WEBVTT 1 00:00:00.800 --> 00:00:03.120 When you wake up in the morning. Not only do 2 00:00:03.160 --> 00:00:05.400 I want you to say my job is to attach 3 00:00:05.480 --> 00:00:08.640 myself to the biggest business issue. Your job is also 4 00:00:08.720 --> 00:00:12.679 to bring technical requirements and connect them to business outcomes. 5 00:00:17.120 --> 00:00:20.000 You're listening to the audible Ready podcast, the show that 6 00:00:20.039 --> 00:00:23.839 helps you and your teams sell more faster. We'll feature 7 00:00:23.839 --> 00:00:26.359 sales leaders sharing their best insights on how to create 8 00:00:26.359 --> 00:00:29.480 a sales engine that helps you fuel repeatable revenue growth. 9 00:00:29.839 --> 00:00:32.600 Presented by the team at Force Management, a leader in 10 00:00:32.679 --> 00:00:35.240 B to B sales effectiveness. Let's get started. 11 00:00:37.240 --> 00:00:39.640 Hello and welcome to the audible Ready Sales Podcast. I'm 12 00:00:39.719 --> 00:00:42.600 Rachel Klett Miller. Today we are going to talk about 13 00:00:42.719 --> 00:00:46.799 finding the biggest business problem in the company in your 14 00:00:46.799 --> 00:00:50.600 customer company. John Kaplan is a master, as you all know, 15 00:00:50.759 --> 00:00:53.000 at coaching reps to do this, and he joins me today. 16 00:00:53.079 --> 00:00:56.359 Hi John, Hey Rachel. I'm excited about this one because, 17 00:00:56.679 --> 00:00:59.560 for whatever reason, it's coming up for me every day, 18 00:00:59.880 --> 00:01:03.000 a really common topic right now, so I'm glad to 19 00:01:03.000 --> 00:01:03.560 talk about it. 20 00:01:03.960 --> 00:01:06.079 Yeah, and this topic has been coming up in our 21 00:01:06.120 --> 00:01:11.159 Ascender community. That's our online platform for sales reps and teams. 22 00:01:11.439 --> 00:01:13.599 We have a community there where people ask questions and 23 00:01:13.719 --> 00:01:17.400 it comes up frequently. All reps know they need to 24 00:01:17.799 --> 00:01:20.239 get to the biggest business problem. Right, that's not a challenge. 25 00:01:20.280 --> 00:01:23.239 You know you need to do that. However, the execution 26 00:01:23.560 --> 00:01:26.239 of doing that and the push to get higher often 27 00:01:26.280 --> 00:01:29.640 trips them up. So let's try to provide some additional 28 00:01:29.799 --> 00:01:31.519 how in the conversation today. 29 00:01:31.840 --> 00:01:35.680 That's awesome, So we're still in the context setting piece here. 30 00:01:35.719 --> 00:01:39.519 But for me, everybody listening to this, you have to 31 00:01:39.560 --> 00:01:42.680 wake up every morning and tell yourself that your job 32 00:01:42.799 --> 00:01:45.920 is to attach yourself to the customer's biggest business issue. 33 00:01:46.319 --> 00:01:49.040 So before we go on to some hows, I want 34 00:01:49.079 --> 00:01:51.400 you to just sit with that and say to yourself, 35 00:01:51.439 --> 00:01:53.640 I either believe that or I don't. And if you 36 00:01:53.640 --> 00:01:56.760 don't believe it, or you don't, think you have to, 37 00:01:56.959 --> 00:01:59.079 maybe your job. I can't think of any jobs that 38 00:01:59.359 --> 00:02:02.599 don't need that. So I think you should be listening 39 00:02:02.640 --> 00:02:05.959 to exactly what we're talking about today. So we're going 40 00:02:06.040 --> 00:02:08.400 to be talking about getting to the right people and 41 00:02:08.800 --> 00:02:11.280 with the right information, and we're going to talk about 42 00:02:11.319 --> 00:02:15.400 doing that through discovery, and ultimately your job is to 43 00:02:16.280 --> 00:02:17.840 I want you to think about this too. I want 44 00:02:17.840 --> 00:02:20.039 you to think about two circles where they come together, 45 00:02:20.360 --> 00:02:23.080 and there's an intersection in the middle. And that intersection 46 00:02:23.240 --> 00:02:27.759 is between where the technical problems and challenges for a 47 00:02:27.840 --> 00:02:33.000 company connect to business outcomes, alleviate business problems and challenges. 48 00:02:33.280 --> 00:02:34.639 And when you wake up in the morning, you've got 49 00:02:34.680 --> 00:02:36.520 to say, that's what I do for a living. I 50 00:02:36.759 --> 00:02:40.599 stand right in the middle of technical problems and business outcomes. 51 00:02:41.120 --> 00:02:43.199 And so I'm excited to talk to you a little 52 00:02:43.199 --> 00:02:45.400 bit more about that as Rachel leads us through some 53 00:02:46.080 --> 00:02:47.159 good navigation here. 54 00:02:47.919 --> 00:02:50.680 Yes, my goal for the day, So let's talk a 55 00:02:50.680 --> 00:02:54.800 little bit about the who in these conversations. That makes 56 00:02:54.800 --> 00:02:56.759 a difference when you're trying to attach to the biggest 57 00:02:56.759 --> 00:03:01.159 business problem. What happens when your initial con intact lacks 58 00:03:01.199 --> 00:03:04.080 the perspective of how they relate to the broader company. 59 00:03:04.120 --> 00:03:06.039 I know a lot of reps run into this, like 60 00:03:06.080 --> 00:03:09.759 you're asking the right questions as a salesperson, but the 61 00:03:09.840 --> 00:03:11.879 person doesn't know the answers. What do you do? 62 00:03:12.439 --> 00:03:15.120 Yeah, that's such a good question, and I think it is. 63 00:03:15.199 --> 00:03:17.319 That kind of thing's coming up all the time. It's like, 64 00:03:17.400 --> 00:03:19.840 if I'm talking to somebody that'll have the answers, you know, 65 00:03:19.879 --> 00:03:22.919 what do I do? There was an old saying when 66 00:03:23.000 --> 00:03:26.840 I was growing up in sales, if you're asking questions 67 00:03:26.879 --> 00:03:30.840 to somebody who can't answer them, go find someone who can. 68 00:03:31.879 --> 00:03:36.199 And I really like that when I was younger. I 69 00:03:36.360 --> 00:03:39.599 like that it gave me confidence and conviction, meaning I'm 70 00:03:39.639 --> 00:03:42.680 not going to suffer and stay with somebody that is 71 00:03:43.479 --> 00:03:45.960 unwilling to give me answers. It is trying to be 72 00:03:46.000 --> 00:03:50.080 a gatekeeper. But that's not the question you asked. So 73 00:03:50.800 --> 00:03:53.800 I want to be very clear. I think that that 74 00:03:53.919 --> 00:03:56.639 advice is not bad advice. I just want to tweak 75 00:03:56.680 --> 00:04:00.400 it a little bit. The best discovery questions or when 76 00:04:00.400 --> 00:04:05.199 you're asking people questions that they have not already thought about, 77 00:04:05.639 --> 00:04:08.159 So think about that. My goal is to ask people 78 00:04:08.240 --> 00:04:11.039 questions that they don't have the answer to or that 79 00:04:11.080 --> 00:04:12.919 they haven't thought about. And I don't want you to 80 00:04:12.960 --> 00:04:15.400 immediately run out of the room just because they don't 81 00:04:15.840 --> 00:04:19.120 They haven't made that connection. Now you have to compare 82 00:04:19.160 --> 00:04:22.040 yourself to ask questions that people haven't already thought about, 83 00:04:22.879 --> 00:04:26.959 and then you have to make a decision because sometimes 84 00:04:27.199 --> 00:04:30.040 you'll ask people questions that they won't have the answer to, 85 00:04:31.000 --> 00:04:36.360 and you have to think about I still need the information. Now, 86 00:04:36.800 --> 00:04:39.240 Why would I not try to figure out how to 87 00:04:39.279 --> 00:04:42.240 take that person with me. If it's a good question 88 00:04:43.079 --> 00:04:45.360 and you would expect that that person should be able 89 00:04:45.399 --> 00:04:47.959 to answer it, and they're not answering it because they 90 00:04:48.079 --> 00:04:50.319 might not know the connection. This opens up the door 91 00:04:50.399 --> 00:04:54.000 for you to move in the account. But always consider 92 00:04:54.040 --> 00:04:56.720 bringing that person with you on the move. I always 93 00:04:56.800 --> 00:04:58.399 like to say to myself, and I said it to 94 00:04:58.439 --> 00:05:01.079 customers too. Before I out the door, I'd look back 95 00:05:01.079 --> 00:05:03.680 at the customer, I'd say, hey, you need to you know, 96 00:05:03.720 --> 00:05:05.600 we established that I needed to go talk to so 97 00:05:05.759 --> 00:05:08.399 and so and blah blah blah. And I didn't just 98 00:05:08.519 --> 00:05:10.480 run out of the room. I said, hey, you need 99 00:05:10.480 --> 00:05:13.120 the answer to this too, why don't you come with me? 100 00:05:13.639 --> 00:05:16.439 And here's what I learned, rachel Is. I found that 101 00:05:17.079 --> 00:05:21.720 when I brought people along while I was moving, or 102 00:05:21.759 --> 00:05:24.480 they were actually bringing me along while we were moving 103 00:05:24.720 --> 00:05:29.160 multi threaded in an account, the conversations were warmer. There 104 00:05:29.240 --> 00:05:33.040 was always someone who had context in the conversation. It 105 00:05:33.160 --> 00:05:35.639 was easier for me to get appointments for these next 106 00:05:35.639 --> 00:05:38.279 calls because I utilized those people that didn't have the 107 00:05:38.360 --> 00:05:41.040 answer to help me get to the next meeting. So 108 00:05:41.879 --> 00:05:47.120 again I find that scenario happening a lot with technical sales, 109 00:05:47.160 --> 00:05:51.759 if you will. So we're asking technical people typically business 110 00:05:51.759 --> 00:05:55.439 implication problems and they struggle with it, and it's just, 111 00:05:55.800 --> 00:05:58.399 you know, there's no doubt, like, your job is the 112 00:05:58.480 --> 00:06:03.199 sellers to connect technical problems to business outcomes. Don't miss 113 00:06:03.199 --> 00:06:06.560 an opportunity to bring somebody along with you, make the 114 00:06:06.600 --> 00:06:07.120 call warmer. 115 00:06:07.800 --> 00:06:10.680 Yeah, and you know the political landscape is at play 116 00:06:10.759 --> 00:06:13.800 here as well. You know you talk about bringing them 117 00:06:13.800 --> 00:06:15.519 with you. I'd love to hear your tips about how 118 00:06:15.560 --> 00:06:18.519 to do that. And then also like, do you ask 119 00:06:18.560 --> 00:06:21.639 for an intro to a higher up employee or do 120 00:06:21.680 --> 00:06:23.639 you just go around and see if you connect with 121 00:06:23.800 --> 00:06:27.199 somebody which could have other implications. What's your advice there? 122 00:06:27.680 --> 00:06:30.079 It's really good because this is a this is we're 123 00:06:30.120 --> 00:06:33.040 talking about kind of skill and art a little bit. Look, 124 00:06:33.600 --> 00:06:36.319 your job is to not piss anybody off. Your job 125 00:06:36.439 --> 00:06:38.920 is to not make anybody feel bad. Your job is 126 00:06:39.000 --> 00:06:43.319 also to map customer requirements to your solutions and sell stuff. 127 00:06:43.360 --> 00:06:47.800 So I always first try to move around with people 128 00:06:48.360 --> 00:06:53.279 on the inside because that it might not necessarily mean 129 00:06:53.319 --> 00:06:57.319 that you know, you're bringing everybody along in a conversation, 130 00:06:57.439 --> 00:06:59.759 but you should always consider it. Again, I talked about 131 00:07:00.040 --> 00:07:05.000 former context champion building. I've brought technical people to business 132 00:07:05.040 --> 00:07:09.480 outcome conversations and I've made it their idea. And you know, 133 00:07:09.639 --> 00:07:11.879 like my grandmother used to say, you don't need the credit, 134 00:07:11.959 --> 00:07:14.399 you need the money. And I think the people that 135 00:07:14.439 --> 00:07:18.040 are very, very savvy on relationships and how power and 136 00:07:18.079 --> 00:07:21.040 influence works in cibeer an account, you should always look 137 00:07:21.120 --> 00:07:24.639 to bring people along with you. Now, if you decide 138 00:07:24.680 --> 00:07:28.399 not to utilize somebody from a previous conversation, for example, 139 00:07:28.680 --> 00:07:32.160 there's gatekeepers that will tell you you're going nowhere inside 140 00:07:32.199 --> 00:07:35.399 of this company without me, or I don't want you 141 00:07:35.519 --> 00:07:38.720 calling on that individual, or they're just an idiot, Sorry, 142 00:07:38.720 --> 00:07:41.360 they're just an idiot, or they're an enemy, which is 143 00:07:41.519 --> 00:07:44.879 somebody else's champion. You have to be savvy enough to 144 00:07:44.920 --> 00:07:48.000 figure that out, and sometimes you have to go alone. 145 00:07:48.839 --> 00:07:51.720 Look to bring people along. But if people are trying 146 00:07:51.759 --> 00:07:55.000 to stiff arm you and keep you out of places, 147 00:07:55.600 --> 00:07:57.279 it tells me a lot. It tells me either they 148 00:07:57.279 --> 00:08:01.199 don't trust us, or they don't understand what we're doing, 149 00:08:01.399 --> 00:08:04.480 or the worst possible scenario is they understand very well 150 00:08:04.519 --> 00:08:06.800 what we're doing, and they're trying to protect one of 151 00:08:06.839 --> 00:08:09.759 your competitors, and you just got to be sad enough 152 00:08:09.800 --> 00:08:12.839 to figure that out. So I'm always careful not to 153 00:08:12.959 --> 00:08:15.759 tell you that you have to ask for permission for 154 00:08:15.879 --> 00:08:18.120 moving around an account, because at the end of the day, 155 00:08:18.160 --> 00:08:19.879 I don't believe that. I don't believe I have to 156 00:08:19.920 --> 00:08:23.439 ask anybody's permission. I think it's common courtesy to let 157 00:08:23.439 --> 00:08:26.720 people know, and I think the smartest sellers figure out 158 00:08:26.759 --> 00:08:30.360 a way to get people emotionally connected to helping them 159 00:08:30.480 --> 00:08:33.600 move in the account. So again, when you ask a 160 00:08:33.679 --> 00:08:36.600 question they don't have the answer to that they need 161 00:08:36.639 --> 00:08:40.000 to know, figure out a way to get help moving on, 162 00:08:40.679 --> 00:08:45.399 which includes stopping talking to them if they're purposefully holding 163 00:08:45.440 --> 00:08:48.279 the information from you. So I know that's kind of 164 00:08:48.279 --> 00:08:50.759 a a ball thrown up in the air there a 165 00:08:50.759 --> 00:08:53.279 little bit, Rachel, But I think it's really really important. 166 00:08:53.879 --> 00:08:56.639 I find that it's easier to move into account when 167 00:08:56.679 --> 00:09:00.519 you're moving with hall passes, when you're moving with con iteration, 168 00:09:00.879 --> 00:09:04.240 when you're moving with people inside the company. But I'm 169 00:09:04.279 --> 00:09:06.399 not telling you can't be successful if you didn't bring 170 00:09:06.440 --> 00:09:07.000 somebody with you. 171 00:09:08.120 --> 00:09:11.960 Yeah, and you know, you mentioned the technical sale, right, 172 00:09:12.000 --> 00:09:14.919 which sometimes in those conversations they are important, but they 173 00:09:14.919 --> 00:09:18.000 can get us stuck too. So I think it's also 174 00:09:18.039 --> 00:09:20.360 important to say that you don't want to ignore the 175 00:09:20.480 --> 00:09:23.039 value that you can bring to the person with that 176 00:09:23.200 --> 00:09:27.960 technical solving a technical problem. But if you're solving technical pain, 177 00:09:28.080 --> 00:09:30.960 you're only doing one part, right, It's still valid, but 178 00:09:31.039 --> 00:09:32.519 you want to multi thread the deal. 179 00:09:32.840 --> 00:09:34.600 I really liked the way you said that. I think 180 00:09:34.639 --> 00:09:36.960 it's a really, really good way to put it, and 181 00:09:37.440 --> 00:09:39.440 I want to use that analogy. I want you to look. 182 00:09:39.559 --> 00:09:41.799 If you're listening right now and you have the ability 183 00:09:41.879 --> 00:09:43.799 to see your feet, I want you to look down 184 00:09:43.799 --> 00:09:45.720 at your two feet on the ground and one of 185 00:09:45.759 --> 00:09:49.039 those you know, one foot needs to be in the 186 00:09:49.080 --> 00:09:53.559 technical part of the organization and conversations, and the other 187 00:09:53.639 --> 00:09:57.600 foot needs to be in the business part of the organization. 188 00:09:58.159 --> 00:10:01.600 Your job is to stand in both worlds and bring 189 00:10:01.639 --> 00:10:03.679 them together. So when you wake up in the morning, 190 00:10:04.159 --> 00:10:06.200 not only do I want you to say my job 191 00:10:06.320 --> 00:10:09.200 is to attach myself to the biggest business issue, your 192 00:10:09.320 --> 00:10:13.039 job is also to bring technical requirements and connect them 193 00:10:13.039 --> 00:10:16.480 to business outcomes. Let's just use the simple fact. Every 194 00:10:16.519 --> 00:10:19.360 year they do a CIO and the big consulting firms 195 00:10:19.360 --> 00:10:21.679 will you know, you can just google it top CIO 196 00:10:21.840 --> 00:10:24.720 concerns And for me the last twenty years that I've 197 00:10:24.720 --> 00:10:27.279 been looking at it, they're asked the same question every 198 00:10:27.320 --> 00:10:30.279 year and their top priorities or surveys AI will be 199 00:10:30.320 --> 00:10:32.759 in there, blah blah blah. What's always in there and 200 00:10:32.840 --> 00:10:35.919 the top three to five is they always come back 201 00:10:35.960 --> 00:10:41.080 with align it to business as a top challenge. This 202 00:10:41.200 --> 00:10:44.240 is exactly what you do for a living if you 203 00:10:44.279 --> 00:10:48.039 are selling technical sales or IT software that's connecting IT 204 00:10:48.399 --> 00:10:52.080 solutions to business outcomes. And I should tell you something. 205 00:10:52.679 --> 00:10:57.039 Every CIO will say one of my biggest challenges is 206 00:10:57.559 --> 00:11:02.120 connecting it to the business. And that tells youself. 207 00:11:02.080 --> 00:11:03.919 Yeah, John, I also want to go back to a 208 00:11:03.960 --> 00:11:07.360 sales fundamental that's related to this. We often talk about 209 00:11:07.799 --> 00:11:10.639 you want to make sure that you're also digging enough 210 00:11:10.679 --> 00:11:14.399 with each contact during your discovery and not just assuming 211 00:11:14.480 --> 00:11:15.159 that they don't know. 212 00:11:15.799 --> 00:11:18.320 Yeah. So I love that because you'll hear me say, 213 00:11:18.559 --> 00:11:20.799 and you've done this in some of the interviews we've done, 214 00:11:20.879 --> 00:11:24.679 is that I say go deeper, go deeper, And what 215 00:11:24.720 --> 00:11:27.399 we mean by that is too. It's our job to 216 00:11:27.559 --> 00:11:31.320 implicate the pain. And when we're talking about that, sometimes 217 00:11:31.360 --> 00:11:34.039 people jump off the pain. They don't ever get to 218 00:11:34.080 --> 00:11:37.919 the pain, Rachel. They get to a challenge or a concern, 219 00:11:38.440 --> 00:11:40.440 but they don't get to the pain. Let's talk about 220 00:11:40.480 --> 00:11:43.840 how to do that this conversation we're having. There's a 221 00:11:43.919 --> 00:11:45.679 couple of ways to do it, or there's a couple 222 00:11:45.720 --> 00:11:48.720 of things we need to do. We need to implicate 223 00:11:48.840 --> 00:11:53.000 problems and challenges to real pain. And the way that 224 00:11:53.039 --> 00:11:55.200 you do that is you help the customer stand in 225 00:11:55.240 --> 00:11:59.240 the moment of the pain by asking them about real scenarios, 226 00:12:00.080 --> 00:12:02.240 find out who cares about it. So a lot of 227 00:12:02.240 --> 00:12:04.919 times what I'll find is sellers will jump off somebody 228 00:12:05.039 --> 00:12:07.159 say yeah, you know, that's a challenge for us, and 229 00:12:07.200 --> 00:12:08.879 then all of a sudden, the you know, the seller 230 00:12:08.879 --> 00:12:12.600 gets excited and says, Oh, that's the pain. That's not 231 00:12:12.720 --> 00:12:15.000 the pain, that's the challenge. The only way for you 232 00:12:15.039 --> 00:12:17.879 to understand the pain is to ask questions. You've heard 233 00:12:17.919 --> 00:12:21.240 us talked about TED questions before, and they're really not questions. 234 00:12:21.240 --> 00:12:23.559 There are more statements, but we call them TED questions. 235 00:12:23.840 --> 00:12:28.759 Tell me about, Explain for me, Describe for me, because 236 00:12:28.799 --> 00:12:31.240 you got to make that customer sit in the moment 237 00:12:31.320 --> 00:12:34.240 of a real life example to get to the pain 238 00:12:34.600 --> 00:12:38.000 and ask questions like who cared about that so it 239 00:12:38.120 --> 00:12:41.039 was late and it was over budget. Who gave you 240 00:12:41.080 --> 00:12:43.919 feedback that that was a problem. How did you communicate 241 00:12:43.960 --> 00:12:47.120 that back to the customer? My favorite question is what 242 00:12:47.159 --> 00:12:49.600 are you doing to make sure that that never happens again? 243 00:12:50.360 --> 00:12:53.600 And like those three questions right there were HL would 244 00:12:53.600 --> 00:12:56.720 be an unbelievable seller because you make that customer stand 245 00:12:56.720 --> 00:12:58.720 in the moment of pain. And a lot of times 246 00:12:58.759 --> 00:13:01.200 I'm just quiet and I look the customer and basically 247 00:13:01.200 --> 00:13:04.039 they're telling me nothing. We're not doing anything, and they 248 00:13:04.039 --> 00:13:06.960 know they should be, so it just helps them stand 249 00:13:07.000 --> 00:13:09.039 in their moment of pain. You Like we say, Rachel, 250 00:13:09.080 --> 00:13:11.240 it's like the more you tell me I have a problem, 251 00:13:11.279 --> 00:13:13.559 the more I'm going to resist you. But the more 252 00:13:13.559 --> 00:13:16.840 you ask great discovery questions that make me stand in 253 00:13:16.879 --> 00:13:19.559 my moment of pain, I'm going to convince myself I 254 00:13:19.559 --> 00:13:22.679 have a problem with urgency. So then we take that 255 00:13:23.000 --> 00:13:27.679 technical pain and we implicate it further into business pain. 256 00:13:28.440 --> 00:13:31.679 So we're always going to ask ourselves what's the biggest 257 00:13:31.679 --> 00:13:34.720 business issue facing this customer and we're going to force 258 00:13:34.799 --> 00:13:37.879 ourselves to find the answer and then attached to it. 259 00:13:38.200 --> 00:13:42.639 But it typically starts with technical challenges which turns into 260 00:13:42.720 --> 00:13:47.720 real life pain with specific examples, which turns into business 261 00:13:47.799 --> 00:13:51.720 opportunities and business outcomes. For me, that's the how. 262 00:13:52.440 --> 00:13:55.679 Right, that's it. That's it. There's a lot here, John, 263 00:13:55.720 --> 00:13:59.159 and this discussion today critical skill for sellers to have. 264 00:13:59.279 --> 00:14:01.120 I think my goal with these podcasts, and I know 265 00:14:01.200 --> 00:14:04.399 probably for you too, is for people to just listen 266 00:14:04.440 --> 00:14:07.159 to them in the morning or whenever and just get 267 00:14:07.240 --> 00:14:09.120 like one nugget that's going to help you be a 268 00:14:09.159 --> 00:14:12.360 better seller that week, that day. And I think you've 269 00:14:12.360 --> 00:14:14.519 done that. You've definitely done that here today, maybe a 270 00:14:14.519 --> 00:14:17.159 couple of golden nuggets for people. I'd love for you 271 00:14:17.200 --> 00:14:19.240 to wrap us up with a bottom line. 272 00:14:19.759 --> 00:14:23.279 Okay, So for me, you have to accept the fact 273 00:14:23.320 --> 00:14:26.639 that in today's world, you have to be multi threaded 274 00:14:26.679 --> 00:14:30.399 on sales campaigns. It's really rare if you're not multi threaded. 275 00:14:30.480 --> 00:14:32.679 I can't really think of any of them that I'm 276 00:14:32.759 --> 00:14:35.320 involved with, or any of them that i've heard, any 277 00:14:35.360 --> 00:14:37.840 of the people that I interact with, if they're not 278 00:14:38.000 --> 00:14:41.240 multi threaded. I guarantee. It's a red flag. So just 279 00:14:41.480 --> 00:14:44.039 know that you've got to move in these accounts. You've 280 00:14:44.039 --> 00:14:45.840 got to move up and down. You got to move 281 00:14:45.919 --> 00:14:48.639 down and up. You've heard us talk about M and W. 282 00:14:48.879 --> 00:14:52.720 Before you got to move. You got to ask questions 283 00:14:53.200 --> 00:14:56.559 that they've not thought about, and if they don't have 284 00:14:56.679 --> 00:15:00.159 the answers, you've got to go get them. But try 285 00:15:00.200 --> 00:15:04.200 to bring people along with you. Get people emostly connected 286 00:15:04.240 --> 00:15:07.080 to the problem, and give them the credit for helping 287 00:15:07.120 --> 00:15:09.600 you connect to somebody who can connect it to the 288 00:15:09.639 --> 00:15:12.639 business implication. Give them all the credit. You just need 289 00:15:12.679 --> 00:15:18.159 the money. Implicate challenges to real life pain, go deeper. 290 00:15:18.480 --> 00:15:21.039 Use those ted questions, tell me about give me an 291 00:15:21.039 --> 00:15:24.840 example described for me. Those are great ones to do that. 292 00:15:25.320 --> 00:15:27.960 And then the uber thing that we've been talking about 293 00:15:28.000 --> 00:15:31.639 all this podcast is you need to connect technical pain 294 00:15:31.720 --> 00:15:37.000 to business outcomes. You must bring those two worlds together. 295 00:15:37.519 --> 00:15:39.519 If I'm on an airplane, somebody says, hey, you know 296 00:15:39.559 --> 00:15:43.240 what does your software do? It creates opportunities for technical 297 00:15:43.360 --> 00:15:48.279 challenges to connect to business outcomes. I mean, at the 298 00:15:48.399 --> 00:15:51.799 very basic fundamental, you have to believe that's what you 299 00:15:51.879 --> 00:15:54.159 do for a living. That's it. 300 00:15:54.320 --> 00:15:57.320 Thank you, John, You're welcome. Go get them all right. 301 00:15:57.360 --> 00:15:59.120 Thank you to all of you for listening to the 302 00:15:59.159 --> 00:16:00.799 Audible Readies Sales podcast. 303 00:16:01.360 --> 00:16:05.360 At Force Management, we're focused on transforming sales organizations into 304 00:16:05.440 --> 00:16:09.879 elite teams. Our proven methodologies deliver programs that build company 305 00:16:09.919 --> 00:16:14.120 alignment and fuel repeatable revenue growth. Give your teams the 306 00:16:14.159 --> 00:16:17.639 ability to execute the growth strategy at the point of sale. 307 00:16:17.759 --> 00:16:21.720 Our strength is our experience. The proof is in our results. 308 00:16:22.000 --> 00:16:25.879 Let's get started. Visit us at forcemanagement dot com. 309 00:16:26.159 --> 00:16:28.960 You've been listening to the Audible Ready podcast. To not 310 00:16:29.080 --> 00:16:31.840 miss an episode, subscribe to the show in your favorite 311 00:16:31.879 --> 00:16:33.679 podcast player. Until next time.