WEBVTT 1 00:00:00.800 --> 00:00:06.200 I'm all about getting credited for value delivered, not just sale made. It 2 00:00:06.400 --> 00:00:11.560 actually causes me to be able to think differently and put some of the best 3 00:00:11.599 --> 00:00:20.320 practices we've talked about here in place. That's my job. You're listening to 4 00:00:20.359 --> 00:00:24.800 the Audible Ready Podcast, the show that helps you and your teams sell more 5 00:00:25.000 --> 00:00:28.920 faster. We'll feature sales leaders sharing their best insights on how to create a 6 00:00:28.960 --> 00:00:33.399 sales engine that helps you fuel repeatable revenue growth. Presented by the team at 7 00:00:33.399 --> 00:00:37.719 Force Management, a leader in B to B sales effectiveness. Let's get started. 8 00:00:39.880 --> 00:00:44.000 Hello and welcome to the Audible Ready Sales Podcast. I'm Rachel klap Miller. 9 00:00:44.399 --> 00:00:50.159 Today we are going to talk about value throughout the customer engagement process and 10 00:00:50.240 --> 00:00:54.560 how to keep it top of mind after the initial sale. Joining me for 11 00:00:54.600 --> 00:00:58.359 this conversation is our own Tim Cato. Hi, Tim, this is such 12 00:00:58.399 --> 00:01:02.679 an important topic. By there, Rachel, I could not agree with you 13 00:01:02.759 --> 00:01:06.920 more. Yeah, you know, we put a lot of focus on that 14 00:01:07.000 --> 00:01:12.040 initial deal, but there needs to be just as much focus throughout that full 15 00:01:12.079 --> 00:01:18.799 customer engagement process. And for the people who aren't your traditional sellers, they 16 00:01:18.840 --> 00:01:23.439 are in that traditional sales roles and I hesitate to say that because we all 17 00:01:23.519 --> 00:01:26.599 sell right, you got it. And you know, it's such an interesting 18 00:01:26.719 --> 00:01:32.959 topic because good bet are indifferent, we have the tendency to focus on us 19 00:01:33.040 --> 00:01:37.519 when we're talking about their value we're providing. You know, it's actually kind 20 00:01:37.519 --> 00:01:41.879 of an ironic twiss and it's a source of why a lot of us get 21 00:01:42.159 --> 00:01:45.680 hung up on this idea of value. Here's the bottom line, Well, 22 00:01:45.680 --> 00:01:49.159 there's two bottom lines this that we'll talk about throughout the soil contitution. Bottom 23 00:01:49.159 --> 00:01:53.439 line number one. Value, as I've said before, is like beauty, 24 00:01:53.519 --> 00:01:57.840 it's Sidney, I had the beholder. So whatever we think the value is 25 00:01:57.920 --> 00:02:04.319 we're providing, honestly, almost doesn't matter. It's what value they think matters, 26 00:02:04.560 --> 00:02:07.599 right, And I know that's a subtle twist, but you look at 27 00:02:07.680 --> 00:02:14.159 all the case studies, all the discovery guidance, all the business value assessments 28 00:02:14.199 --> 00:02:19.000 that we do. It's us, the selling organization, creating our view of 29 00:02:19.080 --> 00:02:23.719 the value we will create for the customer. And unfortunately sometimes we get so 30 00:02:23.960 --> 00:02:29.840 caught up in that we forget to just ask this simple question, what do 31 00:02:29.919 --> 00:02:31.919 you think you're looking for? What are you looking for a customer? How 32 00:02:32.319 --> 00:02:36.599 you define value? And I know you're going to be shocked to hear this 33 00:02:36.719 --> 00:02:39.719 as much as our listeners will be shocked. Sometimes the customers are looking for 34 00:02:39.759 --> 00:02:44.639 different value than we create, all right, or at least we believe we 35 00:02:44.680 --> 00:02:47.759 create for them. Not that any of those things are bad, because often 36 00:02:47.800 --> 00:02:53.159 they expand the customer's view of potential value we could create, But we got 37 00:02:53.159 --> 00:02:58.280 to remember whatever's top of mind for them, that's the value that we're pursuing. 38 00:02:58.680 --> 00:03:04.599 Second thing, no customer receives value from buying our solution. They get 39 00:03:04.680 --> 00:03:08.080 value from implementing and using our solutions. And I know, again a subtle 40 00:03:08.120 --> 00:03:13.159 twist here, but when you have those two things in mind, value is 41 00:03:13.240 --> 00:03:19.319 defined by the customer and number two, value is only received when they use 42 00:03:19.520 --> 00:03:25.319 what the solutions we provide them. Then that sets up a whole different kind 43 00:03:25.439 --> 00:03:31.280 of interaction and engagement with them from the beginning during the selling all the way 44 00:03:31.319 --> 00:03:38.400 through the commit both of us are making to each other to achieve those outcomes 45 00:03:38.439 --> 00:03:43.680 the customer's investing in all along. I love that that's so important. Small 46 00:03:43.759 --> 00:03:46.639 nuances, but they make a big difference. So, Tim, you kind 47 00:03:46.639 --> 00:03:50.800 of just touched on this, but let's just talk about the basics we need 48 00:03:50.840 --> 00:03:53.759 in place. Let's level set the things we need in place with the initial 49 00:03:53.840 --> 00:03:59.240 deal to make sure we are able to continually create and capture that value as 50 00:03:59.280 --> 00:04:02.120 we move through implementation and ongoing use. Yeah. I always like to break 51 00:04:02.159 --> 00:04:09.000 down on basics in two broad categories, mindset and practices. Right, So, 52 00:04:09.080 --> 00:04:12.680 the mindset, the way we think about things. I've kind of teed 53 00:04:12.680 --> 00:04:16.519 that up already with those two bottom lines I mentioned that has to be from 54 00:04:16.600 --> 00:04:21.600 the very beginning, all about helping them achieve their success. A lot of 55 00:04:21.680 --> 00:04:28.839 selling organizations and we see a lot with organizations that maybe focus on a technology 56 00:04:28.920 --> 00:04:32.279 sale, the focus of the sales versus on achieving the sale, and it 57 00:04:32.439 --> 00:04:36.199 becomes so obvious to people that buy for a living. As we mentioned many 58 00:04:36.199 --> 00:04:40.360 times, I spent a lot of time working with people that buy for a 59 00:04:40.360 --> 00:04:44.439 living, and they consistently tell me within the first five to ten minutes, 60 00:04:44.519 --> 00:04:46.600 I know what kind of seller this person is. You know, are they 61 00:04:46.600 --> 00:04:51.240 focused on me and my success or they focus on selling their stuff and closing 62 00:04:51.279 --> 00:04:58.480 their deal by a certain time period. And unfortunately, their expectations go way 63 00:04:58.519 --> 00:05:03.879 down of the ladder meeting. They don't expect to get a lot of new 64 00:05:03.920 --> 00:05:09.000 ideas of potential value from folks that are there to sell solution and close the 65 00:05:09.000 --> 00:05:12.759 deal. They figure they have to do that on their own missed opportunity. 66 00:05:13.040 --> 00:05:16.240 So that mindset of I'm here to focus on your success now, that has 67 00:05:16.279 --> 00:05:20.199 a lot of practical advantages to it. As we've covered an on the podcast. 68 00:05:20.720 --> 00:05:27.319 It allows me to be able to more effectively demonstrate my value because it's 69 00:05:27.439 --> 00:05:32.040 value created, not value promised. Right. Second thing, it likely gives 70 00:05:32.120 --> 00:05:38.160 me access to a broader set of folks on the customer side for whom we're 71 00:05:38.199 --> 00:05:44.360 creating value for upstream and downstream from the exact solution we're providing. And lastly, 72 00:05:44.399 --> 00:05:46.920 when you're doing that, actually set up potential competitive vantage. So that 73 00:05:47.120 --> 00:05:55.040 mindset is really important. And then the second part up practices right number one, 74 00:05:55.519 --> 00:06:00.360 great discovery that allows us to focus in on the customer definition of value. 75 00:06:00.560 --> 00:06:05.000 We owe it to our customer facing team. They said that a purpose 76 00:06:05.120 --> 00:06:11.279 customer facing team to give them the kind of discovery questions, not just a 77 00:06:11.759 --> 00:06:15.319 this is value assessment formula. You know, plug in the customers numbers in 78 00:06:15.399 --> 00:06:20.839 this formula and then you'll define value for them. Important, but way more 79 00:06:20.879 --> 00:06:27.000 important is the discovery that helps broaden their eyes to the potential value that could 80 00:06:27.040 --> 00:06:30.759 be there. And once we give folks that kind of discovery, it has 81 00:06:30.839 --> 00:06:38.199 to be backed up by providing our customer facing team guidance on what kind of 82 00:06:38.319 --> 00:06:44.439 value we create across the more globally for other organizations, just so we've got 83 00:06:44.439 --> 00:06:46.920 some idea the places we could go. Right, and that, by the 84 00:06:46.959 --> 00:06:51.879 way, not only includes outcomes we can achieve, but the value we can 85 00:06:53.000 --> 00:06:58.879 create for other users or func groups inside the customers or organization. So guidance 86 00:06:58.920 --> 00:07:02.720 on discovery, guidance on that kind of value that we've achieved in the past 87 00:07:02.879 --> 00:07:08.600 for others, right, part proof points, part just expanding their view. 88 00:07:09.240 --> 00:07:14.759 Then we got to make sure when we're selling, we're also selling measuring and 89 00:07:14.879 --> 00:07:19.720 tracking the accomplishments that we help them achieve. Right, So that's the metrics 90 00:07:19.720 --> 00:07:25.639 if you will measure and track them. And then the last best practice from 91 00:07:25.639 --> 00:07:30.879 the very beginning, I'm setting an expectation with the executive sponsor or the person 92 00:07:30.000 --> 00:07:35.279 or functions that own the positive business outcomes we say we're going to deliver. 93 00:07:35.839 --> 00:07:41.319 I got to set an expectation from the beginning. We're staying connected, right, 94 00:07:41.720 --> 00:07:45.160 I'm going to report out I've got a team, You've got a team. 95 00:07:45.399 --> 00:07:47.639 They're all working, but you and I we're going to stay connected to 96 00:07:47.800 --> 00:07:54.600 track the business delivered because A they need to know that. B. I 97 00:07:54.680 --> 00:07:59.279 need to get credits for the value of creating. Yeah, setting those expectations 98 00:07:59.480 --> 00:08:03.360 helps so much, right because they know what they're walking into, and then 99 00:08:03.399 --> 00:08:07.959 when the team takes over, they aren't surprised by regular check ins and having 100 00:08:07.959 --> 00:08:13.519 conversations about those things you talked about, metrics and so on. So let's 101 00:08:13.560 --> 00:08:18.240 talk about how you approach those check in conversations for lack of a better term, 102 00:08:18.319 --> 00:08:24.279 right throughout the implementation and beyond, to make sure that you're keeping value 103 00:08:24.000 --> 00:08:30.000 top of mind. I would expect that these conversations can also fall victim, 104 00:08:30.199 --> 00:08:33.799 just as the early ones do to the technical features and functions and get down 105 00:08:33.840 --> 00:08:39.720 in the weeds of whatever the solution is and fail to really remind everybody of 106 00:08:39.759 --> 00:08:41.240 the value that's going on. Well, I mean, when you think about 107 00:08:41.240 --> 00:08:46.120 it, we should not be surprised. Look at who's typically involved on both 108 00:08:46.159 --> 00:08:50.679 sides, our side and the customer side with the implementation. The people that 109 00:08:50.720 --> 00:08:54.879 there are the experts on the implementation on our side, that's what they do. 110 00:08:54.960 --> 00:08:58.000 They little and breathed this. They want to make sure everything's connected and 111 00:08:58.000 --> 00:09:03.639 it works the right way. On the customer side, typically the operations your 112 00:09:03.759 --> 00:09:09.080 technical team that is looking at making sure everything's connected right, it all works, 113 00:09:09.639 --> 00:09:13.879 it's meeting the requirements of the proof of value, the proof of concept, 114 00:09:13.960 --> 00:09:16.759 all those kinds of things you're going on, whether it's just before they 115 00:09:16.840 --> 00:09:22.360 close or after the implementation. So why would be surprised that both sides focus 116 00:09:22.399 --> 00:09:28.360 on the activity the technical aspects of the implementation. What we have to do 117 00:09:28.480 --> 00:09:33.679 is always keep our mind on the idea that that's all important, good, 118 00:09:33.159 --> 00:09:39.399 But we've got to track outcomes, not just activities. And I've said this 119 00:09:39.519 --> 00:09:43.559 before, really really important that we do that, even if we have to 120 00:09:43.679 --> 00:09:48.039 break down some of those outcomes in their illustations and implementation to what are the 121 00:09:48.080 --> 00:09:52.440 milestones that get us to those outcomes. And we always have to keep that 122 00:09:52.519 --> 00:09:56.519 connections. As I said a minute ago, with that executive sponsor or the 123 00:09:56.559 --> 00:10:01.720 owners of the business outcomes, we're trying to cheat. We've got to send 124 00:10:01.720 --> 00:10:05.080 an expectation. We're going to give them updates. We're going to track this, 125 00:10:05.879 --> 00:10:09.960 we're going to help them understand where it's going well, where we might 126 00:10:11.000 --> 00:10:15.559 be falling behind collectively. And this is not us to them, It's an 127 00:10:15.600 --> 00:10:18.480 US with them kind of activity. And I know people are going to be 128 00:10:18.480 --> 00:10:22.639 shocked to hear this. Customers don't expect that from sellers. You know, 129 00:10:22.840 --> 00:10:28.320 over the decades we've taught them once we sell it, we're moving on. 130 00:10:28.919 --> 00:10:35.039 Their expectations are so low that to me, it creates a wonderful differentiation opportunity 131 00:10:35.519 --> 00:10:39.200 to say, not only say it, but to do it. I'm going 132 00:10:39.279 --> 00:10:43.960 to keep you current and I'm going to negotiate for that upfront before I finalize 133 00:10:45.000 --> 00:10:50.120 the sale. Another great example of someone that is focused on helping the customer 134 00:10:50.120 --> 00:10:52.720 a cheat the outcomes versus make the sale. I'm just focused on making the 135 00:10:52.759 --> 00:10:58.519 sale. I'm not negotiating for return access to an executive sponsor posts sale. 136 00:10:58.879 --> 00:11:03.399 Right. It's another one of those things that you make sure everyone understands from 137 00:11:03.399 --> 00:11:07.799 the beginning that this is what we're going to do, especially on the customer 138 00:11:07.919 --> 00:11:13.000 side. And I need that executive sponsor to tell their implementation team I'm going 139 00:11:13.080 --> 00:11:18.480 to maintain contact with this organization. I just need you to know that's normal. 140 00:11:18.879 --> 00:11:24.600 I'm not checking in on you, I'm not inspecting you. I'm all 141 00:11:24.639 --> 00:11:28.600 about achieving these outcomes. You're as much a part of it as they are, 142 00:11:28.720 --> 00:11:31.559 and I'm going to stay connected to it. Yeah, that idea of 143 00:11:31.600 --> 00:11:35.519 being multi threaded in the account doesn't stop, right. We need to be 144 00:11:35.840 --> 00:11:41.600 making sure the technical demimtation goes well, but then we're also driving the value 145 00:11:41.639 --> 00:11:48.080 and it's understood through various parts of the conversation before you go on reaching something's 146 00:11:48.080 --> 00:11:54.240 trumportant staying multi threaded. The other aspect of this is we should expect all 147 00:11:54.279 --> 00:11:58.360 of us and I need my implementation team, my success team, my account 148 00:11:58.360 --> 00:12:03.679 and the entinement team to be aware that we have an expectation. When we're 149 00:12:03.759 --> 00:12:09.360 in working with the customer on problem A or value A, we're going to 150 00:12:09.440 --> 00:12:13.399 find other things. Right. One of the reasons why those executive sponsors want 151 00:12:13.440 --> 00:12:16.000 to meet with us. It's not just here, are you doing what I 152 00:12:16.120 --> 00:12:20.799 expected you to do? Are you delivering the value you said? I expect 153 00:12:20.840 --> 00:12:26.639 you to maybe uncover some low events and if you see it, come to 154 00:12:26.720 --> 00:12:31.639 me. And multi threaded also means multi threaded on the value we could create, 155 00:12:31.679 --> 00:12:35.159 there might be more. And second, multi threaded could be other people 156 00:12:35.200 --> 00:12:43.759 in the customer's organization upstream downstream from problem A or value A that actually represent 157 00:12:43.799 --> 00:12:48.159 a whole new value stream, a whole new set of key influencers that we 158 00:12:48.240 --> 00:12:54.879 can contacted too. So this idea of staying focused on value, I've said 159 00:12:54.919 --> 00:12:58.360 it before and I really still believe it. It's the gift that keeps on 160 00:12:58.399 --> 00:13:03.080 giving if we keep our eye eyes open to it and we make sure everybody 161 00:13:03.200 --> 00:13:07.960 understand is work siddenly looking for the value we promise evidence of that, as 162 00:13:09.000 --> 00:13:13.879 well as additional value we could provide because we're on the inside net. We 163 00:13:13.919 --> 00:13:18.679 did a podcast a little bit ago, Tim on the QBR right Quarterly Business 164 00:13:18.679 --> 00:13:22.159 Review, and I've linked that in the show notes, So I want to 165 00:13:22.159 --> 00:13:26.200 touch on that topic here because it's highly relevant to this topic. But I 166 00:13:26.240 --> 00:13:31.360 also want to encourage everybody listening to listen to the full conversation with Tim that's 167 00:13:31.360 --> 00:13:35.240 linked in the show notes because you use the term quarterly value review, So 168 00:13:35.639 --> 00:13:39.720 those are great touch points. There are also customer expectations I think in a 169 00:13:39.720 --> 00:13:45.480 lot of places where they expect to review the business every quarter, but talk 170 00:13:45.559 --> 00:13:50.200 through how you approach those meetings with this mindset. What are you doing in 171 00:13:50.240 --> 00:13:54.279 those sessions? Well, you know me, I'm always before, during, 172 00:13:54.320 --> 00:14:03.320 and after or right before talking in the selling process when the customers trying to 173 00:14:03.320 --> 00:14:05.840 figure out how to get their problem solve, I have to be aware some 174 00:14:05.879 --> 00:14:11.000 of those discovery questions. I want to give my customer facing team guidance on 175 00:14:11.679 --> 00:14:16.879 is talk about how we're going to communicate once you make a decision and we're 176 00:14:16.879 --> 00:14:20.960 making progress on achieving your outcomes. I'm going to set it up up front. 177 00:14:20.480 --> 00:14:26.919 You got to stay involved. Now we own some of keeping it interesting 178 00:14:26.000 --> 00:14:30.639 for you staying involved. And if you remember that podcast you did, Rachel 179 00:14:30.960 --> 00:14:35.440 I said, you know, sometimes you called qbrs quarterly business reviews, but 180 00:14:35.480 --> 00:14:41.480 a lot of cases they turn into qa rs quarterly activity reports. There is 181 00:14:41.639 --> 00:14:48.039 no business owner, no executive, no executive sponsor, whoever owns the outcomes. 182 00:14:48.200 --> 00:14:50.960 Now listen, hear about the activities They got people that do that. 183 00:14:52.480 --> 00:14:54.279 What we have to do from the beginning to say, I'm going to share 184 00:14:54.360 --> 00:15:00.720 with you every quarter our progress towards the outcomes that are being made, activities, 185 00:15:00.840 --> 00:15:03.120 outcomes, even to some of these milestones. We're going to have that 186 00:15:03.240 --> 00:15:09.120 all laid out before you sign them before you make a commitment. Then derry 187 00:15:09.639 --> 00:15:11.799 you. Guess what number one is. If I've said from the beginning, 188 00:15:11.879 --> 00:15:16.960 I've anchored on the idea, it's about these four measurable aspects of value we're 189 00:15:16.960 --> 00:15:20.639 going to work together to create. I set an expectation, I'm going to 190 00:15:20.720 --> 00:15:24.519 update you on those, maybe even some milestones to achieve those. And then 191 00:15:24.559 --> 00:15:31.519 guess what the first thing I do in the quarterly value reviews were reviewable value 192 00:15:31.559 --> 00:15:35.879 delivered right, So there's a big part of that. Now I need them 193 00:15:35.919 --> 00:15:39.039 to be involved. If there's activities that have to be reported, we'll do 194 00:15:39.120 --> 00:15:43.320 that. At the end, I've got a document that I could share with 195 00:15:43.399 --> 00:15:46.000 your team. We'll cover it offline. This is what it's all about. 196 00:15:46.039 --> 00:15:48.960 By the way, it's got to be an executive level of meeting. This 197 00:15:50.080 --> 00:15:54.000 can't be a two hour q BR. It's got to be thirty minutes. 198 00:15:54.279 --> 00:15:58.720 Here's what we said we were targeting. Here's our progress towards it, milestones, 199 00:15:58.799 --> 00:16:03.600 measurements, and by the way, the third thing is here's what we're 200 00:16:03.679 --> 00:16:07.600 seeing. I think that's the last piece that people missed. But when I 201 00:16:07.639 --> 00:16:15.000 work with C level folks inside of organizations that talk about their low expectations. 202 00:16:15.000 --> 00:16:18.840 On qbrs, they say one of the things that I'll just call them average 203 00:16:18.960 --> 00:16:25.559 or common selling organizations provide them just an update on what they did. They're 204 00:16:25.600 --> 00:16:27.440 staying in their own swim line and they're saying, this is all we're talking 205 00:16:27.440 --> 00:16:33.480 about, and that's all they report. Executives find value and people that can 206 00:16:33.519 --> 00:16:38.919 help them see things going on in their business that they can't see themselves, 207 00:16:40.480 --> 00:16:45.000 that their team can't see a report on We need to be that objective's third 208 00:16:45.039 --> 00:16:48.799 party that says, oh, by the way, I was in you're working 209 00:16:48.840 --> 00:16:52.840 on value problem A, but I'm seeing some of these other things. It 210 00:16:52.919 --> 00:16:55.799 might not be time to work on it, but I need you to know 211 00:16:55.879 --> 00:16:59.720 what's going on, and you we signed Rachel. When you do that during 212 00:17:00.440 --> 00:17:04.920 QVR, they will frequently say that's interesting you're seeing that. How are we 213 00:17:06.039 --> 00:17:07.960 going to track that? I'd like to know more about it, or they 214 00:17:08.000 --> 00:17:12.799 say it's interesting you notice that I've been noticing it too. We got to 215 00:17:12.839 --> 00:17:17.240 get this on the rate. We need to get you connected with these three 216 00:17:17.279 --> 00:17:21.559 other groups because they're the ones that really impacted by this. And then of 217 00:17:21.599 --> 00:17:26.119 course afterwards, we got to communicate the results. We talked about. You 218 00:17:26.160 --> 00:17:30.559 know, this is where I say there's a big belief that we have. 219 00:17:30.160 --> 00:17:36.960 It's called getting credit for value delivery. Getting credits are down delivered. And 220 00:17:37.039 --> 00:17:41.440 sometimes when we focus on those positive business outcomes, that's great, but we 221 00:17:41.559 --> 00:17:45.519 put that a lot of times those are measurements of lagging indicators. Did your 222 00:17:45.559 --> 00:17:51.160 revenue go up, did your costs go down? Did your risk get lowered? 223 00:17:51.359 --> 00:17:53.640 Those are great, but sometimes you're going to break those down to the 224 00:17:53.880 --> 00:17:59.039 sub metrics that are there, and we got to get credit for making progress 225 00:17:59.119 --> 00:18:06.480 on those and whatever barriers we're seeing at this point that we articulated and shared 226 00:18:07.079 --> 00:18:11.240 and socialized in the QUBR, we've got to follow that up. And then 227 00:18:11.319 --> 00:18:15.960 what a great time to say, and here's the expectations for all we need 228 00:18:15.960 --> 00:18:19.880 to talk about next time, maybe including some of those other people that you 229 00:18:21.039 --> 00:18:23.000 said we needed to bring into this process, maybe they can come to the 230 00:18:23.039 --> 00:18:26.920 meeting as well. So before, during, and after, if we've set 231 00:18:26.960 --> 00:18:32.240 the right expectations in the sales process, then we got to stick to it 232 00:18:32.839 --> 00:18:37.680 in the actual TVR itself, and then the follow up becomes critical. That's 233 00:18:37.680 --> 00:18:41.880 how we get credit for value delivered. We're documenting it we're sharing it all 234 00:18:41.880 --> 00:18:47.720 along the way, and that whole sequence I just described is differentiating. As 235 00:18:47.799 --> 00:18:52.519 our colleague John Kaplan says, that's how you now only need sound uncommon, 236 00:18:52.680 --> 00:19:00.400 you act absolutely. And so you've given us some great tips here to make 237 00:19:00.440 --> 00:19:06.440 sure you're staying tethered to the account, setting expectations early and in some ways, 238 00:19:06.480 --> 00:19:10.400 Timmy said, you know, if you're just asking these questions, it 239 00:19:10.480 --> 00:19:14.839 helps you stay tethered to the account. It helps you multi thread yourself within 240 00:19:15.480 --> 00:19:18.839 the customer account. But I'd love to hear just I'm sure you have some 241 00:19:18.920 --> 00:19:23.839 others ways you advise sellers to stay tethered to the account after that initial sale. 242 00:19:23.920 --> 00:19:27.119 What advice do you have? Yeah, you used an interesting word. 243 00:19:27.119 --> 00:19:33.680 They're tethered, right, Because when you get to this topic, the reality, 244 00:19:33.799 --> 00:19:40.359 Rachel, is that selling organizations have different models in terms of coverage of 245 00:19:40.440 --> 00:19:45.839 the account. Once the initial sale is completely right. In some organizations, 246 00:19:45.960 --> 00:19:51.359 the seller, or use that term, the person that was needing the charge 247 00:19:51.400 --> 00:19:55.720 to close the deal remains connected. You know, that's part of their job 248 00:19:55.839 --> 00:20:03.119 to manage an ongoing basis. They receive ongoing revenue for services delivered for expansion 249 00:20:03.200 --> 00:20:08.240 cross up other organizations we're seeing more of this. Had a very formalized different 250 00:20:08.319 --> 00:20:14.720 business model that says, once the seller, quote unquote, the seller closes 251 00:20:14.799 --> 00:20:18.079 the deal, it gets handed over other people and the seller goes on to 252 00:20:18.160 --> 00:20:22.079 other things. We're not here to challenge the value the track record, or 253 00:20:22.119 --> 00:20:26.799 they'll be to one of those models. That's up to up to the organizations 254 00:20:26.799 --> 00:20:30.359 themselves to work it out. Odds aren't there. Like many, they've tried 255 00:20:30.400 --> 00:20:33.920 it a couple of times and they've made adjustments and they're locked in. But 256 00:20:33.960 --> 00:20:36.960 I'm not talking about coverage right now. I love the ear of your ward 257 00:20:37.279 --> 00:20:44.440 heathered because here's the thing, regardless of the model, I think the sellers 258 00:20:45.160 --> 00:20:51.000 number one job once the deal gets closed is to be able to manage the 259 00:20:51.119 --> 00:20:56.799 executive sponsors' expectations of the value we're delivering, and then to be able to 260 00:20:56.839 --> 00:21:03.640 provide updates. It doesn't matter what our structure is, we've got an obligation 261 00:21:03.960 --> 00:21:08.359 to be able to communicate with that seller or with that executive sponsor. What's 262 00:21:08.400 --> 00:21:11.480 the going on now? Does that mean the seller is the one giving those 263 00:21:11.559 --> 00:21:17.519 updates? I kind of think that's valuable. Most customers I know sea level, 264 00:21:17.720 --> 00:21:22.079 they're looking for one person that's responsible for achieving this. On the selling 265 00:21:22.240 --> 00:21:27.200 organization side, I might need to make sure that I'm orchestrating my team that's 266 00:21:27.240 --> 00:21:32.920 going to keep that executive sponsor up to date. But it's my job to 267 00:21:33.000 --> 00:21:37.400 figure out the how is it me? Is it my team? How do 268 00:21:37.440 --> 00:21:41.160 we go about doing that? Now that's external with the customer. The other 269 00:21:41.200 --> 00:21:45.079 way to say tethered Rachel. In the previous podcast we did on this, 270 00:21:45.200 --> 00:21:49.759 I used the phrase called he in shapes internally, not just handoffs. You 271 00:21:49.799 --> 00:21:55.519 know, sales gives it, the implementation give it, and services gives it 272 00:21:55.559 --> 00:22:00.160 to Acount management gives it to CS and it's a series hand offs like a 273 00:22:00.200 --> 00:22:04.240 baton being passed. We don't want the customer to feel that, you know, 274 00:22:04.599 --> 00:22:11.279 a handshake. We're collectively going to make sure this customers are successful. 275 00:22:11.640 --> 00:22:15.240 So even if you've got a formal structure that says somebody else takes over, 276 00:22:15.920 --> 00:22:22.000 I think the sellers that were part of the initial committed by the customer, 277 00:22:22.400 --> 00:22:26.759 internally, they need to track what's going on. We got to have a 278 00:22:26.839 --> 00:22:33.240 mechanism that says at some point posts sale, maybe just before a q VR, 279 00:22:33.720 --> 00:22:37.000 we get the team together and we talk about what's been going on, 280 00:22:37.680 --> 00:22:41.480 what are some of the measures, the metrics we've been achieving, how are 281 00:22:41.480 --> 00:22:47.440 we going to communicate that? And the sellers involved in that discussion? Doesn't 282 00:22:47.480 --> 00:22:51.240 take a lot ex money, right, but that's how we stayed tethered to 283 00:22:51.319 --> 00:22:56.519 the account because, unfortunately, on this topic, it's usually the mindset of 284 00:22:56.680 --> 00:23:03.599 coverage that dominates as posed to the mindset of making sure we get credit for 285 00:23:03.720 --> 00:23:08.160 the value we're creating and figure out who's the right person to say it, 286 00:23:08.440 --> 00:23:12.319 who's the right person to say it to, and how do we deliver that 287 00:23:14.039 --> 00:23:18.599 whether I'm customer facing as a seller or not. After that, I need 288 00:23:18.640 --> 00:23:23.079 to be connected to it because I was the one that guided the conversation early, 289 00:23:23.640 --> 00:23:29.559 and I think the people on the customer side have an expectation I'm going 290 00:23:29.640 --> 00:23:33.279 to say, great perspective. There tim a lot of stuff for us to 291 00:23:33.319 --> 00:23:36.799 think about as we wrap up. Is that the bottom line you would leave 292 00:23:36.839 --> 00:23:40.519 with, like having the right mindset, what do you want people to make 293 00:23:40.519 --> 00:23:44.559 sure they walk away with from this conversation today? If we start from the 294 00:23:44.680 --> 00:23:48.519 very beginning, Rachel from Hello, it's a new account, yo, or 295 00:23:48.960 --> 00:23:53.839 I'm assuming responsibility for an account that's been around forever in my career, I've 296 00:23:53.880 --> 00:23:59.160 done both. I will tell you the ones where this is really hard is 297 00:23:59.200 --> 00:24:03.640 when I'm taking over an account we maybe the companies had a relationship with many 298 00:24:03.720 --> 00:24:08.759 years, right and to help shift the customer's mindset and expectation about what they 299 00:24:08.799 --> 00:24:12.920 should expect from us. But from the very beginning, if your mindset is 300 00:24:14.000 --> 00:24:18.799 this, get credit for value delivered. Is it upfront, I'm getting credit 301 00:24:18.839 --> 00:24:22.440 for value delivered in the past from other things we've done with this account. 302 00:24:22.880 --> 00:24:26.680 Is it a brand new customer and I'm focused on not just getting the deal. 303 00:24:26.279 --> 00:24:30.359 I want to make sure you achieve and success you're looking for. I 304 00:24:30.559 --> 00:24:33.960 need to have that mindset. If I'm all about getting credit for value delivered, 305 00:24:34.640 --> 00:24:40.720 it actually causes me to be able to think differently and put some of 306 00:24:40.759 --> 00:24:45.720 the best practices we've talked about here in place. That's my job, get 307 00:24:45.759 --> 00:24:51.759 credit for value delivered, not just sale made. And why this makes it 308 00:24:51.839 --> 00:24:56.599 really tough. Almost every solid organization in the world rachel measures you, reward 309 00:24:56.720 --> 00:25:04.359 you, reinforces you at your performance about sale made versus value delivered. So 310 00:25:04.480 --> 00:25:08.200 this is something that's got to be on us. But it is a huge 311 00:25:08.240 --> 00:25:14.279 differentiator in the eyes of the customers as they don't see very well remember the 312 00:25:14.359 --> 00:25:18.119 value delivered. Thank you so much, Tim, Hey, Rachel. This 313 00:25:18.200 --> 00:25:19.759 is a topic I care a lot about, like so many of these, 314 00:25:19.880 --> 00:25:25.680 right, but I think it's one that everyone can agree is important. Just 315 00:25:25.680 --> 00:25:30.400 got to figure out how operation is it. Absolutely well. Appreciate you joining 316 00:25:30.440 --> 00:25:33.599 me for the podcast today, Tim, My pleasure, Rachel. Let's do 317 00:25:33.680 --> 00:25:37.799 another one. Yes, hey, And for those of you listening, don't 318 00:25:37.960 --> 00:25:42.920 miss the show notes. I have a Timcato masterclass pretty much linked there, 319 00:25:44.000 --> 00:25:47.960 so be sure to check it out. There's more conversations where we talk about 320 00:25:48.000 --> 00:25:52.160 delivering value, capturing the value in your negotiations and your conversations and throughout the 321 00:25:52.160 --> 00:25:56.200 customer engagement process. Don't miss it, and thank you for listening to the 322 00:25:56.240 --> 00:26:02.279 Audible Ready Sales podcast. At Force Management, we're focused on transforming sales organizations 323 00:26:02.319 --> 00:26:07.440 into elite teams. Our proven methodologies deliver programs that build company alignment and fuel 324 00:26:07.519 --> 00:26:12.680 repeatable revenue growth. Give your teams the ability to execute the growth strategy at 325 00:26:12.680 --> 00:26:18.160 the point of sale. Our strength is our experience. The proof is in 326 00:26:18.240 --> 00:26:22.759 our results. Let's get started. Visit us at Forcemanagement dot com you've been 327 00:26:22.799 --> 00:26:26.960 listening to the Audible Ready podcast. To not miss an episode, subscribe to 328 00:26:27.000 --> 00:26:30.920 the show in your favorite podcast player. Until next time.