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In the Arena
46 minutes | a year ago
Questions about the Level 4 Value Creation Approach to Sales
Anthony: All right. So here we are, in the arena, different kind of in the arena, now not interviewing a guest but being interviewed by Beth, who’s going to ask me some questions that we get frequently about Eat Their Lunch and Level Four Value Creation and my general approach to sales, which is different and does cause people to question what I’m saying and what we think they should be doing. So, let’s go ahead and get started talking about some of the questions and how we can help people think about this so that they can sell in a what I would call, the 21st century way of selling. It’s a new time and the evolution of sales means that things just keep getting trickier, so you got to keep pace here. Beth: Yeah, it’s really true. We get a lot of questions. The one I think you get a lot is about your approach you recommended at Eat Their Lunch. We talk a lot about the creating value and the four levels, so maybe the best place to start just everyone has context is what are the four levels of value and really why should people even care about this idea?Win customers away from your competition. Check out Eat Their Lunch Anthony: Well, they should care because I wrote it in a book but, no, the thing about the four levels that was interesting to me as I was trying to find some way to explain to people how you approach sales tends to fall into one of four categories. And some people who over index on results, they just produce better results, they tend to start from one side of the conversation and somebody else starts from the other side. So the four levels generally fall into categories like this. Level one means, I’m an account on my company’s history and my product. That’s what’s going to do the selling for me. I’m not the value proposition, I’m not the value creator, you’ve got to trust that my good company that’s been around for all these years is what’s going to create value for you and our products and services are going to create value for you and look at this proof. Anthony: I can even show you logos and big companies just like yours. And level one ultimately means you’re going to be perceived as a commodity because of it’s just the product and there’s nothing more to it. Then I’m going to look for price because there’s nothing else to look at and evaluate. Level two means you have a good experience, which means great support, great service. You sold me your product and you also gave me a whole bunch of problems when I have that and I need somebody to help me with that, and I may even have a contract to have certain support, and it’s a level up from level one. So you’re at level two, but level two includes level one. So you can’t be like, “We’re really good at support but our product’s still terrible and it won’t work for you.” You need both of those together to get to level two. Anthony: Level three is where we’ve been commoditized for, I’m going to say probably 30 years. So I can create a tangible result for you and my competitors can. And I have an ROI calculator and you have an ROI calculator and we both can turn it into a spreadsheet. And what I would call level three now is reactives. You tell me you have a problem, I’ll solve it for you. That’s different. It’s not like level four at all because you’re assuming that I can go in and say, “What’s keeping you up at night?” And get your dissatisfaction and solve that for you. But everybody does that. So now that level of value, even though it’s the third highest level of value that we can see right now, is still commoditized. So it’s still not enough for you to be differentiated. Not Easily anyway. Anthony: Level four is strategic and it means that you’re going to enter into a conversation about what’s the strategic outcome. And I love this quote from Theodore Levitt from Harvard Business School. He was a marketing professor there and he said, “People don’t buy drills, they buy holes. And if we could have the hole without having to buy your drill, they’d be happy not to buy the drill. They’d be happy not to know that it’s yellow. They’d be happy not to have to buy drill bits and all these other things. They just want the hole.” Anthony: And I think for most of us when we come in, we’re in enamored with our product or our service and we want to talk about those things because we’re hyped up about it and we know that we can make a difference for people. But level four is actually the place right now where you can find the differentiation as a salesperson and you don’t have to rely on all of the earlier levels of value. even though you’re going to get to them at some point. So those are the four levels of value and what we know and what we can see is that when people come in and they’re super strategic, they’re leading with insight, they’ve got advice, they’re consultative, they tend to produce better results than people that come in at level one and identify themselves as a commodity. Beth: Well, and it’s interesting because you teased my next question here a bit, which is when you lay out the four levels, that makes complete sense. But people are really concerned about this approach and I’m curious as to what you see, why they’re concerned and what that all means. Anthony: Well, their concerns come from a couple things. So when you start talking about having business acumen and understanding what I call the super trends, and the reason I call them super trends and not just trends is because you’re looking for things that are going to impact your client’s business, that are broad enough to have significant implications for them. So if you think about a couple of examples, so think about the taxi industry when Uber launches. And they’re not concerned, they don’t think anything of it because the taxi industry has worked that way for a long time, but the trend there is, there are unused resources that haven’t been organized. There’s black cars all over the place in major cities that don’t have enough work, and with an app where somebody can go on and organize those black cars and get them to the people that they need them, is an existential threat to the taxi industry. Anthony: And in New York it is right now. It’s very hard to sell a medallion in New York city because they’re not worth very much anymore, and that’s the kind of thing. So what is the trend? When the smartphone came out, it didn’t look like an existential threat to anybody, but it ends up being an existential threat to a whole bunch of people. And these trends that we look for, we’re looking for things that are going to cause your clients or your perspective clients to have to change something in the next, let’s call it 18 to 24 months. So people are concerned, well what about these trends? Doesn’t my customer already know what all these trends are? Aren’t they already aware of all these things? Aren’t they already doing something about them? So they’re concerned about that. Anthony: They’re also concerned about the idea of just being consultative. And they don’t frame it that way when they say it to me, but they’re concerned about being consultative and they say things like, “Well, you would have to be a Bain consultant or from McKinsey or something to be able to talk about these trends.” And the truth of the matter is you wouldn’t. You’d have to have access to a computer and Google to go out and find the trends and read about them, and then decide which ones make sense in your client’s world. Which ones are going to have the biggest impact on their business over let’s just say 24 months? And then what can you do to help them? So you’re not concerned just about super trends, the things that are big like, in Eat Their Lunch, I talked about 11,000 baby boomers retiring every day. And people are stunned by that number, but that’s what the number is. Anthony: So 4.3 million people retire every day because they’ve decided to leave the workforce in their late 60s or 70s, which means you need 358,000 new jobs just to be able to backfill the baby boomers. And we’re creating 220,000 jobs a month, so there’s still a giant gap being opened up. But if somebody cares about talent, then that’s a trend that might be impactful for them. Their concern is really are we overstepping our boundaries? Are we out of our depth? Do we have the right to come in and share these ideas? And the answer is yes. Even though I know it’s scary for people if they haven’t been taught or trained or explained how to do these things. Beth: Yeah. And I think too what you bring up is very interesting in the fact that there are things like trends you can find from Google when you can do your research, but we’re also filled with incredible insights that our clients would really find valuable that we don’t even recognize. We’re going to address that in a little bit. Another thing that I think is really helpful for people to understand when it comes to this framework, you talk a lot about entering from the right instead of the left. You want to help explain what you mean by that? Anthony: I thought you were going to stop with just you talk a lot. Beth: Well, sometimes. Anthony: That would have been a true statement too. Yeah, so the thing about where you are and where you start, if you start, “Well, let me introduce myself and my company and let me try to provide proof that I belong in this conversation that’s outside of what I bring to the conversation,” then that we call starting from the left. You’re starting at level one and you want to be strategic and you want to be a trusted advisor, but you’ve already identified yourself as something less than that. And once you start opening up a conversation about things that aren’t really interesting to your client, then that’s who you are to them and you get a limited amount of time. Anthony: I’ve written about this on the blog. The gift of time from your client is a magnificent gift that you should absolutely appreciate enough to do your homework and to come in with something relevant to say. And what we call that approach is we call it coming in from the right, which means you’re coming in from level four and you’re working backwards to three, two, one, instead of starting at one and trying to get to four. So you come in and you start talking about these are the things that we’re observing happening in the market right now. These are the things that we think are going to be implications for companies and people that don’t change. These are our recommendations based on our views and values as to where this market’s going, and we’re right on the intersection, but we’re right on the line between what we do and our client’s business. Anthony: So we’re right they’re saying, “These are our recommendations.” And if you’re thoughtful about this and you just reflect, you tend to know what your clients need to do before they need to do it. And that’s where you become a trusted advisor. So there’s no reason in my mind to hold that till later in the conversation. You start with what’s most important than what’s most relevant, because you’re supposed to be consultative, you’re supposed to be coming in and advising, you’re supposed to be giving your client the best recommendation to get the result that they want, and if you’re not doing that, then I would argue that you’re irrelevant. You’re not useful to me because the conversation that we’re having isn’t about what I really want and what I need to get done. Beth: Yeah, and it’s interesting because when you lay this framework out, and you’re talking with a client and it’s very easy to say like, “Okay, here’s my level one. It’s my product and two is my experience, and three is return on investment, and four is that creating… being insight driven, creating value.” I always have that aha moment when I’m chatting with someone where they go, “Wow, we’re really just playing at level one or two” and then the wheels start turning. It’s, “How do I get to level four?” So, as you look at the framework that you laid out in Eat Their Lunch, how do you take this idea and then make it very practical and tactical? What does that look like? Anthony: You know what? That wasn’t an easy thing to do. It was harder than I thought when I started writing the book, and what I’ve found is that you have to break things into their component parts to make them digestible. So if you’re going to approach selling this way, you start with the super trends and you just look to say, “What’s going on in the world?” And once you capture the trends, you’ve got some idea about what that impact is going to be for your clients. So you start looking at what are the facts? What are the things that I can see that prove that this is true and that it’s going to have an impact? And I think that most people don’t do the work to look at that and say, “Okay, so I’ve got this trend, I’ve got facts, I’ve got proof that it’s going to impact their business. And then what’s the implication?” What’s the implication? Anthony: If there’s no implication, I heard a sales person say to me, “One of the interesting trends in my world right now is that all these billionaires like Musk and Bezos and Branson are now trying to go to outer space.” Okay, great, but what impact does that have on your client? And this particular person said, “Listen, my client advertises in the biggest places they can and they would love to have their logo on the side of a Musk or a Branson spaceship.” And I said, “If you can tie that implication like who gets to go first there, then maybe it makes sense. But what you’re looking for is something that’s going to give them either an opportunity or it’s going to cause them some sort of problem or some sort of challenge. You’re looking for things that are going to compel people to take action.” Anthony: And then you have to think about a couple other things. What are your views and your values? What do you believe is good and right and true? Where do you think their market’s going or your intersection between your market and their business? And then what is your recommendation based on what you believe to be good and right and true? And I think that’s part of what concerns people when they see a framework like this is, “Wait, we have to have an opinion about this?” Yeah, you have to have an opinion because you’re the one that’s coming in to give your best counsel to your client. It’s not enough for them to tell you what they want because you’re supposed to be the expert in what you do, and you’re supposed to be serving them by creating value and teaching them how to think about it. Anthony: If you’re waiting for your client to say something to you about this is what we think we want, that’s a level three approach and just about anybody could take that call, and my guess is if that’s your strategy, you’re going to be subject to a lot of RFPs. We already defined our problem, we’ve already decided what we want, you just fill this out and say yes to everything that’s in the RFP, and if we find that your price is the lowest, we’ll probably hire you. Not a great strategy. Beth: No, it’s not. And I… as you were talking there, what I started thinking about was, it’s like when you go buy a house. When you buy a house, you’re very much looking at the aesthetics and whether it is your real estate agent or it is the person who comes in you expect. What you really need to be focused on are the big items. The roof, the furnace, the air conditioner, because your aesthetics are what… that’s an emotional buy. We don’t really want to care about the real meat of the house, and that’s really what you’re talking about. Talking about these sales reps and leaders, having those insights that can prevent them from not being able to create the future that they want. Correct? Anthony: Right. That’s right. Yeah. You’re absolutely trying to help them create the future that they want or maybe one that they can’t even see yet until you show up and you start explaining to them where the market is and what’s going on and how they should be responding. Beth: Yeah. Well, and it’s interesting because we’re kind of on the same path here as we’re talking about, you have this belief about concerns being real to the prospect who has them. You also have this idea that sales reps often fear the wrong danger. So, I’m curious to what you would say about what fears do prospects concerns reveal, and then what do you think sales rep should be afraid of? Anthony: It’s interesting because I think if you just even start with the very first interaction from a sales person, let’s say they’re making a cold call. And they call and say something like, “I’d love to stop by introduce myself, tell you about my company and learn a little bit about you. Which works better? Wednesday at 11:00 or Thursday at 2:00?” So we give them the alternative of choice, close from 1974 or something like that. I don’t even know how old that is. It’s pretty old. And the fear for the client is you’re going to waste my time. So the concern is you’re going to waste my time. So that’s what prospects are afraid of, but they don’t say it that way. They say something like, “Could you mail me some information?” Or they say something like, “We’re really busy right now. We’re not interested in changing.” Anything to get out of that call specifically because they didn’t hear any trade of value. Anthony: So their concerns tend to be around that at the early stages, and then later on it’s very scary to change. So the devil I know, I can’t get the result I want right now, but I’ve figured out all the work around, skied my business running, and now you’re coming in and telling me I have to do something different. Well, now I have to step into the unknown. So now I’m concerned, is my team going to go along with me? Are we actually going to be able to execute? Are you the kind of sales person that signs a contract with disappearing ink? And a disappearing ink means, as soon as I sign the contract, you disappear and I never see you again when things get rough, because you don’t want to be accountable for the result. So those tend to be their concerns. Anthony: The concerns for salespeople tend to fall into the wrong category. So when you show them a framework like Eat Their Lunch, their concern is, I’m afraid I might overstep my boundary. But their real fear should be, I’m irrelevant and I’m not interesting and I’m not bringing enough value to this person for them to be able to move forward with me. That’s really what their real fear should be. It shouldn’t be that I am overstepping a boundary and it should be that I’m not a value creator. And look, there’s a lot of salespeople, there’s a lot of people who are really good at this. Anthony: There are people who have been practicing sales this way for decades, and we know it’s what works and we know it’s what allows you to differentiate yourself. So if you’re going to fear something, fear not working hard enough to create value, not doing enough to really be a subject matter expert or what I call a 52% SME. So you’re more than half of a subject matter expert and you can talk to any stakeholder, whether it’s the CEO, CMO, or the person that actually uses your product with no fear that you’re going to be outflanked in any conversation with anybody because you’re a subject matter expert. That’s the real fear. Beth: Well, and I think too, when you were talking a bit about, you’re talking to different levels, why don’t you also talk about how you need to address these different levels in terms of each level stakeholder has a different fear and there’s a different way to address them. It’s not like you can just identify the singular problem and say, “Okay, I’m going to give this answer across every stakeholder because it’s very different.” Why don’t you talk a little bit about how you look at those stakeholders and deal with this fear issue? Anthony: Yeah, that’s a good question. One of the things that confuses people about the four levels of value is they’re like, “I’m just going to play at level four.” Okay, good, I support you there. But you have to remember, when you go to the end user, let’s say you sell a SAS product and you’re talking to the end user who’s actually going to use your product from day to day, and you start by saying, “Let’s get into a really strategic conversation about where your company’s going to go in the next 24 months.” That person is like, “I just need the software to work.” Can you help me get the result that I need from your software?” Anthony: They’re not concerned about the strategic vision of the company. They’re concerned about, can I execute with your product? When you get up to level two, let’s say you are a SAS company, then you start to get in ancillary stakeholders who say, “Look, you have to be easy to do business with. I need single sign on,” or something like that. “I need you to integrate with my CRM. I need you to make this easy for me.” And so level two starts to matter very much to that group. Level two tends to matter to management as well. Like, “I need you to be easy to do business with so we can work together.” Anthony: Level three tends to be for managers and leaders. Is this going to work? Is it going to be functional? Are we going to be able to execute this once you install it? And then level four tends to belong to management and leadership, which is where we going, and then how do you help us get there? So in a post I wrote, I was talking about a conversation that I had with someone who was talking about data.com and their competitors, and I started talking about the different ways that you might talk about that. Anthony: So you might say, “I have the biggest database with phone numbers and emails at the lowest price, then you’re one.” But you might also just as easily with the same products say something like, “I can help you acquire clients with the highest lifetime value faster than you’re acquiring them now.” And that’s a strategic outcome. So, who cares about the database? A lot of people have phone numbers and emails. A lot of people are easy to do business with. A lot of people can integrate with your CRM, but not many are going to show up and say, “I can help you find the highest lifetime value customers and acquire them faster than you are now.” Okay, that’s strategic. Anthony: And that to me sounds like what I want to buy if I’m a leader. I’m not trying to buy data, I’m trying to buy faster results. So when you start talking in the language of faster results, you now look really interesting to me. You’re much different salesperson than the one that comes in and starts talking about the size of their database and the phone numbers and their emails, because we’re not trying to buy phone numbers. We’re back to, they don’t want a drill, they want a hole. So what’s the hole? The hole is acquisition of the right customers faster. Beth: Yeah. And before we leave this topic, let’s talk about one other thing here, and it goes back to the stakeholders and the things that people are afraid of. We always put things in context of current state and future state. You want to talk a little bit about that and what that means to those various stakeholders? Anthony: Yeah. The current state, future state thing is a really important concept for people to understand, and I don’t see too many sales people or sales organizations that actually frame things that way. And the first thing about current state is, where are you now and what’s possible for you that you don’t tap? So how do we look at where you are and say, “Wait a second. This current state is untenable.” And the challenge that people have with that is unless you can put the context into that conversation. So you’re talking about the trends, you’re talking about the implications you’re talking about why they need to change and how they need to change, unless you can identify that current state in a way that says, “Look, it’s at risk, it’s untenable, you need to start changing,” then there’s not a reason for people to do anything different than what they’ve been doing up until that point. Anthony: And I think one of the challenges when people look at this framework and they say something like, “Wow, do they really care about the trends?” Well, some of them and others they don’t. But do they care about the implications of missing something and ending up not producing the results they want? Yeah, they do. And especially at the leadership level, they definitely care about that. In fact, senior leaders, the thing that they’re most afraid of is not knowing something that was available to them if they would have had a conversation about that before it happened. That’s what they’re most fearful of. I didn’t know and I didn’t act fast enough. This is why throughout all of history, there have always been trusted advisors. So if you read the Bible, if you read history books, you’re going to find out there were a bunch of kings and pharaohs that surrounded themselves with people who knew things they didn’t know, so they didn’t end up causing themselves more problems by not taking action soon enough. So that’s part of it. Anthony: And then the future state really matters. Like where do you need to go? Where do you need to go to take advantage of what’s going on right now, or to at least avoid the challenges that might harm your business? So if you’re not helping a client go from that current state to the future state, what is it that you’re working on? There’s nothing else for you to work on. That’s really where the action is, and that’s really where the conversation is. Beth: Well, and you bring up something else, which is there’s this power of information. And for a very long time, I would say in the last 20 years, it’s really been picking up speed is that there’s information everywhere. I just Google and I find what I need to know, and I always say that there is this danger of your prospect. They only know as much as either they have read or someone has told them, which is pieces and parts. So there’s a big disparity between the buyer and seller. And talk a little bit about why that is true and not true and how we deal with that as sales reps. Anthony: Yeah. If you go to WebMD and you type in all your symptoms, you’re going to come back and find out that… in my case, I have ovarian cancer. And I go to my doctor with my own diagnosis and she says to me, “I don’t think that that’s true, but I’m happy to run some tests just to see.” And you can go and find information, but information is not the same as insight, and information is not the same as wisdom. And it’s not the same as what we call situational knowledge, which means the experience that tells you that this is good and right and true and this probably isn’t. Or this is better in this circumstance and this probably isn’t. But there’s still information disparity. And right now, if you go to LinkedIn and you read the prognosticators and pseudo experts as Mike Weinberg would call them, you’re going to find a whole bunch of people that say all the power has shifted to the buyer. Anthony: They know everything that you know, because they can read your website. Well, on my website, you probably do can’t find out everything I know because there’s 4,085 posts there. So there’s a lot of what I believe and know in that particular place, but it would take you something like 240 hours to read all those posts, and you may not want to go to the trouble to do that. For most people on their sites for their business, there’s content there, there’s certainly information there, but there’s not necessarily wisdom there, and there’s not necessarily the insights, and the trade-offs, and the situational knowledge that a salesperson has. And this is one of the fears that causes people to have a, I guess, some hesitancy in about approach like this. And here’s why they think, “Well, my client knows more than me.” And they can go out to the Internet and read all about companies like ours and they can start to decide what they want, without me having to be there. Anthony: And you’re wrong. So the truth of the matter is, your client knows more about their business then you do. And they should. They work in that business. They make decisions for that business. They may know more about their vertical than you do. They may have worked in that industry for a very long time, they might have incredible situational knowledge, but at the intersection where your business serves their business, you should know more than they know. And why is that? Because let’s take for example, somebody who buys like enterprise resource planning software. They buy that. They want to buy that one time in their life and never buy it again, because it’s like a quadruple bypass, a brain surgery, a colonoscopy and a root canal at the same time. You do not want to rip the whole guts of your business out and then have to replace that, so you don’t want to make mistakes at this. Anthony: If you bought it twice in your lives, you would still be unhappy buying it the second time. It’s just not something that you buy very frequently. And I’m using this to make an example. If I sell ERP, if that’s what I do for a living, I’ve done it hundreds of times. My company has done it thousands of times. We have a depth of experience and situational knowledge that says, “This is a better choice for you than that.” Well, how do you know that? Because we tried it 56 times this way in the past and we can’t make it work in your vertical. This is the best way we have to make it work for you and here’s what all our experience tells us is the right answer. Anthony: So they’re buying that experience that you have, that situational knowledge that it’s impossible for them to have unless they’ve actually done that role and worked in that business. So they have maybe the same experience that you have, but it’s highly unlikely. Most of the time they buy what you sell infrequently. And because it’s infrequent, they can’t possibly have the situational knowledge. So you’re leaning, not just on trends, but you’re leaning on views and values and your experience, and your ability to help them make trade-offs and make good decisions about what they’re going to do. Beth: Well, and this is what complicates purchases. Decision making. It’s where things get paralyzed. This is a great example of where an RFP goes wrong. I actually was talking with someone last week and she had told me a story about how a year ago she had gone and bought some software, thought it was the right one, come to find out the information she bought it on wasn’t quite correct, and so she’s very quietly, because the contractor is up as replacing it with something new, and she’s crossing her fingers with better insight now. So the whole idea that having that insight that you have, that you’ve learned, that your company has learned, to be able to share with your prospects is really invaluable for them because they generally don’t know it. Anthony: Yeah, that’s the truth. They generally don’t know and they’re trying to make a good decision, but when they go out on their own and they don’t get the help that they need, and they don’t have somebody really walk them through that, you end up with situations like this where they are buyer’s remorse, because they really weren’t helped by a competent salesperson that could give them the right advice as to what to buy or not to buy. Beth: Well, and the other part of it is you and I have been in this a really long time and sales is just constantly evolving. And it has changed dramatically even from 2008, which was really the catalyst from moving from transactional to having to be a lot more strategic. You write and speak about this a lot and I’m curious as to what is it really mean? And more importantly, what are the implications for sales people, sales leaders, and really we look at the whole sales organization to be able to keep up with the evolving change of sales? Anthony: Yeah, it’s a good question. My view is, on that, there’s really just two strategies that are emerging or have emerged. And one I call super transactional, which is amazon.com. You can not out transact amazon.com, or Alibaba, or one of those kinds of places where they’ve taken all the friction out of buying so much so that my kindle says I have 1400 books on there because Amazon’s algorithm is so good and there’s no friction. So they pop something up in front of me and say, “Anthony, we think you would like this book because you like these other books.” And I say, “Well, you’re right. I would like that book.” And I buy it. There’s no friction. I don’t have to go to a bookstore, and more and more things are getting dragged into that gravitational pull of how do we become super transactional? And I think when you look at Silicon Valley, everybody there, their ethos is, “Let’s just print money. We’re going to transact everything. We’re going to make everything so frictionless that you can just say yes.” Anthony: And it’s working in a lot of cases. So if you think about amazon.com that’s a good one. My children don’t really have pizza delivered, but they use DoorDash and Uber Eats and Grubhub, and they have all kinds of things delivered because there’s resources available. Somebody organized the resources to go pick things up and now everybody delivers food now. So it doesn’t matter. You don’t have to be a pizza place to deliver. Everybody delivers because you’ve got these resources being used that way. The second approach though, I would call super relational as opposed to super transactional. And this means, it’s a complex decision. You need somebody who understands how to help you make that decision. You don’t make it frequently enough and it’s significant for you. Anthony: And where that gravitational pull is dragging people is towards greater advice, greater insight, greater understanding about how to make the right recommendations and help somebody get the result that they want. And I think for a lot of people they saw, my friends, Matt Dixon and Brent Adamson published something that said, “Relationship selling is dead when the challenger sale came out.” And basically, they were using relationship in a particular way. And that was essentially, if all you think that you have is a friendship where I like you and you like me, you’re wrong. And they’re exactly correct about that. Anthony: The way I would describe it though, super relational means, your relation is not only do I like you? Do I know you? Do I trust you? All those things don’t matter because you’re trying to create a preference to work with you, but the truth of the matter is you also have to create business value for me. And if you don’t create business value for me, then we can be really good friends, but I’ve got to find somebody else who can help me with my business because you’re not offering to do that for me because you don’t have the business acumen, the situational knowledge, and you’re not showing up with advice. You’re not showing up as a consultative salesperson. Beth: I think there’s one other thing that we could talk a little bit about here that lines up with this and that is we have moved to a whole process of decision by committee. It’s not how I initially started, it was very easy to get a couple of people and get them together and now it’s really, really decision by committee, but more importantly, what I think a lot of sales people don’t really recognize is that, let’s just say there’s 10 stakeholders, all 10 can kill that deal. But only one or two of them can actually say yes to it. So how do you address that with the evolution of the sales? Anthony: You have to have a framework. And then Eat Their Lunch in chapter seven and eight, there’s a framework that’s outlined is how do you look at them, and then what are some of the decisions that you make? What do you do with an opponent? And an opponent would be somebody who you would describe as having very high engagement, and absolutely wants to do anything but work with you. So a preference to work with anybody or anybody who’s not you, and opponents are tricky. So do you bring them in early on? And my answer would be, if you have an executive leader who’s willing to say, “Listen, we’re going to let you speak your piece, but we’re still moving forward this idea,” then maybe you bring them in. Or do you set them to the side and say, “Wait till I build a consensus and then we’ll deal with that individual.” Anthony: There’s not a right answer here because it’s contextual and you have to look at it and decide what to do, but it’s tricky. And if you don’t have the framework for deciding what’s this person’s disposition? How do I look at them? Are they an ally or are they neutral? Are they an obstacle? Are they an opponent? Are they what we call the CEO of the problem? The person who is actually going to be the one that has to say yes and make some recommendation that may even be signed by somebody higher up because you’re right? It’s all about consensus now, but it’s tricky for salespeople. And if you don’t have a framework, chapter seven enable give you one that will allow you to at least look at these things and say, “How do I make sense of it and how do I figure out what I should do in these scenarios?” So it’s a very, very tough challenge for people and from my view, no one’s provided them with any guidance on this up until now. Beth: And that’s really true. We see it a lot. We see the whole challenge in terms of, here’s the right framework, here’s the methodology, here’s the process, people are wanting to do better. So in that context, what do you believe that people should do to improve their approach? If there were some serious solid takeaways, what does that look like? Anthony: Well, there’s a few things. So the first thing I would say is, the one thing that has been talked about least and needed the most, is business acumen. And it’s you have to be a business person now and we’re really good at sales acumen. I can teach you to cold call, I can teach you to overcome objections, I can teach you these things, but it’s hard to make you interested in business. But if you were interested in business, and you’re reading, and you’re listening to CNBC instead of a country radio, or Howard Stern or whatever you listen to, if you would listen and you’d start paying attention and then start reading business books and business magazines and start thinking about the conversations that you’ve heard and what you’ve learned about other businesses and how to make those decisions, and you start capturing that, that’s where all the action has gone. Anthony: There’s a lot of people that can do all kinds of things that we would call sales acumen, but business argument is a differentiator. The second thing that’s a real differentiator, I call situational knowledge. Some people call it situational awareness, some people call it experience, but I call it situational knowledge because what that means to me is that you’ve seen this before and you’ve seen people make different decisions and get different results, and so your knowledge about the context of the situation that the client’s in, starts to be the ground and the foundation of how you give people advice. Why would you tell somebody to do this instead of that? Anthony: Well, because when they do the first thing and not the second thing, the results are terrible. Even though their friends are doing it and it’s wonderful for their friends, but the context is different. So, those two things, if you could just focus on how do I become a better business person? How do I become more consultative? And there’s a lot of confusion about what the word consultative means. It doesn’t mean not high pressure, it doesn’t mean not the hard sell, even though those things are true, it doesn’t mean that you ask really good questions, even though it’s really useful to ask really good questions. It means to counsel people on the decisions that they make in their business. So you consult, you provide advice, and you can’t be a trusted advisor without trust and advice. So you have to work really, really hard on the business acumen piece now Beth: Why don’t you give someone an example of what business acumen actually sounds like? Because I know that there is a confusion or challenges around what does that exactly sound like? So do you want to just lay out something that would help people understand that this is really what we’re talking about and what’s really required to sell today? Anthony: Yeah, I mean if you were to even just go back to the conversation we were having about level four, saying something like, “Beth, in your industry right now, what we see is that it’s crowded, it’s very difficult to cut through the noise. And if you’re going to acquire the customers with the highest lifetime value faster, one of our strongest recommendations would be that you look at an omni-channel approach, because an omni-channel approach is going to allow us to help you identify those clients and message them with the exact message that’s going to allow you to acquire them faster, and also to acquire the clients that are going to stay with you longest.” Anthony: So if you don’t know that and you can’t have that conversation, then you’re missing a lot of what consultative selling sounds like. And it’s important that you get that. So that’s… it’s just a critical factor. Anybody can say, “My company’s been in business for 72 years and we’ve got this product set and here’s our features and benefits.” That part’s easy to do now. And the evolution of sales that we were talking about, the evolution is that, it’s moving away from super transactional and towards super relational. So you either have these skills or other people that have them are going to be able to eat your lunch. Beth: Right. And really what you’re highlighting there, and this is the thing that I think most people struggle to get their arms around, is that they have a lot of incredible insights. They have seen customers make bad decisions, they know the mistakes they’re making, they know the areas that they’re not really thinking through or the questions that they should be asking but aren’t, and that’s really where you start coming up with having that strong point of view and having those insights that allow people to make a much better decision. That’s really what you’re after. You’re after the ability to help them make a decision that is really going to create the future they’re looking for. Anthony: Exactly. And the best strategy right now, is one that’s based on insight in ideas, and not based on, “Let me prove to you that my company’s a good company and that you should trust me because of that.” Beth: Yup, exactly. Well, now I have one more question for you and I’m going to bust your chops a little bit. You always talk about that there are no rules in sales yet. You keep writing all these posts with these rules and we’re talking about rules today, and so I’m curious, you like your rules, but you didn’t really like anybody else’s rules, what are you really getting at? Anthony: You’re out of line. You’re completely out of line. Yeah, I do. I tend to write about rules and there really are no rules. Everything is contextual, and I think one of the challenges for salespeople when they go and they look for advice, is a lot of times you’ll see things like never cold call, or always send two emails before you call. There’s all these rules that in context probably make sense sometimes. I don’t know what times that is, but there are some things that I would say are just such good rules of thumb that you should follow them. Like you have to get business acumen and provide advice and you can’t be consultative if you’re not going to give people really good advice about what they should do. It doesn’t matter what your approach is, even though you’re really a nice person, you’re trusted, if you’re not dispensing the advice, you’re not consultative. Anthony: And I think one of the things that I’m most concerned about is that for a long time you could be a know nothing. You didn’t have to be a business expert, you didn’t have to care about business to be a sales person, but now you do. And all those kinds of things are emerging as sort of the rule sets that we’re playing with right now, and I think that when people look at any of the rules that I’ve written, I’ve written a couple of things. I’ve written the new rules for B2B I know recently, and I wrote the rules for consensus. Anthony: Even though I don’t believe there’s any rules, I do have to say something to get people’s attention to focus on the things that seem to be most important right now, and the only rule that I’m going to share with you right now is, I’m allowed to write rules, posts if I want to, even though I believe that there are no rules and you have to know them all because it just… it works to get people to pay attention and look at things. So a little bit of that, just making sure that people read it Beth: Well. And I know you well enough to know that a rule today might be a different rule tomorrow because we’re constantly trying to ebb and flow with what the environment dictates. And so I expect more rules from you. Anthony: You will get them much. Sure. Beth: Well, that’s all I have for you. Anthony: All right, well, thank you. That was great. Beth: Very good. Well, we’ll have another one of these coming up, so please pay attention because we will start posting these very regularly. Anthony: All right, here we go. I’m hitting stop.
56 minutes | 2 years ago
Mike Weinberg on #SalesTruth – Episode #132
Podcast: Play in new window | Download (Duration: 59:06 — 47.4MB) Subscribe: Apple Podcasts | Android | Email | Google Podcasts | RSS There’s a reason that Anthony and Mike have been friends for almost a decade, co-founded the OutBound Conference together, and have written the foreward for 3 of each other’s 6 books. They share a passion for helping salespeople learn the truths about selling, even when those truths may be unpopular or require more work. On this episode of In the Arena, Anthony and Mike debunk myths and present truth in the areas of social selling, sales motivation, prospecting, and time management, and discuss how the principles in Mike’s latest book, #SalesTruth, can help you win more new sales. What compelled Mike Weinberg to write his new book, #SalesTruth, was that what he was reading online about how to succeed in sales did not align with what he saw in real companies across the globe. Hear more on this episode of In the Arena.Click To Tweet Kylie Jenner Didn’t Cold Call Her Way to a Billion Dollars in Net Worth The chief sales officer of a well known social selling firm took a selfie, standing in front of a Forbes magazine with Kyle Jenner on the front cover, and declared that social selling leads to real sales. These are the kind of myths that are being sold to weaker, more gullible salespeople looking for a quick fix. It’s easy to believe that you can get deals without having to pick up the phone, but it’s just not the truth. Drawing from his many years’ of experience in B2B sales, Mike talks to Anthony about what salespeople can do to connect with their dream clients beginning with the first sales call. In this conversation, Mike recalls the sales fundamentals that have proven to be successful whether he was selling envelopes and prints or plastic parts. Be sure to listen to see if your sales strategy includes any of his powerful principles. Prospecting is Not Optional Top salespeople are always prospecting, but Anthony and Mike discuss how some salespeople are under the impression that they don’t have to prospect. They think they can leave the work of prospecting and qualifying to account managers, but the job of a sales executive is to sell, and you cannot sell without prospecting. The truth is, when your funnel is full, you sell smarter. Mike tells about how he trains his sales teams to reach out to dream clients before they are zero percent through the buying process. He suggests practical ways to make sure you are constantly adding to your funnel, and how you can avoid the distractions to which many salespeople fall prey. This conversation is full of practical questions you can ask yourself to make sure you are being productive when it comes to prospecting. Be sure you listen and take notes. 'The only thing that will inoculate you from a bad outcome is a pipeline.' Anthony talks with Mike Weinberg about his new book, #SalesTruth on this episode of In the Arena. Listen now!Click To Tweet Ignore Your Hot Deals Many times, salespeople can be so anxious to close deals, they default to service work, but in Mike’s book, #SalesTruth, he flips that idea on it’s head. His advice? Ignore your hot deals, at least at the beginning of the day. Beginning the work day with the hardest work – opportunity creation, prospecting, cold-targeting – frees up the rest of the day to do the service work that needs to be done, and play with warmer opportunities. Mike believes you should turn the funnel upside down and work on the coldest items at the top of your funnel first. In this conversation, Anthony talks about the importance of spending the first 90 minutes of your day prospecting, and Mike says that the most effective leaders and the most productive salespeople extricate themselves from participating in things that are of low-value. 'You'll never be opportunity starved if your best selling time, early in the morning, is spent trying to create opportunities.' Mike Weinberg discussed his latest book, #SalesTruth on In the Arena. Listen now!Click To Tweet 20% Lies/80% Truth Mike makes it clear in this coversation that although he and Anthony do a lot of picking on the charlatans and the nouveau experts, that really only makes up about 20% of #SalesTruth. He feels it is important to protect new, vulnerable salespeople from believing lies that will not make them successful. Mike focuses the other 80% of the book on truths that work including prospecting, attitude, messaging, target lists, calendaring, how to sell with a higher price, and best practices from some of the best salespeople he’s ever known. Don’t miss this conversation. If you have found yourself or your sales team believing lies of a success that comes without putting in the work, then you’ll want to listen to this episode full of practical truths to begin using right away! Outline of this great episode How Mike and Anthony met and became friends How to tell the difference between the truth and lies in sales The truth about social selling What should motivate you in sales Characteristics of a great salesperson The Taylorism of Sales defined The truth about prospecting How to reach dream clients before they are 57% through the buying process The difference between a salesperson and a servant Why the 90 minute call block is bad advice The truth about time management Working with an upside down funnel The goal of Mike’s new book, #Sales Truth Resources & Links mentioned in this episode Mike’s book: #SalesTruth Mike’s first book: New Sales. Simplified. Anthony’s first book: The Only Sales Guide You’ll Ever Need Jeb Blount: Jebblount.com The theme song “Into the Arena” is written and produced by Chris Sernel. You can find it on Soundcloud Connect with Anthony Website Youtube Facebook Twitter LinkedIn
33 minutes | 2 years ago
Chris Hays from Zoominfo on Sales Development – Episode #131
36 minutes | 2 years ago
David Allen on the GTD Summit – Episode #129
59 minutes | 2 years ago
James Clear: The Powerful Story Behind One Of The Best Books On Habits – Episode #128
It’s a bit presumptuous to claim a book is one of the best books on habits that exist. There are lots of great books on the subject out there, including Charles Duhigg’s seminal work, “The Power of Habit.” But Anthony is not shy about saying that his guest, James Clear has penned exactly that. James and Anthony share a common story: a debilitating brain injury that forced them to discover a new way of living. For James, his recovery took him to a new understanding of habits and the power of stacking simple, easy habits one on top of the other to create momentum and change. Bear that in mind, these are lessons James learned for himself rather than just information he consumed and regurgitated from the research of others. Maybe it’s not so presumptuous to say James’ work is one of the best books on habits. After all, he’s lived the story that has made it possible. Listen to hear his story, learn about the aggregation of habits, and how he recommends you apply what he’s learned to your own life. .@JamesClear describes the powerful story behind one of the best books on #habits, his own. It’s on this episode of #InTheArena with Anthony @Iannarino. #salesClick To Tweet One Of The Best Books On Habits Was Penned Because of a Tragic Circumstance As is the case with many of the significant things that are created in this world, James Clear’s book, “Atomic Habits” was birthed in the forge of suffering. A freak baseball accident put James in a desperate place, fighting to recover from brain damage. His journey out of that debilitating place led him to the realization that small, simple habits can be stacked one on top of the other to bring about incremental but powerful change. This is not a conversation with a theorist. James knows what he’s talking about – not only because he’s researched the topic, but because he’s lived it. Be sure you listen to hear his incredible story. Why Systems Trump Goals Every Time Anthony is the first to say that goals are important. But with the help of James’ book (and other resources) he’s come to see that they are not the most important thing. As James explains, goals are important because we have to know where we are headed but to focus on the destination to the exclusion of the actions that get us there is folly. James encourages those who are trying to accomplish goals to focus instead on building systems into their lives that naturally lead to the desired outcome or goal. That puts the focus where it rightly belongs – on doing rather than hoping. This conversation clarifies so many things when it comes to building habits – and it flows directly out of James’ book on the subject. Be sure you listen. Listen to learn why #systems trump #goals every time. @JamesClear speaks about the power of #habit on this episode of #InTheArena with Anthony @Iannarino. #salesClick To Tweet Transform Your Life By Casting Votes For Your Identity Every Day Habits are not formed by self-discipline or self-control alone. They have to be birthed from a deeper, more fundamental place. James Clear insists that if you don’t have a sense of identity tied to a habit, it will fall by the wayside sooner rather than later. For example, going to the gym for 5 minutes a day provides the basis for the reality that you are a person who goes to the gym. That’s the first baby step toward being the kind of person who makes use of the gym in productive ways. It’s an identity issue that you can take control of and master. In this conversation, James shares a handful of other examples to help you get your mind around why identity is foundational to establishing good habits. Get Rid of the Cues That Prompt Bad Habits and You Get Rid of the Habits Case in point: If you want to cut back on a habit of stopping into Dairy Queen for a soft-serve cone on your way home from work, you don’t do it through a daily study of the DQ menu so you are clear about what you need to avoid. You do it by avoiding Dairy Queen altogether. That may mean you establish new driving patterns so you don’t pass by it on your way home from work. It could mean, avoiding looking in the direction of the store as you pass it. James Clear refers to the circumstances that set us up for indulging in a bad habit as “cues” – and in this conversation, he explains the simple but powerful ways we can be proactive about eliminating the cues for the sake of eventually removing the habits they fuel. Don’t miss this conversation. If you have habits to build into or remove from your life, James’ practical approach and clear guidance will be helpful. Build better habits now. Get rid of the cues that prompt bad #habits and you get rid of the habits. @JamesClear speaks about the power of #habit on this episode of #InTheArena with Anthony @Iannarino. #salesClick To Tweet Outline of this great episode [2:07] How James Clear got started blogging and where it’s lead him [6:41] How a traumatic brain injury pushed James to learn habits, the topic of his book [13:35] The concept of aggregating marginal gains and how James has leveraged it [19:49] Why you need to know what you want, and the power of systems over goals [26:04] Who you want to be is the starting point for every step of growth [35:26] The difference between James’ approach and Charles Duhigg’s approach [40:55] How expectations fuel life more than reactions [46:06] Why it’s so hard to start a new habit [50:33] Removing habits by getting rid of cues that prompt the habit [54:30] James’ most difficult habits to begin [56:12] The story of breaking bad habits and how James did it Resources & Links mentioned in this episode James Clear James’ book: Atomic Habits SPONSOR: Mail Tag: The Lindy Effect The aggregation of marginal gains Simon Sinek Florence Foster Jenkins Edward Thorndike B.F. Skinner Ken Wilber’s integral theory BOOK: The Hope Circuit Tony Robbins’ 6 Human Needs The theme song “Into the Arena” is written and produced by Chris Sernel. You can find it on Soundcloud Connect with Anthony Website Youtube Facebook Twitter LinkedIn Audio Production and Show notes by PODCAST FAST TRACK Tweets you can use to share this episode One of the best books on #Qhabits was penned because of a tragic circumstance. Hear the incredible story of @JamesClear on this episode of #InTheArena, with Anthony @Iannarino. #salesClick To Tweet Transform your life by casting votes for your #identity every day. @JamesClear speaks about the power of #habit on this episode of #InTheArena with Anthony @Iannarino. #salesClick To Tweet [smartads]
50 minutes | 2 years ago
Seth Godin on Being Market-Driven & His Latest Book “This is Marketing” – Episode #127
Seth Godin’s latest book “This is Marketing” is filled with industry truths that you simply can’t afford to miss hearing. On this episode of In The Arena, Anthony and Seth dig into the book’s brand-new insights and talk about the differences between being market-driven and being driven by marketing. You’ll hear how you can make a bigger difference in the world while changing the lives of those around you, and why truly ethical marketing encompasses layers of empathy and compassion. It’s a stellar episode not to be missed – listen now! The latest book from @ThisIsSethsBlog, #ThisIsMarketing is filled with #marketing and #sales truths that you simply can’t afford to miss. Get an insider’s look into the book on this episode of #InTheArena. @iannarinoClick To Tweet Marketing shouldn’t be about one to MANY, but it can be about one to many Years ago, marketers could succeed if they simply got their message in front of as many people as possible. However, that’s not the case in today’s world. Seth explains that “Marketing shouldn’t be about one to MANY, but it can be about one to many.” By pursuing your smallest viable audience and adding value to their lives, you can avoid hiding behind the masses and actually make a difference in your organization and the world. Marketing should be done WITH people, not TO them. Seth exclaims, “Modern marketing is the generous act of helping others become who they seek to become,” and that cannot happen if you’re simply sharing a message with millions of people. “This is Marketing” teaches you to approach marketing as a teacher seeking enrollment In “This is Marketing,” Seth uses the analogy of teachers and students to explain how modern marketers should operate. It’s 100x easier to teach a person if they come to the teacher already interested in the subject. Ethical marketing should be about pursuing new enrollment audiences for your company, not just securing new sales leads. By approaching an interested person as a teaching opportunity and not just a sales statistic, you’ll be able to add value to their life while preserving their dignity. “#Marketing shouldn’t be about one to MANY, but it can be about one to many.” What does @ThisIsSethsBlog mean by this? Find out the answer - and so much more - on this episode of #InTheArena hosted by @iannarino. #marketing #sales #ThisIsMarketingClick To Tweet There’s a difference between being market-driven and being marketing-driven Seth tells Anthony about one of the greatest pieces of advice he had ever received. As a young professional, Seth exclaimed to a mentor that he was “marketing driven.” His mentor thoughtfully explained that unless Seth was driven by departmental deadlines and to-do lists, Seth was actually “market-driven.” When a marketer is market-driven, their main focus becomes answering the question, “How can I serve my audience better?” Seth believes, “Our contributions are the only things we leave behind. And if you focus on leaving a better contribution, you earn trust and attention, which gives you the platform to make more change happen.” His insights are best heard straight from the source, so be sure to give this episode your full attention. Truly great marketing cannot be about differentiation – it must be about positioning Far too many marketers become caught up in the differentiation game – eliminating competition simply because they’re afraid of losing business. However, Seth and Anthony discuss why truly great marketing is actually focused on honest positioning. If a marketer can outline the key differences between their company and the competition, as well as make the decision easier for the buyer by eliminating confusion, they’ve positioned their company well. Then, they can seek out “enrollment” students that are interested in the company’s culture and products. Seth’s book “This is Marketing,” is a must-read for all marketers. Not only will you get the full story behind this interview, you’ll also read about how you can actually change your company’s culture and why compassion and marketing go hand-in-hand. You can find it on Amazon and wherever you buy books. “Our contributions are the only things we leave behind.” - @ThisIsSethsBlog. Hear more great insights on life, #marketing, and #sales on this episode of #InTheArena hosted by @iannarino. #ThisIsMarketingClick To Tweet Outline of this great episode [2:07] The key difference between sales and knowledge that Seth explains in “This is Marketing.” [8:20] Marketing shouldn’t be about one to MANY, but it can be about one to many [17:50] Here’s why Seth’s latest book is different from all of his other works [20:12] The concept of enrollment in marketing, and why you shouldn’t operate without it [24:22] Organizational culture is simply defined as: People like us do things like this [35:21] Empathy and compassion go hand in hand in ethical marketing [36:35] The difference between market-driven and marketing-driven [41:05] Two teachers don’t compete, they’re just on the same board [42:57] Information on Seth’s upcoming marketing seminar [46:03] The story behind the name of “This is Marketing” Resources & Links mentioned in this episode Seth’s website Follow Seth on Facebook Follow Seth on Twitter Connect with Seth on LinkedIn Seth’s January 2019 marketing seminar Seth’s altMBA program Seth’s newest BOOK: “This Is Marketing: You Can’t Be Seen Until You Learn to See” BOOK: “What to Do When it’s Your Turn (and it’s Always Your Turn)” BOOK: “Tribes: We Need You to Lead Us” BOOK: “Let’s Get Real or Let’s Not Play: Transforming the Buyer/Seller Relationship” BOOK: “Eat Their Lunch: Winning Customers Away from Your Competition” Get 15% off your first month of podcast audio and show notes service with Podcast Fast Track by mentioning In The Arena RESOURCE: 800-CEO-READ SPONSOR: Mail Tag The theme song “Into the Arena” is written and produced by Chris Sernel. You can find it on Soundcloud Connect with Anthony Website Youtube Facebook Twitter LinkedIn Audio Production and Show Notes by PODCAST FAST TRACK Tweets you can use to share this episode In the latest book from @ThisIsSethsBlog, you’ll learn how to approach #marketing as a teacher seeking students, not just someone seeking more #leads. Get an insider’s look into #ThisIsMarketing on this exciting episode of #InTheArena hosted by @iannarino.Click To Tweet When a #marketing professional is market-driven, their main focus becomes answering the question, “How can I serve my #audience better?” Hear more on this episode of #InTheArena feat. @ThisIsSethsBlog hosted by @iannarino. Listen now!Click To Tweet [smartads]
30 minutes | 2 years ago
The Top 5 Sales Skills of Modern Sellers, with Amy Franko – Episode #126
Amy Franko is an author, speaker, and expert in modern selling and sales skills. She’s put her most recent observations and lessons-learned as a sales consultant and trainer into print in her new book, “The Modern Seller.” In this conversation, Amy and I discuss the top 5 skills every modern seller needs to have in their arsenal as well as why sales professionals need to think like an entrepreneur these days – and why it’s not always glamorous. In Amy’s words, modern sales skills must be applied holistically – a concept that surprised me in both its simplicity and its impact. This is a conversation you don’t want to miss – listen now! Learn the top 5 #sales skills of modern #sellers from this conversation with @AmyFranko. Join @Iannarino #InTheArenaClick To Tweet What has changed that requires that we make the delineation of “modern seller?” It should be no secret to sales professionals that prospects and clients have changed the way they want to interact with your business. These days they come to you with all the information they need about your service or product. That means we are no longer educating clients on our products, we’re in a position to serve as a consultant to help them discover how our product can be applied best to their situation. In Amy’s new book she takes a look into what she calls the “skills behind the skills” – the things that enable us to effectively handle the needs of the modern buyer. It’s only with these kinds of modern sales skills that we will be able to meet and exceed the expectations of our customers. Listen to hear it explained as only Amy can explain it. Modern sales skills must be applied in a values-based way We all know what it feels like to be overwhelmed. The amount of correspondence and data I personally deal with on a daily basis is only one example of the type of things that contribute to those feelings. Amy points out that all of us have finite resources of time, energy, motivation, and discipline. As modern sellers, we must recognize that fact and identify where we want to spend those finite resources. It’s not your typical decision – it’s a values-based decision that we’ve got to learn how to make. If we can do it successfully, we’ve just learned the most important sales skill we could ever learn – and our effectiveness at serving customers and providing them with the value of an ongoing consultative relationship will only increase over time. .@AmyFranko says that modern #sales skills must be applied in a values-based way. Learn what she means on this episode of #InTheArena with @IannarinoClick To Tweet The quality of your relationships will dictate the quality of your sales results There’s simply no way we can have even elementary level relationships with the 1500 people we are connected with on LinkedIn. We’ve got to be selective, choosing to invest our time in the relationships that will serve our goals and our customers best. It’s knowing how to best use our social capital, which Amy likes to think of this way: Social capital is the collective value people create when they are in a strategic relationship. People who get this understand that the quality of their relationships determines the quality of their sales results. For that reason, they make intentional decisions about the relationships they build and the goals they set for themselves. Amy explains it so much better than this short paragraph can do, so be sure you listen. Sales ambassadors earn the right to be a trusted advisor to their customers One of the concepts Amy introduces in her book – which is similar to my phrase “Combative Diplomat,” but much more elegant – is that modern sellers are ambassadors. The concept is simple and once you get it, it changes the way you view your role in your sales and prospecting process. An ambassador is a bridge – a person who brings things and people together. An ambassador is an owner – a person invested in their company and their results. An ambassador is a value creator – a person who works to serve others and enable their success. Listen to hear Amy’s insight into how the ambassador mindset can change the way you approach your next sales appointment for the better. #Sales ambassadors earn the right to be a trusted advisor to their customers. Learn how you can become one from @AmyFranko on this episode of #InTheArena with @IannarinoClick To Tweet Outline of this great episode [3:30 What has changed in the market that required the definition of a modern seller? [6:40] What it meant for Amy to become more entrepreneurial [11:10] Salespeople need to learn what it means to be holistic [17:07] Modern sales skills include managing relationships well [20:36] The number of people you need to be focusing on is really pretty small [23:50] What does an ambassador need to do as a modern seller Resources & Links mentioned in this episode Amy’s website Follow Amy on Twitter Connect with Amy on LinkedIn BOOK: “The Modern Seller: Sell More And Increase Your Impact In The New Sales Economy” BOOK: “Eat Their Lunch: Winning Customers Away from Your Competition” SPONSOR: Mail Tag The theme song “Into the Arena” is written and produced by Chris Sernel. You can find it on Soundcloud Connect with Anthony Website Youtube Facebook Twitter LinkedIn Tweets you can use to share this episode Learn how the #sales environment has changed and why modern #sellers are needed. @AmyFranko explains, on this episode of #InTheArena with @iannarinoClick To Tweet The quality of your #relationships will dictate the quality of your #sales results. @AmyFranko says there’s no doubt about it. Hear her explanation on this episode of #InTheArena with @IannarinoClick To Tweet [smartads]
7 minutes | 2 years ago
Is Eat Their Lunch for You?
On Tuesday, November 6th, I am releasing my third book in three years. If you read this newsletter each week (or even most weeks), you know the book is titled “Eat Their Lunch: Winning Customers Away from Your Competition.” It’s a book about competitive displacement, or put more directly, “stealing your dream clients from your competition.” Eat Their Lunch is a book about living, thriving, and surviving in the red ocean, where there is fierce competition, where clients want to commoditize what you sell, and where you are necessarily a large part of the value proposition (and in many cases, the largest). When someone writes a book, they have something they absolutely must share, some question they must answer, some problem they need to solve, or some complicated knot they are attempting to unravel. When you think about sales, there aren’t too many things more difficult than taking your dream client away from a competitor they believe is satisfying their needs. It’s not that they don’t have a compelling reason to change, but rather they don’t think they have a compelling reason to change. Unless and until you help them believe they need to do something different, you are not going to have an opportunity to win your dream client away. You also can’t wait to win your dream clients. In the past, it was customary to wait patiently for your dream client to become dissatisfied enough to let an RFP or rummage through a box business cards to invite different companies in to present to them. This behavior, waiting passively and being reactive, is how you become a commodity. Here’s the terrible truth about commoditization: If you act like a commodity, your dream client will treat you accordingly. The right approach for both of these problems is to get on your front foot, to be proactive, to dictate the tempo, to control the narrative. Is Eat Their Lunch for You? When you write a book proposal, you are supposed to include a section to describe the audience for your book to the publisher. The wrong answer is “everyone.” The right answer is a small niche that is large enough to publish a book profitably. It’s Not For You If . . . If you want to know how to speak poorly about your competitor, this book is not for you. I offer the opposite advice. The best way to “eat their lunch” is to say nice things about your competitor and then differentiate yourself and your approach. If you want tricks and shortcuts that will provide you with a result without any effort on your part, I am afraid I am going to disappoint you. Eat Their Lunch is practical and tactical, and the frameworks require disciplined effort on your part. It’s For You, For Sure However, if you are the kind of person who wants to know how to create so much greater value than their competitors that their dream clients will switch providers, Eat Their Lunch will show you how to do so. If you want to make ideas like Challenger and selling with insights actionable, the chapter on capturing mind share will provide you with a framework and exercises that will allow you to do so. Prospecting isn’t an event. Prospecting is now a campaign, where you professional persist and pursue your dream client over time. If you want to know how to professionally persist effectively and use your greater value creation to capture mind share and gain appointments with your dream clients, you’ll find the strategy in Eat Their Lunch. For me, discovery is now about helping the client discover something about themselves. If you want the newest and sharpest lens for understanding your client’s real challenges, Eat Their Lunch will stretch you, and in doing so, give you a much clearer view, one that opens up opportunities and creates an advantage. It will help you see what is invisible to your competitor. You know how there seem to be more people involved in every deal and how it is getting more difficult to manage this process? If you want a framework for understanding who these people are, what they want, and how to create a strategy to get the ones you need to “yes” at the same time, you’ll find it in chapters 7 and 8. We use words like “peer,” “consultative,” and “trusted advisor,” when we talk about how we want to be perceived by our clients. In a section on Intangibles, you will find the recipe from becoming these things for your clients. However, while you are doing so, you also need to retain your clients, protecting yourself from being displaced. You will find the answer to the problem of retaining your clients while you do the work of taking theirs from them. You can get the book now on Amazon.com, Barnes & Noble, or in bulk from the best book people on Earth, 800CEOREAD.com. But first, go to eattheirlunchbook.com to look at the bonuses available when you buy the book, things like workbooks and videos and keynotes.
42 minutes | 2 years ago
Jay Baer on How Talk Triggers Can Revolutionize Your Word of Mouth Marketing, Episode #117
Word of mouth marketing is essential to the success of any business. Why is it then, that so many marketers don’t have a specific word of mouth marketing strategy? Jay Baer, the author of the new book “Talk Triggers,” joins Anthony on this episode of In The Arena to answer that exact question. He’ll walk you through 4 criteria to keep in mind when creating a talk trigger for your business, as well as share stories of how talk triggers have led to immense success for some of the top businesses in the United States. It’s an episode not to be missed – listen now! The persuasive power of offline #WordOfMouth #marketing is 43% higher than stand-alone posts on social media. Learn how to leverage WOM through #TalkTriggers on this episode of #InTheArena with @JayBaer, hosted by @iannarino.Click To Tweet What are talk triggers and why are they important in word of mouth marketing? Jay explains talk triggers as, “something that you choose to do differently that creates conversation.” They’re not to be confused with marketing tactics. Rather, they’re operational choices that are designed to specifically generate discussions about your business. The single greatest way to grow any business is for your customers to do the growing for you through storytelling. You story arises from your talk trigger – are you giving your audience a story to tell? There is persuasive power in both online and offline conversations about your organization Recent studies have shown that verbal marketing occurs equally online and offline. However, the persuasive power of offline word of mouth marketing is 43% higher than stand-alone posts on social media. The conversations that occur online and offline typically remain separate, and they are triggered by different things. Jay explains how a stellar talk trigger can be powerful both online and in person on this episode, and you don’t want to miss his insights. Creating a great #TalkTrigger to incorporate in your word of mouth #marketing strategy isn’t easy. Luckily, @JayBaer shares his top 4 criteria to follow when brainstorming ideas on this episode of #InTheArena hosted by @iannarino. Listen now!Click To Tweet Follow these 4 criteria to craft a great talk trigger Creating a great talk trigger to incorporate into your word of mouth marketing strategy isn’t easy. Luckily, Jay shares his top 4 criteria to follow when brainstorming trigger ideas, and they’re all featured on this episode of In The Arena. But don’t miss the full story – be sure to check out his book on Amazon and wherever you buy books. Remarkable – it needs to be worthy of remarks – people don’t share mediocre stories Relevant – it cannot simply be about gathering attention, because chatter only lasts for a short period of time Reasonable – different enough to attract attention, but not so “out there” that people are wary of the offer Repeatable – a talk trigger isn’t just a one-time stunt Learn from their success – both The Cheesecake Factory and Doubletree have stellar talk triggers Two of the best examples of profitable talk triggers come from The Cheesecake Factory and Doubletree. At 5,940 words, the Factory’s menu is impressively long. But the menu is so much more than an expansive offering of entrees – it’s a specific marketing strategy. Their menu has become so infamous that when Jay and his team polled hundreds of Cheesecake Factory customers, they discovered that 38% had told someone else about the menu in the past 30 days, without being asked or prompted. This allows the Factory to spend $276 million less per year on marketing than the Olive Garden or Outback Steakhouse. Consider also Doubletree’s goal to give hotel guests the warmest welcome in the hotel industry, complete with a fresh, warm chocolate chip cookie upon arrival. Their cookies fit within the context of what they do, and they’ve been doing it for over 30 years. They sustainably delight their customers time after time, and that’s the truest sign of a successful talk trigger. “The single greatest way to grow any #business is for your customers to do the growing for you through #storytelling.” Hear more from #marketing expert @JayBaer on this episode of #InTheArena, hosted by @iannarino. Listen here! Click To Tweet Outline of this great episode [2:07] Jay Baer, digital marketing guru, on why he wrote a book on word of mouth marketing [5:52] The persuasive power of online and in-person word of mouth marketing [15:15] What are talk triggers and why are they important? [19:30] Your talk triggers don’t have to be huge gestures – follow these 4 criteria to craft a great talk trigger [27:00] Why is being relevant important in your talk trigger? [30:40] Reasonability is just as important when designing a talk trigger [33:00] Talk trigger success comes from repeatable strategies Resources & Links mentioned in this episode Talk Triggers website Convince and Convert website Jay’s website BOOK: “Hug Your Haters: How to Embrace Complaints and Keep Your Customers” BOOK: “Talk Triggers: The Complete Guide to Creating Customers with Word of Mouth” BOOK: “Contagious: Why Things Catch On” Ep 53, “Jay Baer on Hugging Your Haters and the Real Value of Stellar Customer Service” SPONSOR: Mail Tag Dufl brand Connect with Jay on LinkedIn Follow Jay on Twitter Follow Jay on Facebook The theme song “Into the Arena” is written and produced by Chris Sernel. You can find it on Soundcloud Connect with Anthony Website Youtube Facebook Twitter LinkedIn Tweets you can use to share this episode Author & #marketing expert @JayBaer explains how a stellar #TalkTrigger can be powerful both online & in person on this ep of #InTheArena, and you don’t want to miss his insights. Listen now - your word of mouth marketing strategy will thank you. @iannarinoClick To Tweet #TalkTriggers aren’t #marketing tactics. Rather, they’re operational choices that are designed to specifically generate discussions about your business. Learn more from expert @JayBaer on #InTheArena, hosted by @iannarino.Click To Tweet [smartads]
15 minutes | 2 years ago
What To Do With the Dash – Episode #125
The recognition that there is a beginning and an end means that you can do what you want with the time you have here. I have seen this idea described as “the dash,” the little mark between the day of your birth and the day of your departure. You get to decide what you do with your “dash.” You are free from having to worry about all the inconsequential things that happen from day-to-day, as they are meaningless in the big scheme of things. Nor do you have to consider what other people think about you, since almost none of them will be standing up to provide the eulogy Covey recommends you write as a way to live in line with your values.
34 minutes | 2 years ago
Jennifer Gluckow on 5 Questions that Will Result in Better Sales – Episode #115
After spending a lifetime in the industry, Jen Gluckow knows a thing or two about how to make better sales. She talks with Anthony on this episode of In the Arena about how you can own your career as a salesperson and how to connect better with your peers and leaders. She also answers 5 main questions that will help you become a better salesperson and ignite your career. All of these insights and more are included in Jen’s upcoming book, “Sales in a New York Minute,” available for pre-order now on Amazon and everywhere January 1. Be sure to check it out, and catch the full story on this podcast episode. After spending a lifetime in the #sales industry, @JENinaNYminute knows a thing or two about how to make better sales. She shares her invaluable insights on this episode of #InTheArena, and it’s a conversation you don’t want to miss. Listen now! @Iannarino Click To Tweet #1 - Why do you need to pursue your own leads as a sales leader? Most salespeople enter into the business wanting to make a difference, either in their own life or in the lives of others. Why is it, then, that so many salespeople sit back and seemingly wait for marketing to send them quality leads? You cannot afford to rely on others to make your career happen, and you have to be diligently working on securing your own top leads. Start talking with everyone you meet, and don’t hesitate to act because you’re waiting for the “perfect lead” to appear that simply doesn’t exist. #2 - What can you do to become a better networker? Networking can change your life if you let it, but great networking is not about quantity. The ultimate goal of networking should always be about making quality connections with people who can either send you business referrals or add value to your life. How can you make those types of connections? Start by being specific and targeted in the meetings and groups you pursue. Then, become a value-provider for the people you meet. You can’t expect quality results from new connections if you don’t first convince them you’re worth building a relationship with. Why do you need to pursue your own leads as a #SalesLeader? @JENinaNYminute shares her answer to this critical question, and so much more, on this episode of #InTheArena. Listen now! @IannarinoClick To Tweet #3 - How can you combat the temptation to make excuses for your work? No matter what market you’re involved in, the temptation to make excuses for poor performance is always present. Making better sales starts with taking responsibility for your action - and inaction. Both Jen and Anthony believe in the power of a great mindset and attitude when striving for selling success. Take 10 minutes and identify your top excuses that you tell yourself and your boss. Then, figure out ways to crush those excuses. The minute you stop making excuses is the minute you start making better sales. #4 - How can you become the CEO of your territory? If you aspire to become the CEO of your sales territory, you can’t spend all your time analyzing every decision. Company CEOs take action and implement strategies daily - they don’t overthink everything. Becoming a top sales leader is all about identifying your own style of leadership, committing to that method, and owning it. Excuses get you nowhere in #sales. Learn how to combat the temptation to become stagnant by listening to this episode of #InTheArena featuring @JENinaNYminute. You won’t be disappointed. @IannarinoClick To Tweet #5 - What’s the key to effectively following up with prospects and making better sales? No one enjoys getting those calls from salespeople that say, “Hey, I’m just checking in!” What that message actually conveys is a nagging need to know how the sale is coming along - not a desire to help the prospect make a good decision for their business. Jen encourages sales leaders to add value to their prospects’ lives instead. Send them interesting and relevant articles, connect them to professionals they need to know...
47 minutes | 2 years ago
Jeffrey Gitomer on Napoleon Hill’s Keys to Success in Life and Sales – Episode #114
Napoleon Hill’s keys to success are sought after by salespeople around the globe. On this episode of In the Arena, Anthony interviews the King of Sales, Jeffrey Gitomer, and asks him how he earned the opportunity to annotate a special new book of Hill’s earliest works, entitled “Truthful Living.” You’ll hear about 3 main keys to success that Hill refined over his years of teaching, as well as why sales advice can be applied to every aspect of your life. You won’t want to miss this sneak peek look at the upcoming book, so be sure to listen. Focusing on THESE steps every day will make the difference between a good #salesperson and #leader and a phenomenal one. Hear the full story on this episode of #InTheArena featuring the King of #Sales, @Gitomer. @Iannarino Click To Tweet Jeffrey’s journey towards annotating the upcoming “Truthful Living” book and uncovering Napoleon Hill’s keys to success Jeffrey is an expert in sales. Since his early days of writing columns for the Charlotte Business Journal, to being one of the first to create digital marketing content for an internet that didn’t quite exist yet, Jeffrey has become an authority in the sales world. A lifelong fan of Napoleon Hill, he has written for the Napoleon Hill Foundation for over 15 years. So when Don Green gave Jeffrey a collection of Hill’s greatest, unpublished, personal notes and asked about an annotation project, Jeffrey jumped on the opportunity. This two-year endeavor has culminated in the “Truthful Living: The First Writings of Napoleon Hill” (available for pre-order on Amazon and available everywhere October 30). Jeffrey explains that the longer something lasts, the longer something will continue to last, and Hill’s advice on sales, business, and life are invaluable lessons to be learned. Key #1 - Maintaining an attitude of success makes all the difference Napoleon Hill’s keys to success start with mindset and attitude. Going far beyond feel-good thinking, maintaining an attitude of success allows you to achieve greatness by giving you confidence in your product, business, and career. This confidence then allows you to focus on developing 5 main characteristics outlined by Hill. Here they are. Imagination Desire Enthusiasm Self-confidence Concentration You’ll notice these 5 characteristics have nothing to do with sales specifically. A success mindset is transferable to every aspect of your life, and it starts with positivity and always keeping your end-goal in mind. Discover @Gitomer’s journey towards annotating the upcoming #Truthful Living book and uncovering #NapoleonHill’s keys to #success. Catch the full story on this episode of #InTheArena! @IannarinoClick To Tweet Key #2 - Understand the difference between managing TIME and managing YOU Very few people have a time management problem - most people have a self-management problem. Jeffrey explains the key difference between managing your time and managing yourself, all on this episode. Narrowing down your timewaster activities, avoiding distractions, and leveraging spare minutes throughout your day are all great ways to increase productivity and stay focused. That’s why Jeffrey poses the question, “Can you manage YOU?” Key #3 - Identify and claim a chief aim in life Finally, one of Napoleon Hill’s keys to success lies in having a chief aim in life. Without it, you’ll wander aimlessly through life without making much progress. Start with identifying your chief aim. This could be tied to your passions, skill sets, interests, etc. Then, create a plan of how to achieve this aim. Finally, develop the 5 characteristics that allow you to maintain a healthy mindset and self-control. Focusing on these few steps every day will make the difference between a good salesperson and leader and a phenomenal one. For the full story, be sure to listen to this great episode. A #success mindset is transferable to every aspect of your life, and it starts with positivity and always keepi...
42 minutes | 2 years ago
Tiffani Bova on Sales Optimization, The Buyer’s Journey, and Expanding Into New Markets – Episode #124
Sales optimization is the soup du jour in the sales world - every company is working hard to streamline processes and bring in revenue faster. While it’s important to optimize every bell and whistle you can, it’s also important to understand that growth is not only about getting more leads into the pipeline or more customers to sign on the dotted line. You’ve got things like the buyer’s journey to consider, the importance of decreasing churn, and a whole lot more if you really want your company to grow. Tiffani Bova writes about these topics and more in her new book, “Growth I.Q.” and she’s Anthony’s guest to talk about them, on this episode of In The Arena. Hear .@Tiffani_Bova speak about #sales optimization, the buyer’s journey, and expanding into new markets on this episode of #InTheArena with @Iannarino.Click To Tweet Churn can actually be leveraged as an offensive strategy Most of the time when sales organizations address the issue of churn, they approach it defensively, like there’s a problem to be fixed or someone to blame. While it’s true that you may have adjustments to make that can decrease the churn rate in your sales process, it's is often an indication that rather than being defensive you need to go on the offense when it comes to existing customer relationships. Tiffani Bova explains how you can use churn to reveal ways you can keep the gold you already have, in this conversation. When is expansion into new markets a good idea? One of the ways large companies attempt growth is through the expansion of the company into new or foreign markets. But Tiffani Bova doesn’t think that’s always the best idea. In her mind, you have to ask yourself a vital question before proceeding. What’s the question? “Can what you’re doing successfully in your existing market(s) be replicated EXACTLY in the new one?” In other words, you need to analyze whether the things you’re doing so successfully in your present market are easily transferable to the potential opportunities you see elsewhere. If you don’t take the time to figure this one out you could spend months and lots of money only to discover that your efforts in the new market are not going to gain anything. When is expansion into new markets a good idea? @Tiffani_Bova explain the key question to ask yourself before expanding on this episode of #InTheArena with @Iannarino. #salesClick To Tweet Sales optimization and the buyer’s journey are very different things Sales optimization is about processes and procedures. It might include the way things are done as well as the successful integration of a tech stack that makes the process itself smooth and quick. It’s a linear process: this happens, then this, then this. The buyer’s journey is not linear at all - it’s a very circuitous route that customers travel according to their unique biases, needs, and fears. Tiffani Bova points out that too many sales organizations try to stuff their customer’s journeys into their sales optimization efforts like square pegs into round holes. It simply won’t work and the customer winds up being served poorly. You can hear Tiffani’s insights nad recommendations on this episode. Your invitation to the very best sales conference you’ve ever attended The Outbound Conference is like no other sales conference you’ve attended…. and for two days of stellar content that moves your sales success forward, the ticket price is ridiculously low. The conference addresses something no other event does - how to keep your pipeline full of high-value prospects. Four giants in the sales world, Anthony Iannarino, Mark Hunter, Mike Weinberg, and Jeb Blount bring you the sessions and you’ll also be led through your choice of sixteen high-impact training tracks delivered by today’s top speakers, authors, and experts. Join Anthony and his friends in Atlanta, April 23-26, 2019. Get your tickets here: Click Here Here is your personal invitation to the very best #sales conference you’ve ever attended.
8 minutes | 2 years ago
How to Be a Scrappy Upstart – Episode #123
There are systemic challenges, in some ways greater than earlier times. That said, a scrappy go-getter always bends the system to their will.
7 minutes | 2 years ago
You Are Right Now Creating Your AFTER Picture
All of the decisions you’ve made—or refused to make—up until this point produced your BEFORE picture. The decisions you make today are what will produce the AFTER picture.
39 minutes | 2 years ago
Kevin Eikenberry on Effectively Leading From a Distance – Episode #122
Leading from a distance is a thing these days - because remote teams and distributed workforces are becoming more and more common. With that reality come a number of difficulties, all the leader’s responsibility to solve. In order to bring some insight to the issues involved, Anthony invited Kevin Eikenberry to be his guest. Kevin has given a good deal of his life to thinking about leadership and has made it his mission to learn all he can about the way leaders need to modify and improve their leadership when it comes to dealing with remote teams. This conversation is intriguing - but it’s just the tip of the iceberg. Be sure you listen and be sure you grab Kevin’s new book, “Long Distance Leader.” .@KevinEikenberry shares how to effectively #lead from a distance on this episode of #InTheArena with @iannarino. #leadership #remoteworkClick To Tweet Management and leadership are not the same things It’s entirely possible to be a great manager and a terrible leader. The reverse is true as well. Kevin Eikenberry points out this difference because so many people are placed in a management position and may even excel at the organizational part of their role, then mistakenly think that makes them a leader. In this conversation, Anthony and Kevin dig into the distinctions between managers and leaders, outline why leadership requires clear communication and great connection with individuals, and how accountability works in a healthier manner when it is based on good leadership. When teams don’t “go to work” anymore, how can leaders trust them? There are still many places in the world where team members assemble in the same geographic location every day to get work done together. But more and more companies are allowing their employees to operate from a home office at least part of the week while still other teams intentionally build an entirely remote workforce. What are the things leaders need to do in order to ensure that their team is actually working when they are not under their direct, in-person supervision? Here are a few clues: it has to do with culture, hiring the right people, and trust - and the leader is responsible for all of those. Listen as Kevin Eikenberry explains. When #teams don’t “go to work” anymore, how can #leaders trust them? Find out how @KevinEikenberry sees it on this episode of #InTheArena with @iannarino. #leadership #remoteworkClick To Tweet Cultures will exist. It’s up to the leader to create one that empowers and executes on its goals Kevin Eikenberry points out that many people these days are talking about culture as if it’s something that’s missing and needs to be created. The reality is that your team already has a culture - it just may not be the one you want. In this conversation, you’ll receive Kevin’s insights about the type of culture that empowers effective distributed teams, what leaders need to do in order to foster that kind of culture, and hear a few anecdotes about how Kevin has seen a shift in culture make all the difference. You won’t want to miss it. Communication nightmares in your team? Turn off your email and turn on your webcam We have no shortage of communication tools these days, so leaders have no excuse for establishing effective communication within their teams. However, teams can often find themselves running in circles and belaboring problems when a switch from one communication tool to another could help them clearly define problems and get to solutions quickly. Kevin explains how he encourages his team to avoid that kind of thing by simply turning on their webcams. Not only is it possible to communicate more efficiently through video, it’s also possible to build culture and a sense of deeper intimacy as a team at the same time. Learn why face to face communication is still the gold standard for communication in our technological age, on this episode of In The Arena. #Communication nightmares in your team? Turn off your email and turn on your #webcam.
10 minutes | 2 years ago
Dealing with Category 2 Problems and Challenges
There are two kinds of problems or challenges in business. The first category are problems that, while coming with a bit of conflict, they are resolved with a single decision. The second category are problems and challenges are systemic and can't easily be solved, least of all with a single decision
11 minutes | 2 years ago
How to Plan a Sales Call – Episode #121
The time you get with your clients and prospects is a gift. You dare not waste it. That means you need to plan your sales call, making the most of your time--and creating the greatest value possible for the contacts with whom you are meeting. Here is little framework you can use to do good work and move things forward. The Only Sales Guide You'll Ever Need The Lost Art of Closing Eat Their Lunch The Outcomes Planner Sales Accelerator
12 minutes | 2 years ago
How to Resolve Your Dream Client’s Concerns – Episode #120
I no longer find the language "overcoming objections" to be as useful as it once was. It is more often true that we are really resolving our client's concerns. The challenge is that they don't always present their real concern. Here is how to listen to what is really being said so you can help your client gain the confidence to move forward. You can find more language like this in The Lost Art of Closing and much more in Accelerator.
12 minutes | 2 years ago
Thriving in the Red Ocean – Episode #119
If you haven't read my column on Forbes.com titled A Red Ocean Strategy. My experience in sales is only in the Red Ocean, where there was ferocious competition and more competitors than the market needed. The competitive strategy that allows you to displace your competitors is in my new book, Eat Their Lunch (which you can order on Amazon.com now).
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