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

Episode · 10 months ago

Sneak Preview: Revenue Builders Podcast Ep00


Force Management is launching a new podcast. Revenue Builders is hosted by John McMahon and John Kaplan. They’ll interview C-suite leaders, PE/VC leaders and executives who’ve been there, done that and delivered results. It’s coming to you every Thursday and today we’re giving you a sneak peek of what to expect. Subscribe here: 

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

But I love to go, you know, get a CFO on a client success PP of BP, of Hr, you know CEO of DC, and let's go dig deep into what their concerns are. Let's go talk about how you scale a company. You're listening to the audible ready podcast, the show that helps you and your team's sell more faster. will feature 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, it's Rachel Clip Miller with the audible ready sales podcast. Today on the show we are going to give you a preview of a new podcast force management is producing. It's called revenue builders and it's hosted by John Kaplan and our good friend five times Cerro John McMahon, who is also the author of the qualified sales leader. We took some time to talk to them about the podcast and what you can expect. That's our episode today. Let's get started. Welcome to the both of you. Hey, it's good delee, Rachel. Thanks. Yes, Rachel, how are you doing? Big Bad John McMahon doing great, cap but about you. Very good, brother, very good, looking forward to this. Yes, right, so I have the distinct pleasure of wrangling you both today for sport conversation. I am. I'm excited about launching this podcast. I know you both are ready to go. We've been talking about this for a bit and now it's finally becoming a reality. Both of you, as many of the listeners now, our frequent guests on other podcasts and I know that you're looking forward to highlighting some of the people you think it would be helpful for others to hear from. And we want revenue builders to be beneficial for those of you out there who are in the trenches trying to lead teams to drive...

...that number, and both of you, I know, here from these people a lot. So let's talk a little bit about that. John McMahon, yeah, that we do. It's a bit confusing to have you both named John, but what's the most common question that you get from revenue leaders? HMM, the most common question I get is yet fifteen minutes for them to ask me some but that's colon and actually, if I had fifteen minutes for everybody, I'm going to be a long, long, long year. But when I do speak to people in those fifteen minutes, where I find is that there's not really a common question, but there's a common bread and the common thread is that they don't really understand the way things really work around them, whether it's internally or externally. So they've made some assumptions about how those things work and then when I talk to them I realize I don't think they really understand how that works. So they're but they're either frustrated and that's why they come in to me, or they're really curious and they won't answers, but they're not really get an answers to those questions from the people that they work for and, for that, from the companies that they work for. So that's why they're seeking other people like John Kaplan and myself or the answers right to really have that understanding. Capitan, what would you say to that? What is the most common question you get? Is that it or so I it's similar. I think people are they're yearning for the right company, the right fit. What's it like to be part of a great team? Not that they don't know what it's like to be part of a great team, but they're they're really yearning for that, and I like the way John said that. Normally the reason why they're yearning for that is that something's not working in their current environment and they can't put their finger on it. But it's really boils down a lot to the experience that they're dealing with right now.

Is is just it's not working form and it's in they're trying to figure out if the grass is greener on the other side. John, I don't know how many people call you and say hey, I need to leave this company right now. A lot of times I just asked, well, why, and you know, why can't you make your current environment a great environment? That's a lot of the conversations that I wind up happened with people is that there's it's, you know, I think's partly pandemic, it's partly there's just people are just unsettled. They're not settled them where they are right now, or they just not getting answers to the questions that they keep asking. You know, kind of blown off. Okay, what's the forecast? Or what about this measure you missed last week? And they're not really getting answers to the question. So they get frustrate, you get yeah, you're and you're curious people, so they should get the answers. Yeah, well, hopefully we can provide some inspiration answers with with a revenue builders. And I know we've all talked a lot about what we don't want this podcast to be and we talk about leadership and sales effectiveness and then you google that and everybody, their brother, their sister and the grandma have something to say about it and there's a lot of content that's just the same old stuff and I think we've all been fared witness to it and I was curious to say what your perspective is on that and what kind of bores you a lot about the content around answering those questions that you're talking about. You're just talking about. Yeah, I don't think that the current podcast content bores me. Some of it's, you know, very, very educational, but I think that it could be much more educational, so it could dig much deeper into the different stakeholders and the companies then and the different concerns of those stakeholders so when salespeople interface with those people they can interface with them more successfully. So, for instance, you should talk a lot about digging deeper into the fundamental elements to else,...

...but I'd like to help people understand and take the mystery out of how some companies work. So what does this CFO really do? What does it cheap people officer really do? Why? What happens in client success? How what happens on the board? What are they responsible for? You know, what rolls to the DC's play kind of what goes into constructing a complaint? How do companies actually scale the business? All of those things, I think, you know, there's podcasts like John and I can do that can dig much deeper into those things in truly educate people on how those things work. Yeah, there's definite benefits to kind of pulling that that curtain back and getting in the weeds about what you have to say about that. Happen, I would I probably don't lean towards very often, is when I need academics. There's tons of podcasts out there for academics. You know, the three steps of bits, the five steps of that, and John and I talked about this podcasts. We Really, really love and you know I listen to people about, you know, help and working out and that kind of stuff and and I do need those three steps abyss, or five steps at that. I need that. But I also realized that without, like you know, an emotional connection for the story behind the individuals and understanding the relationships of things and, like John said, I like what he said, going deeper in the story. I'm really drawn to those and when I when you don't have it, I just don't get emotionallynected to it. Therefore, it's not I don't know if I'm bored, I just I don't wind up going back to it. And John, I think that's one reason why your book the qualified sales leader. If you know, if I could just sum up, you know, the feedback I've gotten from people that, you know, ask me about the book and and or tell me share their experiences, it's really wrapped around the story. The backbone of it is highly academic. The backbone, you know, the processes behind it, are very mechanical and highly academic.

What you need, but the story with which it unfolds you can get emotionally connected to, and I think that's kind of a big difference. If I if I can hear about a topic and there's I can get a mostly connected to a story I'm in. If I can't, I really really struggle that to and I got add anyway. Stuff like it. There's no story to it I can answer. That's already been established. Nobly, that was cast is about my adding. All right, well, we will go dig and dig deeper into that too, because people are curious and they are frustrated by not understanding. That all it's that. It's also being emotionally connected to the stakeholders in the company. If I truly understand, like, what a CFO is really concerned about, it's easier for me to go ahead and connect with that person. If I think they're just, you know, being counters and that's all they do, I can't really connect with them. So it's, I think, educate people on exactly what all the stakeholders concerns are and hearing it from their perspective can be very educational. Yeah, it's so that emotional connection. When we talk, we talk a lot about that emotionally connect to what you do for a living, John Kapital, you always say you believe what you do matters. If there was one thing for people to get out of these conversations, were scheduling and going to be launching soon. Is that it? Or what would it be? What would you want the listeners to get out of it? That's to me. Rachel's always all the spirs. A mcmahons first. I was going to bring that out. Go ahead, I think it's exactly what we talked about. I love to go, you know, get a CFO on a client success PP BP of HR, you know CEO of DC, and let's go dig deep into what their concerns are. Let's go talk about how you scale a company, let's talk about how you how and why you funded the company. Let's go talk about, you...

...know, what a CFO is truly concerned about when you're going to go talk to them. So I think if we dig into those things with those different types of stakeholders, it'll be a completely different podcast. Awesome. And then John and I'll have a little fun with it too. Yeah, racing the emotional connection one too big for me. My father used to tell me all the time when I was younger. He would say everybody has a story, everybody has a story, and I I actually realized I wind up listening to podcasts and I'm very curious about people's stories, and John and I have a lot of relationships with some. We're blessed to have a lot of relationships with some very, very successful people that have built, you know, elite organizations that have funded elite situations that have gotten great business outcomes. But all of them had stories. They were they have backgrounds, they had, you know parents, they had, you know, hopes and dreams when they were younger and then how they realize those later on the life. And I think that you know our wishes if we could share those stories with people and help them realize that there is a there are some common things and some pathways to success. Not everybody stories the same, but there are common themes and pathways to those success to those successes. I think that would be just a home run. Yeah, I mean, I love listening to your story's and I've heard a lot of them over the years at force management and I know that will be sharing a lot of it, a lot of them as it comes to this episode, and I know that both of you leg to take some jobs at each other and I know these episodes will have a lot of color. So let's just end with a fun story as as we wrap up. Let's add I'd like each of you fun, whatever you are right with the fun going first. These go first. Go ahead. No, it's the fun...

...story about funniest thing that's ever happened on a sales call. Hmm, can you narrow it down? I don't know if this thing is really funny, but it would have made for a great Saturday night live skits. I remember it is the end of the quarter. It's like five o'clock at night, last day at the quarter, and I get a conference call from the VP that was running the central us that a promised to do like a multimillion dollar deal and he had legional director the area directed the sales up on the call and he said he didn't think it was going to happen because he couldn't get in touch with his champion. So I said okay, let's call them. So we're all on the line and we call the customer and we get the customers voicemail and I think we all assumed that the sales are up to dial the customer, you know, had hit the right button and the voicemail. But so the VP then goes on a tirade, you know, saying that's it. If they don't do this deal now, I'm never going to sell any software. In fact, I'm never going to even give him the discount that they ask for. Screw thus. So he's really, really mad and as we're talking about a calm down and everything it's going to be okay, let's see what we could do, all of a sudden we hear your message will and in fifteen seconds. So everybody they like trying to know the code to raise the message. Hey hit seven six pound, no for nine star. Hey try three seven pounds, and all of a sudden we hear goodbye. Yeah, makes me want to throw of. So then it was interesting because the customer kept it really quiet. About a month later we talked into doing a corporate visit and the corporate visit the whole morning I was waiting for the customer to bring you, bring it up. Never brought it up and he was really professional and he waited until everybody left for a coffee break and...

...he pulled me and president or CEO side he said just want to let you know I did hear that voice now he left it in that and he didn't get his discount. He suffering. Oh my gosh, awkward really all. To be clear, that didn't involve John Kaplin. Did Not. I thought it was going down one end of the corner. There's there's definitely several except like that when you sent that out, Rachel of and I know again, I don't know if this is funny, but it's probably one of the most shocking things that I've ever seen. On the sales call. We were working with a large manufacturer down their side and we went into the boardroom. It was the last day of the quarter. We were in the board room. There was the VP of procurement, there was the VP of engineering, there was the VP of manufacturing, there might have been some other people. There was a like director of procurement, and it was like their pit bull. There they had. We're trying to play like good cop, bad cop and we thought that we had the market cornered. I'm good cop, bad cop, but they they had an interesting they had an interesting strategy that day. So I get up and I'm there. Let's just call my boss. Let's just call my boss Terry at the time, Johnny. Yeah, so I get Johnny knows who this is. I get up there and I, you know, spend fifteen minutes with a great oratory of you know, this is our offer, these are your problems. This is our solution and I write everything up there and I tell them what our offer is and there their little pit bull gets up and he says, Mr Kaplan, thank you very much for, you know, elaborating on that. We thank you for that offer.

And what I didn't realize is I'm the White Board. It was one of those split white boards that there's a white board behind it, and so they let me get up there for fifteen minutes and think that I'm in. They're not in their head and they're giving me some like, you know, validation, and I'm like this is going great and the dude symbolically walks up to the white board and shifts mind to the right. Sho are totally disappears in the Little Whiteboard, the little whiteboard mechanical thing, it just disappears off to the right and there's their offer and it is a fifty percent that all I see is like a fifty percent discount. And he starts, the pit bull starts to talk about the offer and Terry opens up his goes into his bag, opens up his cell phone. was like one of those flip phone motor roles. At the time I'm vividly I'm sitting right next to him watching this. He opens up the flip phone, dials his administrative aid. In the middle of why this guy's talking. He says yeah, Denise, yeah, it looks like I'm going to be leaving early. Can you give me another flight? The entire side, their entire side. Their eyeballs are coming out of their head. It's their eyeballs are so wide open and they cannot believe what's going on. Terry is not even smiling. He just said like a few words the Nice I'll never forget it. Yeah, Denise, it looks like I'm going to need the leave here early. Can you get me on the first flideout? And the pit bull loses his mind. Now, remember, this is bikraman people. They got all these strategies right. And the pit bull says this is an outrage. In the spirit of negotiation, I will tell you this, we will not pay a dime over twenty percent discount. Terry looks at him, doesn't even smile, doesn't even do a...

...facial expression, gets bat he still. Denise is still on the phone and he says, Denise, I'll call you back. Lamps the flip phone, looks at the group and says now I think we're getting somewhere and I will never forget it. The pit bull lost his mind. It's the most unprofessional thing I've ever seen in the VP of procurement before he and Terry's not saying anything. I'm not saying anything because I don't even have a breath left in me. I'm thinking. I we just died and then we got revived and the recuas my white board, right of procurement says, with a smile on his face, he says, I think now it was a good time for us to take a break, looks over at Terry and smiles and realize exactly what just happened there. It's like when procurement learns a lesson from sales. I think Terry should be one of our guests. By the way. He can definitely be one of our guess. He moved the whole power shifts. He shifted the power in that one one. You know comment when he called to me, he shifted the power completely. It was a by by far the best nego shader that I've ever met in my life. But really, and I have some, I have some some, we should get him on well, just said one little last one that I remember. Right around the holidays. We're sitting there with a customer I cad to fit. Why did I keep bringing him to these closing deals? He looks at a customer one time. was like Christmas Eve or something, and he looks at a customer when they're asking him for something. He said, do I look like I'm sitting under missiletoe? Is Unbelievable, absolutely unbelievable. We're gonna GET HIM ON. Let's do that. Oh yeah, will make a great episode where we reveal who Terry is. Yyes, yes, our friends will know who that... Our friends will know that is. Looking forward to it great. Well, I'm looking forward to getting the episodes recorded. Thank you, John Caplin. John mcman, appreciate the short conversation today. Okay, let's say let's be sure to check out revenue builders posting on Thursday starting this week, and of course, the audible ready sales podcast will keep coming to you right here. Thank you for listening. 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 Grib to the show in your favorite podcast player. Until next time,.

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