
organization we're going to be, there's

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lots of important meetings top the bottom. We would strategize the day before,

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right, and we would do a
few things. And sometimes it would before

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the day before, sometimes it might
be the week before. And I'll explain

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why. We would get a room, and the first thing would ask ourselves

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is okay, we have an hour
with this person or this group of people.

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What's our objective? Let's agree on
the objective to that conversation. What

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are we trying to achieve in that
moment, one thing or multiple things?

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Okay, good? What's our agenda? And the associated choreography. Who is

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going to do what? Because we
had a tendency, especially as deals got

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bigger, we had a tendency to
have two or three of us in the

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room along with two or three or
four of the people from the customer.

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So who's doing? What role am
I playing? What role are you playing?

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Okay? And now we got complete
alignments that I'm going to do X

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and you're not going to step on
that. You're going to do Y and

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I'm not going to step on that
unless I pull you into you pollium,

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what's the agenda? Certain thing was
okay, Now what's the act? Right?

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What are we going to ask them? What's the appropriate set of next

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steps that we're going to ask for, assuming we ave the agenda or the

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objective of our agenda, And then
the last thing we would do is we

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send it to the customer. So
this is the true answer to your question

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about partnering, right, we would
send that to the customer, to a

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phone call or an email to the
right person or people and say, hey,

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looking forward to next week's meeting or
tomorrow's meeting, here's our objective for

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the hour or the half hour we
have together. Here's our agenda for that

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meeting, and here's what we're going
to suggest is the appropriate next step or

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step assuming we achieve that or that
objective. Let me know your thoughts seeing

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them are out one o'clock the next
two day at noon whatever. And surprise,

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surprise, no one ever canceled the
meeting, right. I mean,

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because I've had people say to me, oh, I don't know if I

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send that like not know the worst
thing that's going to happen. If you're

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going to get some feedback that helps
you take a look at or shift your

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objective, your agenda, or or
the next steps. That's the worst thing

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I ever saw happen. Worst thing
I ever saw happen. People would say,

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hey, I get it, but
because you also add X your agenda,

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or they understand why you would ask
us to take your proposal to the

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board, right, that's like an
ultimate next step, and sometimes that's the

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appropriate one. But I actually think
before we do that, we would need

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to take it to our chief information
officer or our VP of right. So

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the worst thing it will happen is
you'll get some feedback that helps you understand,

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Okay, this is how this person
views it, I can tweak it.

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And now everybody's walking into the room
eyes wide open. Because here's what

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happens. If you don't do that. You walk into a room with a

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great objective, a great agenda,
and even a really well outset and next

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steps. But Rachel doesn't know that. She'll be fine with the objective.

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He might change it on the fly, She'll be fine with the agenda.

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He might add something on the fly. But wait until you get to the

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next step. No matter how great
the meeting is, when you after at

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the end to do something, I
guarantee you it's going to kind of catch

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her off guards. Why do you
want to do that? Like it's just

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a business conversation. So even if
she's agreeable, she's still got to stop

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and think about it that way,
everybody's walking in the room knowing what's going

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on, where we're headed, why
we're here, what we're trying to achieve,

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and what we're going to do next. If we get to that outcome,

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why wouldn't you do that? Again? To your point, and something

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you and I talk about a lot. This is about how we sell now

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what we sell? Yes, Yeah, planning the seed in advance with your

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customer, making it party of your
prep. I mean from what you said,

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you know, sending that to your
customer in advance, I guess it

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almost be an outcome of the prep
that you do. Right, your next

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step in the prep is to crap
that email and crep them. Yeah.

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I just really cannot come down on
this part enough. In terms of hitting

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the nail with a hammer, this
might be one of the most important things

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you do to ensure that every conversation
you have with a customer is a great

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conversation, even if it's not as
critical a conversation, at least walking in

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the room being able to say to
Rachel, Hey, Rachel, I know

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we have an edge chance to talk
ahead of time, but I thought,

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let me just take the first minute
or two and talk about these are what

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I think are our objectives today,
and here's how I think we should spend

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our thirty minutes from an agenda perspective. That looking good. Yeah, that's

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looking good. Okay, good,
And assuming we get there in the last

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couple of minutes, let's just talk
about and then you just throw in what

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you think that your appropriate next steps
would be. Let's just talk about you,

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assuming today as me he goes,
well, we'll talk about you sponsoring

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and discovery question with the follow other
people. Because normally, Rachel, when

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we're sitting with somebody like you,
eventually we also have to understand this perspective

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from this person on your left,
this person who works for you, and

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this person on your right, that
kind of thing. So, Brian,

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we've talked a lot about the prep. As we know, things don't always

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go as planned, So talk a
little bit about this adjusting. You may

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need to do on the fly,
what am I doing throughout the conversation to

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confirm my next steps are right or
adjust them? Yeah, great question.

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You've got to be present in the
conversation, and that means you've got to

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allow for right turns and left turns
from the customer right. So what that

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really means is you've got to listen
with the intent to understand what's being said

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and ask a question based on what
you just heard, not the next question

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on your lip. Right. We
all do this, right, we all

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are, and I do it.
It's an awful habit. We listen to

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people with the intent to reply to
them. We listen to people with the

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intent to say, you tell me
your story, and I, oh,

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I got a story I want to
tell her. I do this. You

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have to be really careful. So
if a conversation starts to turn and you're

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not sure where it's going or why
it's going there, and you're trying to

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get it back on track, you
can say things like, hey, this

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is an interesting topic and not thought
and it seems to be going down a

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road that we haven't initially planned for, which is good, But how would

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you like to adjust our attenda or
the time that we have left. So

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that's kind of how you keep yourself
in the moment and you remind yourself,

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Okay, I got something else I
got to get back to you. But

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right now Rachel wants to take those
conversation to the right, Let's see where

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it leaves them. That's the worst
thing that happens, But I think I'll

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just say it one more time.
It's being present in the moment and letting

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whatever needs to happen happen. It's
okay. The worst thing that might happen

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is you learn something else and you
got a reason to have another meeting.

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We all know that a sales process
is made up of continuous sales conversations.

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In this segment, John Kaplan goes
through the elements of the deal you are

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building so you can make sure you
stay focused on building the value story for

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your customer throughout all your conversations.
In a sales process, you've got to

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think to yourself that you're building a
framework in your mind. So your job

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is to uncover and get your buyer
emotionally connected to their positive business outcomes,

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required capabilities and metrics, and after
you've uncovered those and you've attached yourself to

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the biggest business issues, and you've
influenced the decision criteria with your differentiation and

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fully understood how they're going to measure
success. You're ready to share with them

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how you do it, how you
do it better, and what your proof

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is. So that's the framework that
you're building. It might not happen in

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one call, it might not happen
in one conversation, but it's the framework

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of value creation. And then how
you're pivoting. So you're using these sales

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calls and they should be focused on
basically filling out the framework. So you

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want to put yourself into a position
to give what we like to call the

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ultimate summation. Can you imagine you're
following up with a customer and you're saying,

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mister, missus, customer, these
are the positive business outcomes that we've

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been talking about. Here's what you
said is required in order to achieve those

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positive business outcomes. These are the
technical capabilities. Oh and by the way,

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I'm not saying this, but i'm
internally I know that they're highly differentiated

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for us with our differentiation. And
here's how you said you were going to

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measure success. Let me talk a
little bit about how we do that at

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our company. Let me tell you
how we do it differently or better and

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where we've done it before. So
we've often we often talk about purposeful buyer

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contact. Your job throughout the process
is to manage the framework, share relevant

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insights with them, share what you're
hearing from other customers, and remind them

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of the next steps that you agreed
upon. Don't overcomplicate it, create a

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framework in your mind, and deliver
on that framework through the entire engagement process.

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I know we have a lot of
customers out there who use medic or

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Medpick, and you've talked about the
filling up the buckets of the Mantra positive

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business outcomes, required capabilities and metrics. But we also want to make sure

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through our calls we are filling up
those qualifications, so to speak. We

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also want to make sure after those
calls that we are assessing where we are

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with qualifying the deal. Yeah,
I mean, this is a critical process,

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but it's also a pretty simple process. So after each and every conversation

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that you have with the buyer,
you should visit medic or medpick, whatever

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version of qualification you're utilizing use it
as an X ray for your last conversation.

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What information have we valid and what
information do we still need? Reiterate

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the qualified information in your follow up
and let the gaps guide both you and

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the customer to success. I've often
shared medic with a buyer and mapped out

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my assessment of the sales campaign with
them. This works best when working with

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your champions. Your champion will love
it. You've got to try it.

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You remember, by the very definition
of a champion, they want the solution

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as much as you do. It
will help them guide their own actions with

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the campaign internally. So it is
a pretty simple process. Overlay it,

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assess it, overlay it after each
conversation that you have. Don't be afraid

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to share qualification with your customer.
Again, great buying signals Such a great

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tip. I know when we work
with vendors were purchasing solutions in the marketing

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department for is. I love kind
of peeling back the layers and looking at

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this because often there are, like
you said, helping us solve a problem

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that I am dealing with every day. So I'm happy to go through those

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things and figure out what we need
to do to solve those problems. Yes,

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so as we're looking at the deal
the buckets, we've talked a lot

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about that, what will come to
light often is some gaps and you want

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to assess where you may need some
help from other people on your own team.

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00:28:25.119 --> 00:28:30.440
Yeah, I mean remember simplifying again, you're looking to discover and uncover

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positive business outcomes require capabilities and metrics
through your discovery process, and you should

398
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be leveraging all available resources, your
managers, your technical resources, your post

399
00:28:44.240 --> 00:28:49.039
sales resources, and other customers as
well. So we tell our clients that

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is why having a common language of
value and qualification is critical. It keeps

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everybody focused and then sync yeah asolutely. So I know, John, a

402
00:29:00.119 --> 00:29:03.279
lot of people are out there listening
to writing notes or thinking about the calls

403
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they had yesterday, maybe this morning, and what they need to do.

404
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So what's the bottom line here?
Wrap it up for us? Okay?

405
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So for me, sales is a
process, it's not a series of events.

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Be prepared to demonstrate to your buyers
through great discovery and active listening,

407
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that you understand their business and that
you've listened to them. Use a framework

408
00:29:26.759 --> 00:29:32.640
and common language around value creation.
We talk about positive business outcomes, require

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capabilities and metrics, and then pivot
to how you do that, how you

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00:29:37.319 --> 00:29:41.640
do it better, and where you've
done it before. After every call,

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00:29:41.880 --> 00:29:48.680
qualify your information in your position with
medic or whatever version of that qualification you're

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00:29:48.839 --> 00:29:55.599
using. Be discipline in this way, because it is what elite sellers do.

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00:29:56.400 --> 00:30:00.000
If you work for a company that
helps you do this, you're blocked

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00:30:00.680 --> 00:30:04.720
if you don't ask them why they
don't and if you don't like the answer,

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00:30:04.880 --> 00:30:11.440
go find a team that does,
because that team will win championships over

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00:30:11.680 --> 00:30:17.000
and over again. As you proceed
in your sales conversations, remember you are

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00:30:17.079 --> 00:30:22.640
helping the customer reach their own conclusion
that they need your solution. Here again

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00:30:22.839 --> 00:30:27.200
is John Kaplan. Your goal is
to make it their story, to make

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00:30:27.279 --> 00:30:32.440
them the hero in this story.
So give them the slides you know that

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00:30:32.519 --> 00:30:37.319
outline the key parts of the deal. You may call it a walk around

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00:30:37.359 --> 00:30:41.240
deck. We use the term here
at force management of what we heard slide.

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00:30:41.759 --> 00:30:45.839
That's a telltale sign when somebody asks
you about that, like can I

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00:30:45.920 --> 00:30:51.359
have that, that they're getting ready
to go tell the story from their point

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00:30:51.359 --> 00:30:56.200
of view to others and those others
who need to hear it inside their own

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00:30:56.240 --> 00:31:00.519
companies, and that's part of your
job. You're first you got to understand

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00:31:00.559 --> 00:31:03.000
the story, and then you help
other people be the hero and the story,

427
00:31:03.240 --> 00:31:07.720
and then you help them go tell
the story. That's great, John,

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00:31:07.799 --> 00:31:08.960
and you want to make it.
You want to make it easy for

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00:31:10.000 --> 00:31:11.319
them. So yes, you can
give them the walk around deck, but

430
00:31:11.359 --> 00:31:15.400
there might be some other things that
you can do that go beyond it.

431
00:31:15.480 --> 00:31:18.440
I have helped people write email templates
before I've sent them an email template like,

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00:31:18.480 --> 00:31:21.599
hey, when you share this,
here's an email templates to share.

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00:31:21.920 --> 00:31:25.039
I know that you've like role played
for example, what are some other ways

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00:31:25.039 --> 00:31:29.000
that you've gone beyond just passing along
the slides? Yeah. I like to

435
00:31:29.000 --> 00:31:33.200
think of always beginning with the end
in mind for you and the buyer,

436
00:31:33.599 --> 00:31:37.519
So let them think about what it's
going to feel like on top of the

437
00:31:37.599 --> 00:31:45.279
mountains, and then work backwards with
all the steps and all the people involved

438
00:31:45.319 --> 00:31:48.960
to get there. And I call
this a reverse timeline. And you know

439
00:31:48.039 --> 00:31:53.440
my favorite questioning and reverse timeline is
and then what happens, and then what

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00:31:53.599 --> 00:32:00.480
happens and then what happens, And
what you'll find is critical people that you

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00:32:00.519 --> 00:32:04.759
haven't talked about so far with this
buyer are going to pop up in this

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00:32:04.839 --> 00:32:09.119
conversation and it will allow you to
immediately have a conversation about what's that person's

443
00:32:09.200 --> 00:32:13.559
role in this decision. And then, like you said, I like to

444
00:32:13.640 --> 00:32:15.799
role play with people. I like
to you know, well, let me

445
00:32:15.839 --> 00:32:20.079
be that person and I like to
ask them questions like so what and says

446
00:32:20.119 --> 00:32:22.519
who, so what? You know? Why is that important for us?

447
00:32:22.559 --> 00:32:27.359
So what's the big business issue that
it impacts? You know? Why is

448
00:32:27.400 --> 00:32:30.079
it any different than anybody else that
you've talked to out there? So we

449
00:32:30.160 --> 00:32:35.079
got to get ready for our differentiation
And where have they done it before?

450
00:32:35.359 --> 00:32:38.519
So I like play the buyer with
my champion or my coach or my potential

451
00:32:38.599 --> 00:32:44.480
champion. So role playing on a
reverse timeline is some of the best advice

452
00:32:44.519 --> 00:32:47.519
that I could give you to really
identify who else is going to be involved

453
00:32:47.519 --> 00:32:52.960
in this process and what might they
care about. And when you talk about

454
00:32:52.960 --> 00:32:55.119
we've mentioned a word to elite a
lot, and when you talk about what

455
00:32:55.400 --> 00:33:00.680
it takes to be elite, it's
going above and beyond it, doing these

456
00:33:00.759 --> 00:33:05.079
extra things. Another phrase we use
sales as a game of inches. All

457
00:33:05.119 --> 00:33:10.359
these things add up to give you
more inches in those opportunities you're trying to

458
00:33:10.400 --> 00:33:14.960
move forward. John, give us
a good bottom line to wrap up.

459
00:33:15.160 --> 00:33:17.599
Yeah, you know again. I
think the bottom line is you need to

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00:33:17.640 --> 00:33:21.039
tell a story. I've said that, you know, ten times in this

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00:33:21.079 --> 00:33:24.160
little segment. You need to tell
a story not only in a way that

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00:33:24.240 --> 00:33:30.519
resonates for the buyer, but help
them emostly connect to it by helping them

463
00:33:30.559 --> 00:33:35.279
make it their own story and really
help them identify with how they can be

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00:33:35.319 --> 00:33:37.799
the hero and the story. And
when they make it their own story,

465
00:33:38.079 --> 00:33:44.400
they go out of their way to
sell it to others. Some great tips

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00:33:44.400 --> 00:33:47.119
for you to execute on today.
Thank you for listening to the Audible Ready

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00:33:47.240 --> 00:33:53.599
Sales podcast. At Force Management,
we're focused on transforming sales organizations into elite

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00:33:53.599 --> 00:34:00.680
teams. Are proven methodologies, deliver
programs that build company alignment and fuel repeatable

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00:34:00.720 --> 00:34:05.240
revenue growth. Give your teams the
ability to execute the growth strategy at the

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00:34:05.319 --> 00:34:08.920
point of sale. Our strength is
our experience. The proof is in our

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00:34:08.920 --> 00:34:15.280
results. Let's get started. Visit
us at forcemanagement dot com. You've been

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00:34:15.320 --> 00:34:19.480
listening to the Audible Ready podcast.
To not miss an episode, subscribe to

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