The Audible-Ready Sales Podcast
The Audible-Ready Sales Podcast

Episode 50 · 9 months ago

A Look Back at our Most Valuable Episodes

ABOUT THIS EPISODE

Today we are marking our 50th episode! We rebranded the Force Management podcast last March and launched right before the Pandemic hit. To celebrate and share our appreciation for hitting record numbers of listeners, we’re sharing some of our most popular and albeit most valuable episodes. If you're a faithful listener, this episode can serve as a reminder of the episodes you may want to revisit. If you’ve missed some episodes, this is a great way to catch up on some valuable insights.

Check out this and other episodes of The Audible-Ready Podcast at Apple Podcasts, Spotify, or our website.

All of the podcasts covered in this episode:

- Executing Great Discovery w/ Brian Walsh

http://apple.co/2TC1kv5

- Improve Your Active Listening Skills w/ Patrick McLoughlin

http://apple.co/3ojaoTm

- Getting into a New Opportunity w/ John Kaplan

http://apple.co/34n8Y3o

- How to Prepare for Buyer Negotiation Tactics w/ Tim Caito

http://apple.co/3raJtdr

- Coaches vs. Champions w/ John Kaplan

http://apple.co/3hhDqQ1

- Lessons From a Sales Veteran w/ Frank Azzolino

http://apple.co/3nHKpES

- Staying Motivated in Today’s Environment w/ John Kaplan

http://apple.co/3iIuJyP

You're listening to the audible, ready,podcast, the show that helps you and your teams sell more faster willfeature sales leader sharing their best insights on how to create a salesengine that helps you feel repeatable revenue growth presented by the team Fforce management, a leader in BTB sales affectim. This let's get started hello, I'm Rachel Clapmiller with theaudible, ready podcast. Today we are bringing you a little bit of adifferent type of episode. You know we. We were branded the force managementpodcast last March and launched it right before the pandemic head andtoday, with this episode, we are marking our fiftit or fifteth episodeof the audible ready podcast. Can you stand it Han? You thank you so today,I'm going to go through some of our most popular and albeat most valuableepisodes if you're a faithful listener. This episode conservicor reminder foryou. If you've missed some episodes, you may want to go back and check outsome of these ones in particular the first one I'm going to share is aboutexecuting great discovery. We talk about discovery, a lot because, as youknow, it's so important to being a great salesperson, and this episodewith Brian Walsh is one of our most listen to podcast. Ever it continues toget downloads well after we originally published it discovery, as you knowsabout asking great questions, but in order to do that, you have to haveseveral things at the ready and you need to prep in this climp Braan walksthrough three things. You should pret before going into a discovery meetingwith a potential customer. He got to get comfortable with how you're goingto set up discovery with clients that works for you and and the market placethat you call on. So let me just give you kind of a couple examples, one interms of prep a'm, a big believer that you should always have three tinksprapp walking into a conversation. The first is what's the objective of themeating, and do we have a griement on...

...this right and with the plaent? Do weall agree on what the objective for the Conversationis to what's the agenda toget there? And how is my timing or choreography with he? The other peopleare going to be n, the meaning? How is that built around that right? Those areboth things that might recall. Mi might require inaudible right. When I get tothe meeting, I think I'm showin up to meet with you and you bring to otherpeople that whole plan might get thrown out the window, but I'm ready and ifI'm ready, even if something like that, but there's a higher chance that I canreact to it more positively. The third thing is: What's the ask going to bemeeting my objective today is to get Rachel to give me a betterunderstanding of what's happening inside of her department. What theimpacts are for her and her team, and also help me start to understand whoelse inside of her company is impacted by this, and the way I'm going to dothat. My agenda is to play through with her and whoever else he brings to themeeting a conversation around talk walkme through your current process.Walk me through Wat. porking walk me through. What's not, how could we painta picture of the future? I've got a handful of discovery, questions in mine,maybe I'm going to run it. I used to run a lot of discovery, calls withcustomers as a workshop, where we use sticky notes an put them up on the wall.Whatever that's my agenda and then, what's my ask, my ask: is at themeeting goes well as I expected to or becouse in the direction expect to I'mgoing to ask Rachel to sponsor a meeting with the following other twoexecutives right, whatever that as might be, and I'm a big believer thatRachel in this case should be fully aware of all three of those thingsbefore the meeting takes place, so it the Meingis going to be on Mondaysometime today, tomorrow, Friday, I'm going to make sure Rachel nose. Here'smy objectin for the call yeursee agenda is there anything that you would wantto change or add and Ol by the way? Just so you know if the meeting oeswell and where we think it might go if it's appropriate, I'm going to ask youthe end of the meeting to...

...sponsor a meeting with the following ofa couple of folks or the two folks that we identify in the meeting that arecritical to Getin to a collective. Yes, that in and of itself is an example ofwhat grace discovery looks like because now we're walking into the meeting withclear purpose process payoff. Of course it's not enough to just askthe right questions. You also have to listen. Our Own Patrick mcoflin broughtthis topic to me. He said Rachel. We need to do an episode on activelistening and I said pettyback you're up. Let's go he so he sat down with mefor a great conversation and how to make sure you're doing a great job oflistening in this clip. He goes through specifics and what to listen for inorder to ask great follow up questions, there's techniques that we can have oursellars or sellers canous. I really had a great sales leader that taught me alot of skills, and one of the things that I was taught early in my salescareer was to listen for verbs, listen for adjectives and LISTN descriptivesand listen for feelings right. So when someone says they want to reduce reduceby what, when someone says, they want more productivity when someone saysthey're frustrated right well, what's what is that level of frustration youneed to dive in, and I ' it's being so audible ready in the moment, and itreally ties into the value of command of the massage right, the negativeconsequences, positive business outcomes, metrics on requiredcapabilities. So any time I heard descriptive language adjectives right,describing an environment or process verbs I want to reduce. I want toimprove. I want to eliminate those are all verbs right, all actionable verbs.What does that mean right? We have a customer that we've done many trainingsfor, and he has a great saying make the customers stand where their feet are.Get the customer to give further explanation what they mean to thosefeelings tiose for to those adjectives.

So those are the things that I used totry to listen for when I would ask questions to ask second and third levelquestions from a followup perspective. Those listening tips are so important,so many of us are trying to crack into new accounts, especially in a foggysales environment or trying to drive pipe line, and these last several several months havebeen foggy for a lot of us. You know as a salesperson you're looking at theseaccounts in your sale, sporcs or just doing your research on Linkon, and youknow, there's money to be had in those accounts. You know the companies youwant to go after so so how do you crack into those new accounts in this episode?John Caplan reviews some fundamentals that will help you break in people. Often tell me they say you know,John. I don't know anything relevant about the target company, so you're,saying hey, make it warmer by you know, bring some relevant connections orrelevant stories, and they say I don't know anything relemant, and I say youknow today's Day and age. That's almost impossible, because if you know I want you to think about this, I wantyou to draw on a piece of paper. If you're driving don't try to draw. Butyou know relisten to this and just draw on a piece of paper, three circles andlike a bullseye and the outermost circle, labeled at the industry andthen the next inner part of the circle labeled at the company and then thenext inner part of that Circle Label that the department and then thebulliand read, is label at the the individual. And so what I mean by thatis, you can always understand. What's going on at the industry level by justpick going to the Internet and just understand what pressures are there inthe industry and then how are those pressures creating pressures for thecompany and how are those pressures for the company creating pressures on thedepartment and then the departmental...

...pressures create pressures on theindividual. But the problem is, I think, people get that turned around. They tryto make a personal connection. First, they go right for that bulls, Eye Rightfor that Red DOP and like to ask questions and get personal with people,and I just think nobody really has time for that today. T EY! It's not that wedon't want you to be personable, but earin the right to be personable intoday's information age. There's no excuse not to have warm information ona company, even if the company's not public. So if, for some reason, youcan't find any information on the company and- and you know thatcompany's private then go to their next biggest public competitor and seewhat's happening with them, so their industry pressures, which great companypressures, which great departmental pressures, which then create individualpressures, our podcast on negotiation, are some of our most popular episodes.Negotiating a deal is often a thorn in a lot of sides for many of us andwhenever Timcato is on the podcast, he always drops some great reminders forus. When we are negotiating, we did an episode on minimizing byour negotiationtactics and in this podcast tim goes through ways. We can be less vulnerableto those late stage, tactics by our buyers. I found that customer tacticsor anchors work best for four reasons and ironically Rachel. These arereasons that we can actually control. So the first reason I'll call lack ofpreparation. No, when we talk to sellers, what they tell us is theyfrequently know most of the customer tactics in advance. They could beanticipated either because they're used all the time by that particularcustomer because of that particular customers, current situation or when weknow that anchors ar competitors always feed our customers to weaken our valueproposition ar potentially in play now...

...for years. We refer to those this bloodhere, uncertainly and doubt so. Lack of preparation is one of the first bigreasons. Rachel, all right so preparing and to your point tin, being preparedfor those anticipated anchors is something that we can control, at leastfor most the anchors that we're going to run into so, what's the next reason? Well, the second rate reason isreadiness to respond. You know sellers are most off es vulnerable to customeranchors or tactics, because they lack information in the moment to counterthe anchors and not really fought through their response to managing themin advance, which includes who's going to actually provide that response. Thesimply anticipating anchors in advance is not enough. We need to know what todo and say when the surface, in the conversation t by the way, Rachel notjust to survive the moment, but to actually use the customers attempt toanchor us into a vulnerable position as our opportunity to spand the discussionto Multipl Ithems at cre value for both sides. E readiness to respond is mostcritical when you think about the third reason, for when customer tactics workbest early stage, ankers that are also knows premature. Single otofnegotiations from negotiation to coaches andchampions coaches and champions tend to be the most requested topics we get.People want to know how to test them, how to identify them. How do I tellthem, apart in this podcast John Caplin goes through both giving us evidence tolook for to help us identify a champion and a coach champions. Don't magically appear takeswork. You know you got t identify, develop and test them, so champions andcoaches will both pass along guidance regarding roles, influence, Opportunity,conditions, necessary processes and they'll. Give you the good news aboutthe deal. However, champions will also provide insight into politics and dealobstacles. The partner with you, ind,...

...developing strategies to overcomeobstacles and they'll deliver bad news about the deal so where a coach, actesour informant or guide only a champion is also an influencer and has thepolitical power and the technical respect to help us win champions and coach. Such an importanttopic so be sure to check out that episode, a colleague of mine, one ofour own sales people at forced management, suggested that we interviewour senior partner, frank as Aleno, so we did frank sold a long time he's aformer CEO he's, led teams and now he's selling for force management in thispodcast. He drops some great gems on how he prepares and executes his ownsales process, including how he makes sure he closes for the right next stepin his sales conversations. What I found over the year is is thattoo often, sales calls or sales meetings can go ARY when you're tryingto accomplish too much, and it gets a little manic, maybe sometimes theselling its a little nervous, maybe sometimes the client. Our prospect getsa little confused. What I do is, I have a single I'm, a simple guy. I have asingle focus. I have this this ten twelve things, maybe if finite numberof objectors for any meeting or call and Medik is a great example of how wecan determine whith those out. What do we know? What don't we know? Look at the things we don't know whatof the steps we need to take to find out those those things that we don'tyet know and there's no nonknowns and this unknown Iknos. So there's still avery finat list of things we go into a call looking to to achieve. I will takethat if it's on a phone call I'll take that on a little sticky and I'll putthat on my laptop ill focus on that...

...when I get to that objective and it maybe a long circutercatuitous route to get to there. I get to that objective.I'm done. I don't want to complicate things. I want to set a list of nextsteps. I want to wrap up the call and close on that single objective that Ihad. It could be setting up a a meeting with the Economic Bie. It could begetting to a plvo demo. It could be, you know, moving into Proconn andcoaching my champion on how to help us before we get ther whatever that isonce I achieve that objective. I then want to wrap that up confirm with theclient. You said you would do this is time frame for that I said I would dothis heres the time frank for that and here's our next step. Thank you verymuch gobye and when we want it and now along the way, you may find some shinyobjects left and right. In that conversation it doesn't mean we ignorethose shiny objects, but let's, let's get a Bok, my problem and I would sayto my clim now that was an interesting comment you made about that, I'm goingto ask permission to come back and talk about that. Maybe in e next call,because that was pretty interesting. I want to understand more about that, butlet's keep moving forward on what we. What the objective of today's call was,I really enjoyed talking to frank. He has some great tips and map episode besure to listen to it. As I said, we relaunched this podcast as the pandemicstarted rate in March, two thousand and twenty, and we tackled a lot of topicsabout maintaining momentum, maintaining momentum for yourself keeping yourselfmotivated, maintaining momentum with your teams. So I'm going to close withthis clip from John Caplin who, in this episode, told us to get busy everysingle one of our customers. Right now has changed every single one duringthese times their needs their problems. You know very few companies have, and Ihaven't met one- that's kind of telling...

...me they're in status quo. So the bestway to be confident right now is to get busy and your job is to understand yourcustomers by listening to them so get dizzy, and I'm not trying to lecture toyou I'm trying to give you spirit. You know I understand that many of us havetemporarily relocated to our home offices and now, but that really hasnothing to do with getting busy. Yes, there are distractions, there's moredistractions and there's difficulties, but you know the universal truth. IsAll of us are feeling those pains together so look within, and I think that you'll find plenty ofopportunity to get busy right now. There's no time like right now to getbusy, let us help you use our podcast as a way to stay on top of sales, bestpractices and fundamentals. I've linked all of these podcasts in the show,notes and you'll find them on all the major podcast platforms. We AppreciateYou listening to our fiftieth episode of the audible ready podcast. Let'skeep cranking greatselling everybody at force management. We're focused ontransforming sales organizations into elite teams, are proven methodologies.Deliver programs that build company alignment and fuel repeatable revenuegrow. Give your teams the ability to execute the gross strategy at the pointof sale. Our strength is our experience. The proof is in our results. Let's getstarted visit us at force. Managementcom you've been listening tothe audible, ready podcast to not miss an episode subscribe to the show inyour favorite podcast player. Until next time.

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