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

Episode · 10 months ago

Prepping Others for Your Sales Calls

ABOUT THIS EPISODE

Preparing for your deal is critical. Preparing others for your sales call has equal impacts on your success. If you want someone to join you on a call (product engineer, manager, etc.), you have to be able to provide them with fluency about the deal and clarity on their role in the conversation. John Kaplan covers what information you need to share and how help ensure those joining you are best prepared.

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If you're leading a sales team, be on the lookout for wraps that have you on calls that they don't really need you on, but know that you would do a really good job. You are listening to the audible ready podcast, the show that helps you and your team's sell more faster. will feature sales leaders sharing their best insights on how to create a sales engine that helps you fuel repeatable revenue growth, presented by the team at force management, a leader in BTB sales effectiveness. Let's get started. Hello and welcome to audible ready sales podcast. I'm Rachel Clip Miller, joined today by John Kaplin. Hi, John Alli, Rachel, John. We did a podcast a few weeks ago on getting the help you need on a deal, but today I want to talk about prepping others to help you on a call. This is a definite skill. Yeah, I love the this whole topic of preparation just reminds me of an old basketball coach used to say the difference between stress and...

...pressure is preparedness, and I found this to be so true. You know, pressures like one of those old, you know, weighted blankets that you can get on Amazon now. You know when it lays on you. It feels so nice and familiar and, you know, even comfortable. Stress, on the other hand, is brewing also. I'm looking forward to to have an conversation with you today to feel really, really comfortable. Yeah, let's get through that stress. So first of all, John Is, if you want somebody to join you in the call, you need to be able to provide your manager or whoever whoever you have joining you, fluency on where you are in the deal. And it's about that information you have and sometimes, more importantly, the information you don't have. Yeah, really, really well said. It's not a crime not to know something, but you know, it's a crime punishable by death not doing anything about it. And so you know, even if you don't have all the information, you should have a clear way to articulate that to your manager. So you know, things like...

...be prepared to talk about current state and negative consequences, be prepared to talk about desired positive business outcomes, compelling events that are moving them to take action, or you know, would you know, reveal timeline? So just remember, like the Uber Framework, where you're building this uber framework. Why buy anything? Why by now? And why buy from me? Considering these categories. You should be clear what information we have in what information we still need. That's a great place to start for preparation. Yeah, and given all that information, we need to make sure everyone understands the goal for this particular call. You shouldn't be trying to do too much for the conversation. Yeah, I run into this a lot. I call it you know, stuff and ten pounds in a five pound bag. You know, you need to clearly, you know, define goals of the call for both your team and...

...the customer. The most elite sellers always ask customers what's a great outcome for you on the call? They either send that beforehand and an email, or even when they start the call, that's the first thing they're saying. This from custom what's a great outcome look like for you? On our side, it may be to fill up those buckets of information we just talked about. You know, it may be to get a meeting with someone else or commitment for the next steps. You make sure everyone is clear on what you're driving to, including the customer. Yeah, the customers should know what the great outcome is for the call. Also, to John, if I'm joining the call, I want to know what role you want me to play. If you are a rep, you need to still own the call, but then be clear on the role that you want others to play who are joining. I know you join a lot of calls, even for us here a force. John, how do you make sure that your role is defined in the call? I think this is a really critical question because I call this the...

...miracle cloud. You know, when preparation does not take place, you might as well write down on your notes and then a miracle happens. I'm always asking my people what do you want my role to be in they're really three types of answers I generally hear back. Number one is they don't know, and I'm not saying any tip of particular order, but one could be they don't know, which is bad because that's the miracle cloud. Number two is that they want me to do the whole call for them, and the third is they've thought it out. They thought about it, they thought what needs to happen in the call and have a line who's the best suited to do that. So, sales leaders, I want you to just listen up for a second. If you're leading a sales team, be on the lookout for reps that have you on calls that they don't really need you on but know that you would do a really good job. So two things are really happening here. One is about us. You know, we're executives and we're suckers...

...for this, because most of us love the thrill of the sales conversation or the deal, and that's typically my thing. If I could be on sales calls all day versus internal process calls, I do it in a heartbeat. You know, must most of us are built that way. Some really good sellers get a little lazy on this. Instead of really thinking about the right resources for the call and who is doing what, they're open to the leader just running the whole call. So you run the risk of losing your power as a seller. Think about it, if the customer just speaks to the sales leader, how hard is it going to be for you to reinsert yourself back into, you know, the relevance as the Rep? Think about man like. I think about like when I buy a car and I deal with the the the sales manager, you know, while the salesperson kind of tags along. How likely am I to accept dealing with that seller after that initial...

...meeting the next time. So we all know what we've all been there. We're less likely to allow that to happen. So, sellers, don't just blindly give your power away by not being purposeful on rolls and preparation. It's a really, really critical point. Yeah, you want to own that call. So you're sort of a simple question. When should I be bringing in more firepower, so to speak, on my calls while still owning them? Yeah, so the simple answer is when you really need some firepower. So so what exactly do you need to happen on this call or meeting, and who is best suited to do it, keeping in mind what I just sat about giving up your power. There are situation suations where you may need subject matter expertise their situations, where you may want to divide and conquering an account. You know, establish executives with executives, for example. I've seen sellers...

...do this really, really well. They align with coaches and champions from the customer side and they kind of sit on the same side of the table and then utilize their executives on both sides to help them accomplish outcomes. So just being very, very purposeful what you want. That role to be and thinking it out and using it to your advantage. I think it's again, it's really, really critical. Yeah, one piece we have we haven't talked through as it relates to this is is prep for these types of calls. All of this information that we're talking about today really should be provided and clearly articulated in the prep call. That's why you do them. Yeah, exactly. And what I really love about our process that force management, is the sellers always do a prep call or a meeting with me prior to a meeting or call, and I work on so many customer situations that this really helps me get grounded and focused on their opportunity. And you want me to be prepared...

...because, left to my own devices, I'm going to perform and you should always make sure that I'm performing in a way that you need me to perform. And you know another thing, when I think about this, it's not just about the preparation and, you know, getting your manager and getting, you know, doing a preparation call. I also think about like the debrief, and I felt strongly about this when I thought about this conversation. In the best sellers always do a debrief, and notice how I said the best sellers, and I didn't say it was the manager's responsibility. Yes, absolutely, managers should be looking to debrief and be very, very specific on their feedback, but in this instance I'm really talking about Reps. most selling organizations go, go, go, you know. We don't prepare. We show up and do amazing things on sales calls and meetings and then we split right afterwards and in right after the call, without debriefing, and this has some obvious consequences. So what are the next steps? WHO's doing? What?...

Did we hit the mark? How do we improve for the next time? Elite sellers, they close the loop always with a debrief, or prep and debrief. Yeah, the underlying message here, John, is, is that all of this is so much easier when everyone is speaking the same language about a deal. Yeah, I mean, let's rehash some of that. So you know preparation is not a sometimes thing, it's an every time thing. The difference between stress and pressure is always preparedness. What does a great outcome look like for you and the customer? Make sure you ask them. Don't get lazy and live in the Miracle Cloud, expecting your leadership to show up and then you know then a miracle will happen. And then remember what I said about giving your power away. When you do that, you know, when you do it once and you give it away to your boss, it's hard to get it back in the customers eye. Some some great things to...

...think about. Thank you for joining me for the conversation, John. You got it, go get it. Yeah, I got some calls to go prep for. Well, we'll see you all later. Thank you for listening to the audible ready sales podcast. At force management, we're focused on transforming sales organizations into elite teams. Are Proven methodologies deliver programs that build company alignment and fuel repeatable revenue growth. Give your teams the ability to execute the growth strategy at the point of sale. Our strength is our experience. The proof is in our results. Let's get started. Visit US at force MANAGEMENTCOM. You've been listening to the audible ready podcast. To not miss an episode, subscribe to the show in your favorite podcast player. Until next time,.

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