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<v Speaker 1>Positive outcomes require capabilities metrics. These are the three buckets

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<v Speaker 1>I'm filling up as I'm going through my discovery. I

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<v Speaker 1>have to make sure those buckets are full.

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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. Will 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, and welcome to the Audible Ready Sales Podcast. I'm

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<v Speaker 3>Rachel Klatt Miller. Today we are going to talk about

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<v Speaker 3>best practices for playing back what you've gathered from your customer.

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<v Speaker 3>John Kaplan joins me today. Hi John, Rachel, how are

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<v Speaker 3>you good? Good? Like I said, we're going to talk

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<v Speaker 3>about the importance of validating what you heard from your

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<v Speaker 3>customer and playing it back to them throughout the sales process. Right,

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<v Speaker 3>this is than just like a one and done thing

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<v Speaker 3>if you're a command of the message alone. This is

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<v Speaker 3>what we call the mantra. You build it throughout sales

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<v Speaker 3>process and then you're delivering it back to the customer

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<v Speaker 3>throughout it. If you don't know command of the message.

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<v Speaker 3>We're talking about really gathering and replaying those critical components

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<v Speaker 3>of the deal.

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<v Speaker 1>Yeah, let's set a little context here. So for the

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<v Speaker 1>past fifty or so plus years, researchers have asked buyers

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<v Speaker 1>about their experiences with sellers and the top two challenges

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<v Speaker 1>that come up when they ask them, what are the

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<v Speaker 1>biggest challenges you have with sellers? The top two or

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<v Speaker 1>the following number one they don't understand my business. Number

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<v Speaker 1>two they don't listen. And we refer to this as

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<v Speaker 1>the seller deficit disorder. So this skill of playing back

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<v Speaker 1>what you heard is critical, and I want to try

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<v Speaker 1>to simplify it.

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<v Speaker 3>Today and then often just last when we talk about

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<v Speaker 3>sending the pain and getting the right information. But let's

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<v Speaker 3>talk about some of those best practices when you're playing

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<v Speaker 3>back what you heard or articulating the mantra. It starts

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<v Speaker 3>with great follow up on those initial calls.

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<v Speaker 1>Yeah, so after every conversation, I'm recapping what I heard

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<v Speaker 1>in my recap at the end of the call, and

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<v Speaker 1>my follow up emails and the beginning of my next call.

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<v Speaker 1>And I like to think about discovery as like filling

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<v Speaker 1>up three buckets of sand So I have three buckets

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<v Speaker 1>and I'm going to fill them up, and the three

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<v Speaker 1>buckets are labeled positive business outcomes, required capabilities or decision criteria,

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<v Speaker 1>those things that are technically required in order to meet

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<v Speaker 1>those positive business outcomes, and then how people are going

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<v Speaker 1>to measure success or metrics. So positive business outcomes, require

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<v Speaker 1>capabilities and metrics are the three buckets. And I'm filling

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<v Speaker 1>up these buckets as I'm going through my discovery call

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<v Speaker 1>in my conversation, and this allows me to gather additional

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<v Speaker 1>information if there's any gaps that I want to make

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<v Speaker 1>sure that we get aligned in the next step. So,

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<v Speaker 1>for example, mister missus customer, what I heard you say is,

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<v Speaker 1>these are the positive business outcomes that you're trying to achieve.

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<v Speaker 1>And I go look into that bucket, and if I

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<v Speaker 1>don't have any positive business outcomes, then what I do

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<v Speaker 1>is I know that I'm not ready to talk to

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<v Speaker 1>them about pivoting to a solution. So I asked some

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<v Speaker 1>discovery questions. So these are the positive business outcomes that

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<v Speaker 1>you talked about. You also said this was the technical

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<v Speaker 1>required capabilities. Well, guess what if I look into that

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<v Speaker 1>bucket and there's no technical required capabilities that are favorable

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<v Speaker 1>for us with our differentiation. I'm not done with discovery.

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<v Speaker 1>I can't pivot to selling them something. I don't fully

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<v Speaker 1>understand them. I haven't fully listened to them. That's what

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<v Speaker 1>that seller deficit disorder is talking about. Now, look in

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<v Speaker 1>the bucket for metrics, and this is how you said

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<v Speaker 1>you were going to measure success. So if I haven't

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<v Speaker 1>filled up those buckets, I can't pivot to how we

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

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<v Speaker 1>do it better and where we've done it before. I

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<v Speaker 1>can't pivot to my solution because I'm not ready. So again,

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<v Speaker 1>this allows me to gather my additional information where there

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<v Speaker 1>are gaps, and that's something I'm adding to for every call.

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<v Speaker 1>Recap positivesiness, outcomes, require capabilities, metrics. These are the three

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<v Speaker 1>buckets I'm filling up as I'm going through my discovery.

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<v Speaker 1>I have to make sure those buckets are full. If

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<v Speaker 1>they're not full and I pivot to talk about my solution,

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<v Speaker 1>I'm not going to be ready yet, So I'm going

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<v Speaker 1>to have some gaps. And that's what makes people say

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<v Speaker 1>you don't understand my business. Yeah, because we don't know

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<v Speaker 1>the business outcomes you're trying to achieve and you haven't listened. Yeah,

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<v Speaker 1>because I can't tell you what you told me, and

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<v Speaker 1>I can't tell you what's critical based upon what you

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<v Speaker 1>told me and how you're going to measure success. This

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<v Speaker 1>is all part of that seller deficit disorder. So that's

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<v Speaker 1>what you're recapping. What I heard you say has to

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<v Speaker 1>be around those three pillars. Positibusiness outcomes require capabilities and metrics.

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<v Speaker 3>Yeah, and you do it right. And if you follow

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<v Speaker 3>those A key component you're talking about it can be

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<v Speaker 3>that email or your follow up tools can be a

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<v Speaker 3>great tool to get different perspectives from other stakeholders in

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<v Speaker 3>the deal. How do you use them for that?

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<v Speaker 1>Yeah, I love it. So just by sharing what you

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<v Speaker 1>heard and asking for feedback, you're not saying that this

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<v Speaker 1>is what I know or this is what I'm trying

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<v Speaker 1>to convince them. I'm not trying to convince them of anything.

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<v Speaker 1>It's just that you're telling them what you've heard, and

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<v Speaker 1>it's a great starting point for a conversation. This is

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<v Speaker 1>what I heard from your organization, This is what I

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<v Speaker 1>heard from somebody else in your organization. Could you please

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<v Speaker 1>give me your take on it? Okay, so what are

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<v Speaker 1>you doing. You're proving that you're learning about their business,

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<v Speaker 1>and you're proving that you listen by the very fact

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<v Speaker 1>that you're saying, this is what I heard. So you're

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<v Speaker 1>attacking the seller deficit disorder. And then you're allowing people

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<v Speaker 1>based upon kind of a level playing field or a

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<v Speaker 1>starting point that says, this is what I've heard. Could

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<v Speaker 1>you please comment on this. It's a great place to

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<v Speaker 1>start conversations as you move throughout an organization. Well tell

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<v Speaker 1>me what because people are thinking it, what do you

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<v Speaker 1>know about us? Tell me what you've heard? What have

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<v Speaker 1>you been doing in this account? And it's a great place.

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<v Speaker 1>This recap, this mantra is a great place to begin

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<v Speaker 1>every conversation with a new stakeholder.

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<v Speaker 3>Right and in the mantra, this is what we heard.

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<v Speaker 3>As you talk to new stakeholders, as you gather more information,

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<v Speaker 3>it really expands as you move through that sales process.

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<v Speaker 3>It represents the multiple stakeholder perspectives, and it can be

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<v Speaker 3>a tool to constantly validate and qualify your deal. So

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<v Speaker 3>when we think about qualifications, one thing I wanted to

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<v Speaker 3>bring up is how important those required capabilities or solution

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<v Speaker 3>requirements are in this process and how you are articulating

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<v Speaker 3>them in your recaps.

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<v Speaker 1>I'd say critical, but it's like, I don't want to

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<v Speaker 1>make that to sound like some cliche, but I'm telling

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<v Speaker 1>you that if you can't discuss the required capabilities or

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<v Speaker 1>the decision criteria, you have no chance at winning. And

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<v Speaker 1>if you do win, you have no chance of understanding

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<v Speaker 1>whether you've got a great deal or an average deal,

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<v Speaker 1>or whether you even wanted the deal or not. So

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<v Speaker 1>he or she who owns the required capabilities of the

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<v Speaker 1>decision criteria actually owns the customer and owns the owns

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<v Speaker 1>the opportunity. So I like to say the two biggest

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<v Speaker 1>skills for elite sellers are always about attaching to the

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<v Speaker 1>biggest business issue, and that's going to come from what

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<v Speaker 1>we talked about earlier with positive business outcomes and discovery

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<v Speaker 1>around that. And then influencing decision criteria with your company differentiation.

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<v Speaker 1>That's your job. You need to influence the required capability,

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<v Speaker 1>not just gather the required capability. You need to influence

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<v Speaker 1>the required capabilities with your company differentiation. It's got to

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<v Speaker 1>be good for the customer, and it's got to be

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<v Speaker 1>in their own own language, and it also gives us

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<v Speaker 1>a great baseline for prioritization. So if there's neutral or

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<v Speaker 1>unfavorable criteria or require capabilities, that you've got the ability.

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<v Speaker 1>This is a really important point. A lot of times

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<v Speaker 1>I get notes back from people say, hey, I've got

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<v Speaker 1>decision criteria here. You told me that we need to

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<v Speaker 1>influence it with our differentiation, But there's actually some decision

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<v Speaker 1>criteria here that's good for the customer and it's something

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<v Speaker 1>that we don't do well. What do I do about that?

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<v Speaker 1>And I think that's such a great question, because there

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<v Speaker 1>are some times where you're going to have a situations

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<v Speaker 1>where you build this for criteria and you build this

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<v Speaker 1>require capabilities, and you find out you might not be

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<v Speaker 1>the best one to compete on this. And it's the

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<v Speaker 1>only reason why people hesitate to move on is because

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<v Speaker 1>they don't have pipeline. And that's not going to be

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<v Speaker 1>a good idea for you or the customer. So let's

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<v Speaker 1>talk about what happens when you do get and it's

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<v Speaker 1>going to happen. There's going to be decision criteria that's

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<v Speaker 1>going to show up, or require capabilities that are going

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<v Speaker 1>to show up, and they're less favorable for you and

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<v Speaker 1>more favorable for a competitor. The first thing I do

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<v Speaker 1>is I always ask the customer to describe that for me, Rachel,

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<v Speaker 1>because what I know is is that elite sellers, when

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<v Speaker 1>you're elite, you just know that you're different than others.

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<v Speaker 1>And when you spot this, sometimes what happens is some

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<v Speaker 1>non elite sellers they convince the customer or they say,

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<v Speaker 1>you need to put this in the criteria to be

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<v Speaker 1>able to compete against, so we can compete against this

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<v Speaker 1>company or what have you. So a lot of times

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<v Speaker 1>I just ask them to explain to me what that means,

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<v Speaker 1>so they'll have something on there, like you know, let's

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<v Speaker 1>say it's in the old days, we used to have

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<v Speaker 1>this thing by directional associativity at PTC was kill or

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<v Speaker 1>knockout criteria. Well, if I was a competitor, I'd say,

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<v Speaker 1>mister missus, customer, what is your understanding of what that means?

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<v Speaker 1>And they're either going to explain it like they understand it,

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<v Speaker 1>or they're going to explain it like a competitor just

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<v Speaker 1>told them to put it in there. And I know

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<v Speaker 1>I might not be giving it the right words of

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<v Speaker 1>the right justice, but you know what I mean, when

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<v Speaker 1>you hear what I'm saying, Like you can tell when

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<v Speaker 1>somebody talks about something and they understand it, or somebody

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<v Speaker 1>talks about something and they've just heard it. And I

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<v Speaker 1>used to love this because I used to say, Okay, well,

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<v Speaker 1>so explain to me. Give me an example of how

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<v Speaker 1>that's manifested itself in your environment. I start asking all

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<v Speaker 1>these questions and they're feeling very uncomfortable, and they're like,

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<v Speaker 1>and I just let them off the hook. I don't

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<v Speaker 1>have to say, like, what I want to say is aha,

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<v Speaker 1>I know that's required capability. You don't know what that means.

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<v Speaker 1>And my competitor just put that in there. I mean,

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<v Speaker 1>I want to say that, but I don't say that.

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<v Speaker 1>I just say, well, let's prioritize these and I take

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<v Speaker 1>one of our differentiators. Let's say one of our influenced criteria,

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<v Speaker 1>and I say, is it more important than this? And

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<v Speaker 1>if I've on my job and we've talked about how

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<v Speaker 1>important it is and we have specific examples, nine times

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<v Speaker 1>out of ten, what happens, Rachel, is this unexplained favorable

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<v Speaker 1>decision criteria for the competitors, it winds up moving down

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<v Speaker 1>the priority list. And that is the best advice that

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<v Speaker 1>I can give you. So all the while while you're

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<v Speaker 1>refining this criteria or influencing it, shaping it until it's

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<v Speaker 1>good for the customer and good for you. And that

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<v Speaker 1>is really what you do for a living. When you

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<v Speaker 1>swing your feet over the end of the bed the

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<v Speaker 1>side of the bed. In the morning, I should wake

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<v Speaker 1>up and say, today I need to influence decision criteria

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<v Speaker 1>with my differentiation critical on every opportunity, on every conversation.

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<v Speaker 3>Are you're good? And make sure your customer understands your differentiation.

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<v Speaker 1>That's why you got to use their language, Rachel. You

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<v Speaker 1>can't write your own like x Y doublejzy wizaboo, and

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<v Speaker 1>that shows up in the decision criteria and you know

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<v Speaker 1>that that came from your competitor, and so just ask

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<v Speaker 1>them questions like what does that mean for you, mister

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<v Speaker 1>missus customer.

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<v Speaker 3>That's one of the things I wanted to make sure

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<v Speaker 3>we highlighted because you've mentioned it a couple of times.

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<v Speaker 3>You use this tactic to make sure nothing's changed, as

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<v Speaker 3>things always do in the deal, and your competitors are

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<v Speaker 3>probably doing that too. They're like, hey, take a look

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<v Speaker 3>at this. Are we all on the same page. But

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<v Speaker 3>one way you can differentiate yourself and how you sell

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<v Speaker 3>is make sure you are communicating in the client's words, like,

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<v Speaker 3>how do they speak about it? How do they interpret

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<v Speaker 3>your differentiation required capabilities outcomes? All of that.

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<v Speaker 1>Yeah, you know, it's such a good point. It's never

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<v Speaker 1>about us, It's always about the customer. That's what outside

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<v Speaker 1>in mentality really means. You want them to see you

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<v Speaker 1>as a partner in their business, so you should speak

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<v Speaker 1>in their language. And one of the greatest compliments did

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<v Speaker 1>we get, you know, from our customers at Force Management,

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<v Speaker 1>is that they say that you sound like us. And really,

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<v Speaker 1>all we've done is we've taken our principles and we've

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<v Speaker 1>put it into their words, so by the time it

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<v Speaker 1>gets to their organization, it looks like it came from

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<v Speaker 1>their organization. And I love hearing that because I know

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<v Speaker 1>that they see us as that we're invested in their success.

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<v Speaker 1>And remember, you want your customers to feel like, remember

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<v Speaker 1>what they said, you don't understand my business and you

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<v Speaker 1>don't listen. Well, if I'm using your words, then I

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<v Speaker 1>inherently am going to come off as sounding like I

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<v Speaker 1>understand your business. If I'm using what we're talking about

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<v Speaker 1>this recap. In this mantra, I am inherently going to

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<v Speaker 1>be repeating back what they told me and what they said,

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<v Speaker 1>so they're going to immediately feel like that I've listened.

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<v Speaker 1>It's not that complicated. It's not easy, but it's not

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<v Speaker 1>that complicated.

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<v Speaker 3>Right, important any ones. I mean, John, you've gone through

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<v Speaker 3>some great tips here for day, and I know there's

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<v Speaker 3>a lot of great takeaways. Wrap us up with the

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<v Speaker 3>bottom line for everyone listening.

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<v Speaker 1>Yeah, okay, So for me, remember those buckets. There are

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<v Speaker 1>three things I need to fill up in every conversation.

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<v Speaker 1>Doesn't mean in every call I'm going to fill those

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<v Speaker 1>buckets up totally, but there are three buckets that I'm

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<v Speaker 1>filling up in the beach and I got a positive

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<v Speaker 1>business outcome. Bucket I got to require capabilities, and I

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<v Speaker 1>interchange require capabilities and decision criteria. So I've talked about both,

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<v Speaker 1>I mean require capabilities. In this instance, one of the

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<v Speaker 1>buckets require capability slash met decision criteria, and then the

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<v Speaker 1>third bucket is metrics. And we always want to use

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<v Speaker 1>the customer's language for you to overcome what we were

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<v Speaker 1>talking about as that seller deficit disorder. If you just

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<v Speaker 1>look at those three buckets. Do I understand their business? Yeah?

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<v Speaker 1>If I'm talking about positive business outcomes, Do I listen

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<v Speaker 1>to them? Yeah? If I can repeat back to them

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<v Speaker 1>what I heard about them, and I can, and then

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<v Speaker 1>I can take it to the ultimate step is to

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<v Speaker 1>influence that decision criteria with my differentiation. And that's a great,

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<v Speaker 1>great winning success.

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<v Speaker 3>There you go, All right, John Chaplin, thank.

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<v Speaker 1>You, You're welcome.

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<v Speaker 3>Go get them, Go get them, everybody, and thank you

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

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

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

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

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

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

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<v Speaker 4>Let's get started. Visit us at forcemanagement 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.