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<v Speaker 1>And I always ask people, Look, I can't change what's

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<v Speaker 1>happened in the past, but I'm going to ask you

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<v Speaker 1>to judge me what happens after this meeting with us.

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<v Speaker 2>Today, you're listening to the audible Ready Podcast, the show

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<v Speaker 2>that helps you and your teams sell more faster. It's

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<v Speaker 2>brought to you by the team at Force Management, a

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<v Speaker 2>leader in B to B sales effectiveness. The show features

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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>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 Kleadmiller, joined today by John Kaplan. Hi John, Hi, Rachel,

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<v Speaker 3>how are you good? Good? So today John, we're going

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<v Speaker 3>to talk about a common scenario that many salespeople find

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<v Speaker 3>themselves in, and it's come up on our online platform,

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<v Speaker 3>a center, a subscription platform. It can happen, particularly maybe

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<v Speaker 3>when you're starting a new company and that is inheriting

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<v Speaker 3>others accounts.

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<v Speaker 1>Yeah, this is I think a really important topic to

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<v Speaker 1>talk about because it can be it can be tricky

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<v Speaker 1>regardless of the situation. You're either following somebody that did

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<v Speaker 1>a really, really good job or following a following a

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<v Speaker 1>scenario where we didn't do a very good job. And

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<v Speaker 1>I know there's people listening out there like, well, hey,

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<v Speaker 1>I wish I got some accounts to inherit. So regardless,

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<v Speaker 1>hang in there with the conversation. You're going to have

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<v Speaker 1>a scenario where you're going to receive an inherited account.

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<v Speaker 1>If it's not happening now, it's going to happen in

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<v Speaker 1>your career. So just listen to some of these topics

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<v Speaker 1>that we talk about, regardless of where you are in

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<v Speaker 1>your career, because I think these are some really really

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<v Speaker 1>good points we're going to discuss today.

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<v Speaker 3>Yeah, and accounts can get moved around in your current role,

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<v Speaker 3>you know, somebody can leave whatever. So let's talk of

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<v Speaker 3>the first steps when we're presented with this scenario. What

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<v Speaker 3>are our first steps?

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<v Speaker 1>Well, like everything else we talk about, Rachel, we're always

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<v Speaker 1>talking about prepper and preparedness and the difference between stress

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<v Speaker 1>and pressure you've heard us say over and over again

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<v Speaker 1>is preparedness. So you want to get as much fluency

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<v Speaker 1>that you can about the account before your first meeting

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<v Speaker 1>with them. If you can't talk to the previous seller,

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<v Speaker 1>perhaps you might have replaced that individual, or then talk

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<v Speaker 1>to people that are responsible for the product, or managers

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<v Speaker 1>or pre sales or customer success, anyone who may have

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<v Speaker 1>interfaced with that customer to learn as much as you

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<v Speaker 1>can about that scenario. So the more that you come

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<v Speaker 1>in with an educated point of view, the more your

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<v Speaker 1>customer will trust that you are assuming a transition. I

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<v Speaker 1>think where people do this badly. Rachel is there basically like, Hey,

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<v Speaker 1>I'm the new person, you know, tell me everything that

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<v Speaker 1>you've told everybody else one hundred times, or I don't

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<v Speaker 1>care what happened before here. I'm here now. It's just

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<v Speaker 1>it's not a good look. Really takes it takes preparation,

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<v Speaker 1>do your homework and figure out what's been going on

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<v Speaker 1>before you speak to somebody.

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<v Speaker 3>Yeah, there's nothing more frustrating than if you then a

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<v Speaker 3>vendor who comes to the table uninformed, especially if you've

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<v Speaker 3>had a longer relationship with the vendor. I got a

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<v Speaker 3>story for you, John, So, I was on a call,

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<v Speaker 3>this was about a couple months ago with a vendor

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<v Speaker 3>when we were talking about our content. You know, I

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<v Speaker 3>produced a lot of the content. They were asking me

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<v Speaker 3>about the content and they said they said, okay, so

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<v Speaker 3>what kind of access do you have to John Kaplan like,

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<v Speaker 3>are you able to you know, have him do content

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<v Speaker 3>for you? And I was like, well, given he's the

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<v Speaker 3>founder of the company, I think we got the access.

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<v Speaker 1>It's like, what I couldn't.

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<v Speaker 3>Hide my face on the zoom But anyway, I digress.

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<v Speaker 1>But so your point is they didn't do their homework, right?

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<v Speaker 3>No? No, I mean that is like a basic point, right.

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<v Speaker 3>I mean, maybe you can forgive if they didn't know

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<v Speaker 3>where some metrics or what certain software you're using or whatever,

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<v Speaker 3>but a founder of a company who is a very

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<v Speaker 3>visual founder should be kind of one of the first

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<v Speaker 3>bullets I would get to know. But anyway, you bring

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<v Speaker 3>up a good point, John, that you have to you

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<v Speaker 3>really want to come in with that educated point of view,

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<v Speaker 3>and that helps you build trust as the new rep,

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<v Speaker 3>which you need, particularly if you have to grow the account.

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<v Speaker 3>So shifting now from getting informed you got that first conversation, Hi,

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<v Speaker 3>I'm a new person, YadA, YadA. How do I start

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<v Speaker 3>to develop the relationships I need within them within the

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<v Speaker 3>account so that I can can build it? What are

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<v Speaker 3>my action steps there?

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<v Speaker 1>Yeah, good question. I think you treat account transition you

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<v Speaker 1>treat it like any other really sales call, where you're

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<v Speaker 1>going to first make it all about them and then

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<v Speaker 1>earn the right to make it about you. Start with

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<v Speaker 1>a baseline of what you've heard I've had. I remember

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<v Speaker 1>a wonderful example of a customer when we first started

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<v Speaker 1>Force Management. I was traveling with a rep and it

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<v Speaker 1>was a huge teleccount company. This company was in the

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<v Speaker 1>services industry and they were there was an account transition.

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<v Speaker 1>This just gives chills to my spine because it was

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<v Speaker 1>so profound. So they were talking to a vice president

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<v Speaker 1>there and there was a new there was a new seller.

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<v Speaker 1>I was actually traveling with that new seller that day,

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<v Speaker 1>and they the customer looked at the individual and said, hey,

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<v Speaker 1>nice to meet you. Before we get started, why don't

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<v Speaker 1>you tell me what you've learned about us? And you

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<v Speaker 1>could have heard a pin drop in the room, And

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<v Speaker 1>it was so profound for me, and the customer was

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<v Speaker 1>doing it on purpose. The customer had a high expectation

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<v Speaker 1>that there had been a transfer of knowledge, a transfer

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<v Speaker 1>of information, and so they just had a high expectation.

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<v Speaker 1>The rep actually did a pretty good job, but that's

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<v Speaker 1>not what they were expecting to start with. They were

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<v Speaker 1>expecting to start more was small talk and blah blah blah,

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<v Speaker 1>and the customer just hit them and talk about being

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<v Speaker 1>audible ready.

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<v Speaker 3>It is you.

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<v Speaker 1>Know, why don't you start by telling me what you

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<v Speaker 1>know about me and my company? And I think that

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<v Speaker 1>we should go into every new uh transition of an account,

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<v Speaker 1>every new customer, every new relationship with being audible ready

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<v Speaker 1>to speak to that, be audible, ready to speak to

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<v Speaker 1>what do you know about us? And there's an old

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<v Speaker 1>saying that says, if it's been in print, let's say

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<v Speaker 1>we don't have we've never done business with this customer,

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<v Speaker 1>and the customer or this prospect, and they say, tell

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<v Speaker 1>me what you know about us in our industry? If

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<v Speaker 1>it's been in print, you should have read it. And

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<v Speaker 1>so what they're basically gauging is like what kind of

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<v Speaker 1>game you got? Do you have an A game? Do

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<v Speaker 1>you have a C game? What are we working with here?

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<v Speaker 1>So I think it's really really important to be to

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<v Speaker 1>be audible ready in that regard. So, but I'm also

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<v Speaker 1>prepared to once I talk about what I've learned about them?

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<v Speaker 1>What have you? Now, it's time for you and I

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<v Speaker 1>to me and the customer to establish our own operating rhythm,

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<v Speaker 1>and you'll hear me things. You'll hear me talk about

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<v Speaker 1>things like you know, what do you like most about

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<v Speaker 1>your experience with us? And what causes you pause about

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<v Speaker 1>your relationship with us. I like to be very very vulnerable.

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<v Speaker 1>I like to be very very open, and I like

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<v Speaker 1>to ask those questions in a way that invites really

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<v Speaker 1>good feedback. Where are we better than we think we are?

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<v Speaker 1>When sometimes when I talk about our products or solutions,

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<v Speaker 1>I'll say, where are we better than we think we are?

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<v Speaker 1>And then where are we not good as you know

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<v Speaker 1>as we probably think we are. Those are two really

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<v Speaker 1>good questions to bring vulnerability, to bring openness, to bring

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<v Speaker 1>great feedback in to the conversation in a very safe

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<v Speaker 1>way for the customer. I like to also, Rachel set

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<v Speaker 1>the ground rules and expectations for operating rhythms, like if

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<v Speaker 1>it's appropriate, how do you like to be interacted with

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<v Speaker 1>when we have information we need to get with you?

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<v Speaker 1>Do you ever do quarterly reviews? You know what works

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<v Speaker 1>best for you? Think about an ideal relationship that you

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<v Speaker 1>have with a vendor? What makes that an ideal relationship?

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<v Speaker 1>And I'm trying to establish the ground rules going forward.

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<v Speaker 1>I acknowledge and I'm aware of what's happened in the past.

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<v Speaker 1>Now it's my responsibility to establish how you'd like to

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<v Speaker 1>interact going forward in the future. So I know that

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<v Speaker 1>was a lot of content there, but I'm I'm audible

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<v Speaker 1>ready for that.

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<v Speaker 3>That's great. I think those questions are good, good takeaways

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<v Speaker 3>for people to remember. You mentioned the in the story

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<v Speaker 3>that you told the customer needed wanted to see who

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<v Speaker 3>they were, who they were dealing with, what kind of

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<v Speaker 3>game that person was bringing, and you know you might

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<v Speaker 3>encounter skepticism. So what do you do if there's a

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<v Speaker 3>lot of skepticism and your inheriting account, you're coming in

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<v Speaker 3>new to it, but and your customer isn't as happy

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<v Speaker 3>as they should be with that current contract. How do

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<v Speaker 3>you deal with that situation that you've inherited.

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<v Speaker 1>Well, let's just talk about reality. This will be your

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<v Speaker 1>scenario more times than anything else. You're very rarely going

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<v Speaker 1>to inherit account. That's great. You know you're inheriting an account.

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<v Speaker 1>If it's a great account, you're not inheriting it. If

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<v Speaker 1>you're new, you're not inheriting it. Right you with me?

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<v Speaker 1>So people are going to hang on to those accounts

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<v Speaker 1>that are that are you know, running really really well.

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<v Speaker 1>So this is a really really appropriate conversation. I think

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<v Speaker 1>more often than not, what you're inheriting is probably not

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<v Speaker 1>in a great state. So the first thing I do

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<v Speaker 1>is I tell myself, do not be defensive. I didn't

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<v Speaker 1>create this problem. I'm willing to help them with their problem.

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<v Speaker 1>I need to be a problem solver. So I listen.

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<v Speaker 1>And sometimes it's hard to hear how your company sucks

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<v Speaker 1>or how your product sucks, or what have you. But

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<v Speaker 1>you have to be prepared to not only listen to that,

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<v Speaker 1>but to be open to that and don't minimize anything

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<v Speaker 1>you know. At the same time, I also I don't

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<v Speaker 1>go native. This is what happens to some immature sellers.

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<v Speaker 1>They go native with the customer and they start to

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<v Speaker 1>agree with the customer. Yeah, that's a problem for us everywhere,

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<v Speaker 1>and we need to do better at that or what

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<v Speaker 1>have you. That you know, nobody is expecting you to

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<v Speaker 1>throw your own company under the bus. So the main

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<v Speaker 1>point is to listen and understand the problems that it causes.

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<v Speaker 1>Understand and acknowledge you know, a previous reps, bad behavior,

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<v Speaker 1>or a product not working.

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<v Speaker 2>Or what have you.

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<v Speaker 1>Everybody needs to be heard. It's a it's a common

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<v Speaker 1>human behavior. We all have the need to be heard,

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<v Speaker 1>and this is where you need to really demonstrate that

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<v Speaker 1>skill set. So then you establish that you care and

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<v Speaker 1>you're committed to changing the relationship, changing the experience. And

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<v Speaker 1>I always ask people, look, I can't change what's happened

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<v Speaker 1>in the past, but I'm going to ask you to

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<v Speaker 1>judge me on what happens after this meeting with us today.

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<v Speaker 1>I think it's really important for me to establish that

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<v Speaker 1>I can't. I'll do the best I can to go

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<v Speaker 1>back and figure things out. But what I'm asking this

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<v Speaker 1>customer to do is allow me to prove myself, is

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<v Speaker 1>allow me to and it's important for the customer to

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<v Speaker 1>actually say that not only to you, but to themselves.

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<v Speaker 1>So like, Okay, this person is I need to judge

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<v Speaker 1>this person on what happens going forward. But oftentimes there

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<v Speaker 1>are going to be open items and issues, and I

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<v Speaker 1>think one of the I call them kind of like

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<v Speaker 1>easy wins, And it's not so much that you'll have

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<v Speaker 1>the solution, but the way you follow up from these

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<v Speaker 1>conversations and how fast you do it and how in

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<v Speaker 1>a quality way and being able to tell and reiterate

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<v Speaker 1>their side of the story and to get your company

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<v Speaker 1>to respond in some way and then follow up quickly.

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<v Speaker 1>So I think timing is really really important from a

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<v Speaker 1>meeting like that. So again, more often than not, your

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<v Speaker 1>experience is going to be you're going to be inheriting

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<v Speaker 1>something that's not ideal. Listen to what makes the situation

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<v Speaker 1>not ideal, ask for the ability to be judged going forward,

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<v Speaker 1>and if there are follow up items from that conversation,

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<v Speaker 1>follow up immediately, even if they're small things, follow up

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<v Speaker 1>immediately and with urgency. And I think that's a pretty

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<v Speaker 1>pretty good way to think about it.

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<v Speaker 3>That's so that's such a good way to end it, John.

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<v Speaker 3>I think if you do nothing else, if you are

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<v Speaker 3>responsive and your customer's urgency is your urgency, that goes

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<v Speaker 3>a long way.

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<v Speaker 1>It does.

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<v Speaker 3>Those are some great points, John, And I think there's

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<v Speaker 3>one more point here that I want to bring up

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<v Speaker 3>that if you're new and you've inherited the account, it's

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<v Speaker 3>not always guaranteed business.

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<v Speaker 1>Yeah, this is the flip side that we just talked about.

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<v Speaker 1>It's like, okay, let's say you do get an account

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<v Speaker 1>that has been doing fairly well. I never underestimate how

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<v Speaker 1>challenging it is to continue that success, and how important

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<v Speaker 1>salespeople and continuity are. And sometimes relationships are fractured just

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<v Speaker 1>by the very nature of a seller leaving. I think,

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<v Speaker 1>if I'm a seller, I never want that scenario to happen.

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<v Speaker 1>I don't want to be. It's not a badge of

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<v Speaker 1>honor or courage to say, oh, look that account fell

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<v Speaker 1>apart after I left. It should be you should be very,

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<v Speaker 1>very proud five years from now to see that account

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<v Speaker 1>just crushing it and that you did such a great

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<v Speaker 1>job of serving them, including transitioning it to others. But

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<v Speaker 1>don't assume that everything's great when you take over a

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<v Speaker 1>supposed great account that you'll always have the business. Always

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<v Speaker 1>establish that baseline for where you're at right now, and

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<v Speaker 1>then establish your relationship with that customer going forward, doing

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<v Speaker 1>the things that I talked about earlier, like setting your

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<v Speaker 1>own operating rhythm, judging the success and the measurement of

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<v Speaker 1>success on where we are kind of going forward. It's

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<v Speaker 1>the old adage don't rest on your laurels, especially if

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<v Speaker 1>those laurels aren't yours.

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<v Speaker 3>That's great, Thank you, John, You're welcome.

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<v Speaker 1>Go Get Them, Go, Get Them.

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<v Speaker 3>Thank you to all of you who continue to listen

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<v Speaker 3>to the audible Ready Sales podcasts, and don't forget to

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<v Speaker 3>check out our new online subscription platform, a Sender asender

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<v Speaker 3>dot co. Thank you. At Force Management, we're focused on

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<v Speaker 3>transforming sales organizations into elite teams. Our proven methodologies deliver

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<v Speaker 3>programs that build company alignment and fuel repeatable revenue growth.

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<v Speaker 3>Give your teams the ability to execute the growth strategy

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<v Speaker 3>at the point of sale. Our strength is our experience.

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<v Speaker 3>The proof is in our results. Let's get started. Visit

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<v Speaker 3>us at forcemanagement dot com.