Stay focused on the who, the why, the how and the when,
and you've got a really you've got a much better chance of making the right
decision for that given opportunity. You're listening to the audible Ready Podcast, the
show that helps you and your teams sell more faster. We'll feature sales leaders
sharing their best insights on how to create a sales engine that helps you fuel
repeatable revenue growth. Presented by the team Afforce Management, a leader in B
to B sales effectiveness. Let's get started. Hello and welcome to the Audible
Ready Sales Podcast. I'm Rachel Clett Miller. Quick here at the top.
Have you checked out a sender midasender dot co. If you like the content
we're putting out on the podcast, you'll love the content we're publishing on a
sender almost every day. Be sure to check it out. Brian Walsh is
joining me today to dive into a topic that I think a lot of you
are dealing with. Hi, briand Rachel. Hello, all right, so
today we are going to talk about pilot projects. Some of you may be
in those sales process. You're in these meetings, you feel like you got
a great position here to move a deal forward, and the customer says,
hey, let's just try a pilot project first. So Brian, I know
we're going to kind of dive in and how you deal with that and how
to counteract that, and when you want to do it and when you don't.
But first, let's talk about why these projects pop up and make their
way into our sales conversations. The obvious the answer is the economy, right,
It's the old line from politics, it's the economy, stupid, and
that wasn't at you, right, But everything's got more pressure, everything's got
more heat and light, everything's got more people involved or fingers in the pie.
And that's typically the number one reason. But even if it's not the
economy, this happens all the time, even when the economy is good.
And I think that's one of the big question right. So I know we
can go deeper here in a second, but the why is always the first
question I got to ask myself, Is that really what's happening in this moment
in time? Because in this moment in time, it'd be easy when somebody
says, oh, I think we need to do a pilot to just assume,
oh, it's the economy. But it might not be so even if
a time like this, it might not be the economy. When the economy
is good, it's definitely not the economy. So the first question is,
well, why, what's the why behind that? Is this a political landscape
conversation? Is it a resources conversation other than money, like people or time?
Is it a competing project with a completely different alternative? Is it a
competitive conversation? So digging under the coverage to get to the why, I
think is always the first place to start. And there's reasons why you may
want to move them forward. And if we look at the why, why
would we want to move why? Is it a good reason to take on
a pilot? Yeah? When is it? I think there are four things.
It's the who, the why, the how, and the when.
And doing a pilot for any of the wrong reasons against these four questions is
never a good idea. And it often happens because we have a tendency to
react to a request because we are good people, we're problem solvers, and
we want to react to a requests instead of stopping and really thinking through all
of those factors. So with that in mind, it's also a chance in
that moment when this idea of a pilot comes up to also frame the negotiation
that's happening before the customer even realizes we're negotiating. Now, that might be
a conversation for another day, but I will say this, we have a
tendency, as they said, its sellers to give things away without thinking about
it because we're solving, like we want to help. We're givers, as
you know. I'd like to say, but remember every request that comes from
a customer, including something like this, hey, let's do a pilot whatever,
especially if it's veiled. You don't know why, but this is a
chance to expand the conversation and begin to trade. And so when you do
that consistently, when you expand the conversation before you respond and start to trade
things of value, you're actually keeping others in this case the customer, that
you will never just roll over and give something, but instead you'll always look
to find ways to create more value for both sides before you decide whether or
not. In this case, the ask of a pilot is a good idea
for both of us. So once you've assessed that, what do you need
to do as a salesperson and you know some of this is like in the
implementation of heart. But what you need to do to increase the likelihood that
these pilot projects will lead to a more permanent solution. Let's stay on our
four factors might just right, like it's the who, the why, the
howl, and the lens. Right, let's just kind of break each one
of these downs on the who conversation. I gotta be asking myself in questions,
who's this person in the organization who's asking for this? How much power
and influence do they have? And what part of the buying decision, the
economic buying, the technical buying, or just like the and when I say
just it's not the discount or the implementation part of the decision. And will
other people listen to this person? Right? Is this person a coach or
are they more than that? Are they a potential or even a current champion?
So those are some of the examples of what I've got to be asking
myself and my team about the who. Then there's the why. What's the
real objective of this pilot? How are we going to measure the ultimate success?
Now that this is important, how are we going to measure the ultimate
success of a pilot is one thing. A sixth week or a six month
pilot has got some sort of finish line objectives, right, positive business outcomes,
as we like to say. But the other thing you got to have
in places are a short term metrics. So what are the metrics we have
in place to ensure that we can course correct during the pilot if we're not
on track? If I got a three month or six month pilot, I
better have some shorter term metrics in place that tell us whether or not this
is on track. And this is a critical question because without these metrics,
you're starting at point A and the hopes of getting the point Z with nothing
in between you to tell you whether not you're still on track, and that
rarely rarely turns into anything more than like let's go to church and a light
of candle in the hopes that we get a great outcome. Right. And
then there's the how so around the concept of how what's the specific plan to
include players from both sides, the responsibilities, the date, etc. Who's
the sponsor of this pilot and what are their objectives and level of buy it?
How are we going to keep everyone informed in a consistent fashion. What
happens if one side or the other is not holding up their end of the
bargain? And how will we communicate results and move forward based on success or
any lad thereof. So like, here's all of that going on, it's
the who, it's the what's the well? How are we going to make
sure this happens? And then last, not least, maybe the easiest of
the ford to answer is the win, like, what are the real timelines
for this pilot? Are those appropriate and achievable? And what happens that those
timelines aren't met by either side? I think there's a level of detail that
you've got to go into if you're gonna do a pilot. And oh,
by the way, this applies to somebody asking for a proof of concept.
Right, it's very similar, right, very similar, but even more so
here because the money's now on the line. There's more money on the line
of the pilot than there it's even with a trial, right or a proof
of concept. So those are the questions I'm asking myself or my teammates if
we're really trying to consider whether or not a pilot is a good idea.
Great questions. I hope those of you who are getting this question a lot
from your prospects are writing those down. I want to go back to when
you were talking about the why the metrics conversation. We talk a lot about
metrics, getting metrics as part of your sales process, with or without a
pilot project, power we measuring success, and sometimes it can be difficult to
get those nailed down. So I want to talk a little bit about that,
because, as you said, it's really critical when we're dealing with these
pilot projects. So how do I, for lack of a better term,
force the metrics to that outcome conversation with my customer? How do I get
my customer to see the importance of that. Yeah, this is a really
important point, Rachel, and it's actually another example of negotiation as a skill
that we're going to pull on throughout the entire opportunity pursuit. There is a
cost to a pilot and there's a cost to both thought. So I would
not shy away from the question you've got. It's really really critical and I
know already mentioned it, but without metrics, both short and long term,
metric pilots often turn into nothing more than science experiments. Yeah, and hey,
I'll be the first to a minute, and sometimes the science experiment is
okay. Sometimes we want to do a science experiment as much as the customer.
We got something new, we're looking for early adopters, whatever, but
pass that and choosing to do a science experiment purposefully, and even then there
should be metrics the back of the majority of time, no metrics equals no
decision. And I think that's the key, because you know, a lot
of times pilots are being run by technical buyers, and eventually they're the ones
who have to go to the economic buying audits and ask for more money or
real money to take the pilot to a larger scale. And if you can't
answer the business questions that the economic buyer cares about, you got yourself with
science experiment, and as good as your technical buyer might feel about it,
it ain't going anywhere else. So, you know, someone who doesn't want
to have a metrics conversation is a red flag for me, yea, and
I won't do the pilot in that case because without success measures and an identic
to fight sponsors the appropriate level, we're just all kind of spending our wheels.
Now, I want to be clear. If somebody calls me and says,
hey, I have X amount of money to spend, and I have
to spend it today by five o'clock. Do you want it? Okay,
I'm not suggesting you should say no, take the deal off the street.
I'm good with that, but you've got to at least understand that if you
want us to turn into something bigger, Right, if this is an opportunity
or an account where there's more runway for us, before you take that fifty
thousand dollars or one hundred thousand dollars or whatever they have to spend, you
better have a couple of these conversations in your back pocket ready to have.
Hey, how are we going to measure to the success of the use of
this bend? Because I want to help you look good inside of your organization.
That's all. Like, we don't have to overcomplicate this, but we
might if it's a twelve million dollars deal, but if it's just want to
make sure I'm sending that message you know, everything is appropriate. How's that
right? Yeah, we're not above that. Yeah, that's right. No
metrics, no decision, no successes are great takes from that little segment there.
Okay, Brian, what sort of things am I doing along the way
through implementation of the pilot to make sure we're holding tight to what was promised
in the beginning, to keep reminding the customer of the endgame. Here.
Great question, and I might have said this earlier or pointed to it earlier,
but I think there are just three things to remember. Right One,
you've got to have agreed upon processed steps again short term metrics that we can
constantly stay on top of so that we can fourth correct if required. And
these have to be visible, tangible, and or measurable. That's the first
thing. The second is you've got to have agreed upon, assigned and aligned
roles that have clear with sponsibility from both sides. And then, last,
but not least, you've got to have agreed upon communication processes with the right
capital right people, like I'm screaming that the right people throughout the pilot with
some agreed upon rules of the road. I mean, it's really all about
the front end set up with some well thought out and agreed upon standards of
how are we going to do this, who's doing what and when, and
how are we going to keep the right people engaged so that we can make
good decisions throughout right because then it's just a assumes part of the process.
I mean, you almost embedded into the pilot when you lay out those rules
of the road. And my next question kind of goes to that when you
mentioned doing this early, how do I make sure I'm anchoring on the I.
If this is successful, then we are going to do this sort of
that crux move into moving these pilot projects into more permanent solutions. How do
I do that early in the process. Another great question I think this is
attaches to the why conversation, right. It's because if this isn't establishment,
you're kind of wasting people's time and money, including your companies and your own.
You've got to be working on the right deals at the right level of
depth and breadth right as appropriate for that opportunity. So I'm not suggesting that
the ask is always the same thing, but for every pilot there does have
to be an objective for that pilot and a corresponding set of next step and
action. Otherwise, give me your money and I'll give you what you want
for the plot. Like it's kind of a I don't want to say it's
a waste of time. That's a bad way to put it, but it
might be now that I say it out loud, like you can find yourself.
Let's play this out. Imagine getting a pilot with someone thinking to yourself,
this is one department in a large organization. I can get this pilot
in here, and then I can take our solution and go company why and
trans and have a transformational effort inside of the company. Well that's nice,
of course, if nobody inside of the customers organization knows that it ain't ever
going to happen. And now you sign up for a pilot with one person
and even maybe they've agreed, but you don't have any upfront agreement or alignment
or access to other people that ain't going to happen, you know, So
you are wasting your time, or at least you're dreaming about something that ain't
going to happen, right, and it just becomes bad for your professional brand.
Right. You become an order taker. You're not a problem software,
you're not adding value to the customer. You are becoming an order taker and
to your taking the office street. But in the broader sense, you don't
want to be doing this consistently. I love that you just said that,
because it reminds me too, that when you do these well at the level
that I'm talking about, it's another example of setting yourself apart by how you
sell, not what you sell. And I'm here to tell you ninety percent
of organizations out there will have significant appreciation for how you handle this conversation.
And I'm not looking to say no. I'm looking to say yes, but
I'm looking to say yes in a way that is measured appropriately for the opportunity
and the long term opportunity and put a skin in the game on both sides.
Yeah, and the appropriate level of skin, right, that makes sense?
Yeah, Yeah, we're following great and there's a lot of great takeaways
today, Brian. Then I know people can keep the top of mind as
we wrap up. Feel free to bring in any other final points that you
want, But I'd also love for you to wrap up by giving us a
rundown of those key questions you need to ask yourself when a potential pilot project
surface itself in your sales conversation. Okay, so I don't want to oversimplify
it, but just remember these four words who, why, how, and
when period? And then I was having this conversation with an organization this week
about getting in a room to talk about a live opportunity. As an example
of that, you're probably going to find yourself in a room talking to other
people about this pilot. Might be you and your manager, or might be
you and four other people. But when you're in that moment, you've got
to create a culture where other people asking you these questions, well, who's
involved, why should we do this? How are we going to make sure
it's successful from both sides? Eat When you're getting asked those questions, it's
not viewed as an inspection, but instead it's viewed as an opportunity to look
at this deal more strategically so that we can make really great tactical decisions.
So it becomes coaching, non inspection. I'll just leave it at that,
finished with the stay focused on the who, the why, the how and
the when, and you've got a much better chance of making the right decision
for that given opportunity. Thank you so much, Brian, thank you,
thank you. And these are the type of topics I'll say it again that
we are taking on in our platform. As sender. You go through a
sales training and you learn the big rocks, but sometimes when you're executing your
sales process. Things come up like pilot projects. Are asking for a pilot
project? What do I do? And you want to figure out your best
next steps? You can ask these questions in our community. Brian's taking questions
and Tonella, John, Tim, Patty Mack. They're all there. Go
ahead and check it out my data center dot co. And thank you for
listening to the Audible Ready Sales podcast. At Force Management, we're focused on
transforming sales organizations into elite teams. Are proven methodologies, deliver programs that build
company alignment and fuel repeatable revenue growth. Give your teams the ability to execute
the growth strategy at the point of sale. Our strength is our experience.
The proof is in our results. Let's get started. Visit us at force
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