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<v Speaker 1>No matter what we do, we should always be outside

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<v Speaker 1>of the first meeting. We should always make it about

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<v Speaker 1>the buyer before we earn the right to make it

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<v Speaker 1>all about our products and services.

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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.

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<v Speaker 1>Let's get started.

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<v Speaker 3>Hello, Welcome to the Audible Ready Sales Podcast. I'm Rachel

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<v Speaker 3>klett Miller, joined today by John Kaplan. Hi, John, Rachel,

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<v Speaker 3>how are you good? Good? A good podcast today, John.

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<v Speaker 1>Yes, looking forward to it.

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<v Speaker 3>We do nothing less right always, But today we are

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<v Speaker 3>going to talk about executing a single selling motion. You know,

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<v Speaker 3>a lot of times, as sales reps, we're giving a

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<v Speaker 3>lot of tools, tactics, technology, processes to follow, and the

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<v Speaker 3>challenge can come from how do you, as a rep

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<v Speaker 3>pull all of these tools together fluidly and in a

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<v Speaker 3>way where you don't feel like you're just piling on

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<v Speaker 3>process after tool after tool. And John, I know you

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<v Speaker 3>get this question a lot from reps who have gone

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<v Speaker 3>through several of our programs at a force management. So

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<v Speaker 3>let's just start with your high level advice about how

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<v Speaker 3>to maneuver that.

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<v Speaker 1>First of all, I think the I do get the

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<v Speaker 1>question a lot, and I think I'm getting a lot

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<v Speaker 1>more lately because of all the implications with a lot

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<v Speaker 1>of these AI tools for sales assistance and all kinds

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<v Speaker 1>of stuff that are coming down the pike, and I

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<v Speaker 1>think there is a general kind of concern that it

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<v Speaker 1>may complicate the selling motion. And it sure seems like

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<v Speaker 1>the world is just trying to make this topic pretty complicated.

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<v Speaker 1>I'm not saying I'm against AI apps slowly for AI,

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<v Speaker 1>but I think you really have to make sure that

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<v Speaker 1>at the end of the day, you are simplifying what

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<v Speaker 1>you're asking a seller to do and simplifying the motion

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<v Speaker 1>for the seller and the buyer. Let's talk about that

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<v Speaker 1>a little bit today. How can we simplify it right.

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<v Speaker 3>From really that rep PERSONA, because you can really get

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<v Speaker 3>bogged down in using a lot of these tools, and

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<v Speaker 3>you want to use it in a way that benefits

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<v Speaker 3>you and benefits your buyer and benefits the sales process.

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<v Speaker 3>So we're going to kind of frame this conversation today

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<v Speaker 3>as it relates to the tools that we use at

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<v Speaker 3>force management and what we do. So if you haven't

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<v Speaker 3>gone through any of the force management methodologies, first.

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<v Speaker 1>Check us out.

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<v Speaker 3>But if you haven't, just you can kind of supplement

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<v Speaker 3>our ideas for the tools that you use. So let's

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<v Speaker 3>just kind of level said John. Let's say you learn

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<v Speaker 3>command of the message and you have your value framework

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<v Speaker 3>to help with that value based conversation. Then let's say

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<v Speaker 3>you go through commanded the sale and now you as

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<v Speaker 3>a rep have the tools to align that framework with

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<v Speaker 3>your organization's customer engagement process and perhaps the qualification process

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<v Speaker 3>like medic And then you may have a negotiation training,

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<v Speaker 3>so you've got an negotiation framework. So you've got a

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<v Speaker 3>lot of tools here to help you execute. How am

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<v Speaker 3>I pulling these together in one single motion?

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<v Speaker 1>It's a really good question. I'll try to do this

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<v Speaker 1>in a way that it doesn't matter if you have

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<v Speaker 1>an experience forced management methodology. So let's begin with the

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<v Speaker 1>concept of an outside in versus an inside out approach.

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<v Speaker 1>So no matter what we do, we should always be

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<v Speaker 1>outside in the first, meaning we should always make it

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<v Speaker 1>about the buyer before we earn the right to make

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<v Speaker 1>it all about our products and services. So if we

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<v Speaker 1>talk about this concept of emotion, I like to think

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<v Speaker 1>about it like a golf swing, where there's a takeaway

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<v Speaker 1>first and then there's a forward delivery motion. If you're

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<v Speaker 1>not a golfer, if you just think about throwing a ball,

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<v Speaker 1>you first kind of position yourself, you take your arm back,

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<v Speaker 1>and then you move it forward. If you think about bowling,

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<v Speaker 1>if you think about cricket, if I don't care what

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<v Speaker 1>you think about, there's this takeaway motion which builds momentum,

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<v Speaker 1>and then there's a follow through and a delivery motion.

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<v Speaker 1>So let's stay on this topic of emotion. Let's think

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<v Speaker 1>about the mechanics of this takeaway and of the delivery,

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<v Speaker 1>because let's start with the takeaway. So I want you

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<v Speaker 1>to think of the takeaway as discovery with the buyer,

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<v Speaker 1>where we are gathering information and before we can effectively

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<v Speaker 1>deliver something talk about us, we need to finish the takeaway.

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<v Speaker 1>So it's just like you look at like Google Charles

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<v Speaker 1>Barkley golf swing. When you don't have a full takeaway,

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<v Speaker 1>then you have a very suspect delivery and things full,

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<v Speaker 1>things will go wrong. So we want you to just

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<v Speaker 1>think about having a full takeaway where in the selling motion.

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<v Speaker 1>I like to think of that takeaway as like filling

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<v Speaker 1>up three buckets of information. Every time I sit down

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<v Speaker 1>with a customer, I am building three buckets of discovery information,

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<v Speaker 1>positive business outcomes. What are the business outcomes that this

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<v Speaker 1>customer is trying to achieve? Required capabilities is the same

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<v Speaker 1>as like the technical decision criteria, but without positive business

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<v Speaker 1>outcomes you miss a real opportunity to create urgency. So

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<v Speaker 1>the technical required capabilities are where we connect positive business

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<v Speaker 1>outcomes and technical decision criteria. And then the third is metrics.

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<v Speaker 1>How is the customer going to measure success? Okay, so

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<v Speaker 1>the first part of the motion the takeaway. I'm asking

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<v Speaker 1>questions about positive business outcomes, I'm asking questions about technical

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<v Speaker 1>required capabilities, and I'm asking questions about how the customer

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<v Speaker 1>will measure success from a metrics point of view. That's

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<v Speaker 1>the takeaway.

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<v Speaker 3>Yeah, So, as you said, John, that first part of

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<v Speaker 3>the motion is the discovery where we're gathering the information

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<v Speaker 3>from our buyer. You mentioned it, positive business outcomes, required

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<v Speaker 3>capabilities or solution requirements, and metrics. Those are the gifts

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<v Speaker 3>of gold. Right allow you to align what you do

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<v Speaker 3>with what they need. So you're making it all about

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<v Speaker 3>them before we make it all about us. So now

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<v Speaker 3>talk about that delivery part of the motion, that back half.

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<v Speaker 1>Yeah, So just like any any golf swing or any

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<v Speaker 1>motion that relies on what you do, and the takeaway

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<v Speaker 1>totally impacts what you do on the delivery. So if

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<v Speaker 1>we think about the downswing or the follow through up

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<v Speaker 1>a golf swing, now we have taken away positive business outcomes,

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<v Speaker 1>require capabilities and metrics, and now we're going to face

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<v Speaker 1>the target and deliver to the target because we've earned

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<v Speaker 1>the right to talk about these three things, which are

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<v Speaker 1>how we do those required capabilities. So why would you

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<v Speaker 1>talk about your products and services in any other way

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<v Speaker 1>than what the customer said was required. So we call

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<v Speaker 1>that required capabilities in the takeaway. In the delivery, we

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<v Speaker 1>talk about delivering. How we do that and how we

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<v Speaker 1>do that? That is the required capabilities. It will really

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<v Speaker 1>help you stay aligned. Then I have to talk about, well,

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<v Speaker 1>how do we do those require capabilities different or better

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<v Speaker 1>than everybody else. This is our differentiation. It's here where

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<v Speaker 1>we influence those decision criteria or those technical require capabilities

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<v Speaker 1>with our differentiators, and then we finished the swing with

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<v Speaker 1>a great follow through where we talk about our proof points,

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<v Speaker 1>where have we done it before, case studies, testimonials. These

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<v Speaker 1>aren't brand names. This isn't a logo slide. This is

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<v Speaker 1>we had this customer that had this problem, that was

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<v Speaker 1>trying to accomplish this. They had these technical requirements. They

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<v Speaker 1>measured those requirements this way. Here's how they measured that six,

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<v Speaker 1>here's how we did that, Here's how we did it

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<v Speaker 1>differently or better, and here were the results. Now, that

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<v Speaker 1>is an unbelievably great golf SLNK and at Forced Management

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<v Speaker 1>we call that the mantra. So there's three things you

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<v Speaker 1>take away. Possitive business outcomes require capabilities and metrics, and

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<v Speaker 1>there's three things you deliver back in every sales conversation,

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<v Speaker 1>which is how we do it, how we do it

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<v Speaker 1>differently or better, and where we've done it before exactly.

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<v Speaker 3>And that's a really great way to simplify what you

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<v Speaker 3>need in those sales conversation, the three things you need

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<v Speaker 3>and then the three things you need to deliver. So

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<v Speaker 3>that's the motion for the sales conversation. Talk about how

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<v Speaker 3>that fits into a sales process and the tools we

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<v Speaker 3>have for our sales process.

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<v Speaker 1>That's a great question because I think the sales process

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<v Speaker 1>should be totally dependent upon the sales conversation that you're

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<v Speaker 1>trying to build, and I call that the ultimate summation.

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<v Speaker 1>And so if we are trying to build this mantra,

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<v Speaker 1>the same thing that we're doing in a sales conversation,

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<v Speaker 1>we are actually building throughout. You know, it's a great

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<v Speaker 1>flow for a sales process. So it's a couple of

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<v Speaker 1>hygiene points on sales process. First, sales process need to

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<v Speaker 1>be aligned to how a buyer buys. First thing, we

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<v Speaker 1>should look at us how does the buyer buy? And

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<v Speaker 1>most buyers go through some kind of discovery or requirements phase,

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<v Speaker 1>then they move into some type of evaluating options phase.

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<v Speaker 1>They then move into some type of justification phase or

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<v Speaker 1>a decision phase, and then an implementation phase, et cetera.

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<v Speaker 1>So whatever those are, a sales process should align to

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<v Speaker 1>those buyer stages, and we should think of it as

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<v Speaker 1>we are helping the customer build out this mantra. So

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<v Speaker 1>customers in their buying process, they'd better be thinking about

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<v Speaker 1>what impact is this going to have on our business?

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<v Speaker 1>What are the technical PBOs by the way, What are

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<v Speaker 1>the technical required capabilities that we're going to be How

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<v Speaker 1>are we going to measure success? Who's out there that

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<v Speaker 1>can do this, how do they do it? How did

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<v Speaker 1>they do it differently or better than everybody else? And

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<v Speaker 1>where's the proof? So if you look at it, Rachel,

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<v Speaker 1>that mantra of that swing is actually represents not only

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<v Speaker 1>the sales conversation, but it also represents the things that

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<v Speaker 1>you go through to build that out into you know

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<v Speaker 1>what I'm going to call later here is the ultimate

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<v Speaker 1>summation that should show up. Okay, how do we get

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<v Speaker 1>the customer to attach to the biggest business issue that

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<v Speaker 1>they're facing that's in your sales process. How do we

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<v Speaker 1>establish the decision criteria or the required capabilities and attach

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<v Speaker 1>our differentiation to it to make it more favorable for us?

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<v Speaker 1>How's the customer going to measure success? How are we

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<v Speaker 1>going to validate that? It's all in the sales process.

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<v Speaker 1>So they're really not separate processes. They're the same. There's

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<v Speaker 1>just ones at an uber level and a conversation, and

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<v Speaker 1>the other one is how it manifests itself and what

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<v Speaker 1>you do in activities every day, which is your sales process.

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<v Speaker 3>Right, exactly. So that's a great way to kind of

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<v Speaker 3>break it down. So all of these tools that you

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<v Speaker 3>have at your disposal, discovery guides, value frameworks, value pyramids,

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<v Speaker 3>negotiation planners, close plans, implementation plans, whatever you got, think

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<v Speaker 3>of those as tools to build the mantra, as John

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<v Speaker 3>talked about, as it relates to your sales conversations and

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<v Speaker 3>then the activities that you're doing throughout the day. Did

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<v Speaker 3>I get that right, John.

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<v Speaker 1>Yeah, exactly. I think for the golf swing or the mantra,

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<v Speaker 1>I call this I called it earlier, I called it

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<v Speaker 1>the ultimate summation. I want to really give it a name.

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<v Speaker 1>So it's the ultimate summation of creating and delivering value.

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<v Speaker 1>All those tools that you just mentioned, they are all

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<v Speaker 1>a manifestation of those critical components of the mantra. Positive

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<v Speaker 1>business outcomes. Technical required capabilities that are highly differentiated for us,

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<v Speaker 1>how the customer's going to measure success and it should

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<v Speaker 1>be very favorable for us, obviously very favorable to the customer.

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<v Speaker 1>How we do that specifically, the technical required capabilities? How

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<v Speaker 1>do we do it differently or better than anybody else where?

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<v Speaker 1>Have we done it before? This becomes the focus of

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<v Speaker 1>everything that we do. Skip one of those things and

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<v Speaker 1>go google Charles Barkley's golf swing. You skip any one

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<v Speaker 1>of those three takeaways or three deliveries, and you're going

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<v Speaker 1>to have a choppy swing.

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<v Speaker 3>Yeah, and you know, Johen, A lot of this really

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<v Speaker 3>comes into finding your own style to use these tools,

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<v Speaker 3>but you want to make sure you understand how each

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<v Speaker 3>plays a role in executing with the customer, right. That

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<v Speaker 3>is important. Focus on the customer and everything else sort

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<v Speaker 3>of falls into place.

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<v Speaker 1>Yeah, you know, sticking with this theme of golf, I

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<v Speaker 1>go to the range to practice a lot, and I'll

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<v Speaker 1>see people with different tools. I'll see people with things

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<v Speaker 1>around their wrists, things around their legs, different technology that

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<v Speaker 1>they're using. It's all pointed at trying to be better

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<v Speaker 1>at getting that ball closer to the whole, closer to

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<v Speaker 1>the fair way. It's all aimed at doing the outcome.

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<v Speaker 1>Not everybody uses all of those. Now, I'm not saying

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<v Speaker 1>that you don't have to use the tools that the

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<v Speaker 1>company gives you. But if I'm better at some part

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<v Speaker 1>of the execution, I focus on the other areas of

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<v Speaker 1>the execution. I focus on what I do well. I

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<v Speaker 1>focus on minimizing what I don't do well. So what

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<v Speaker 1>I'm trying to tell you is there's all these tools

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<v Speaker 1>that they can bring and continue to bring. It's all

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<v Speaker 1>to get you closer to a customer, to attach yourself

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<v Speaker 1>to the biggest business issues facing that customer, to allow

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<v Speaker 1>you to influence decision criteria, to make it more favorable

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<v Speaker 1>for you, and to allow you to be a voracious qualifier.

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<v Speaker 1>So when you think about it, we got the takeaway.

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<v Speaker 1>You got three things you're taking away. Positive business outcomes

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<v Speaker 1>require capabilities and metrics. And once I have that, I

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<v Speaker 1>can pivot and I can start my down swim or

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<v Speaker 1>my delivery to my customer, and I can tell them

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<v Speaker 1>how we do it, how we do it differently or better,

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<v Speaker 1>and where we've done it before. Again at Force Management,

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<v Speaker 1>we call this motion the mantra, and we're not only

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<v Speaker 1>building a great sales conversation, but we're also doing that

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<v Speaker 1>through utilizing a great process of engagement or sales process,

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<v Speaker 1>which is basically how the matra comes alive and the

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<v Speaker 1>activities of what we do. So hopefully that we didn't

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<v Speaker 1>confuse you with golf swings and analogies and that kind

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<v Speaker 1>of thing, but our goal was to help you simplify it.

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<v Speaker 1>Take away three things from a customer, deliver three things

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<v Speaker 1>back to a customer, and you should be on really

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<v Speaker 1>golden ground right.

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<v Speaker 3>And that's a great reset for the week. Thank you, John,

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<v Speaker 3>my pleasure go get them right, and thank you to

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<v Speaker 3>all of you for listening to the Audible Ready Sales Podcast.

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<v Speaker 3>At Force Management, we're focused on transforming sales organizations into

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<v Speaker 3>elite teams. Our proven methodologies deliver programs that build company

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<v Speaker 3>alignment and fuel repeatable revenue growth. Give your t the

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<v Speaker 3>ability to execute the growth strategy at the point of sale.

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<v Speaker 3>Our strength is our experience. The proof is in our results.

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<v Speaker 3>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.