WEBVTT 1 00:00:01.199 --> 00:00:05.639 I'm looking for the people who are asking the question why should we do this 2 00:00:05.679 --> 00:00:09.160 and why should we do it now, not the person who's asking, well, 3 00:00:09.199 --> 00:00:13.480 who should we buy from? I believe one of our biggest challenges is 4 00:00:13.599 --> 00:00:19.079 understanding at Fellers, is truly understanding the number of different people who are going 5 00:00:19.160 --> 00:00:26.879 to have impact on the decision. You're listening to the audible Ready Podcast, 6 00:00:27.120 --> 00:00:31.760 the show that helps you and your teams sell more faster. We'll feature sales 7 00:00:31.839 --> 00:00:35.280 leaders sharing their best insights on how to create a sales engine that helps you 8 00:00:35.320 --> 00:00:40.119 fuel repeatable revenue growth, presented by the team at Force Management, a leader 9 00:00:40.159 --> 00:00:46.439 in B to B sales effectiveness. Let's get started. Hello and welcome to 10 00:00:46.439 --> 00:00:50.439 the Audible Ready Podcast. I am Rachel Klepmiller. Thanks for tuning in today. 11 00:00:50.759 --> 00:00:54.439 Brian Walsh is joining me for our conversation. Hi Brian, morning, 12 00:00:54.560 --> 00:00:57.759 Rachel. How are you great to see you and be with you? Yes, 13 00:00:57.920 --> 00:01:00.960 I know we're up for a media discussion today, Brian. Always love 14 00:01:00.000 --> 00:01:06.519 when you join us on the podcast. Today's topic actually comes from our online 15 00:01:06.560 --> 00:01:11.959 subscription platform as sender for individuals and small teams. There's a community forum there 16 00:01:11.959 --> 00:01:15.599 and people can ask questions about deals or sales execution issues, medic whatever. 17 00:01:15.959 --> 00:01:21.359 So, Brian, we had a discussion recently from some of our subscribers who 18 00:01:21.560 --> 00:01:26.920 are working complex deals and trying to work that E in medic right, the 19 00:01:27.040 --> 00:01:33.280 economic buyer, And there is a great discussion thread going back and forth. 20 00:01:33.599 --> 00:01:36.719 Is it one economic buyer? Is a multiple? I feel like I'm dealing 21 00:01:36.760 --> 00:01:42.359 with multiples in my complex deals. By definition, there is only one economic 22 00:01:42.400 --> 00:01:47.000 buyer, but there's a lot that surrounds that buyer, which may confuse some 23 00:01:47.239 --> 00:01:51.799 reps. So let's start level set here about the economic buyer. Can you 24 00:01:51.879 --> 00:01:56.840 talk about why we say there is just one economic buyer? Yeah, And 25 00:01:56.840 --> 00:01:59.760 by the way I saw that threat, it was it's funny, I wondered. 26 00:02:00.040 --> 00:02:00.920 Felt to me. I was like, oh, that's a bigger conversation. 27 00:02:01.040 --> 00:02:04.640 So it's a good start, and I appreciate your calling me and let 28 00:02:04.680 --> 00:02:08.680 me weigh in on this. Traditionally, and I would stay still today right, 29 00:02:08.879 --> 00:02:14.520 And when I say today generally, but even in today's environment with things 30 00:02:14.599 --> 00:02:16.560 being a little tighter and every decision getting a little more to group need, 31 00:02:16.560 --> 00:02:22.280 etc. But in the end, there is typically going to be one person 32 00:02:22.520 --> 00:02:29.919 who's got ultimate authority as to whether or not their organization is going to do 33 00:02:29.960 --> 00:02:32.680 a project, and whether or not they're going to do it now. And 34 00:02:34.039 --> 00:02:36.840 when I think about those two questions, are we going to do this and 35 00:02:36.879 --> 00:02:39.400 are we going to do it now? I try to remind myself that this 36 00:02:39.439 --> 00:02:44.759 person's really got to think about three big things. It's obviously the money, 37 00:02:44.759 --> 00:02:46.000 and that's the one everybody thinks about. Are we going to spend this money 38 00:02:46.000 --> 00:02:50.800 and are we going to spend it now? But also in terms of time 39 00:02:50.879 --> 00:02:53.479 and resources? Right, so, are we going to do this and are 40 00:02:53.479 --> 00:02:54.680 we going to do it now? Is it a good use of our money, 41 00:02:54.719 --> 00:02:59.639 our time, and our resources. And I get that these people at 42 00:02:59.680 --> 00:03:04.319 a minute of them are going to be influenced by others, but that's influenced 43 00:03:04.960 --> 00:03:08.479 versus decision authority, And in the end, somebody's got to be the one 44 00:03:08.520 --> 00:03:12.680 to stay Okay, we're doing this, and we're doing it now. It's 45 00:03:12.719 --> 00:03:15.319 the best use of our money and our time and our resource if that makes 46 00:03:15.319 --> 00:03:22.000 them, Yes, it's a great distinction influence versus decision authority, and some 47 00:03:22.039 --> 00:03:24.960 people might have more influenced than others. That's right, Sure, we'll get 48 00:03:24.960 --> 00:03:29.560 into that today. But you mentioned a couple of traits in that answer to 49 00:03:29.560 --> 00:03:34.240 the first question. But for the reps, what are our identifying questions? 50 00:03:34.280 --> 00:03:38.560 Are key traits of the economic buyer that we're looking for that help narrow us 51 00:03:38.719 --> 00:03:42.719 down those people who do have that decision authority. Well, that's a really 52 00:03:42.719 --> 00:03:45.759 good question, and I would say the first of all, the answer to 53 00:03:45.800 --> 00:03:50.360 this question is going to change depending on a couple of factors, So include 54 00:03:50.360 --> 00:03:53.800 the size of the organization that we're calling out that we're working with, the 55 00:03:53.800 --> 00:03:59.039 complexity of or the opportunity we're working on. Those two factors are going to 56 00:03:59.080 --> 00:04:01.639 have an impact on that and what and who we're looking for. And I 57 00:04:01.719 --> 00:04:06.280 say that, Rachel, because I think we need to remember that there are 58 00:04:06.319 --> 00:04:11.599 no absolutes in this world. Right, So all of what we're talking about 59 00:04:11.639 --> 00:04:14.919 today might include, as you know, one of my favorite sayings, which 60 00:04:15.000 --> 00:04:19.079 is, none of this content allows us to abdicate our responsibility to think. 61 00:04:19.360 --> 00:04:24.759 I have to think about the opportunity that I'm in. How complex is it 62 00:04:25.040 --> 00:04:30.040 for this client, How complex did their organization, what did their organization look 63 00:04:30.079 --> 00:04:32.439 like in terms of the typical organizations we work with, etc. Right, 64 00:04:32.959 --> 00:04:36.240 in terms of trait, you know, there's some of the obvious. Right, 65 00:04:36.240 --> 00:04:41.160 there's the formal title, right, but then there's some of what I 66 00:04:41.160 --> 00:04:46.040 would call the let obvious think, like reporting relationships. It would be pretty 67 00:04:46.160 --> 00:04:51.279 rare, for example, for the economic buyer to have no one reporting to 68 00:04:51.319 --> 00:04:56.040 them. It might airdicate again, but that's an example of complexity of the 69 00:04:56.160 --> 00:05:00.120 organization I'm working on or working with, etc. But so that's something to 70 00:05:00.120 --> 00:05:02.879 be thinking about. I think the other thing to think about is economic buyers. 71 00:05:02.920 --> 00:05:08.720 If you're kind of looking for level of participation in the buying process, 72 00:05:09.240 --> 00:05:16.240 economic buyers have a tendency to not be highly participative when we are highly participative. 73 00:05:16.399 --> 00:05:21.040 What I mean by that is economic buyers have a tendency to be very 74 00:05:21.079 --> 00:05:26.560 active in the buying decision early as they set direction and they work with people 75 00:05:26.560 --> 00:05:30.199 to say, yeah, this is the project we're looking into and thinking about. 76 00:05:30.639 --> 00:05:32.600 And then they have a tensity to disappear while people go off and do 77 00:05:32.639 --> 00:05:35.959 all of that work because they're up doing other things to move the business forward. 78 00:05:36.519 --> 00:05:40.639 And then they show up later in the sales cycle of the buying journey 79 00:05:41.040 --> 00:05:44.800 to really be a part of Okay, is this a good decision for us? 80 00:05:44.920 --> 00:05:46.439 Is it a good use of our time and our money and our resources, 81 00:05:46.439 --> 00:05:49.720 and are we making you the right choice? So you know, if 82 00:05:49.759 --> 00:05:56.560 you are looking for the economic buyer to magically appear or be easily identifiable, 83 00:05:57.040 --> 00:06:00.199 it's probably not one of the people you have a lot of access to during 84 00:06:00.439 --> 00:06:05.079 the journey itself. But look for the people who aren't as easily acceptable. 85 00:06:05.519 --> 00:06:09.759 There's probably a high chance that they're not going to be there. Right, 86 00:06:09.759 --> 00:06:13.639 It's more the technical buying and implementation people that are going to be involved in 87 00:06:13.680 --> 00:06:16.399 those conversations. So you know, think about it, I'm looking for the 88 00:06:16.439 --> 00:06:20.759 people who are asking the question why should we do this and why should we 89 00:06:20.800 --> 00:06:25.120 do it now, not the person who's asking, well, who should we 90 00:06:25.160 --> 00:06:28.319 buy from? Yeah? Right, that's the technical buying on it. So 91 00:06:28.639 --> 00:06:31.519 the question if the people ask will also start to point me towards are you 92 00:06:31.519 --> 00:06:36.319 an economic buyer economic buying influencer or are you on the decision around the technical 93 00:06:36.360 --> 00:06:43.560 buy conversation and or even the successful implementation conversation. And then I think two 94 00:06:43.560 --> 00:06:46.160 other quick things. Look at how people are measured. What are the KPIs 95 00:06:46.199 --> 00:06:51.000 that are attached to this project, Because if you find KPIs that are technical 96 00:06:51.000 --> 00:06:57.079 in nature, it probably means the economic buyer has not fully either endorsed this 97 00:06:57.560 --> 00:07:01.639 or at least put their stamp boat approval or a participation on a project. 98 00:07:01.920 --> 00:07:05.720 And I'm not saying that death necessarily a bad thing. I am saying there's 99 00:07:05.759 --> 00:07:10.240 some work to do, because if you attach your deal strictly the technical buying 100 00:07:10.360 --> 00:07:15.360 criteria and technical measures of success, you're probably dealing with somebody who's got a 101 00:07:15.399 --> 00:07:18.639 budget and is maybe even working on what I would call a science experiment because 102 00:07:18.680 --> 00:07:25.680 they don't have an economic buyers dam above approval and involvement in this. So 103 00:07:25.879 --> 00:07:29.920 I'm asking myself right down and there, what can I do to start to 104 00:07:29.959 --> 00:07:34.439 attach things like revenue costs or risk for the business to this conversation to get 105 00:07:34.439 --> 00:07:39.600 the economic buyers attention and help the person I'm dealing with or the people I'm 106 00:07:39.600 --> 00:07:43.839 dealing with realize that, hey, right now, if we don't think through 107 00:07:44.000 --> 00:07:46.680 how this thing is going to impact one of these three business metrics, they're 108 00:07:46.720 --> 00:07:49.160 the high likelihood you're going to have a hard time getting this deal done. 109 00:07:49.199 --> 00:07:54.560 Internally, it's probably not going to have the success measure that we'll get other 110 00:07:54.600 --> 00:07:58.360 people interested. Because there's all kinds of bad things that can happen to our 111 00:07:58.399 --> 00:08:01.920 opportunity that we're working on if we don't have that person attach to it. 112 00:08:01.959 --> 00:08:05.720 So I kind of went to the right a little bit with the answer to 113 00:08:05.759 --> 00:08:07.360 your quickment. But I hope I gave your elking born terms a thing to 114 00:08:07.399 --> 00:08:11.639 be thinking about looking for. No, I think that that's helpful. I 115 00:08:11.720 --> 00:08:15.879 was also reminded of a phrase that John Kaplan uses. You're looking for people 116 00:08:16.319 --> 00:08:20.199 who make the news, not the people that report the news. Yeah, 117 00:08:20.199 --> 00:08:22.319 that's right, that's gone, it stuck it. Yeah, And you know 118 00:08:22.360 --> 00:08:26.879 that's funny. You've amused that phrase in terms of when we coach opportunities. 119 00:08:26.920 --> 00:08:28.759 And I know we're gonna talk about that in a minute, Right, Let's 120 00:08:28.800 --> 00:08:33.360 talk about when we coach the opportunity. Let's make the news, let's not 121 00:08:33.399 --> 00:08:37.320 report the news. He's and he's absolutely right, same thing here. Yeah, 122 00:08:37.399 --> 00:08:43.399 So I don't want to move on without talking about those deals where you 123 00:08:43.440 --> 00:08:48.679 have decision committees or hey, the board has to sign off on this. 124 00:08:48.720 --> 00:08:52.440 If I need all these people on the board to sign off, how am 125 00:08:52.480 --> 00:08:56.879 I thinking about my economic buyer as it relates to those types and deals. 126 00:08:56.440 --> 00:09:01.279 Well, everybody's got a bloss right, right, You know, Stephen, 127 00:09:01.360 --> 00:09:05.559 the CEO has a boss. So no matter who you're talking to, eventually 128 00:09:05.159 --> 00:09:09.480 someone's going to ask, even the economic buyer. And I have this conversation 129 00:09:09.559 --> 00:09:13.320 with my brother all the time, as you know, I have a win 130 00:09:13.399 --> 00:09:15.799 and I talk about him a lot because he sits on the other side of 131 00:09:15.799 --> 00:09:18.360 the depths as an economic buyer. He will tell you as he runs a 132 00:09:18.440 --> 00:09:22.559 very large portion of his company, he's got a lot of boys and a 133 00:09:22.559 --> 00:09:26.799 big dollar value attached to his part of the business. But he will tell 134 00:09:26.840 --> 00:09:30.559 you that when even when he makes decisions to do something and he's got the 135 00:09:30.559 --> 00:09:35.120 authority defined for stuff, eventually somebody's going to come at him. Especially you 136 00:09:35.120 --> 00:09:39.200 know, if the dollar value is bigger and material, hey, why are 137 00:09:39.200 --> 00:09:41.759 we spending that money? So it's the same thing here. Our economic buyer, 138 00:09:41.919 --> 00:09:46.000 in all likelihood is still going to have to share with somebody, whether 139 00:09:46.000 --> 00:09:50.320 it's the board or somebody, why are we spending this money? And if 140 00:09:50.360 --> 00:09:54.440 that answer is not attached to revenue, cost or risk, they're going to 141 00:09:54.559 --> 00:09:58.360 have a hard time credibly answering that question. So I think it's really important 142 00:09:58.360 --> 00:10:01.919 for us to remember that I'm not only attaching your revenue clock the risk to 143 00:10:03.000 --> 00:10:05.080 help you think through why you should do that, why you should do it 144 00:10:05.120 --> 00:10:09.360 now. I'm also doing that to protect you and me after you've made the 145 00:10:09.399 --> 00:10:13.039 decision, right, so that if you've got part of this on the front 146 00:10:13.159 --> 00:10:18.399 end, But you know, I also think about this in the context of 147 00:10:18.799 --> 00:10:24.320 how is my economic buyer being influenced by the larger what we'll call economic buying 148 00:10:24.320 --> 00:10:28.480 committee? Right? And I don't think that changes when there's committee involved, 149 00:10:28.480 --> 00:10:33.120 but it does create some additional nuances. For example, like, okay, 150 00:10:33.159 --> 00:10:35.919 there's this committee. Is the economic buyer on the committee? Or is this 151 00:10:35.919 --> 00:10:39.960 committee doing work on behalf of the economic buyer? Right? Is this committee 152 00:10:41.000 --> 00:10:46.320 committed to this project and a success or are they a commission like cities and 153 00:10:46.480 --> 00:10:48.919 Government of the We're a former committe commission? Right? Are they a commission 154 00:10:50.399 --> 00:10:56.159 that's like investigating something that even if the viable option to pursue, So yet 155 00:10:56.240 --> 00:11:00.000 what if the committee's charter? Right? Are they there to recommend an option 156 00:11:00.720 --> 00:11:07.080 or multiple options? Are they there to make a specific solution recommendation or to 157 00:11:07.200 --> 00:11:11.200 recommend multiple solutions though that others can finally make that decision. I think you 158 00:11:11.320 --> 00:11:16.120 really got to dig into what's the committee's charter so that you could aid attached 159 00:11:16.240 --> 00:11:20.840 to that, but be not get so lost because I've been there. I've 160 00:11:20.879 --> 00:11:24.480 been involved in opportunities that had large committees, and before you know it, 161 00:11:24.600 --> 00:11:28.240 everybody working the deal me included. We're asking ourselves, holy smokes, who 162 00:11:28.320 --> 00:11:31.840 are all these people? What do they hear about? You know, there's 163 00:11:31.879 --> 00:11:35.440 all of this emotion that goes with that. What level of authority have they 164 00:11:35.519 --> 00:11:39.919 been given? And how does that match up with how this organization and this 165 00:11:41.000 --> 00:11:45.320 economic buyer have made decisions in the path. So, you know, Dave 166 00:11:45.399 --> 00:11:48.080 Davis, one of our friends, like, if they make yourself equal before 167 00:11:48.120 --> 00:11:50.720 you try to make yourself better. I don't an important thing to remember here 168 00:11:50.759 --> 00:11:56.159 because I'm not about trying to get around people or past people, because we 169 00:11:56.399 --> 00:12:03.159 know that's successful in implementation. Don't just include one person, whether it's the 170 00:12:03.159 --> 00:12:09.000 economic buyer or the technical buyer or whoever owns successful implementation on the customer side. 171 00:12:09.519 --> 00:12:13.159 It includes multiple people. So if there's a committee involved, I'm all 172 00:12:13.200 --> 00:12:18.480 in on that. But at the same time, I'm not going to allow 173 00:12:18.519 --> 00:12:22.399 that to cloud my vision as to why the economic buyer conversation is still critically 174 00:12:22.440 --> 00:12:26.519 important and vice versa. So I hope that's kind of where I take that 175 00:12:26.679 --> 00:12:31.840 question. That's a really good explanation and to really think about, Okay, 176 00:12:31.840 --> 00:12:35.600 well everybody's got a committee, about how does this committee sit, and how 177 00:12:35.600 --> 00:12:37.279 do you our board or whatever, and how do you attach to that. 178 00:12:37.840 --> 00:12:43.840 We talk a lot about equipping your champion to ye sell on your behalf, 179 00:12:43.080 --> 00:12:48.159 and as you're talking, I was thinking, maybe it's not as robust, 180 00:12:48.519 --> 00:12:52.519 but there is something a step you might need to take to equip your economic 181 00:12:52.600 --> 00:13:00.279 buyer so that person understands how you are increasing revenue, how you're decreasing HOSK 182 00:13:00.480 --> 00:13:05.159 or mitigating risk at that committee level or whoever's going to have this sign up 183 00:13:05.240 --> 00:13:09.519 so they can easily make the case if needed. Is that a step? 184 00:13:09.919 --> 00:13:13.080 Yeah? I think yeah. I think that's a really good point. And 185 00:13:13.080 --> 00:13:16.159 I know we're going to talk a little bit about medic specifically at some point, 186 00:13:16.320 --> 00:13:18.720 so I won't go there quite yet, but I'll just grapt thee a 187 00:13:18.759 --> 00:13:24.360 little bit in that. One of the things we have to remember is that 188 00:13:24.399 --> 00:13:28.120 the people were in front of are going to be taught. Let's assume the 189 00:13:28.159 --> 00:13:31.320 economic buyers not in the room. The people we are in front of in 190 00:13:31.360 --> 00:13:37.120 any given moment. Eventually they are going to be carrying thump sort of message 191 00:13:37.120 --> 00:13:41.720 to the economic buying audience. And I think it's important that we remember that, 192 00:13:41.919 --> 00:13:46.480 so that we remember that everything that we say and every piece of communication 193 00:13:46.559 --> 00:13:50.360 that we stend in some form or fashion, is going to be used to 194 00:13:50.360 --> 00:13:56.120 speak to the economic buyer yep. And I think if we can remind ourselves 195 00:13:56.120 --> 00:14:01.039 of that, it gives us a chance to remember that, Hey, when 196 00:14:01.080 --> 00:14:05.639 whatever I'm about to say it gets to the economic buyer, I got to 197 00:14:05.720 --> 00:14:09.840 give it. It's a best chance to land in a way that that person 198 00:14:09.919 --> 00:14:13.360 attend to care about it. Right. So we talk about this all the 199 00:14:13.399 --> 00:14:16.360 time with when we talk about technical buyers going upstairs, and it should happen. 200 00:14:16.399 --> 00:14:20.120 A couple of weeks ago, I had three hundred people in the room. 201 00:14:20.159 --> 00:14:22.279 I had three or four economic buyers from the company, had the chief 202 00:14:22.320 --> 00:14:26.879 revenue officer, the BFO, the chief legal officer, and they were on 203 00:14:26.960 --> 00:14:33.120 mike together for about ten or fifteen minutes, chipped about this conversation and they 204 00:14:33.159 --> 00:14:35.039 would tell you, and they said to their people, you have to understand 205 00:14:35.080 --> 00:14:39.840 that when someone comes to my office and all they talk about it that technical 206 00:14:39.879 --> 00:14:45.519 capabilities that were product or a solution. The best thing that's going to happen 207 00:14:45.720 --> 00:14:48.279 is I'm going to spend them out of my office with a whole bunch of 208 00:14:48.360 --> 00:14:52.200 questions to go get answered, and they're all about what is this going to 209 00:14:52.320 --> 00:14:58.879 do for the business. So we have the ability to influence that by how 210 00:14:58.919 --> 00:15:01.879 we speak. And again I'm not saying I don't meet my technical buyers where 211 00:15:01.879 --> 00:15:05.320 they are. I still meet them where they are and give them what they 212 00:15:05.320 --> 00:15:07.679 need, but I also make sure that I help them understand through how I 213 00:15:07.720 --> 00:15:11.399 do discobery and how I talk about who we are and attach who we are 214 00:15:11.480 --> 00:15:18.080 back to the business. I'm either covertly or overtly depending on the relationship I 215 00:15:18.080 --> 00:15:22.120 have with a technical buyer. I'm helping that person they'll look good in front 216 00:15:22.159 --> 00:15:26.879 of the EB and get the economic buyer more attached to the conversation because we're 217 00:15:26.879 --> 00:15:31.360 attacking to what that person cares about everything. Yep, spot and I love 218 00:15:31.399 --> 00:15:35.960 that. Before you mentioned medic I want to shift to medic I just before 219 00:15:35.960 --> 00:15:41.399 we do that, I want to ask, are there other people that surround 220 00:15:41.399 --> 00:15:46.799 this world economic buyer that you are that are often confused with an economic buyer. 221 00:15:46.840 --> 00:15:50.960 There's some generalities there, like who are those people? Let's talk about 222 00:15:50.080 --> 00:15:54.120 how we make sure we don't fall into those common tracks. Yeah, well 223 00:15:54.159 --> 00:15:56.440 it's a great question. I mean I think that you that jump out of 224 00:15:56.480 --> 00:15:58.799 me right away are the person who says, well, I have budget. 225 00:15:58.600 --> 00:16:02.639 Okay, well that's nice. Doesn't make an economic buyer just coming to give 226 00:16:02.639 --> 00:16:04.799 you some budget. But you know, those who get budget are not those 227 00:16:04.799 --> 00:16:08.519 who can change budget. Right. So like just inside of our company, 228 00:16:08.639 --> 00:16:12.000 right, we know who can came by and who cannot. So that's the 229 00:16:12.039 --> 00:16:14.960 first thing. And then there are others that you're going to meet who are 230 00:16:14.960 --> 00:16:18.799 going to tell you, hey, this is my decision. Okay. So 231 00:16:18.039 --> 00:16:22.519 with those couple of things in mind, I believe and I would die on 232 00:16:22.519 --> 00:16:30.480 this hill. I believe one of our biggest challenges is understanding at fellers, 233 00:16:30.600 --> 00:16:34.279 is truly understanding the number of different people who are going to have impact on 234 00:16:34.320 --> 00:16:40.240 the decision making, part of the decision itself, or at least influencing in 235 00:16:40.320 --> 00:16:42.240 some form of beast. And that's why I believe that one of the most 236 00:16:42.279 --> 00:16:49.080 important things an organization can do to drive efficiency and effectiveness and their opportunities is 237 00:16:49.120 --> 00:16:56.279 to give their team a valid point of view on who will often or most 238 00:16:56.360 --> 00:17:00.240 likely be involved in stump part of these big three decisions the economic decision, 239 00:17:00.240 --> 00:17:06.000 of the technical decision, and the effective implementation decision the clients have to make. 240 00:17:06.720 --> 00:17:10.440 Because Rachel, I think having that point of view in your hip pocket 241 00:17:10.960 --> 00:17:15.079 of Hey, in a typical organization and this one, you might need to 242 00:17:15.079 --> 00:17:17.880 create multiple to these if you have people who work in a different vertical, 243 00:17:18.039 --> 00:17:22.079 like you know, manufacturing versus healthcare, versus finance, etc. So having 244 00:17:22.079 --> 00:17:26.079 a point of view on who those title are is very powerful. Ay, 245 00:17:26.279 --> 00:17:30.839 it gives you a way to educate people who don't really know how a decision 246 00:17:32.039 --> 00:17:36.759 that your company typically plays in gets made inside of their organization. But more 247 00:17:36.799 --> 00:17:41.240 importantly, I think in context of this conversation, it puts the feller in 248 00:17:41.279 --> 00:17:45.920 a position of being able to acknowledge an honor whoever they're in front of, 249 00:17:47.079 --> 00:17:51.599 but also not have to acquiesce when somebody said, I'm the budget holder or 250 00:17:52.039 --> 00:17:55.440 I'm the decision maker. If you don't go through me, your deal is 251 00:17:55.480 --> 00:17:57.400 dead. If you talk to anybody but me, I'm going to shut you 252 00:17:57.440 --> 00:18:00.519 out. And that's living it one out of the spectrum. But that game 253 00:18:00.599 --> 00:18:06.720 in some form or bashion often gets played and having a point of view on 254 00:18:07.000 --> 00:18:11.160 who's going to be involved in these decisions. It is very liberating for a 255 00:18:11.240 --> 00:18:14.559 seller because you know, this is my style. I'm not digesting others should 256 00:18:14.559 --> 00:18:18.119 say it the same way I do. But I'm very comfortable thing that somebody 257 00:18:18.160 --> 00:18:22.960 look you and the role that you play in your organization is always a part 258 00:18:22.960 --> 00:18:25.839 of the decision that we find ourselves in, and I'm going to honor that. 259 00:18:26.200 --> 00:18:29.279 But I'm also not going to dishonor the six or seven or eight people 260 00:18:29.640 --> 00:18:33.119 that we also know are going to have a point of view on this because 261 00:18:33.160 --> 00:18:34.640 they don't happen to be in the room right now. And I'm going to 262 00:18:34.680 --> 00:18:37.960 tell you I will never dishonor you if I'm in the room with Thumb or 263 00:18:38.000 --> 00:18:42.440 one of them and you're not there, because my job, my job is 264 00:18:42.440 --> 00:18:47.440 to help you get to a collective. Yes, if we can have that 265 00:18:47.640 --> 00:18:52.920 conversation, to gather and go understand from others that their point of view on 266 00:18:53.000 --> 00:18:56.119 the problems we're trying to help us solve and what great looks like on the 267 00:18:56.160 --> 00:19:00.920 other side, I'll know before you do. If I'm a good potential player, 268 00:19:02.039 --> 00:19:03.480 and if I'm not, I will exit gracefully and I might even be 269 00:19:03.519 --> 00:19:06.920 able to give you some advice on the way out the door. If I 270 00:19:06.960 --> 00:19:10.240 am, I'm going to go all in. But look, here's the reality. 271 00:19:10.359 --> 00:19:11.359 And this is the part that's probably not going to come out of my 272 00:19:11.400 --> 00:19:15.839 mouth, but the reality is put up for that conversation. I'm not necessarily 273 00:19:17.000 --> 00:19:21.519 qualifying the deal out, but it is a good data point for me as 274 00:19:21.559 --> 00:19:26.920 to who you are. And you're clearly not someone who he's the bigger picture, 275 00:19:26.039 --> 00:19:30.119 So I have to figure out what to do with that. And now 276 00:19:30.119 --> 00:19:33.240 we're getting into medic a little bit. But I would tell you, Rangel, 277 00:19:33.240 --> 00:19:37.279 I think the number one thing in an organization can do for their team, 278 00:19:37.960 --> 00:19:41.000 which then then leads into getting really good at the content that we give 279 00:19:41.000 --> 00:19:45.359 our people to go dry to these conversations. But the one thing you have 280 00:19:45.400 --> 00:19:48.799 to do first is you got to help people understand. Look, if you're 281 00:19:48.839 --> 00:19:52.039 going into an organization where we know six or eight people are typically involved in 282 00:19:52.079 --> 00:19:56.519 this conversation in this entire journey, and you're hoping your wagon to one person, 283 00:19:57.000 --> 00:20:02.400 that's very rarely a good thing. At this point of view, can 284 00:20:02.440 --> 00:20:06.240 be really helpful in helping your thing through that. I like that. I 285 00:20:06.279 --> 00:20:10.200 mean there is some powdern recognition sometimes in these deals, particularly the inflections we 286 00:20:10.240 --> 00:20:14.000 sell, and there's no reason to give people a generalized version of the truth 287 00:20:14.279 --> 00:20:18.640 to help them execute moving forward. So let's talk about medic. Let's dive 288 00:20:18.680 --> 00:20:22.559 in here, Brian. Obviously the E is economical buyer, so important, 289 00:20:22.799 --> 00:20:26.880 but so are all the other letters. So how can you use the other 290 00:20:27.079 --> 00:20:33.559 letters of the medic to account for other roles to help you with the economic 291 00:20:33.599 --> 00:20:37.119 buyer, things like decision process? Champion talk a little bit through that. 292 00:20:37.720 --> 00:20:41.240 Yeah, well, we just talked about decision process effectively with that concept of 293 00:20:41.279 --> 00:20:45.319 a point of view right around who else is going to be involved and understanding 294 00:20:45.319 --> 00:20:48.480 what they all care about? And I think I love the question because it 295 00:20:48.039 --> 00:20:52.240 allows us to highlight how every other part of medic connects to other parts of 296 00:20:52.279 --> 00:20:56.799 medic, right That's the beauty of it. And in this case specifically, 297 00:20:56.279 --> 00:20:59.759 I think the two or three pieces of the medic that jump out at me 298 00:20:59.799 --> 00:21:04.000 in the moment our champion identified pain and metrics, And if I could only 299 00:21:04.039 --> 00:21:07.319 have two of those three, I'll take champion and metrics. If I go 300 00:21:07.319 --> 00:21:11.200 on only have one of those three. I'll take champion, right, because 301 00:21:11.720 --> 00:21:17.839 a true champion understands the importance of act to everyone. They understand the concept 302 00:21:17.920 --> 00:21:22.559 of creating a collective yef around the table as to around answering the big three 303 00:21:22.640 --> 00:21:26.559 question why should we do this, why should we do it now? And 304 00:21:26.720 --> 00:21:30.759 why should we do it with this particular potential partner? Right, And then 305 00:21:30.880 --> 00:21:36.880 metrics is the second one I would take because while identified pain, it's important 306 00:21:37.319 --> 00:21:40.759 and I've talked to multiple economic buyers both in my previous life and now, 307 00:21:40.799 --> 00:21:44.839 and that's roll about this. When you explain to them the difference between attached 308 00:21:44.839 --> 00:21:51.119 to it to pain and attaching to metric business outcomes revenue costs or risk, 309 00:21:51.880 --> 00:21:55.720 they will tell you collectively, if I have to take one or the other, 310 00:21:55.880 --> 00:21:59.559 I will spend money to get to outcome. Right, Because if all 311 00:21:59.599 --> 00:22:03.799 you do to solve the problem, that's nice. But if you when you 312 00:22:03.839 --> 00:22:07.240 solve my problem, you actually helped me drive a positive metric around revenue, 313 00:22:07.279 --> 00:22:11.359 cost or risk, you now got a higher chance of getting my attention because 314 00:22:11.440 --> 00:22:15.920 remember, as an economic buyer, I've got multiple priorities on my desk. 315 00:22:17.640 --> 00:22:22.839 You're not just competing against other solutions in your space, you're competing against every 316 00:22:22.880 --> 00:22:26.599 other use of money, time and resources, and we can only do so 317 00:22:26.640 --> 00:22:32.720 many things at once. Right, So metrics and Champion are the two that 318 00:22:32.839 --> 00:22:37.000 I would be all over in terms of trying to get access to the economic 319 00:22:37.039 --> 00:22:41.640 buyer and then moving the needle on showing how you can help move the needle 320 00:22:41.640 --> 00:22:47.920 on revenue costs and risk is the ultimate thing that the economic buyer, in 321 00:22:48.000 --> 00:22:51.200 my mind, truly cares about. And your Champion is the direct path to 322 00:22:51.319 --> 00:22:55.319 that conversation. Yeah, that's a great point, immediate part of the conversation. 323 00:22:55.359 --> 00:22:57.680 We could probably do a whole podcast on that quite smit you could. 324 00:22:59.079 --> 00:23:02.519 But also a good point, and I know we've said this before, Brian, 325 00:23:03.200 --> 00:23:06.680 this conversation is a good reminder that medic is not linear, right, 326 00:23:06.720 --> 00:23:11.480 This is a spider web and they all come together and the influence and this 327 00:23:11.559 --> 00:23:15.640 is to help us kind of build that collective Yes to your point and our 328 00:23:15.680 --> 00:23:21.440 collective view of the deal. Right, Yeah, you nailed it. There's 329 00:23:21.440 --> 00:23:26.279 nothing for me to add to that. Tg Ye. One thing I wanted 330 00:23:26.319 --> 00:23:29.000 to bring up that came up in that discussions right on a center that I 331 00:23:29.039 --> 00:23:32.680 mentioned at the top of the show, we talk a lot about you need 332 00:23:32.720 --> 00:23:37.720 to expand your deal through discovery, and as you move through the deal you 333 00:23:37.799 --> 00:23:42.839 might learn more, it might change. So this also means you might think 334 00:23:44.880 --> 00:23:48.359 one person was an economic buyer, but that person is no longer the economic 335 00:23:48.359 --> 00:23:51.799 buyer. Now we were into a new economic buyer. Can you talk a 336 00:23:51.960 --> 00:23:55.920 little bit about how this might adjust, how you first identify that you have 337 00:23:55.960 --> 00:24:00.079 a new economic buyer, and how you respond to that from an x a 338 00:24:00.160 --> 00:24:03.680 huge stampoint to keep the deal moving forward. Yeah, this is a really 339 00:24:03.720 --> 00:24:08.920 interesting question, and obviously it starts with the medic conversation, right, and 340 00:24:08.960 --> 00:24:14.039 the idea that not only is medic a spiderweb and not linear, but medic 341 00:24:14.200 --> 00:24:18.599 is an evolving conversation. Right. I was with somebody a couple of years 342 00:24:18.599 --> 00:24:22.279 ago who had been using medic for a long time, and when we did 343 00:24:22.279 --> 00:24:26.799 it with his our organization and we had this conversation, he stood up and 344 00:24:26.960 --> 00:24:30.000 the boy everybody, I got to apologize because I've been trying to use medic 345 00:24:30.039 --> 00:24:33.319 with all of you a little informally over the last year, and we've been 346 00:24:33.359 --> 00:24:37.680 having one medic review on a deal and then we move on and we don't 347 00:24:37.759 --> 00:24:40.599 talked about it again, and he in that moment realized no, no, 348 00:24:40.599 --> 00:24:45.680 no, no. This is an ongoing conversation ran constantly going back to where 349 00:24:45.720 --> 00:24:48.279 is the deal now and how do we move it forward? Using medic Where 350 00:24:48.359 --> 00:24:51.400 is the deal strong from a medic perspective? Whereas the deal week? So 351 00:24:51.480 --> 00:24:55.680 I think that's kind of an aside to get more specific to your question. 352 00:24:56.599 --> 00:24:59.799 You know, I think there's some some telltale finds you got to think about. 353 00:25:00.440 --> 00:25:04.319 Right, If the person you thought was your economic buyer starts acting questions 354 00:25:04.359 --> 00:25:11.319 that are new, that signals something, right. It tells you that someone 355 00:25:11.640 --> 00:25:15.160 was bringing their ear If the deal itself starts to get bigger, right if 356 00:25:15.200 --> 00:25:21.079 you start to write And it happened a few times in my career where we 357 00:25:21.160 --> 00:25:23.680 had kind of a sea change in the industry and all of a sudden, 358 00:25:25.359 --> 00:25:32.359 our previous economic buyers we're coming together and these deals were getting significantly bigger. 359 00:25:32.640 --> 00:25:34.160 You know, people were putting a vacup buying glass on deal, so they're 360 00:25:34.160 --> 00:25:40.240 starting to get more exposure internally that's appen and all of a sudden we were 361 00:25:40.279 --> 00:25:42.279 like, oh, this is this is because this deal is now in the 362 00:25:42.400 --> 00:25:47.839 multi millions, not the hundreds of thousands, and now look who's involved the 363 00:25:47.839 --> 00:25:52.480 CFO. So like if the deals diet side starts to expand, or the 364 00:25:52.519 --> 00:25:56.960 importance of the conversation for the customer in terms of revenue caused the risk starts 365 00:25:56.960 --> 00:26:02.440 to get bigger, you just have to automatically know that other people are going 366 00:26:02.519 --> 00:26:06.519 to start looking at this thing. Don't get caught in the well. Rachel's 367 00:26:06.559 --> 00:26:10.920 been my economic buyer for these last two deals, and she's been heally engaged 368 00:26:10.960 --> 00:26:12.960 with the economic buyer in this deal. Don't get caught in the idea that 369 00:26:14.000 --> 00:26:18.519 well that means not going to change. You know, a fair dose of 370 00:26:18.799 --> 00:26:23.079 healthy skepticism. It's always a good thing. And I just think it's important 371 00:26:23.079 --> 00:26:32.400 to make sure that we're constantly tapping for who else cares about this conversation around 372 00:26:32.480 --> 00:26:36.240 revenue gen for your company and how this project is going to have an impact 373 00:26:36.359 --> 00:26:41.519 on revenue generation or clost or risk mitigation. And this goes back to the 374 00:26:41.559 --> 00:26:45.559 point of view around the decision process. Because Rachel as an X whatever your 375 00:26:45.599 --> 00:26:52.079 title is, we typically see that in this conversation that when it starts to 376 00:26:52.119 --> 00:26:56.640 get larger, the person who sits one step above you is going to start 377 00:26:56.640 --> 00:27:00.880 to have to get engaged for the following reason. And I think that's the 378 00:27:00.960 --> 00:27:06.079 mistake most sellers make all the time whenever they want to get access to somebody 379 00:27:06.079 --> 00:27:08.640 else, especially when it's someone above the person time in front of, they 380 00:27:08.680 --> 00:27:12.720 want to cut through to know why it's important for themselves. Hey, we 381 00:27:12.759 --> 00:27:18.640 need access to to your leadership because I want to make sure I'm attaching the 382 00:27:18.720 --> 00:27:22.240 right people from my team to your team. Most buyers don't care about that. 383 00:27:22.680 --> 00:27:26.039 They just see that as a way of you trying to get over their 384 00:27:26.039 --> 00:27:30.599 head. What's in it for you? Why should Rachel take me to her 385 00:27:30.680 --> 00:27:36.680 CFO. That's a conversation that gives you a better chance of getting traction, 386 00:27:36.960 --> 00:27:40.440 especially if you start to see the seat changing and other people starting to get 387 00:27:40.480 --> 00:27:44.880 engaged. So let me stop there and get your take. I have great, 388 00:27:45.039 --> 00:27:48.720 great points, Brian, I think we need to talk about. You 389 00:27:48.799 --> 00:27:51.720 made the point like the deal is getting bigger, right, So this is 390 00:27:51.720 --> 00:27:55.400 actually a good thing for you as a seller. But there's these are complex 391 00:27:55.480 --> 00:27:57.160 challenges and of course you're going to have questions about them, and you may 392 00:27:57.160 --> 00:28:02.279 be in a new opportunity where this has it happened before, and well, 393 00:28:02.319 --> 00:28:03.880 and you know what, I got to jump in because you just put something 394 00:28:03.880 --> 00:28:08.000 in my head. The purn economic climate means that a deal of the same 395 00:28:08.039 --> 00:28:14.440 size a year ago might have a new economic buyer today. Yes, right, 396 00:28:14.480 --> 00:28:15.599 So that's the other thing you got to be thinking about. What is 397 00:28:15.640 --> 00:28:21.240 happening in the marketplace or for this given company that says, oh, things 398 00:28:21.279 --> 00:28:23.440 have gotten a little tighter in the marketplace, or maybe the company's having some 399 00:28:23.440 --> 00:28:30.000 struggle that I guarantee you that means the exposure becomes a little bit more wider 400 00:28:30.119 --> 00:28:33.799 and more people are looking at it and are going to have a point of 401 00:28:33.839 --> 00:28:36.960 view and want to get their take on what's happening and why are we doing 402 00:28:36.960 --> 00:28:40.039 this? So that's another thing to be thinking about. Your comment hit me 403 00:28:40.119 --> 00:28:42.119 with that, really are yes? And you want to be prepared for right. 404 00:28:42.160 --> 00:28:45.759 This is why we prep This is why we use medics so we are 405 00:28:45.799 --> 00:28:52.279 able to handle what comes at us in a way that's beneficial for showing our 406 00:28:52.359 --> 00:28:57.079 value, showing our differentiation and moving the deal forward. And as you're maneuvering 407 00:28:57.119 --> 00:29:03.000 these complex challenges, don't be afraid to ask for help. We've talked about 408 00:29:03.000 --> 00:29:07.480 that so much. So how do I make sure Brian that I am getting 409 00:29:07.519 --> 00:29:11.119 the help I need to move through my deal to explain these complicated landscapes. 410 00:29:11.160 --> 00:29:14.319 And I'm trying to sell into my manager. How can I work best with 411 00:29:14.359 --> 00:29:18.119 my manager to make sure I'm getting all the help I can? Okay, 412 00:29:18.240 --> 00:29:19.920 So we had a saying where I came from, never lose a loan, 413 00:29:22.039 --> 00:29:23.359 right, I mean, you've heard me say this before. It's amazing how 414 00:29:23.400 --> 00:29:26.640 when we win a deal, whether we realize it or not, other people 415 00:29:26.640 --> 00:29:30.400 are taking credit I helped. You know, we wouldn't have gotten this deal 416 00:29:30.400 --> 00:29:33.359 if I had didn't, and blah blah blah. But it's also amazing to 417 00:29:33.400 --> 00:29:37.319 me how when somebody loses the deal, especially a bigger deal, how many 418 00:29:37.359 --> 00:29:40.640 people act as if they've never even heard about it. Winds have many fathers 419 00:29:40.640 --> 00:29:42.880 and mothers, and most deep Big Block does die a very lonely orphan. 420 00:29:44.599 --> 00:29:48.559 And I would strongly suggest and this keep our leadership as much at the individual 421 00:29:48.599 --> 00:29:52.279 of Feller who might be listening to this. You've got to create a culture 422 00:29:52.359 --> 00:29:56.359 where the moment we find ourselves in an opportunity that matters to the rep. 423 00:29:57.279 --> 00:30:00.960 So I don't care if that's a fifty thousand dollars deal or a fifty million 424 00:30:00.960 --> 00:30:03.920 dollars deal. The moment we find ourselves in a deal, it's important to 425 00:30:03.960 --> 00:30:10.359 the rep we are having these conversations early and often to create action, right, 426 00:30:10.400 --> 00:30:14.160 I'm not I don't need salespeople come into my office and report the news. 427 00:30:15.200 --> 00:30:18.039 Our job in that moment when we sit down and talk about an opportunity, 428 00:30:18.039 --> 00:30:21.200 whether it's for thirty minutes or an hour and a half or whatever based 429 00:30:21.200 --> 00:30:23.960 on complexity, etc. Is my job is. And the rep of the 430 00:30:23.960 --> 00:30:27.079 team's job not just brought from the manager but other people involved in that deal. 431 00:30:27.119 --> 00:30:30.799 Our job is to help the rep make the news. What are we 432 00:30:30.839 --> 00:30:34.000 going to do over the next week or two and how more more specifically, 433 00:30:34.200 --> 00:30:41.039 how are we going to go tactically move to make the news and create the 434 00:30:41.079 --> 00:30:45.759 next things that are happening, not wait for links to happen. So, 435 00:30:45.839 --> 00:30:48.880 in my mind, it's really, for lack of a better term, it's 436 00:30:48.920 --> 00:30:55.720 that simple. It's creating a culture where a it's okay for me to show 437 00:30:55.839 --> 00:31:00.920 up to talk about an opportunity and not have all the answers because I know 438 00:31:00.000 --> 00:31:03.279 that everybody else in the room has taken five minutes to look at what I've 439 00:31:03.319 --> 00:31:07.799 put into our CRM system. But we all have a point of view, 440 00:31:07.839 --> 00:31:10.680 and I don't have I don't have to spend twenty five minutes updating you on 441 00:31:10.680 --> 00:31:14.160 the deal. I can give you a two or three minutes any contact that's 442 00:31:14.200 --> 00:31:17.720 not in the system, and we can spend the bulk of our time be 443 00:31:18.359 --> 00:31:23.559 moving the deal forward and creating tactical actions and really getting into the how are 444 00:31:23.559 --> 00:31:29.759 we going to go do that conversation to give us the best chance to drive 445 00:31:29.839 --> 00:31:34.079 the opportunity forward and get to the next conversations in a way that really does 446 00:31:34.160 --> 00:31:38.319 create those outcome. That's my take on awesome. This has been such a 447 00:31:38.400 --> 00:31:41.279 meatia conversation Brian, and I want to get your final thoughts, but I 448 00:31:41.319 --> 00:31:45.720 also wanted to come back to a point that you made early on in our 449 00:31:45.720 --> 00:31:51.759 conversation. We talk about medic and we map out positive business outcomes, required 450 00:31:51.839 --> 00:31:56.720 capabilities, and we try to provide frameworks for people to execute against when they 451 00:31:56.720 --> 00:32:02.200 find themselves in these deal by deal situations. But they are a guy, 452 00:32:02.839 --> 00:32:07.359 right, and they morph and things change, and you're going to be faced 453 00:32:07.359 --> 00:32:12.000 with things that you didn't read about in the metic certification class. You need 454 00:32:12.079 --> 00:32:15.519 to do this right. So I just wanted to bring that point up that 455 00:32:15.599 --> 00:32:21.480 these are like guiding principles that help you execute in a more informed way. 456 00:32:21.519 --> 00:32:22.640 And I didn't give your thoughts on that, and I'd love to get your 457 00:32:22.680 --> 00:32:25.920 final thoughts on the conversation. Yeah, first of all, I couldn't have 458 00:32:25.920 --> 00:32:30.559 said it any better. I will just give an example that, in my 459 00:32:30.680 --> 00:32:35.799 experience, it was the best deals that I was ever a part of were 460 00:32:35.839 --> 00:32:40.599 the ones where we were having these conversations often and we were thinking three and 461 00:32:40.720 --> 00:32:46.480 four steps ahead. We were playing three bead chefs while the competition with plan 462 00:32:46.559 --> 00:32:52.519 shackers, and that makes us made a very dangerous in those moments because we 463 00:32:52.519 --> 00:32:57.839 were worrying about going to a meeting to get the order. We were really 464 00:32:58.119 --> 00:33:05.359 specifically focused on what are we trying to help this customer achieve and what's truly 465 00:33:05.559 --> 00:33:10.200 required to help them get there for all of the different people whose voices matter, 466 00:33:10.680 --> 00:33:15.039 not just one person like a technical buyer or an economic buyer, not 467 00:33:15.160 --> 00:33:21.119 just one person, but the collective whole. And I'll just keep coming back 468 00:33:21.119 --> 00:33:24.319 to that because I think we all get wrapped around the actual and I get 469 00:33:24.359 --> 00:33:28.920 it. I'm carrying a number I got to make my number. I get 470 00:33:28.960 --> 00:33:31.559 it, but if you're so focused on making the number, you're going to 471 00:33:31.599 --> 00:33:35.400 miss the things that actually give you the best chance to get to making the 472 00:33:35.480 --> 00:33:38.480 number. Making the number is an outcome of doing all of the right things 473 00:33:38.519 --> 00:33:43.559 and doing them well. That would be my kind of bow on this whole 474 00:33:43.599 --> 00:33:46.559 thing. Do the right things and do them well, and then you'll find 475 00:33:46.599 --> 00:33:51.960 yourself working on the right deals, and those deals will happen with a lot 476 00:33:52.000 --> 00:33:57.000 more effectiveness and efficiency than you might ever imagine. Awesome, Brian, We've 477 00:33:57.039 --> 00:34:00.559 got into it today. This is a meaty conversation. Thanks fine help joined 478 00:34:00.640 --> 00:34:04.720 it. You know, after reproduce part of the production process, I pull 479 00:34:04.720 --> 00:34:07.840 out quotes and do teasers and do stuff for social media, and this one 480 00:34:07.880 --> 00:34:13.119 has a lot for me to choose from. So good job on the soundbites, 481 00:34:13.559 --> 00:34:16.960 high pleasure A quick plug. As I said at the top of our 482 00:34:16.960 --> 00:34:23.440 conversation today, this was part of a discussion thread in our Ascender community center 483 00:34:23.480 --> 00:34:29.559 dot co. We have our force management facilitators in their answering questions from reps 484 00:34:29.599 --> 00:34:35.079 just like you about sales, execution, challenges, medic negotiation, whatever challenges 485 00:34:35.119 --> 00:34:38.079 you're having. They are taking your questions throughout the day, so go ahead 486 00:34:38.159 --> 00:34:42.599 check it out my data center dot co. We have plans starting at just 487 00:34:42.760 --> 00:34:45.360 ten dollars a month, paid annually. We'd love to see you on there. 488 00:34:45.679 --> 00:34:52.320 Thank you for listening to the Audible Ready Sales podcast. At Force Management, 489 00:34:52.320 --> 00:34:57.920 we're focused on transforming sales organizations into elite teams. Are proven methodologies, 490 00:34:58.000 --> 00:35:02.599 deliver programs that build company a alignment and fuel repeatable revenue growth. Give your 491 00:35:02.639 --> 00:35:07.880 teams the ability to execute the growth strategy at the point of sale. Our 492 00:35:07.039 --> 00:35:12.840 strength is our experience. The proof is in our results. Let's get started. 493 00:35:13.159 --> 00:35:16.800 Visit us at forcemanagement dot com. You've been listening to the Audible Ready 494 00:35:16.840 --> 00:35:21.840 podcast. To not miss an episode, subscribe to the show in your favorite 495 00:35:21.840 --> 00:35:22.639 podcast player until next time.