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<v Speaker 1>The first question is what problems are we truly solving

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<v Speaker 1>from our customers with this thing that we've created. What

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<v Speaker 1>outcomes can we drive as a result, or maybe said

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<v Speaker 1>a different way, What will this help the customer achieve

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<v Speaker 1>that they haven't even thought about.

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<v Speaker 2>You're listening to the audible Ready Podcast, the show that

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<v Speaker 2>helps you and your teams sell more faster. We'll feature

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<v Speaker 2>sales leaders sharing their best insights on how to create

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<v Speaker 2>a sales engine that helps you fuel repeatable revenue growth.

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<v Speaker 2>Presented by the team at Force Management, a leader in

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<v Speaker 2>B to B sales effectiveness. Let's get started.

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<v Speaker 3>Hello and welcome to the Audible Ready Sales Podcast. I'm

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<v Speaker 3>Rachel Klett Miller. Joining me today is our own Brian Walsh.

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<v Speaker 3>Hi Brian, Hi, Rachel, how are you good? Good? So

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<v Speaker 3>today we are going to talk about a situation many

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<v Speaker 3>of us are faced with, and as we get towards

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<v Speaker 3>the end of the calendar year, many of us might

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<v Speaker 3>be faced with us even more. Your company is getting

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<v Speaker 3>ready to roll out new products, new options, new things

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<v Speaker 3>that you need to sell. I'm sure you have been

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<v Speaker 3>in this situation many times, Brian.

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<v Speaker 1>Yes, that brings up lots of memories and.

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<v Speaker 3>So you're sitting there as a wrap and you're thinking, Okay,

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<v Speaker 3>I've got to figure out a way to sell this,

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<v Speaker 3>and we're going to talk about how do you approach

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<v Speaker 3>that in the right way, in a way that's going

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<v Speaker 3>to make you successful and make your customers happy. So

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<v Speaker 3>let's start with Brian, the mindset you need to have

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<v Speaker 3>when you get the news right, there's new stuff in

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<v Speaker 3>the bag.

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<v Speaker 1>Yeah, well it makes me just your opening made me

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<v Speaker 1>think of something I had not as I was kind

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<v Speaker 1>of thinking about this topic the last few days, because

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<v Speaker 1>I think the thing we have to remember is the

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<v Speaker 1>moment the company launches it. There's probably a scoreboard somewhere,

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<v Speaker 1>and whether it's on screen in every meeting, whether it's

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<v Speaker 1>in an office, there is a scoreboard somebody's keeping track of.

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<v Speaker 1>Is everybody getting on the train and starting to sell

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<v Speaker 1>the new thing, which I get it. I mean, I

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<v Speaker 1>understand it, We've invested in it and all of that,

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<v Speaker 1>but that is a factor that is in the brains

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<v Speaker 1>of the seller, right who's thinking, Okay, I'm on the

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<v Speaker 1>hook for this, and the way you kick this off,

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<v Speaker 1>I think, so we just have to remember that that's

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<v Speaker 1>a part of what's going on in somebody's brain. But

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<v Speaker 1>I think there at the same time, there are a

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<v Speaker 1>couple of temptations we have to be really aware of

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<v Speaker 1>and reminded of careful of. And the first is the

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<v Speaker 1>temptation to run out to the marketplace with all of

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<v Speaker 1>the new product info and the messaging from the product

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<v Speaker 1>and marketing teams, because we're so excited about what we've

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<v Speaker 1>now got sometimes that we can forget that there could

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<v Speaker 1>be two or three things happen inside of our customers.

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<v Speaker 1>Either the market doesn't know so they're a little overwhelmed

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<v Speaker 1>by what we show up with, right the market isn't

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<v Speaker 1>even ready for it, whether it's the message or the

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<v Speaker 1>thing itself, or they see it as just catch up

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<v Speaker 1>to the competition. So there's that. I think the other

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<v Speaker 1>thing we have to think about, and the temptation we

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<v Speaker 1>have to be careful of, is over promising. By the

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<v Speaker 1>way I've done all of these right, making these mistakes.

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<v Speaker 1>Marketing and product do a great job of creating the hype,

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<v Speaker 1>and they should do that like it's important to do that,

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<v Speaker 1>and it's done for all the right reasons. We just

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<v Speaker 1>need to be honest with ourselves about what we've got

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<v Speaker 1>in our hands what we've been given, because we're the

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<v Speaker 1>ones who are carrying that forward, and it's going to

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<v Speaker 1>be our personal, not just our company's credibility that gets

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<v Speaker 1>impacted by this, positively or negatively, especially if we don't deliver.

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<v Speaker 1>So those I think that are the two big mindset pieces.

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<v Speaker 1>I would remind.

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<v Speaker 3>People of right good ways to frame any training or

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<v Speaker 3>whatever that you're going to go through with the new product.

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<v Speaker 3>And that's when when the enablement's happening, there's key questions

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<v Speaker 3>you should be asking ourselves.

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<v Speaker 1>Yep. So everybody on this podcast knows us at some

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<v Speaker 1>level or another, so they won't be surprised to hear

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<v Speaker 1>me say this. This is a perfect time to remember

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<v Speaker 1>the outside in mentality. It's about the custom stomer stupid, right,

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<v Speaker 1>that's the old it's the economy stupid, it's the customer stupid.

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<v Speaker 1>So I think the questions and I'm not calling them

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<v Speaker 1>any of the audience stupid. It's just a reminder, right, Yeah,

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<v Speaker 1>It's like, these are the big three questions. The first

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<v Speaker 1>question is what problems are we truly solving from our

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<v Speaker 1>customers with this thing that we've created. What outcomes can

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<v Speaker 1>we drive as a result or maybe said a different way.

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<v Speaker 1>What will this help the customer achieve that they haven't

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<v Speaker 1>even thought about? So pulling outcomes further out than they

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<v Speaker 1>would have on their own. And then there's two or

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<v Speaker 1>three questions I think that go together, and there's this

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<v Speaker 1>concept of how is what I'm about to bring to

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<v Speaker 1>the market going to change the customer's buying journey? Does

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<v Speaker 1>it replace multiple things? Will this require a new mindset

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<v Speaker 1>for the customer not just us? Are there new players

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<v Speaker 1>that are going to have to get involved that we

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<v Speaker 1>haven't talked to before? And oh, by the way, how

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<v Speaker 1>is the customer going to think about that? I was

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<v Speaker 1>with a customer recently and in the process of helping

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<v Speaker 1>them build out a bunch of content, they realize there

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<v Speaker 1>is a key person in the C suite that is

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<v Speaker 1>going to be at the table going forward that they

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<v Speaker 1>have never talked to really in the past. And it's

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<v Speaker 1>going to be a departure not just for them, but

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<v Speaker 1>also for their customers because people inside of the customers

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<v Speaker 1>organizations are going to have to pull this. This person's

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<v Speaker 1>come in one way or the other, so they're going

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<v Speaker 1>to have to pull them in. So it's going to

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<v Speaker 1>change not just who we have to talk to, but

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<v Speaker 1>who the customer has got to get engaged with, and

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<v Speaker 1>that can change some do some funny things to the

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<v Speaker 1>minds inside of our customers as well, not just ourselves.

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<v Speaker 1>So that's how I think about this.

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<v Speaker 3>Yeah, an additional player, as you say, also goes back

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<v Speaker 3>to asking the question, when you think through what problems

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<v Speaker 3>did this product solve, how is a customer going to

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<v Speaker 3>get value from this, Who is the ideal customer profile

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<v Speaker 3>for this product, and how does it play with other

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<v Speaker 3>things that you're selling, because that what we call the

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<v Speaker 3>ICP ideal customer profile may shift a bit depending on

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<v Speaker 3>what it is.

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<v Speaker 1>Yeah, it can change the whole game. They can literally change.

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<v Speaker 1>You may come to market it was something that if

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<v Speaker 1>you really dig into it, you may say, wait a minute,

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<v Speaker 1>We're about to literally change how a company does business,

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<v Speaker 1>which means these four or five or six things that

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<v Speaker 1>they had today that all kind of happened at different

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<v Speaker 1>points in time for all the right reasons, those aren't

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<v Speaker 1>even needed anymore. So maybe I'm going from six to one,

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<v Speaker 1>and now I'm impacting six different silos and all not

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<v Speaker 1>only the people inside of those silos, but one or

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<v Speaker 1>two people above them. Who see a bigger pick like

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<v Speaker 1>this can change the whole dynamic. And you, if you

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<v Speaker 1>don't think through that, you can really get yourself into

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<v Speaker 1>trouble in terms of a missing the larger opportunity in

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<v Speaker 1>the marketplace and b making it harder for you to

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<v Speaker 1>even land the deals that you thought might be easy

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<v Speaker 1>to land.

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<v Speaker 3>Yeah, that's a great perspective. And I think you know

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<v Speaker 3>you mentioned over promising right at the beginning. There are

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<v Speaker 3>some unknowns when there are new products, right, they try

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<v Speaker 3>to think of everything, but things come up and there's

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<v Speaker 3>new use cases, right, And so when you're having these

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<v Speaker 3>conversations with your customer, you should also approach these conversations

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<v Speaker 3>with curiosity, just like any any sales conversation. So are

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<v Speaker 3>your best tips here for validating the product?

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<v Speaker 1>So I think the unknowns is good, and we kind

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<v Speaker 1>of hit on one with the new players, right, Who

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<v Speaker 1>are the new people that are getting into all this

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<v Speaker 1>and how is that going to impact the customer's buying

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<v Speaker 1>process and buying journey, et cetera. But there are some

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<v Speaker 1>other unknowns. And when I think about getting a new

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<v Speaker 1>product in my hand, I was one of the people

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<v Speaker 1>that I learned from a fellow seller, I would retech

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<v Speaker 1>our technical manuals so that I had a sense of

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<v Speaker 1>what we were really doing and why we were doing

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<v Speaker 1>it and how it worked, so I could kind of

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<v Speaker 1>get deep into it with the right people inside of

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<v Speaker 1>the customers organization. So and then the other thing I

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<v Speaker 1>would do with a brand new product is I would

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<v Speaker 1>get into our beta testing. I'd want to understand, you know,

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<v Speaker 1>what did we do up to this point, to fully

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<v Speaker 1>understand how this new thing is landing? What have we

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<v Speaker 1>learned about that, and what have we done about what

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<v Speaker 1>improvements or tweaks have we made? What's still outstanding both

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<v Speaker 1>known and unknown? Right, we found this, here's what we're

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<v Speaker 1>doing about it. We're still not too sure about this? Right?

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<v Speaker 1>And then am I whether I'm reading the technical specs

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<v Speaker 1>or not, but am I the seller? Am I really

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<v Speaker 1>educating myself deeply on all of this and to your point,

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<v Speaker 1>the new use cases and some of the other things

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<v Speaker 1>we talked about, new players, et cetera. Or am I

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<v Speaker 1>just reading the headlines, because if you're just reading the headlines,

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<v Speaker 1>you're going to miss out every single time. Like you've

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<v Speaker 1>got this is a time for you to go deep

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<v Speaker 1>on all of the work. That product and marketing have

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<v Speaker 1>done to get you ready. I think these questions all

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<v Speaker 1>the way back to the previous question we were answering

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<v Speaker 1>and now kind of adding on here. I think these

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<v Speaker 1>questions in the end really will help you think through

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<v Speaker 1>where am I going to go first with this, because

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<v Speaker 1>you've got to be careful where you go, right, got

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<v Speaker 1>to go to your friendlies. You got to go to

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<v Speaker 1>your early adopters, and that's that that even has a bifurcation.

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<v Speaker 1>You got to go to the folks that are going

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<v Speaker 1>to be willing to put up with some of the

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<v Speaker 1>little things that might happen with a new product release

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<v Speaker 1>versus those that aren't aren't up for that or aren't

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<v Speaker 1>built that way. And definitely staying away from your skeptics

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<v Speaker 1>and your cynics until you really know whether or not

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<v Speaker 1>you got something that's really viable and is going to

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<v Speaker 1>really make hay. So those are some of the other

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<v Speaker 1>unknowns that I think about.

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<v Speaker 3>Yeah, and you mentioned the specs right, the technical features.

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<v Speaker 3>And I know a lot of people that are listening

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<v Speaker 3>now are in selling software and their company is rolling

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<v Speaker 3>out new AI.

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<v Speaker 1>Well everybody's rolling out of there, right software or not? Right?

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<v Speaker 3>Yeah, So You may have a traditional product that you

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<v Speaker 3>have been selling and now there's these new features or

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<v Speaker 3>it's powered by AI, and everybody's talking about it. So

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<v Speaker 3>one you got to figure out how you're going to

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<v Speaker 3>differentiate that conversation. Even if the features are cool in

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<v Speaker 3>a demo, right, and most of them are, how do

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<v Speaker 3>you make sure that you're having the right conversations you're

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<v Speaker 3>selling these new features right with the same value based discipline,

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<v Speaker 3>the right discipline and the right mindset.

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<v Speaker 1>Well, AI is a great example, right, And I already

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<v Speaker 1>mentioned this a little bit earlier with the outside in mindset,

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<v Speaker 1>and I think it goes back to that, right, So

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<v Speaker 1>I want to be very careful how I say this,

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<v Speaker 1>so I know anybody to jump on me. But everybody's

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<v Speaker 1>already got AI in some form of fashion. Everybody's already

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<v Speaker 1>talking about AI and their products. So it's almost reaching

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<v Speaker 1>table stakes levels to an extent. But at the same time,

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<v Speaker 1>customers are scared. Everybody's scared about AI, even though they

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<v Speaker 1>also know it's here and it's coming. They're all and

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<v Speaker 1>you know the look they're always going to be. There's

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<v Speaker 1>always going to be part of your Undis's scared when

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<v Speaker 1>you got something new but this time it's just a

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<v Speaker 1>bit more exaggerated, right and rightly so. So I think

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<v Speaker 1>you got to keep in mind again, whether we're using

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<v Speaker 1>AI as the example or something different that's differentiated, you've

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<v Speaker 1>got to keep in mind the keys to setting up

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<v Speaker 1>your cool stuff right, all your differentiation. And the first key,

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<v Speaker 1>and maybe the most important key, is having a conversation

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<v Speaker 1>that sets up topics with customers because you've got their

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<v Speaker 1>best interest at heart. I'm getting you to think about

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<v Speaker 1>things that matter, not a capability like something that we

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<v Speaker 1>drive with AI, but an outcome that that solves because

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<v Speaker 1>it's for it. It gives you this topic around that

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<v Speaker 1>outcome gives you a better chance of achieving that outcome

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<v Speaker 1>right and making the best choice. So I think if

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<v Speaker 1>you can keep your conversations focused on what's the customer

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<v Speaker 1>trying to achieve, both long term, short term and what's

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<v Speaker 1>best for them and their business, it's a much better

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<v Speaker 1>chance for you when you pivot to talk about the

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<v Speaker 1>new thing that you've got to pivot to. Here's the

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<v Speaker 1>new thing I've got, and more importantly, here's how that

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<v Speaker 1>gives you a better chance of getting to that outcome

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<v Speaker 1>we just talked about it's just like any other differentiation.

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<v Speaker 1>It's setting it up so that when I pivot to

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<v Speaker 1>talk about it, it's a means. That differentiation is a

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<v Speaker 1>means to an important end for the customer, whether it's

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<v Speaker 1>revenue lift or whatever it might be.

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<v Speaker 3>Right, the outcomes that they're trying to drive, and also

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<v Speaker 3>the organizational priorities that they have.

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<v Speaker 1>Yeah, so maybe it's not the connect it's not just

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<v Speaker 1>the old line. That's the economy stupid. It's the customer.

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<v Speaker 1>It's the outcome, right, It's the outcome matters.

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<v Speaker 3>Yeah, and that's really that mindset you need to have

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<v Speaker 3>when your enablement team, your product team says, hey, sales team,

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<v Speaker 3>guess what, here's what here's what we got. Yeah, wrap

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<v Speaker 3>us up, Brian with the bottom line or a key

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<v Speaker 3>takeaway as we close.

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<v Speaker 1>So and please listen carefully to this, folks, because, especially

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<v Speaker 1>if you're in marketing and product listening to this. I

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<v Speaker 1>want you as sellers to embrace your company's new ideas.

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<v Speaker 1>I mean, I'm saying that loud and clear. I love

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<v Speaker 1>running to the market with new ideas and new things

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<v Speaker 1>to talk about. I just think we as sellers have

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<v Speaker 1>to remember that our job first and foremost is to

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<v Speaker 1>think about out and lead with what matters to the customer,

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<v Speaker 1>their people, their customers, right, our customers, customers and their

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<v Speaker 1>business before we just go running out with a new message,

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<v Speaker 1>like that new message is powerful, Like don't waste it

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<v Speaker 1>by throwing it out there in the hopes that it lands.

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<v Speaker 1>Like lead up to it, you know, become a better

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<v Speaker 1>storyteller through the conversations that you have and the points

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<v Speaker 1>of view that you put down, so that when you

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<v Speaker 1>do pivot to that new thing, it's got a lot

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<v Speaker 1>more value because it's coming out of your mouth to

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<v Speaker 1>solve for them, their people, their customers, their business. That's

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<v Speaker 1>my take.

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<v Speaker 3>That's it, Brian Walsh, thank you very much.

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<v Speaker 1>Thanks Rachel, Yes, and.

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<v Speaker 3>Thank you to all of you for listening to the

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<v Speaker 3>Audible Ready Sales podcast.

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<v Speaker 4>At Force Management, we're focused on transforming sales organizations into

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<v Speaker 4>elite teams. Our proven methodologies deliver programs that build company

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<v Speaker 4>alignment and fuel repeatable revenue growth. Give your teams the

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<v Speaker 4>ability to execute the growth strategy at the point of sale.

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<v Speaker 4>Our strength is our experience, The proof is in our results.

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<v Speaker 4>Let's get started. Visit us at forestmanagement dot com.

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<v Speaker 2>You've been listening to the Audible Ready podcast. To not

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<v Speaker 2>miss an episode, subscribe to the show in your favorite

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<v Speaker 2>podcast player. Until next time.