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

Episode · 1 year ago

Remember These Phrases. Sell More Deals. w/ John Kaplan

ABOUT THIS EPISODE

We say these phrases so often, we decided to make a whole podcast about them. Today, we explore what they really mean and why we encourage every salesperson to remember them. Put them on your mirror, write them down in your journal, Instagram them… we recite them over and over. Take a listen and use them to motivate you to sell more.

 

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

 

Here are some additional resources related to John’s top 4 phrases  : 

Be Uncommon [Podcast]

https://apple.co/3bX7IWo

Why Your Deals Are Taking So Long [Podcast]

https://apple.co/31V8z6c

Executing Great Discovery [Podcast]

https://apple.co/2TC1kv5

People will find money for your solution if they've been convinced themselves that they have a problem that is so big it can't go another day without getting fixed. You're listening to the audible ready podcast, the show that helps you and your team's sell more faster. Will feat your sales leader 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 the audible ready podcast. I'm Rachel Club Miller. John Kaplen joins me now. Hi John, Hey Rachel. So this Onebinar, John, is a little bit different topic. I came up with this idea I was listening to a recent Webinar you did and I captured a few gems that you that you said, a few quotes that you said in the Webinar, but we often say a lot and I think they are...

...good mantras, so to speak, for sales people. So I want to kind of run through them today and give people just some good things to remember, good quotes to write on your posted note, put on your mirror, printed on a Tshirt, whatever you want to do. I like that. I like that. Let's let's build some t shirts. Now, I will say before we get into this that, John, you have enough phrases that we could probably do an hour long podcast on this topic, but I just picked like three today. Awesome and and these are the clean ones, right, exactly and exactly. In case there's people out there that don't know you were just going to we're going to ease them in here in her slow and I'll promise to do a part two, part three, part four for those of you who want to email me and say you forgot Xyz. Okay, so let's start with with this saying that I think is really important as you're approaching a deal in your discovery. In discovery, let your customers convince it themselves they have a problem, and what we mean by that is don't focus on persuading your customers. Yeah, I mean the more you try to persuade,...

...the more a customer will resist you. So that can get translated. The more you tell me I have a problem, the more I'm going to resist you, so you'll appear like you're telling them what to do. And this phrase comes back down to discovery as most everything does for great sellers. So you need to do great discovery in a way that the customer is discovering for themselves that they have a problem that they can't go another day without, you know, fixing. You know, you got to get the customer to stand in their moment of pain. So I mean, I say that a lot. So you know what do I mean by that? It means approaching your discovery sessions conversationally and we use things like the Ted questions. Tell me about, explain for me, describe for me, and so, you know, let me just give you a quick example. I was just thinking about this one the other day with one of our customers. In that focus is...

...down data integrity. So so let's say the customers is having some issues with data integrity and and you have a solution that helps with that. And so an inexperienced seller tends to ask questions like how bad is your day? That like literally, that's what they say. So how bad is your data and you know, you get very little response back from the customer. We're looking for ways to get the customer involved in the conversation. Or they ask a question like, you know, is your data integrity a problem? For you, and these aren't really putting the customer in a position to open up, and you got to get the customer to open up. So let's try this way. Same thing. Customers having an issue with data integrity and so described for me the last time you struggled with data integrity. What problems did that create? So we want them to tell us the story about the problem, to stand in the moment of pain. So what problems did that create for...

...the line of business? Go deeper and deeper. What feedback to the line of business give to you? What challenges is that creating and how you're prioritizing your spending your resources? I mean just go deeper and deeper and deeper. You have to create the environment that's safe for the customer to tell you that they have a problem. While they're telling you they have a problem, they begin to convince themselves that they have an urgency to fix it. Yeah, I'll give everybody a minute to back their podcast player up, fifteen thirty seconds so they can write all those questions down and use them in their next conversation. Awesome, yes, but you, like you said, you you want the customers come to their own conclusions that they have a problem. And we've all been on the other end of those questions when they say, Oh, you know, I've been in them on a call and say how bad your data or and you're like, I'm not going to tell you why. You...

...haven't earned the right to know the information about it. Right, about me. Right, such a good point. Right, when you say earned the right, you basically earn the right when we have a conversation together. But if you're telling me I have a problem, you're not going to earn the right. I'm only going to resist you. Exactly. And that's a good lead into this next phrase. It's that's good to remember. And you say it was such more emphasis than I do, John. But how big is the problem? Yeah, I mean, and that's one of my favorite ones. I always when I'm looking at opportunities, I'm looking at deals, I always ask myself that question. How big is the problem? So so often we have reps working on deals and you know, maybe they have a an in and the company and they have a good relationship with somebody you know. But but closing a great deal comes down to understanding how big the problem is. So big problems create big dollars and big dollars or associated with big names, with, you know, power and influence, and so you know,...

...by big I mean what are the cost implications? And it's not just the problem, it's the ramifications of the pain. So you'll hear me say a lot in conjunction with how big is the problem is what's the biggest business issue facing the customer? And you have to ask yourself constantly. If you got a deal right now that's critical for you this quarter, next quarter, would have you ask yourself the question, what's the biggest business issue facing this customer, this prospect, this customer, and how am I attached to solving it? Force yourself to think big. I think you know we talk about that in in determining the largeness of the problem. How big is a problem? In the beginning, that is part of your discovery, but it's very impactful and qualification and even to your negotiation. I mean that's when you're going to capture the value in the final stages the deal, if you really understand how big the problem is. Yeah, I mean, Rachel, we're just talking about these times that were in. Today there's so much noise, there's so...

...much going on around us. I want you to think about your decision makers right now. How do they fight through the noise? Well, they fight through the noise by prioritizing those things that have the biggest impact on the business. So if you're selling features and functionality about your products, they could be great features and great functionality. Right now, especially right now, it's noise until you attached that to a big business issue that technically, your solution helps me solve. That's the fastest way to get my attention. Anything else is just noise. So when you wake up in the morning, really ask yourself that question. What is the biggest business issue facing this customer? And I am I even remotely related to making myself relevant to it? So likely don't have the capacity to take on anything else. Right. So, so doubt,...

...no doubt. So the final phrase, we're going to talk about it today, has to do with that pivot in the sales conversation, the pivot that you have to make when you found the pain right and then you have to talk to the solution. Our phrases help them get to a place they can't get to on their own. Yeah, one of my favorite sayings and we use it a lot of force management and you know people will find money for your solution if they've, you know, been convinced themselves that they have a problem that is so big it can't go another day without getting fixed and if they can get to a future state that wouldn't be possible without your solution. So you have to demonstrate that your solution is the only way you're going to get to the future state and then achieve the positive business outcome. So what I love about this statement is once the customer views you in this way, they are willing to be led by you and your process. So think...

...about that, everybody listening. When you talk about how you do it, it's typically related to some type of a process and you earn the right for a customer to look at you and says, Hey, you know, and I use this for myself, everybody's willing to be led, provided you can take me to a place that I can't get to on my own. So once you cross the threshold with the other things that we're talking about, attaching to the biggest business issue, and now you make yourself relevant. You fought through the noise. You've connected what you do for a living to something that's critical for me and even connected me to the urgency of that. I'm willing to be led by you. I'm willing to follow your process. So what I love about this help them get to a place they can't get to on their own. It is an acknowledgement that you've earned the right to move forward with them and for them to follow you. Very powerful. Most reps do...

...not get there on a deal. They have not earned the right to lead the customer and the customer resists being led the whole way and it turns out to be a disaster. Disaster, it turns out to be a disaster. That that's probably another good phrase. Yes, I guess. Well, John, I always ask you for a bottom line and I'm going to tee you up on this one. I'd probably the best phrase to end this podcast with is what you do. What you do matters, and doing all this, it's important for everyone out there to remember that what they do really matters, especially in this environment. Yeah, I mean it's it's it's another thing that I like. Yeah, you hear me talk about a lot of getting up in the morning, and I actually do that. Like I have to get my mind right, and another thing that I do. So what have we talked about so far. We've talked about getting up in the morning and saying, what's the biggest business issue facing my customer? We've talked about getting up in the morning and saying have I earned the right to lead this customer through a process? And what I find is people that are most likely to do...

...that they believe what they do matters. Why? Because they've done what we've just said. They've attached themselves to the biggest business issues facing their customers and they know they're mostly connected to what they do matters. And the most elite sellers I've seen take it to the next step and they get customers emotionally connected to what they do for a living matter. So think about it. You're in an IT organization, you're selling an it solution maybe, and you know there's a critical issue with the line of business which ultimately impacts their customers and their customers ability to buy and be satisfied or what have you. A lot of times what happens is in these departments they've lost their own emotional connection to what they do matters. So when you get a customer a mostly connected back to what they do matters because you believe what you do matters. It's just exponential the value that will get created. So wake up tomorrow ask yourself,...

...am I attached to the biggest business issue facing a customer and therefore, do I believe beyond the shadow of a doubt that what I do matters very, very powerful? Well, but we'll leave it there. Thank you, John, my pleasure, and thank you to all of you for listening to the audible ready 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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