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

sales training

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 22nd, 2008
Salespodcast: Are You Using Your Best Talents?

It's a question you should be asking yourself at all times. What are you really good at? And are you leveraging those talents to be ...READ MORE

Salespodcast: Are You Using Your Best Talents?

Friday, August 22nd, 2008

It’s a question you should be asking yourself at all times. What are you really good at? And are you leveraging those talents to be more successful? It’s a question I pose to “talent expert” Faith Ralston in preparation for the Shebang Conference later next month. Here is an interview I did with Faith where she helps you to understand what those talents are.

 
icon for podpress  Faith Ralston Interview (13:06): Play Now | Play in Popup | Download
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 Podcast: What Is the Worst Thing You Can Hear From Your Prospect?

In this episode, Bill and Bryan discuss some of the most gut-wrenching things you will hear from your prospect. It seems like things can be ...READ MORE

Sales Podcast: What Is the Worst Thing You Can Hear From Your Prospect?

Thursday, August 14th, 2008

In this episode, Bill and Bryan discuss some of the most gut-wrenching things you will hear from your prospect. It seems like things can be going along very smoothly in the sales process, and, all at once, the prospect says something that throws you for a loop. They talk about what to do about these objections/verbatims when they arise.

 
icon for podpress  Worst Things to Hear (13:14): Play Now | Play in Popup | Download
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 30th, 2008
If I Had a Million Dollars

If I Had a Million Dollars--this is not only a great song by Barenaked Ladies, but also a predominant thought of many highly commissioned salespeople. In ...READ MORE

If I Had a Million Dollars

Wednesday, July 30th, 2008

If I Had a Million Dollars–this is not only a great song by Barenaked Ladies, but also a predominant thought of many highly commissioned salespeople.

In the “money” portion of our sales training programs, we often ask the question: “who wants to double their income?” or “who wants to make a million dollars this year?” It’s amazing and puzzling to me how EVERYONE wants to make a $1,000,000 a year, but very few do. Why is that?

Here are a few observations I’ve made in my little petri dish (I mean sales training room):

  1. Belief they are worth it: Those who earn more tend to have a different economic self image than average commission earners. They tend to value their time more and are more discerning of clients.
  2. They expect it: Spend some time with a person who makes $100K and then with another who makes $250K. The difference: the $100K person HOPES that they’ll make $250K and the $250K person EXPECTS to. Expect it vs. hope for it.
  3. They don’t THINK about it: While high commission earners are always aware of where their income is, they don’t let their income enter into the sales process. They are typically very PRESENT in the sales interaction with a buyer and not sitting there adding their commission in their head and then mentally spending it before the deal’s even done.
  4. They HANG OUT with others who earn high incomes: Most average commission earners hang out with other average commission earners. High commission earners hang out with other high commission earners and senior leaders. You’ll see this in action at your next national sales meeting.

If nothing else, be aware that you and your thoughts are in control of your income–not your territory, your experience or grand economic conditions. Those all INFLUENCE your income, but YOU control it.

July 22nd, 2008
How to Sell a Premium Product (In a Price Sensitive World)

It never fails. It's the first thing that comes up when clients ask us to come in and help train their sales team. We ask what ...READ MORE

How to Sell a Premium Product (In a Price Sensitive World)

Tuesday, July 22nd, 2008

It never fails. It’s the first thing that comes up when clients ask us to come in and help train their sales team.

We ask what the biggest problem is and they say, “We can’t get full credit for our value.” Or, “Our customer is always wanting to discount us.” With the economy slowing a tad, buyers of B2B solutions are becoming more price sensitive than usual.

Of course, they’ve always been price-aware. But they’ve gotten moreso. And, if you sell a premium-priced product (or service), you must have a strategy of approach, process, and philosophy.

Consequently, Bryan Neale and I are holding a teleseminar on July 31 on that very topic. You can find out more at www.caskeyteleseminars.com.

We have found teleseminars to be a wonderful vehicle to connect with our followers world-wide.We’ll talk about things like:

  1. How to approach buyers who have shown to you they are price reluctant.
  2. How to think about your value prior to showing up at another prospect.
  3. How to talk about your solution in a way that doesn’t raise the price objection.
  4. And how to look different, so the prospect doesn’t drop you in with all the other sales people calling on him.

We’ll probably do a podcast next week on some of the things we’ll talk about–part tease and part content. You can access all of our podcasts at www.advancedsellingpodcast.com.


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