Bryan Neale, Brooke Green,
and Bill Caskey


Value is the relief that your prospect feels when you can find and solve a pain they have.

Excerpt from post on:
December 14th, 2007

Bill Caskey

August 27th, 2008
A Story of Talent

Well, the Olympics are now history. But I was thinking recently about my Olympic moment—that one thing I’ll remember the most about these Games. I got ...READ MORE

A Story of Talent

Wednesday, August 27th, 2008

Well, the Olympics are now history. But I was thinking recently about my Olympic moment—that one thing I’ll remember the most about these Games.

I got it. And it has nothing to do with games or performance…kind of.

The Michael Phelps Story You Need To Hear
Have you heard the Michael Phelps story? Not the one about him winning 8 gold medals or breaking world records. But the one about his coach? That’s the one you need to hear because it applies directly to you!

When Michael was 11, his talent caught the eye of Bob Bowman, a swimming coach at an aquatics club in Maryland. Now, Phelps must have been pretty good to catch someone’s eye at 11, but I’m sure there were other good swimmers at that club, too.

But Michael got the nod and Bowman got the nod and they worked on the Plan. That’s right, the Plan. This was not a 90-day plan, like we’re all tied to in business. No, this was an Olympic Domination Plan—12 years out. And it worked.

All that is fact. But what’s fascinating is how many thousands of kids swim at aquatic centers around the world—which might have had all the talent at 11 years old that Michael had.

But no one noticed.

No one. Not a coach. Not a parent. Not a sibling. Or if they did notice, they just noticed and took no action. They concluded, “That’s not my job.” Or, “I don’t want to get involved.” Or, “What do I know about swimming talent?”

(Personally I think it’s that way in our public schools too—too much emphasis on the top and bottom students—and not enough focus “in the middle.” But that’s another blog.)

Do You Have Unnoticed Talent?
So here’s a question for you. Have you been noticed yet?

Do you have a coach that is willing to dedicate his life (like Bowman did) not knowing what the pay off would be but having a hunch and a plan? Is anyone in your corner that is unconditionally supportive of your dreams and goals? Does anyone slap you on the back and say, “Way to go! I knew you could do it”?

Do you have someone who keeps you on task…who makes you swim your laps…who helps you map out the plan…who stretches you outside your comfort zone?

Do you have someone in “observation mode” that helps you correct maladies—not just someone who tells you what to do?

You say you want to be a top performer, but do you? Do I? We throw the term “high performer” around, but do we really know what it means? Can you really be a top performer by yourself? I don’t think so.

You need other human beings to be on your side—to help you—to stay awake at nights thinking about what else they can do to help you.

Are You A Coach?
Conversely, maybe you play the coach archetype in this drama. Maybe you’re a manager who is supposed to spot good talent when it passes you. Everyone recognizes Michael Phelps as a talent at 23—with 8 golds around his neck.

But would you have noticed him at 11, skinny, scrawny and gangly?

After You Spot Talent
Then, what do you do with it? Maybe this is skeptical (and negative) but most managers I see are more worried about their job security and the next 30 days, than in taking talent and really, really developing it. I can be guilty of that. Are you?

If you’re a company leader, a big part of your role is noticing and developing talent. Do you know how to do both of those?

After watching the Phelps Story unfold, I’m going to re-double my efforts to “develop talent” in my client base…not just train them. And I’ll be working more intently with my senior level managers (sales and otherwise) to keep our eyes on people who indicate they have that seed of greatness and then help them develop the competencies to execute to.

I would urge you to do the same.

And when Michael soon appears on Frosted Flakes (no, not Wheaties this time), think back to that someone who took an interest, who unconditionally supported his dream, who dedicated his life to making him an elite performer.

He’s the real hero in this story.

August 21st, 2008
How Do You Handle It When The Customer Threatens To Leave?

I just got a call from a client whose customer just informed him he's leaving. After 15 years, and one major incident, recently--over. Done. He called ...READ MORE

How Do You Handle It When The Customer Threatens To Leave?

Thursday, August 21st, 2008

I just got a call from a client whose customer just informed him he’s leaving. After 15 years, and one major incident, recently–over. Done.

He called me asking how to save it. (No one ever calls me when things are going great–only when things are coming undone–but that’s for another post).

My Advice

Don’t go in with a “fix-what’s-broken-mentality.” That’s exactly why you’re in the position you’re in. Instead, go in with a hand out–with a soft eye–with an approach of having him explain to you what happened in his mind. It could be it’s not savable. You’ll have to deal with that. But, it won’t be saved if you fall into desperation mode–doing “what it takes” to save it.

In this case, the customer was livid because of a shipping issue that kept getting worse and worse. But my caution was not to let him convince you that was all there was to it. You’ve heard of the straw that broke the camel’s back. We might have that going on here. It’s usually not ONE thing that breaks the relationship. If it is, then the relationship wasn’t that strong in the first place–which was the real problem.

So, he needs to move into the conversation with this person with the “INTENT” of understanding–not of saving. If he does that, then he’ll open up space for the truth (you’ve heard me say that before, I trust). And then, he can determine if it’s savable.

Do you constantly survey your customers to see how the relationship is going? If you’re in a business where the LifeTimeValue of a customer is high, then why don’t you take stock in the customer well-being? Businesses think nothing of spending hundreds of thousands of dollars on marketing–but skimp when it comes to understanding the state of current client relationships.

And how would you know if you don’t ask?

August 19th, 2008
A Process Approach To Generate New Clients

Have been thinking lately about the idea of a "process" in the lead generation world. As sales training folks, we see most sales organizations struggle ...READ MORE

A Process Approach To Generate New Clients

Tuesday, August 19th, 2008

Have been thinking lately about the idea of a “process” in the lead generation world. As sales training folks, we see most sales organizations struggle with prospecting. One problem is I believe they prospect ONLY when they need the business, rather than ALL THE TIME.

I sometimes feel like we all (including us) make prospecting really hard. So here’s today’s tip, if you’re feeling like prospecting is difficult:

Think Engagement. Not Selling.

Do you have a “process for engagement?” Let’s say you meet someone on a trip that might make sense to have more conversation with. Do they go into a process of any kind? Well, they should. Yet most of us don’t think about prospecting as a process. We mistakenly think of it as an action.

As the threshold of free goes up in the marketing world, you must have something that engages the prospect after that initial conversation. Calling them for an appointment might be too much.

So instead, write down all the things that you could use to engage them further prior to that next call.

  • Do you have a report that you could send them that educates them?
  • Do you have an article that addresses the most common problems people similar to him have?
  • What about an audio recording of a speech that you made where you discussed trends in the industry?

Think of the process of engaging prospects as a “sequence of events” that happens so that when you do call, they’re ready. (Or, they call you first. Even better!)

And even better, if you have someone in your office that is good with “systems thinking,” then have them help you flow chart an Engagement Process. You’ll be surprised at how a prospecting system will help you meet your goals.

August 14th, 2008
Sales Advice From A Client: Tell Them Nothing Until They Tell You Everything

My client, Jeff Jones, told me in a meeting this week that this is his motto: You tell them nothing until they tell you everything. ...READ MORE

Sales Advice From A Client: Tell Them Nothing Until They Tell You Everything

Thursday, August 14th, 2008

My client, Jeff Jones, told me in a meeting this week that this is his motto: You tell them nothing until they tell you everything. I love the sound of it.

The idea here is that you, as a sales professional, should never lead with a brochure. In fact, you should never lead with “all of the great things you can do for your prospect.” (There seems to be a tone of John Kennedy in there “Ask not what your country can do for you…” but I can’t make it work.)

You only tell them what you can do for them after the prospect tells you everything about his business, his issues, his pains, his dreams….

I’ve seen it happen where a salesperson is actually invited in to a prospect’s office, and the first thing the seller does is slide a brochure across the table to him. WRONG MOVE. You’re toast if that’s your approach. A high school kid can do that.

So withhold your desire to prove to her how valuable you are–and how hip your product is. Hold your ego in check long enough to find out about them. Then, and only then, can you talk intelligently about how you might be able to help.

And when it comes to “brochure sliding” don’t do it.

August 12th, 2008
What Are You Motivated By?

As sales trainers, we get called in to fix sales problems, of course. And many of those problems begin (and end) with the salesperson and ...READ MORE

What Are You Motivated By?

Tuesday, August 12th, 2008

As sales trainers, we get called in to fix sales problems, of course. And many of those problems begin (and end) with the salesperson and their life attitude.

Frankly, many salespeople appear unmotivated to do what needs to be done in order to achieve. (This is not meant to be a “people-today-are-different” rant.) And this doesn’t mean they don’t make calls.

It means they make the calls in the same way they have for 10 years even though the world has changed. And for whatever reason, they are unmotivated to change their approach.

So it seems like a really good question should be, “What motivates you?” Shouldn’t every manager/leader on the planet want to know that?

Yet, so few do.

The sales managers we talk to get really excited about the “comp plan” and the workings of it–yet few pay attention to their people–as individuals.

Couple that with a fundamental fact of human behavior–we will act in accordance with our values, beliefs and attitudes–and you wonder why more managers don’t know what really “juices” their people.

I’m sensitive to the fact that this is an emotional question. So, I’ve left space you can use to email me below, privately. I’m interested in two things:

  • What have you seen work in the world of personal motivation for a team of performers?
  • What motivates you to be the best you can be?

Anxious for your comments.

Name:
Email:
Comment:
August 4th, 2008
“How Do I Handle Objections?”

What sales training course have you been to where they DON'T teach you how to handle stalls and objections? But is this the real problem? I ...READ MORE

“How Do I Handle Objections?”

Monday, August 4th, 2008

What sales training course have you been to where they DON’T teach you how to handle stalls and objections? But is this the real problem?

I think not, but would like your comments.

When a prospect objects to something you have put out there, it simply means that you have missed the mark. By ‘overcoming/handling’ these objections, you actually do more harm.

I’ve seen sales people get into armwrestling matches over the wrong things because they were too eager to handle objections.

The best thing you can do is “seek clarification.” Ask the prospect to help you understand his objection/stall. We have a rule: What people say is not what they mean.

So following that rule, even though they say “your price is too high” that many not mean what they’re thinking.

You Should Object To Them

The fact is that in a selling process that’s run the right way, you should be obecting to them because they have not earned their way onto your prospect list.

They either don’t have enough pain to make a change. Or they lack the funds. Or they lack the commitment. If they don’t have one of those three then they aren’t a prospect and you must move on.

July 16th, 2008
Sales Training Tip: Talk About Yellow Flags

A while ago (Feb 2005 actually) I posted on the concept of Yellow Flags--those parts of the sales process that are "cause for pause" for ...READ MORE

Sales Training Tip: Talk About Yellow Flags

Wednesday, July 16th, 2008

A while ago (Feb 2005 actually) I posted on the concept of Yellow Flags–those parts of the sales process that are “cause for pause” for the salesperson.  Raise The Yellow Flag Post

A yellow flag might be your prospect saying, “We’re going to look very closely at price” or “John will have a little influence but not much so you don’t need to talk to him” or other such nonsense.  

Batch The Flags

But in long selling cycles/complex sales, there might be dozens of yellow flags throughout the cycle. My suggestion would be to batch them. Here’s how it works.

After every sales call, especially if you have a team that calls on the prospect at different levels, come back and “brainstorm yellow.” Meaning, talk about all the things each of you has heard from the client that are yellow flags–those things that might prohibit the sale from moving forward. 

Use The Minds of Your Team 

Get into a true “mind-share” attitude with your team. You’ll be amazed at the customer data you collect on the buying process. Then,  make a list of all the things that your team senses  might be roadblocks and bring them up to the customer in batches. Let’s say you have 10 things that your team senses could be yellow flags. The next time you’re speaking with your prospect, say, “I have several things that I’d like to talk to you about–things that have come up when we do our weekly team debriefing.” And then tell him the issues.

Yellow flags are things your prospect has to solve for you. Remember, it’s him/her that has the problem that he wants you to solve. Therefore,  it’s up to them to get you comfortable–not just up to you to get him comfortable.  As we say in our advanced sales courses, you’re the one that needs to be bringing up objections–not him. He needs to be selling you on why he’s committed to solving his problem.  

June 27th, 2008
A Society of Victims? Get Real People!

Here's something that's pretty politically incorrect. I'm not much for making controversy, but is anyone else sick of hearing people whine and moan about the world ...READ MORE

A Society of Victims? Get Real People!

Friday, June 27th, 2008

Here’s something that’s pretty politically incorrect. I’m not much for making controversy, but is anyone else sick of hearing people whine and moan about the world passing them by?The autoworkers in Detroit want government relief to help “bring Detroit back.” People who made bad decisions on their mortgages want government bail out…as do the greedy banks. And people who get laid off moan about the company’s insensitivity to loyalty.And now the new question is “Are you better off today than you were four years ago?” Interesting. If you answer “no” to that then I have another question: “What have you done to better your situation?”I don’t know enough about the auto and mortgage biz, but I do know why people get laid off. It’s because (in most cases) they aren’t contributing anymore. Or someone else has stepped up to out-contribute them. They have let their skills wane and the company is ‘reconciling.’If you haven’t reinvented your knowledge lately, here are three things that will set you back a few hundred dollars. (I guess you’ll have to decide if keeping your job is worth it.)

  1. Go take an Internet class. It doesn’t have to be at an IVY LEAGUE school. Go down to your local technology school and take one. Understand the Internet. After all, it’s probably the thing that is impacting your company the most, so you’d better understand it.
  2. Invest in personal growth. Now, I’m not saying that because that’s the business we’re in. I’m saying it because it works. If you invest in yourself, your personal growth will be remarkable. You should be investing 5-10% of your annual income in you. You are an asset. Look at growing that asset by investing in it. Take a class in sales or time management or marketing.
  3. Learn to write. I’m appalled at the percentage of salespeople who can’t write a lick. My friend Chet Burrell, CEO of United Healthcare in Washington, used to say, “if you can’t write it, you can’t say it.” I like that. Take a course in writing. That way, you can write papers, articles, blogs and other communiques. And the outcome is that you’ll become more savvy and effective at verbally communicating your value to another.

One of our favorite sayings these days is “The illiterate of our times is not the person who can’t read and write. It’s the person who refuses to learn, unlearn, and relearn.” Alvin Toffler.Good thinkin’ Alvin.

June 25th, 2008
Do Lawyers Sell?

Have had a few calls recently from law firms who feel the need to train their attorneys how to sell. The one hurdle they must ...READ MORE

Do Lawyers Sell?

Wednesday, June 25th, 2008

Have had a few calls recently from law firms who feel the need to train their attorneys how to sell. The one hurdle they must get over is the word “selling” as it relates to that profession.In short, “yes” they do sell and for those that do it well, they prosper.An Antiquated Way of Thinking:  “The old way of thinking is that when a client needs something, they’ll call. And it does me no good (as an attorney) to call them when they have no issue at hand.”BS.That presumes a very faulty piece of logic: that a person knows when they have problems. Of course, when they get sued, that’s a “no-brainer.”But aren’t there many other business problems that would require the competent hand of an attorney to solve? And is it possible they might not know they have them?I worked with a law firm last year and trained a few of their new staff of lawyers.We made progress in changing their minds, but it was hard work. They couldn’t make the leap from ‘they’ll call me when they hurt’ to ‘I need to proactively help them see if they have issues that could cause problems later.’Are You Helping Them Recognize Business Issues?If you’re in a professional service practice of any kind (consulting, law, accounting, engineering, design) the highest service you can be to prospects is to continue to see if they have business issues that you can solve.Connect with them once in a while to see what’s on their mind in their business. Have an audit/assessment that you run to help them discover for themselves any potential pains they may run into.And when they have those issues that you can help them with, you’ll be the one to know first.

May 28th, 2008
Straight Talk About Your Sales Force - Tip 5 of 5

Thanks for taking part in our video series. Tip #5 answers the question "How do I drive sales prospecting activity?" Bill Caskey will be dealing with ...READ MORE

Straight Talk About Your Sales Force - Tip 5 of 5

Wednesday, May 28th, 2008

Thanks for taking part in our video series. Tip #5 answers the question “How do I drive sales prospecting activity?”

Bill Caskey will be dealing with this issue and others at the seminar called “Building Your Sales Dream Team.”

You can learn more by going to http://www.caskeyseminars.com.


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