Rohail Khan on Closing C-Suite Deals and Beating the No Decision Trap

1
00:00:00,040 --> 00:00:03,120
And I'll tell you in this
environment, that status quo

2
00:00:03,120 --> 00:00:06,200
decision is one of the biggest
mistakes an organization can

3
00:00:06,200 --> 00:00:08,680
make.
As I've been kind of working

4
00:00:08,680 --> 00:00:11,400
with teams, the biggest
challenge is that if there's no

5
00:00:11,400 --> 00:00:15,600
compelling reason aligned to the
biggest risk, then the default,

6
00:00:16,079 --> 00:00:19,280
the kind of action is no action.
I'd say over the last 25 years,

7
00:00:19,280 --> 00:00:22,640
this is the most complex
environment any executive has

8
00:00:22,640 --> 00:00:25,560
had to manage.
And so to try to apply

9
00:00:25,880 --> 00:00:29,240
yesterday's solution to today's
problems, it's one of their

10
00:00:29,280 --> 00:00:31,680
biggest challenges.
Now they end up at the no

11
00:00:31,680 --> 00:00:33,640
decision because they don't know
what to do.

12
00:00:33,840 --> 00:00:36,880
Welcome to the Environmental
Transformation Podcast, where we

13
00:00:36,880 --> 00:00:39,200
bring you interviews with
industry leaders, climate

14
00:00:39,200 --> 00:00:42,640
champions, sustainability
practitioners, EHS and hazmat

15
00:00:42,640 --> 00:00:45,560
professionals making an impact
in their businesses today.

16
00:00:46,080 --> 00:00:48,880
Each leader solving complex
challenges and delivering

17
00:00:48,880 --> 00:00:50,920
solutions within their areas of
expertise.

18
00:00:51,240 --> 00:00:54,360
I'm your host, Sean Grady, and
thanks for joining us today.

19
00:00:54,880 --> 00:00:58,080
Before we jump in, make sure to
follow us on your devices and

20
00:00:58,080 --> 00:01:02,560
visit my website at
www.seankgrady.com and sign up

21
00:01:02,560 --> 00:01:05,000
for our newsletter and e-mail
announcements.

22
00:01:05,200 --> 00:01:07,560
Now let's get started.
Welcome to the Environmental

23
00:01:07,560 --> 00:01:10,760
Transformation Podcast.
I'm your host Sean Grady and

24
00:01:10,760 --> 00:01:16,720
today's guest is Rohil Khan.
Rohil is the CEO and President

25
00:01:16,720 --> 00:01:20,400
of Avant AI.
He's scaling people intensive

26
00:01:20,400 --> 00:01:24,480
technology, enabling B to B
services and their platforms

27
00:01:24,480 --> 00:01:28,760
through growth and discipline
and discipline M&A efforts over

28
00:01:28,760 --> 00:01:33,440
20 years, leading multibillion
dollar HR, healthcare, banking

29
00:01:33,480 --> 00:01:38,360
and business process outsourcing
services with the direct

30
00:01:38,360 --> 00:01:42,560
accountability for commercial
strategy, sales execution and

31
00:01:42,560 --> 00:01:45,680
PNL management.
He's built and scaled global

32
00:01:45,680 --> 00:01:49,120
shared services and AI
automation capabilities to drive

33
00:01:49,120 --> 00:01:53,920
margin expansion, delivering 20
plus percent of compound annual

34
00:01:53,920 --> 00:02:00,520
growth rate and 2 1/2% plus
times the EBITDA growth through

35
00:02:00,520 --> 00:02:04,120
operating discipline, technology
enablement and acquisitions.

36
00:02:04,120 --> 00:02:08,680
He's got a proven track record
in the PE backed and sponsored

37
00:02:10,280 --> 00:02:13,080
and has sponsored owned
environments, leading

38
00:02:13,080 --> 00:02:16,200
integration of 10 plus
acquisitions and building high

39
00:02:16,200 --> 00:02:20,000
effective, low ego execution
oriented leadership teams.

40
00:02:20,880 --> 00:02:24,560
Yeah, it's a little mouthful
just trying to run through this

41
00:02:24,560 --> 00:02:26,280
here.
But there's one last point I

42
00:02:26,280 --> 00:02:29,200
want to hit though, because this
is how we connected.

43
00:02:29,400 --> 00:02:33,200
You're also an executive
consultant for Corporate Visions

44
00:02:33,400 --> 00:02:36,440
and that's a leading provider in
science based revenue growth

45
00:02:36,440 --> 00:02:41,120
services for sales, marketing
and customer success teams and

46
00:02:41,400 --> 00:02:45,320
providing great training and and
education for sales leaders

47
00:02:45,320 --> 00:02:47,960
across the country.
So, Rohil, thank you for joining

48
00:02:47,960 --> 00:02:49,760
the show.
No, it's my pleasure.

49
00:02:51,120 --> 00:02:53,680
Well, you know, we had a great
opportunity.

50
00:02:53,680 --> 00:02:57,040
I had the great opportunity of
sitting into a sales class with

51
00:02:57,040 --> 00:02:59,480
you a couple about a month ago
now.

52
00:02:59,480 --> 00:03:02,480
I guess it is.
And I was fascinated by the

53
00:03:02,480 --> 00:03:03,960
training.
It's probably the best training

54
00:03:03,960 --> 00:03:06,400
I personally have been through.
And I just want to let our

55
00:03:06,400 --> 00:03:09,200
audience know, hey, if you're
looking for great training, he's

56
00:03:09,200 --> 00:03:11,480
the guy.
But here's here's some stuff

57
00:03:11,480 --> 00:03:16,280
that I wanted to get from out of
Rohil in a conversation because

58
00:03:16,360 --> 00:03:20,400
I think everybody in this sales
environment needs to hear these

59
00:03:20,400 --> 00:03:23,800
things and these tactics.
So I wanted to start out if we

60
00:03:23,800 --> 00:03:28,880
could, Rohil, many people, it's
kind of like they get their

61
00:03:28,880 --> 00:03:32,640
ideal opportunity, you know that
in that elevator pitch.

62
00:03:32,680 --> 00:03:35,640
So if you just give me a minute
here to kind of frame this

63
00:03:35,640 --> 00:03:38,600
question, I think it was it'll
may help us dive in.

64
00:03:39,520 --> 00:03:42,600
You're a sales professional,
you're struggling to land that

65
00:03:42,600 --> 00:03:46,400
meeting with the CEO or sales
executive, you know, or I mean

66
00:03:46,400 --> 00:03:50,160
AC suite executive.
And let's imagine that you're

67
00:03:50,920 --> 00:03:54,800
managing a large account and
you're on your way to the office

68
00:03:54,800 --> 00:03:57,240
to meet your sale, your
procurement officer.

69
00:03:57,240 --> 00:04:01,800
And just by happenstance, you
meet the CEO on the elevator.

70
00:04:02,120 --> 00:04:06,600
Now, most of us probably go, Oh
my gosh, this is the CEO I've

71
00:04:06,600 --> 00:04:10,960
been trying to nail.
So this is that a quit.

72
00:04:10,960 --> 00:04:13,760
This the quintessential elevator
pitch.

73
00:04:13,920 --> 00:04:17,240
We all kind of like dream about
this opportunity, I think at

74
00:04:17,240 --> 00:04:19,959
times in our life.
But how important is it for a

75
00:04:19,959 --> 00:04:23,520
salesperson?
Always be prepared for this type

76
00:04:23,520 --> 00:04:25,760
of an encounter.
You know, what should they be

77
00:04:25,760 --> 00:04:30,200
able to communicate to the CEO
in that brief 2 or 3 minutes

78
00:04:30,360 --> 00:04:33,360
that they have with them and
what should they walk away with

79
00:04:33,360 --> 00:04:35,920
from that encounter?
And I think, you know, I want to

80
00:04:35,920 --> 00:04:39,280
hit this because we went through
this exercise and trading it was

81
00:04:39,280 --> 00:04:42,360
pretty powerful.
No, I think it's a it's a great

82
00:04:42,360 --> 00:04:45,040
situation and it's a situation
that's totally unpredictable.

83
00:04:45,040 --> 00:04:47,280
You don't know when it's going
to happen and in today's

84
00:04:47,280 --> 00:04:50,920
environment, it's the frequency
of that happening is a lot less

85
00:04:50,920 --> 00:04:53,760
than historically it's been.
So when the opportunities

86
00:04:53,760 --> 00:04:55,640
present themselves, you've got
to take advantage.

87
00:04:55,640 --> 00:04:58,120
So a couple of things that you
got to be thinking about.

88
00:04:58,120 --> 00:05:01,160
First and foremost, you've got
always got to understand what's

89
00:05:01,160 --> 00:05:04,400
happening at your client, not at
the operating, what I would call

90
00:05:04,400 --> 00:05:07,320
the dual level, but also what's
happening at the executive

91
00:05:07,320 --> 00:05:10,080
level, meaning if it's a public
organization, why are they in

92
00:05:10,080 --> 00:05:12,400
the news, What's going on?
What are their initiatives?

93
00:05:12,600 --> 00:05:15,440
What are the most important
things that are happening that

94
00:05:15,440 --> 00:05:17,520
would be relevant to the CEO and
the CFO?

95
00:05:17,520 --> 00:05:20,960
Because at the end of the day,
your pitch has to resonate with

96
00:05:20,960 --> 00:05:23,000
the key decision makers of the
organization.

97
00:05:23,000 --> 00:05:25,560
And that's really two people,
the CEO and the CFO.

98
00:05:25,960 --> 00:05:29,120
So if I happen to be the CEO
that you ran into, the things

99
00:05:29,120 --> 00:05:33,360
that I'd be looking for is your
interaction has to be memorable.

100
00:05:34,360 --> 00:05:36,560
And why is that?
Because I got too many things to

101
00:05:36,560 --> 00:05:39,840
focus on.
So being memorable means align

102
00:05:39,840 --> 00:05:43,800
it to the biggest risk that I
have, meaning you've got to

103
00:05:43,800 --> 00:05:47,120
highlight something that's
knowledgeable and insightful and

104
00:05:47,120 --> 00:05:49,680
from your viewpoint, but it
relates to the biggest risk that

105
00:05:49,680 --> 00:05:51,160
I'm trying to manage within the
business.

106
00:05:51,280 --> 00:05:55,400
That's number one.
Number two, it's got to be a

107
00:05:55,400 --> 00:05:59,720
fact based measurable
interaction, meaning it can't be

108
00:06:00,560 --> 00:06:02,800
a series of acronyms and
motherhood and apple pie

109
00:06:02,800 --> 00:06:05,720
statements that don't mean
anything and don't differentiate

110
00:06:05,720 --> 00:06:06,520
you.
If you were going to be

111
00:06:06,520 --> 00:06:10,720
measurable, memorable, you have
to be differentiated because I

112
00:06:10,720 --> 00:06:14,720
talk to hundreds of people a day
if I'm the CEO and those

113
00:06:14,720 --> 00:06:17,960
conversations in one ear out the
other, unless there's a reason

114
00:06:17,960 --> 00:06:20,800
for me to pay attention, risk is
the one reason I'm going to pay

115
00:06:20,800 --> 00:06:23,840
attention because the risk is
related to the organizational

116
00:06:23,840 --> 00:06:25,280
performance that I'm accountable
for.

117
00:06:25,280 --> 00:06:28,760
So you've got to tie to a risk
the most important one.

118
00:06:29,120 --> 00:06:31,240
You've got to talk about
something that's provocative and

119
00:06:31,240 --> 00:06:33,800
insightful, that's usually with
the complexities of the

120
00:06:33,800 --> 00:06:36,360
environment we're dealing with
something like an external

121
00:06:36,360 --> 00:06:39,840
factor or some event that's
that's going to impact, either

122
00:06:39,840 --> 00:06:42,480
accelerate the risk or impact
performance.

123
00:06:43,040 --> 00:06:46,120
And then the last thing that you
want to be able to do is you've

124
00:06:46,120 --> 00:06:49,440
got to be able to engage me.
It's no point just talking at

125
00:06:49,440 --> 00:06:52,080
me.
You want to talk with me, which

126
00:06:52,080 --> 00:06:53,840
means there needs to be a
conversation.

127
00:06:54,040 --> 00:06:56,640
The only way I'm going to start
to talk is if it's something

128
00:06:56,640 --> 00:06:59,200
insightful and interesting that
causes me to lean in.

129
00:06:59,680 --> 00:07:03,000
So that's that's a tall order in
a minute and 1/2 or two minutes.

130
00:07:03,360 --> 00:07:05,840
But your preparation is going to
be the key that allows you to

131
00:07:05,840 --> 00:07:08,480
actually hit that and hit that
out of the park.

132
00:07:08,480 --> 00:07:12,160
And then ultimately the follow
on is whenever you have a kind

133
00:07:12,160 --> 00:07:15,120
of a transitory meeting like
this, you're angling for a

134
00:07:15,120 --> 00:07:17,800
follow up meeting, you're
angling for something else.

135
00:07:17,960 --> 00:07:20,600
So at the end, you what you want
to close with is that's

136
00:07:20,600 --> 00:07:22,920
fantastic.
I'd love to grab 15 minutes.

137
00:07:22,920 --> 00:07:25,120
I'll work with your EA or
however you want to do it, but

138
00:07:25,280 --> 00:07:28,240
you want to make sure that there
is a compelling reason for me to

139
00:07:28,240 --> 00:07:30,960
give you the most precious thing
I have, which is additional

140
00:07:30,960 --> 00:07:33,240
time.
Right now that that's really

141
00:07:33,240 --> 00:07:35,480
good.
I mean, you know, it's being

142
00:07:35,480 --> 00:07:39,520
provocative and memorable.
You know, is, is, is probably a

143
00:07:39,520 --> 00:07:42,480
challenge for some people, you
know, and I think, you know,

144
00:07:42,480 --> 00:07:46,680
coming up with some interesting
fact that is going to shock him

145
00:07:46,680 --> 00:07:51,280
a little bit or go, oh, wow.
And I think being prepared

146
00:07:51,280 --> 00:07:54,560
always on the ready, I guess is,
you know, if you know your

147
00:07:54,560 --> 00:07:58,520
account and you know that
business really well, you should

148
00:07:58,520 --> 00:08:03,920
be able to adequately do or, you
know, deliver a quick elevator

149
00:08:03,920 --> 00:08:07,640
pitch with any of the the
various C-Suite people you're

150
00:08:07,640 --> 00:08:11,040
looking for.
But I do think that there is

151
00:08:11,040 --> 00:08:14,320
some challenges and, and I think
as salespeople, we kind of get

152
00:08:14,320 --> 00:08:18,160
into this mindset of we're
understanding what we do, but we

153
00:08:18,160 --> 00:08:20,840
don't really try to think about,
well, what do they do?

154
00:08:20,960 --> 00:08:23,960
What's their responsibilities?
And so it's, and I want to talk

155
00:08:23,960 --> 00:08:26,920
about it's all about them
mindset, right?

156
00:08:27,160 --> 00:08:30,640
So talk about the mindset of
ACEO, you know, and what their

157
00:08:30,640 --> 00:08:33,960
jobs descriptions are, the CEO,
the CFO and the CEO.

158
00:08:34,120 --> 00:08:37,000
Because a lot of times when you
encounter that person, I don't

159
00:08:37,000 --> 00:08:39,000
think we're thinking about,
well, what are their

160
00:08:39,120 --> 00:08:43,200
responsibilities and how do I
need to retrain or reframe my

161
00:08:43,200 --> 00:08:47,400
messaging to meet their?
Level yeah, no, it's a it's a,

162
00:08:47,480 --> 00:08:49,720
it's a great point and I think
you're absolutely right.

163
00:08:49,720 --> 00:08:52,640
And you know, I've been AC level
exec for 25 years and I even

164
00:08:52,640 --> 00:08:55,560
trained my own teams, but I've
also been approached by many

165
00:08:55,560 --> 00:08:57,000
other organizational sales
leaders.

166
00:08:57,000 --> 00:09:01,360
And it's shocking how frequently
they talk about themselves or

167
00:09:01,360 --> 00:09:03,080
they talk about their own
organization.

168
00:09:03,560 --> 00:09:06,200
And I'll tell you, it's one of
the biggest pitfalls of

169
00:09:06,200 --> 00:09:09,360
interacting with AC level
executive is, with all due

170
00:09:09,360 --> 00:09:12,200
respect to the great things you
as a sales leader might

171
00:09:12,200 --> 00:09:15,200
represent for your organization,
I don't care about those things.

172
00:09:15,520 --> 00:09:19,360
What I care about is what your
great capabilities can do to

173
00:09:19,360 --> 00:09:22,200
accelerate my business
performance and mitigate my

174
00:09:22,200 --> 00:09:24,480
execution risk.
Those are the only reasons I

175
00:09:24,480 --> 00:09:27,760
actually pay attention because
that's the mandate I have to

176
00:09:27,760 --> 00:09:30,720
represent for the organization.
If I'm in ACEO or CFO or COO

177
00:09:30,720 --> 00:09:35,760
role, my goal is to operate in a
way that drives business

178
00:09:35,760 --> 00:09:38,040
performance.
So what I'm looking for are

179
00:09:38,040 --> 00:09:41,640
individuals that can either help
accelerate that performance or

180
00:09:41,640 --> 00:09:43,960
mitigate the risk associated
with that performance.

181
00:09:44,160 --> 00:09:48,920
And so the challenge is a lot of
times people focus, so they're

182
00:09:48,920 --> 00:09:51,040
so excited about here, here's
the great things we're doing,

183
00:09:51,040 --> 00:09:52,600
here's the great products we
have.

184
00:09:53,160 --> 00:09:57,080
All of that unfortunately
doesn't resonate with competent

185
00:09:57,240 --> 00:09:59,920
Cxos.
What it does is it gets you

186
00:09:59,920 --> 00:10:02,800
delegated down into the
organization at the dual level.

187
00:10:03,280 --> 00:10:06,720
So when you're talking to that
executive exactly as you said,

188
00:10:07,000 --> 00:10:11,080
you have to understand what
drives their performance, what

189
00:10:11,120 --> 00:10:15,160
are the initiatives or the the
strategic pillars that they are

190
00:10:15,160 --> 00:10:18,280
focused on, what's driving their
day-to-day interaction and

191
00:10:18,280 --> 00:10:20,800
ultimately what drives and gets
their mindshare.

192
00:10:21,400 --> 00:10:24,000
If you're not connecting to
that, then you're not

193
00:10:24,000 --> 00:10:27,200
connecting, period, because
that's go ahead.

194
00:10:27,480 --> 00:10:31,480
Yes what's a good way for a
person to find out that

195
00:10:31,480 --> 00:10:34,160
information like what makes them
tick, what's driving their

196
00:10:34,160 --> 00:10:37,960
decision is and what's important
to them, You know, you know,

197
00:10:37,960 --> 00:10:41,840
knowing the difference between
the type that the roles of these

198
00:10:41,840 --> 00:10:45,160
C-Suite executives with CEO
they're I think you know,

199
00:10:45,160 --> 00:10:47,160
they're mostly focused on
strategy.

200
00:10:47,240 --> 00:10:50,920
How do we grow and maintain our
business, the CF OS, how much

201
00:10:50,920 --> 00:10:54,840
money are we making and how can
we continue to operate at a high

202
00:10:54,840 --> 00:10:57,480
level, you know, a profit?
And then the, the CEO is like,

203
00:10:57,480 --> 00:11:00,400
how can we just keep the wheels
running on this thing, right?

204
00:11:00,680 --> 00:11:04,320
And and, you know, successfully
deliver, You know, I think that

205
00:11:04,320 --> 00:11:07,400
mindset is important, but how do
we find that information out if

206
00:11:07,400 --> 00:11:09,760
we're trying to figure this out?
No, that's a great question.

207
00:11:10,040 --> 00:11:13,240
There's a lot of ways to do it.
Think let's say your client is a

208
00:11:13,240 --> 00:11:16,600
publicly listed organization.
The 1st place I would go is I

209
00:11:16,600 --> 00:11:17,840
would go to their earnings
calls.

210
00:11:17,880 --> 00:11:21,320
I would look and track their
earning transcripts because if

211
00:11:21,320 --> 00:11:23,880
you listen to the earnings
calls, it's good information,

212
00:11:23,880 --> 00:11:25,400
but you miss too much
information.

213
00:11:25,800 --> 00:11:28,600
I've always coached my team.
They look get a copy of the

214
00:11:28,600 --> 00:11:31,440
transcript of the earnings call
and they're sites like Motley

215
00:11:31,440 --> 00:11:34,400
Fool and Seeking Alpha that
easily get you access or the

216
00:11:34,400 --> 00:11:36,840
investor relations sites of the
actual client.

217
00:11:37,040 --> 00:11:39,600
They'll give you the podcast,
they'll give you the transcript,

218
00:11:39,600 --> 00:11:40,800
they'll give you the
presentation.

219
00:11:41,040 --> 00:11:43,640
Those are three critical things
to take a look at because

220
00:11:43,640 --> 00:11:47,360
organizations that are public,
on every earnings call, the CEO

221
00:11:47,360 --> 00:11:50,520
talks about strategy, he talks
or she talks about the key

222
00:11:50,520 --> 00:11:51,640
initiatives that they're focused
on.

223
00:11:51,640 --> 00:11:52,960
They'll literally tell you what
that is.

224
00:11:53,520 --> 00:11:55,280
Following that conversation,
it's ACFO.

225
00:11:55,280 --> 00:11:57,160
They talk about financial
results, they talk about

226
00:11:57,160 --> 00:11:59,600
critical KP is they're
achieving, and then they talk

227
00:11:59,600 --> 00:12:01,760
about the risks.
So if you're paying attention

228
00:12:01,760 --> 00:12:05,560
just to those three kind of
areas of focus, the podcast, the

229
00:12:05,920 --> 00:12:08,960
presentation material and the
transcript of the call, you've

230
00:12:08,960 --> 00:12:12,880
got a big leapfrog jump into
actually understanding what they

231
00:12:12,880 --> 00:12:15,840
care about, what their
priorities are and what risks

232
00:12:15,840 --> 00:12:17,720
they're trying to manage.
Because literally they'll tell

233
00:12:17,720 --> 00:12:20,600
you what they are.
And in addition, in addition to

234
00:12:20,600 --> 00:12:23,640
that, what is very powerful with
the transcript of the call is

235
00:12:23,640 --> 00:12:26,600
there is a, there's AQ and a
section for all of the analysts

236
00:12:26,600 --> 00:12:30,200
that are actually asking
questions once the call results

237
00:12:30,200 --> 00:12:31,840
are shared.
And that is fantastic

238
00:12:31,840 --> 00:12:35,800
information for you as a seller
to understand what are the key

239
00:12:35,800 --> 00:12:38,600
areas that even the analysts are
starting to find either are

240
00:12:38,600 --> 00:12:41,640
working or not working.
And now how did those problems

241
00:12:41,640 --> 00:12:44,960
or opportunities relate to your
ability to accelerate those

242
00:12:44,960 --> 00:12:47,880
opportunities and mitigate those
problems which ultimately are

243
00:12:47,880 --> 00:12:50,680
risk related?
Yeah, no, that's, that's good.

244
00:12:50,680 --> 00:12:55,040
So there's good information to
be obtained through these these

245
00:12:55,040 --> 00:12:58,760
sources of, you know, of
information that's out there

246
00:12:58,760 --> 00:13:00,480
through the earnings calls and
whatnot.

247
00:13:00,480 --> 00:13:03,400
And I think that's a great place
to find them.

248
00:13:04,400 --> 00:13:07,120
And so it does take a little
preparation to figure that out.

249
00:13:07,640 --> 00:13:11,800
Do the research, be prepared.
Hello ET Nation, I want to thank

250
00:13:11,800 --> 00:13:13,360
you for listening to the
podcast.

251
00:13:13,360 --> 00:13:15,240
If you're enjoying the
interviews we bring you,

252
00:13:15,560 --> 00:13:18,600
consider supporting the program
by visiting my website at

253
00:13:18,600 --> 00:13:21,560
seankgrady.com and buy me a cup
of coffee.

254
00:13:21,600 --> 00:13:24,480
Proceeds will go towards helping
me continue producing timely

255
00:13:24,480 --> 00:13:27,160
content and offset production
costs.

256
00:13:28,080 --> 00:13:30,360
I'd also like to take a moment
and recognize a few of our

257
00:13:30,360 --> 00:13:34,040
sponsors of the show who have
been amazing partners and our ET

258
00:13:34,040 --> 00:13:36,920
Nation legends.
If you're looking for a drilling

259
00:13:36,960 --> 00:13:39,800
an environmental contracting
firm to help you delineate the

260
00:13:39,800 --> 00:13:43,280
extent of contamination at your
site, then look no further than

261
00:13:43,280 --> 00:13:47,360
Cascade Environmental.
Cascade has over 37 offices

262
00:13:47,360 --> 00:13:50,680
across the country and offers a
huge range of environmental and

263
00:13:50,680 --> 00:13:54,200
geotechnical drilling, site
characterization and remediation

264
00:13:54,200 --> 00:13:56,480
services.
With their huge fleet of

265
00:13:56,480 --> 00:14:00,760
equipment nationwide coverage,
Cascade is a great choice to

266
00:14:00,760 --> 00:14:03,440
support your environmental and
infrastructure needs.

267
00:14:03,920 --> 00:14:08,360
To learn more, check out their
website at cascade-env.com.

268
00:14:08,560 --> 00:14:12,600
That's cascade-env.com.
Hey, are you looking for an

269
00:14:12,600 --> 00:14:15,240
equipment rental company to help
you with your next wastewater,

270
00:14:15,320 --> 00:14:18,160
water remediation or waste
management project?

271
00:14:18,640 --> 00:14:22,080
E Tank is the only environmental
equipment rental company in the

272
00:14:22,080 --> 00:14:26,360
industry that offers 100%
guaranteed certified clean

273
00:14:26,360 --> 00:14:29,600
temporary liquid storage tanks
at no additional cost.

274
00:14:30,400 --> 00:14:34,000
This protocol gives Peace of
Mind for the previous customer

275
00:14:34,160 --> 00:14:37,280
by limiting their downstream
liability as well as the future

276
00:14:37,280 --> 00:14:41,400
customer by preventing any cross
contamination for all of their

277
00:14:41,400 --> 00:14:45,560
rental tanks.
E Tank also runs a one-of-a-kind

278
00:14:45,560 --> 00:14:49,040
complete maintenance program for
all rental items including

279
00:14:49,320 --> 00:14:53,280
liquid tight roll off
containers, fluid transfer pumps

280
00:14:53,440 --> 00:14:57,120
and filtration items.
The next time you are presented

281
00:14:57,120 --> 00:15:00,040
with an environmental challenge,
call E Tank to come up with the

282
00:15:00,040 --> 00:15:03,640
solution for your problem.
I want to thank one of our

283
00:15:03,640 --> 00:15:06,760
sponsors, Waste Link.
Waste Link is the all in one

284
00:15:06,760 --> 00:15:10,240
software platform transforming
how environmental professionals

285
00:15:10,240 --> 00:15:13,680
manage waste, connecting
generators, service providers

286
00:15:13,760 --> 00:15:15,680
and.
Disposal facilities in a way

287
00:15:15,680 --> 00:15:18,880
that is simple connected.
And transparent.

288
00:15:19,560 --> 00:15:22,840
Their platform helps streamline
everything from waste profiling

289
00:15:22,840 --> 00:15:26,880
and routing to inventory
management and billing, giving

290
00:15:26,880 --> 00:15:29,800
you the tools you need to
operate more efficiently and

291
00:15:29,800 --> 00:15:32,360
reduce cost.
Whether you're a generator

292
00:15:32,360 --> 00:15:36,640
looking for better options or a
service provider seeking greater

293
00:15:36,640 --> 00:15:39,040
efficiency, Waste Link has you
covered.

294
00:15:39,440 --> 00:15:42,040
If you're ready to take control
of your waste management

295
00:15:42,040 --> 00:15:46,560
processes and optimize your
business, visit wastelink.com to

296
00:15:46,560 --> 00:15:49,240
schedule a demo today.
But you know what?

297
00:15:49,360 --> 00:15:52,360
When we get into trying to
figure out how do we actually

298
00:15:52,920 --> 00:15:59,040
make these companies consider,
you know, the services we want

299
00:15:59,040 --> 00:16:00,880
to offer them if we're a
salesperson, right?

300
00:16:00,960 --> 00:16:05,520
So let's talk a little bit about
this concept of the no decision

301
00:16:05,520 --> 00:16:09,920
obstacle because I think we all
find this in our daily kind of

302
00:16:09,920 --> 00:16:14,200
sales and jobs and environment
as we try to engage customers.

303
00:16:14,600 --> 00:16:18,200
You know what the research
indicates that 40% of prospects

304
00:16:18,240 --> 00:16:21,320
ultimately stick with the status
quo instead of making a buying

305
00:16:21,320 --> 00:16:23,320
decision.
And then from your perspective,

306
00:16:23,320 --> 00:16:27,840
why is no decision often a
bigger competitor than the other

307
00:16:27,840 --> 00:16:31,360
vendors in the market?
It's, it's a great question.

308
00:16:31,520 --> 00:16:35,800
I would tell you that one of the
real reasons that the no

309
00:16:35,800 --> 00:16:40,120
decision shows up so frequently
is the pitch that's made by the

310
00:16:40,120 --> 00:16:44,240
sales executive doesn't
resonate, isn't compelling

311
00:16:44,240 --> 00:16:48,560
enough, doesn't highlight areas
of risk or opportunity

312
00:16:48,600 --> 00:16:51,440
materially enough to make a
difference around performance.

313
00:16:51,440 --> 00:16:54,240
So if I'm an executive and I
look at what's actually

314
00:16:54,240 --> 00:16:57,640
happening and somebody pitches
something to me, but there's no

315
00:16:57,640 --> 00:17:02,120
compelling urgency, there's no
compelling risk, then my choice

316
00:17:02,120 --> 00:17:04,880
is either I can keep doing what
I'm doing and I don't have to do

317
00:17:04,880 --> 00:17:08,560
anything differently, or I'm
going to take a chance.

318
00:17:08,640 --> 00:17:11,880
But there's no real
quantification of what the, the,

319
00:17:12,280 --> 00:17:15,880
the real value is or the real
outcomes are that that I'm going

320
00:17:15,880 --> 00:17:17,520
to take advantage of or I'm
going to need.

321
00:17:17,520 --> 00:17:20,680
And I'll tell you in this
environment that status quo

322
00:17:20,680 --> 00:17:23,720
decision is one of the biggest
mistakes an organization can

323
00:17:23,720 --> 00:17:26,200
make.
As I've been kind of working

324
00:17:26,200 --> 00:17:28,920
with teams, the biggest
challenge is that if there's no

325
00:17:28,920 --> 00:17:33,120
compelling reason aligned to the
biggest risk, then the default,

326
00:17:33,640 --> 00:17:36,880
the kind of action is no action.
But as I said, this is an

327
00:17:36,880 --> 00:17:39,920
environment over the, I'd say
over the last 25 years, this is

328
00:17:39,920 --> 00:17:43,680
the most complex environment any
executive had to manage in.

329
00:17:43,680 --> 00:17:49,200
So to try to apply yesterday's
solution to today's problems is

330
00:17:49,200 --> 00:17:52,000
one of their biggest challenges.
Now they end up at the no

331
00:17:52,000 --> 00:17:53,960
decision because they don't know
what to do.

332
00:17:53,960 --> 00:17:56,400
So if I don't know what to do,
I'll keep doing what I'm doing.

333
00:17:57,040 --> 00:17:58,720
That's the opportunity for the
sales leader.

334
00:17:58,920 --> 00:18:01,440
Yeah, right.
I mean, I think in this day and

335
00:18:01,440 --> 00:18:05,520
age with technology and how fast
things are moving in this space,

336
00:18:06,160 --> 00:18:10,640
you know, AI is, is affecting
how businesses respond or

337
00:18:10,640 --> 00:18:13,240
actually just work and function
as a company.

338
00:18:13,800 --> 00:18:16,720
It's got to be difficult to make
some bigger decisions,

339
00:18:16,720 --> 00:18:19,440
especially around making
systematic changes.

340
00:18:19,440 --> 00:18:22,560
I mean, you know that I think
the big challenge a lot of

341
00:18:22,560 --> 00:18:26,960
companies will face is the quote
UN quote management of change.

342
00:18:28,400 --> 00:18:31,680
You know, the fear of management
of change is what I really want

343
00:18:31,680 --> 00:18:34,880
to say, which is probably why
the obstacle of no decision is

344
00:18:34,920 --> 00:18:38,640
is use theirs because as they
got the fear of management of

345
00:18:38,640 --> 00:18:39,920
change and they don't want to do
it.

346
00:18:40,320 --> 00:18:42,760
Yeah, they don't.
And I'll tell you, you know, and

347
00:18:42,760 --> 00:18:45,720
that's where the sales
opportunity becomes so

348
00:18:45,720 --> 00:18:49,280
materially differentiated
potentially if you as an

349
00:18:49,280 --> 00:18:52,240
organization or as a sales
leader have done the research,

350
00:18:52,240 --> 00:18:54,280
if you understand what the
biggest challenges they are, if

351
00:18:54,280 --> 00:18:57,400
you've done research on their
key competitors, because that's

352
00:18:57,400 --> 00:18:59,680
a great course of insight.
All of a sudden now you're

353
00:18:59,680 --> 00:19:03,280
pulling together a viewpoint
that's anchored in data that

354
00:19:03,280 --> 00:19:06,520
relates to work that you as an
organization has already done

355
00:19:06,520 --> 00:19:08,560
for organizations like your
target client.

356
00:19:09,440 --> 00:19:12,480
Now you're starting to set the
pathway for them to take action.

357
00:19:12,840 --> 00:19:15,320
As we said, the no decision is
because I don't know what action

358
00:19:15,320 --> 00:19:16,640
to go.
Maybe I want to make a decision,

359
00:19:16,680 --> 00:19:19,840
I just don't know what to do.
And if no one helps guide me

360
00:19:19,840 --> 00:19:22,680
through that conversation, then
I'm stuck not really knowing

361
00:19:22,680 --> 00:19:25,640
because you can't ask a client,
especially the executive, to

362
00:19:25,640 --> 00:19:27,760
take a chance on something
they've never seen or done.

363
00:19:27,960 --> 00:19:29,640
They're not going to take that
chance because that's going to

364
00:19:29,640 --> 00:19:31,720
affect their career and
potentially their job.

365
00:19:32,160 --> 00:19:36,160
What they want is the ability to
hitch their wagon, as it were,

366
00:19:36,320 --> 00:19:39,120
to an organization that's been
there, done it, navigated it,

367
00:19:39,120 --> 00:19:41,480
solved it, and that's where the
trust comes.

368
00:19:41,480 --> 00:19:45,440
So if I'm going to take a leap,
I wanna leap where a place where

369
00:19:45,440 --> 00:19:48,040
I can get a soft landing, and
that soft landing is the

370
00:19:48,040 --> 00:19:50,800
organization that's competent,
that's done it before, that

371
00:19:50,800 --> 00:19:53,800
understands the problems and the
risks and knows how to navigate

372
00:19:53,800 --> 00:19:55,600
them.
That's great insight there.

373
00:19:55,600 --> 00:20:00,480
That's really good.
A lot of times sales reps, we

374
00:20:00,480 --> 00:20:03,120
get caught in the commodity
trap.

375
00:20:03,120 --> 00:20:05,360
Let's talk through this a little
bit because I think a lot of

376
00:20:05,360 --> 00:20:08,760
people won't realize they get
suckered into putting being put

377
00:20:08,760 --> 00:20:11,840
into that position without
realizing they're in there.

378
00:20:12,280 --> 00:20:16,360
You know, many sales teams focus
on the identity, on identifying

379
00:20:16,360 --> 00:20:19,720
their needs and, and the
prospects already know what you

380
00:20:19,720 --> 00:20:21,560
know, what they have as far as
these needs.

381
00:20:22,120 --> 00:20:25,520
But that leads to this
commoditization conversation.

382
00:20:25,520 --> 00:20:28,640
And how can a seller break the
cycle of finding?

383
00:20:29,360 --> 00:20:33,840
I'm sorry, the cycle to find an
unconsidered needs versus you

384
00:20:33,840 --> 00:20:37,440
know what they already know they
have through this process of

385
00:20:37,440 --> 00:20:40,560
kind of educating the buyer.
What did you think of this?

386
00:20:40,560 --> 00:20:43,080
Because this is how our
capabilities can come into play

387
00:20:43,080 --> 00:20:45,320
and help.
Yeah, no, it's a great question.

388
00:20:45,320 --> 00:20:49,160
I I would say one of the best
things to understand when trying

389
00:20:49,160 --> 00:20:52,800
to figure out where is the gap
or the flaw that your client

390
00:20:52,800 --> 00:20:55,960
isn't taking advantage of.
It's taking a look at what are

391
00:20:55,960 --> 00:20:58,520
the, you know, there there in
today's environment.

392
00:20:58,520 --> 00:21:01,280
When you think about AI, you
think about global supply chain

393
00:21:01,280 --> 00:21:04,920
challenges, tariffs and trade,
geopolitics in terms of, you

394
00:21:04,920 --> 00:21:08,960
know, conflicts that are
happening, global warming,

395
00:21:08,960 --> 00:21:11,400
demographic changes.
And I could rattle off another

396
00:21:11,400 --> 00:21:15,640
10 to 12 factors that are
impacting organizations at the

397
00:21:15,640 --> 00:21:17,680
global level.
You want to be able to

398
00:21:17,680 --> 00:21:21,400
understand what's the most
important factor that's now

399
00:21:21,400 --> 00:21:24,920
impacting the target executive
you're focused on what's

400
00:21:24,920 --> 00:21:27,880
impacting the role or the
initiative that they're actually

401
00:21:27,880 --> 00:21:31,120
accountable for.
All of a sudden that becomes the

402
00:21:31,120 --> 00:21:34,000
way to get their attention.
Now, once you get their

403
00:21:34,000 --> 00:21:36,080
attention, you've got to
continue to tell the story.

404
00:21:36,560 --> 00:21:41,080
And that means here's the the
way I can de risk that issue in

405
00:21:41,080 --> 00:21:42,960
terms of that initiative that
you're focused on here.

406
00:21:42,960 --> 00:21:45,960
Based on that de risking, here's
how I can actually help you

407
00:21:45,960 --> 00:21:50,400
achieve what your CFO or CEO are
talking about in terms of top

408
00:21:50,400 --> 00:21:53,480
line growth, global expansion.
What are those major initiatives

409
00:21:53,480 --> 00:21:55,760
are at the top of the house that
drive the strategy of the

410
00:21:55,760 --> 00:21:58,800
organization?
If you don't do that and it's

411
00:21:58,800 --> 00:22:01,440
not interesting, it's not
relevant, what happens is you

412
00:22:01,440 --> 00:22:04,120
get delegated down to the doer
level of the organization.

413
00:22:04,120 --> 00:22:06,480
Once you're at the doer level of
the organization, like

414
00:22:06,480 --> 00:22:09,360
procurement as an example,
they'll say, look, that's real

415
00:22:09,360 --> 00:22:10,240
great.
That's right.

416
00:22:10,680 --> 00:22:12,520
How about the best price?
Yeah, you.

417
00:22:12,720 --> 00:22:15,040
Give me the best price because
everything else is above my pay

418
00:22:15,040 --> 00:22:17,400
grade.
I'm I'm incentive to squeeze you

419
00:22:17,880 --> 00:22:20,080
to get whatever price I can.
So my preach is going to be,

420
00:22:20,080 --> 00:22:22,520
hey, we like your stuff.
But five other people said they

421
00:22:22,520 --> 00:22:24,440
can do this.
What are you going to do to cut

422
00:22:24,440 --> 00:22:25,560
your price?
And all of a sudden you're in

423
00:22:25,560 --> 00:22:28,920
this commodity dust spiral
because you're being

424
00:22:28,920 --> 00:22:32,400
commoditized and kind of pushed
to to match pricing because

425
00:22:32,400 --> 00:22:36,040
nobody understands the innate
value that the old capabilities

426
00:22:36,040 --> 00:22:38,920
can drive for the organization,
which in almost all instances

427
00:22:39,120 --> 00:22:41,840
far exceeds whatever savings
they're going to try to squeeze

428
00:22:41,840 --> 00:22:43,480
out of you.
And I think that's the the

429
00:22:43,520 --> 00:22:48,960
challenge is, is changing the
the conversation around price to

430
00:22:48,960 --> 00:22:53,320
value, right like, and So what
are some specific like research

431
00:22:53,320 --> 00:22:56,800
tactics Rep can take that, you
know, to find the problem that

432
00:22:56,800 --> 00:23:00,720
the CXO just hasn't they don't
even know they have.

433
00:23:01,000 --> 00:23:05,280
So first and foremost, it's
understanding the nature of your

434
00:23:05,280 --> 00:23:08,520
organization as a sales leader
and what are all of the

435
00:23:08,520 --> 00:23:10,120
problems?
What are all the challenges you

436
00:23:10,120 --> 00:23:13,000
guys are solving?
Overall, a client is usually

437
00:23:13,000 --> 00:23:16,880
focused on a singular or a
binary set of issues because

438
00:23:16,880 --> 00:23:19,120
they're limited to their
industry, they're limited to to

439
00:23:19,120 --> 00:23:22,320
a certain certain vertical.
They've got limited kind of

440
00:23:22,320 --> 00:23:24,280
purview in terms of the things
that they're focused on.

441
00:23:24,280 --> 00:23:25,880
So they don't get to, they know
what they know.

442
00:23:25,880 --> 00:23:27,480
The problem is they don't know
what they don't know.

443
00:23:28,080 --> 00:23:31,680
Now as a sales leader, most
organizations aren't single

444
00:23:31,680 --> 00:23:34,560
threaded in, in a single
geography or a single category

445
00:23:34,560 --> 00:23:36,400
or single vertical.
So all of a sudden you have

446
00:23:36,400 --> 00:23:39,600
experiences across different
clients and different issues

447
00:23:39,600 --> 00:23:42,400
with different problem sets with
different industry verticals,

448
00:23:42,400 --> 00:23:44,400
etcetera.
And you get to see what I would

449
00:23:44,400 --> 00:23:47,200
call a, a kind of a plethora of
issues that you as an

450
00:23:47,200 --> 00:23:49,520
organization are solving.
So all of a sudden now that's

451
00:23:49,520 --> 00:23:53,200
number one, which you have
insight and variations of

452
00:23:53,200 --> 00:23:56,560
problems that you're solving as
an organization that a singular

453
00:23:56,560 --> 00:23:59,000
client will never see or will
never operate on.

454
00:23:59,000 --> 00:24:00,440
So there's some insight that's
there.

455
00:24:00,960 --> 00:24:04,440
The second thing I would suggest
is the ability to do some

456
00:24:04,600 --> 00:24:07,840
research and leveraging your AI
tool of choice, a perplexity, a

457
00:24:07,840 --> 00:24:11,760
Gemini, a gunk, whatever it is
that you use to start to assess

458
00:24:12,480 --> 00:24:15,560
a detailed set of prompts that
start to triangulate to those

459
00:24:15,560 --> 00:24:17,240
sets of problems.
So what I'm talking about would

460
00:24:17,240 --> 00:24:22,800
be things like, you know, an
example of a prompt that I've

461
00:24:22,800 --> 00:24:26,520
used in the past with my teams
is I assume a third party

462
00:24:26,520 --> 00:24:31,200
persona of a strategic partner,
like a McKinsey partner as an

463
00:24:31,200 --> 00:24:33,720
example.
So in the in the prompt, it says

464
00:24:33,920 --> 00:24:37,720
you will act like a senior
McKinsey partner in automotive

465
00:24:38,520 --> 00:24:44,160
and you're you've been hired by
Ford to figure out how the

466
00:24:44,160 --> 00:24:47,600
organization that the sales
leader belongs to can help them

467
00:24:47,600 --> 00:24:52,880
accelerate their core strategies
and mitigate their market risks.

468
00:24:53,160 --> 00:24:55,800
And then a series of kind of
drill downs that relate to the

469
00:24:55,800 --> 00:24:57,960
research you've done that says,
look, I listened to the earnings

470
00:24:57,960 --> 00:25:00,520
call, here were the three
strategies here are their

471
00:25:00,520 --> 00:25:01,800
biggest risks that they talk
about.

472
00:25:02,160 --> 00:25:06,880
So that research now informs the
nature of the prompt that you're

473
00:25:06,880 --> 00:25:09,440
going to use as you start to do
that further research.

474
00:25:09,440 --> 00:25:12,640
And what you're doing is you're
assessing public data,

475
00:25:12,640 --> 00:25:15,400
competitive data, looking at
market performance.

476
00:25:15,680 --> 00:25:18,600
It allows you to synthesize
information at a level and at a

477
00:25:18,600 --> 00:25:20,560
depth.
It takes way too long and most

478
00:25:20,560 --> 00:25:22,480
people don't have the capability
to do well.

479
00:25:22,560 --> 00:25:24,040
AI has helped change the game
for that.

480
00:25:24,320 --> 00:25:29,440
As long as you focus in on being
thoughtful and detailed with

481
00:25:29,440 --> 00:25:32,800
respect to your prompts, it can
generate a lot of good insight.

482
00:25:32,800 --> 00:25:35,480
And that insight now combines
with what you know about the

483
00:25:35,480 --> 00:25:38,880
client and that target persona,
and it becomes a way for you to

484
00:25:38,880 --> 00:25:41,200
start to really dig into those
insights overall.

485
00:25:41,440 --> 00:25:44,200
Yeah, it arms you with the right
information to make that

486
00:25:44,200 --> 00:25:46,960
compelling conversation real,
right?

487
00:25:46,960 --> 00:25:50,360
I mean, that's great.
Well, let's let's dive into a

488
00:25:50,360 --> 00:25:53,880
little bit of this concept of,
you know, the preparation and

489
00:25:53,880 --> 00:25:57,280
the strategy of things.
And I think one of the one of

490
00:25:57,280 --> 00:25:59,800
the questions I would have for
you is, you know, from an

491
00:25:59,800 --> 00:26:04,720
executive lens, Rohail, having
served as an executive at Xerox

492
00:26:04,720 --> 00:26:07,600
and Bank of America, you've seen
the high stakes pitches from

493
00:26:07,600 --> 00:26:09,960
buyers.
For the buyer side, what's the

494
00:26:09,960 --> 00:26:13,720
single biggest preparation
mistake you see sales teams make

495
00:26:13,920 --> 00:26:16,480
when they finally get that
meeting with the C-Suite?

496
00:26:17,320 --> 00:26:20,200
The biggest mistake they make is
they talk about themselves.

497
00:26:20,200 --> 00:26:22,200
They talk about their product,
they talk about their

498
00:26:22,200 --> 00:26:25,840
capability, and they're totally
ignoring the reasons why they're

499
00:26:25,840 --> 00:26:28,960
in the room.
The reason you're in the room is

500
00:26:28,960 --> 00:26:32,600
to engage the executive.
What does every C level

501
00:26:32,600 --> 00:26:35,360
executive care about?
They care about organizational

502
00:26:35,360 --> 00:26:38,360
performance, which is
accelerating the performance

503
00:26:38,360 --> 00:26:41,160
goals they have and mitigating
performance risk.

504
00:26:41,160 --> 00:26:44,120
Why do they care about that?
Because if the organization

505
00:26:44,120 --> 00:26:47,080
performs, they get paid.
It's as simple as that.

506
00:26:47,520 --> 00:26:51,400
So if you show up in the room
and it takes you 25 minutes to

507
00:26:51,400 --> 00:26:55,320
start talking about the ways you
can help me de risk performance,

508
00:26:55,640 --> 00:26:59,200
trust me, you've lost me at
minute 5 because I'm not paying

509
00:26:59,200 --> 00:27:02,920
attention.
I, I can tell you over the 25

510
00:27:02,920 --> 00:27:05,720
years that I've been AC level
exec, I see pitch after pitch

511
00:27:05,720 --> 00:27:09,960
after pitch and I'm shocked at
how infrequently the

512
00:27:09,960 --> 00:27:14,080
organizational leader who's
making the pitch focuses on the

513
00:27:14,080 --> 00:27:17,080
client first.
They focus on themselves.

514
00:27:17,080 --> 00:27:19,280
They're great product, their
footprint, their number of

515
00:27:19,280 --> 00:27:22,240
people, their, their IP,
etcetera, etcetera.

516
00:27:23,400 --> 00:27:25,120
Honestly, I don't care about
your stuff.

517
00:27:25,680 --> 00:27:28,960
I care what your stuff can do
for me in terms of accelerating

518
00:27:28,960 --> 00:27:31,440
performance and mitigating
performance risk.

519
00:27:32,120 --> 00:27:34,920
So it sounds like, yeah, that
that's, that's focus, not

520
00:27:34,920 --> 00:27:38,840
focusing on them and, and
basically not even addressing,

521
00:27:39,080 --> 00:27:42,080
you know, the, the, the big
issues that they are really

522
00:27:42,080 --> 00:27:44,560
concerned about.
I mean, waiting 25 minutes into

523
00:27:44,560 --> 00:27:47,560
a presentation to finally get to
what's important to them.

524
00:27:47,720 --> 00:27:50,000
That seems to be a long time
like you mentioned.

525
00:27:50,320 --> 00:27:53,880
And, and you know, there's this,
there's some stats on this where

526
00:27:54,960 --> 00:27:57,240
they'll pay attention, people
will pay attention like in the

527
00:27:57,240 --> 00:28:00,040
first couple minutes of a
presentation and they'll

528
00:28:00,040 --> 00:28:04,200
remember about 100% of that.
And they miss about the vast

529
00:28:04,200 --> 00:28:07,160
majority of conversation until
the very end, right?

530
00:28:07,480 --> 00:28:08,920
And then they'll remember that
part.

531
00:28:09,280 --> 00:28:12,440
But that's, that's a little bit
of this, the concept of that,

532
00:28:12,440 --> 00:28:17,040
the hammock storytelling, you
know, process you described in,

533
00:28:17,040 --> 00:28:19,680
in your presentations during the
sales training.

534
00:28:19,680 --> 00:28:22,680
But, and it does resonate with
you because you want to have a

535
00:28:22,680 --> 00:28:25,800
really good, compelling
conversation and, and why the

536
00:28:25,800 --> 00:28:28,640
company should consider you and
you understand their business,

537
00:28:29,760 --> 00:28:31,440
the whole explanation of how
you're going to do that.

538
00:28:31,440 --> 00:28:33,960
That's kind of when they go, oh,
I don't know, this sounds great.

539
00:28:33,960 --> 00:28:36,920
And then at the end, you better
hit them with, here's the most

540
00:28:36,920 --> 00:28:40,840
important part.
And, and I think you need to, we

541
00:28:40,840 --> 00:28:44,360
need to be able to phrase and
prepare our presentations that

542
00:28:44,360 --> 00:28:45,960
way.
It is.

543
00:28:46,360 --> 00:28:49,000
I'll tell you the you said
something is really important,

544
00:28:49,000 --> 00:28:51,320
right?
The inability to align to the

545
00:28:51,320 --> 00:28:54,680
priorities that an organization
has is one of the biggest

546
00:28:54,680 --> 00:28:56,640
sources of failure.
It's not hard to find that

547
00:28:56,640 --> 00:28:58,720
information.
Literally a minute of Googling

548
00:28:59,160 --> 00:29:01,200
and a minute of research will
give you that information.

549
00:29:01,200 --> 00:29:04,760
So there's no excuse for
situations that where I'm

550
00:29:04,760 --> 00:29:07,080
sitting across the table from a
sales leader and they say, hey,

551
00:29:07,280 --> 00:29:09,200
we'd love to help you out.
What are your biggest problems?

552
00:29:09,200 --> 00:29:10,840
What are your strategies?
What are your priorities?

553
00:29:11,160 --> 00:29:13,720
Don't go in there with that
question because it's like you

554
00:29:13,840 --> 00:29:16,920
already know that information.
I mean, that's a train wreck set

555
00:29:16,920 --> 00:29:19,880
of questions because what that
tells me as a sales leader, as

556
00:29:19,920 --> 00:29:23,240
as an executive is you're
totally unprepared and you want

557
00:29:23,240 --> 00:29:25,680
me to do your job.
Yeah, OK, that's good.

558
00:29:26,280 --> 00:29:28,520
All right, well, here's here's
another one here, here's another

559
00:29:28,520 --> 00:29:31,760
great.
I think the you phrasing as a

560
00:29:31,760 --> 00:29:34,320
weapon.
This one I really when I, you

561
00:29:34,920 --> 00:29:37,800
know, start thinking about it,
it is something that I think

562
00:29:38,160 --> 00:29:40,480
really transforms a
conversation.

563
00:29:40,720 --> 00:29:45,280
So you advocate for you phrasing
to transfer ownership to the

564
00:29:45,280 --> 00:29:47,400
buyer.
How does changing we can help

565
00:29:47,400 --> 00:29:52,680
you to what you'll be able to do
fundamentally change the power

566
00:29:52,680 --> 00:29:55,480
dynamic at the at the C-Suite
pitch well it.

567
00:29:56,800 --> 00:30:00,400
Oh, important one, it's a, it's
a slight nuance, but it's an

568
00:30:00,400 --> 00:30:03,400
important distinction because
what it does is it starts to

569
00:30:03,400 --> 00:30:08,000
paint the picture of how the
organizational performance can

570
00:30:08,000 --> 00:30:11,200
benefit, be benefited or
accelerated or the risk

571
00:30:11,200 --> 00:30:14,000
mitigated in an environment
where I now I'm starting to

572
00:30:14,000 --> 00:30:16,240
visualize what is it going to
look like?

573
00:30:16,240 --> 00:30:18,720
How's it going to feel for my
best customers or my

574
00:30:18,720 --> 00:30:22,000
constituents or whoever the
stakeholders are that I serve as

575
00:30:22,000 --> 00:30:24,240
an industry?
Because now I'm starting to

576
00:30:24,240 --> 00:30:27,640
visualize what that looks like
and what that performance is

577
00:30:27,640 --> 00:30:30,320
going to be and the contrast
between what it's going to be

578
00:30:30,520 --> 00:30:33,680
versus what it is.
That's the thing that starts to

579
00:30:33,680 --> 00:30:36,440
gain energy and starts to gain
alignment.

580
00:30:36,440 --> 00:30:38,520
It's, Oh my God, look at the
challenges we're dealing with

581
00:30:38,520 --> 00:30:40,560
now.
But it can be like this, which

582
00:30:40,560 --> 00:30:43,480
is exactly what we're trying to
achieve or exactly what we use

583
00:30:43,640 --> 00:30:45,560
as a leadership team we're
trying to drive overall.

584
00:30:45,560 --> 00:30:49,480
So that that slight change in
framing allows me to start the

585
00:30:49,480 --> 00:30:53,320
channel and visualize what it is
that's going to happen versus

586
00:30:53,320 --> 00:30:57,520
the same old me we pitch that
everybody else is going to have

587
00:30:57,520 --> 00:31:00,400
when they follow in, you know, 3
sales leaders will follow.

588
00:31:00,400 --> 00:31:02,720
You are going to say,
effectively, we're trying to say

589
00:31:02,760 --> 00:31:05,800
a lot of the same thing.
Yeah, by by using this

590
00:31:05,800 --> 00:31:10,280
application or this product, you
will be able to da, da, da, da,

591
00:31:10,560 --> 00:31:13,840
you can take advantage of, you
know, the efficiency da, da, da,

592
00:31:13,840 --> 00:31:15,680
right.
I mean, that's kind of the put

593
00:31:15,680 --> 00:31:17,400
them in the driver's seat
concept.

594
00:31:17,400 --> 00:31:20,960
I really like that and changing
those words just I think they do

595
00:31:20,960 --> 00:31:23,000
psychologically make a big
difference.

596
00:31:23,720 --> 00:31:26,720
They do because what it does is
it puts them back in the

597
00:31:26,720 --> 00:31:31,680
position of being able to drive
the execution focus in a way

598
00:31:31,680 --> 00:31:32,960
that today they won't be able
to.

599
00:31:33,680 --> 00:31:35,640
Right, right, right.
OK.

600
00:31:35,640 --> 00:31:40,120
Here's another pivot I think
that salespeople may not get or

601
00:31:40,120 --> 00:31:42,680
recognize on time and it's too
late.

602
00:31:43,000 --> 00:31:46,360
The EBITDA pivot.
What Most reps talk about

603
00:31:46,360 --> 00:31:50,840
efficiency and productivity, but
when should a sale, a seller

604
00:31:50,840 --> 00:31:53,960
stop talking about technical
features and pivot to the

605
00:31:53,960 --> 00:31:58,600
conversation towards EBITDA?
You know cash flow, You know the

606
00:31:58,600 --> 00:32:01,600
market expansion.
Well, I'll tell you, they should

607
00:32:01,600 --> 00:32:04,400
always be focused on that
because when you start talking

608
00:32:04,400 --> 00:32:06,320
feature, I call it speeds and
feeds.

609
00:32:06,400 --> 00:32:09,600
When you talk speeds and feeds,
you're focusing down into the

610
00:32:09,600 --> 00:32:11,160
organization.
You're focusing at the door

611
00:32:11,160 --> 00:32:14,320
level because the executives
aren't the ones using the

612
00:32:14,320 --> 00:32:17,080
dashboards or the Mac or the
products or the services.

613
00:32:17,320 --> 00:32:19,920
So when you talk speeds and
feeds, you automatically are

614
00:32:19,920 --> 00:32:23,720
under leveling at the, at the
level of the CXO.

615
00:32:23,880 --> 00:32:25,760
So they're going to push you
down and you get stuck.

616
00:32:26,040 --> 00:32:29,800
So when talking to a CXO, never
lead with the how because that's

617
00:32:29,800 --> 00:32:32,640
speeds and feeds.
What you want to focus on are

618
00:32:32,640 --> 00:32:34,880
the biggest risk.
They have the biggest

619
00:32:34,880 --> 00:32:36,120
initiatives that they're focused
on.

620
00:32:36,120 --> 00:32:37,960
That's the what and the why of
the conversation.

621
00:32:38,080 --> 00:32:41,840
If you, if you engage me in the
what and the why, then you get

622
00:32:41,840 --> 00:32:45,080
directed down to my team that
I'm going to send you to.

623
00:32:45,560 --> 00:32:48,640
But all of a sudden I as the
executive, I have contacts and I

624
00:32:48,640 --> 00:32:50,880
understand what the biggest
risks are and I'll stay

625
00:32:50,880 --> 00:32:54,760
connected to that directive that
I've given you within the

626
00:32:54,760 --> 00:32:58,280
organization that I have.
It's always best to go with the

627
00:32:58,280 --> 00:33:01,920
C level executive and get
directed down to the doors.

628
00:33:02,480 --> 00:33:06,240
Then start at the doer level and
try to work your way up, because

629
00:33:06,240 --> 00:33:09,680
that's a That's a futile effort.
Yeah, because like the lower

630
00:33:09,680 --> 00:33:14,600
level management teams, they
just don't have the stroke to

631
00:33:14,960 --> 00:33:18,880
get that service or that
decision to the higher level

632
00:33:18,880 --> 00:33:20,920
CEO.
They don't Now a lot of them

633
00:33:20,920 --> 00:33:23,000
think that they have a lot more
influence than they have.

634
00:33:23,640 --> 00:33:25,760
I'll tell you and for your
listeners, I'm sure everybody

635
00:33:25,760 --> 00:33:29,120
can think about situations where
they're they're talking to the

636
00:33:29,120 --> 00:33:31,240
doers in the organization.
All of a sudden the doer says,

637
00:33:31,320 --> 00:33:33,040
Oh my God, and some dumb
decision happened.

638
00:33:33,040 --> 00:33:35,680
We have no idea why the the
executives made that call.

639
00:33:35,680 --> 00:33:38,560
They changed this vendor.
They made this strategy because

640
00:33:38,560 --> 00:33:42,360
they're not purview to what the
business performance execution

641
00:33:42,360 --> 00:33:45,120
challenges are and need to be
there at the doer level.

642
00:33:45,120 --> 00:33:49,840
They're just, they're executing
and, and, and executors or

643
00:33:49,840 --> 00:33:52,440
doers, they're insulated from a
lot of that risk the

644
00:33:52,440 --> 00:33:54,440
organization has in a lot of
instances.

645
00:33:54,880 --> 00:33:59,720
And so that you're just when
you're talking, as I've shared

646
00:33:59,720 --> 00:34:02,960
with my teams over the years,
when you talk speeds and feeds

647
00:34:03,400 --> 00:34:05,920
and you expect major decisions
to be made, you're talking to

648
00:34:05,920 --> 00:34:07,560
the right level and you're
usually talking to the right,

649
00:34:07,560 --> 00:34:10,480
wrong person.
Yeah, exactly.

650
00:34:10,480 --> 00:34:16,159
I mean, I think a lot of times
sales people, they get stuck in,

651
00:34:16,239 --> 00:34:18,840
you know, the arbitrary glass
ceiling, so to speak.

652
00:34:18,840 --> 00:34:21,480
You know, they've got a great
relationship with the

653
00:34:21,880 --> 00:34:25,120
procurement manager or the, you
know, some of the OPS managers

654
00:34:25,120 --> 00:34:28,960
or local presidents or whatever.
But they can never break into

655
00:34:29,040 --> 00:34:33,000
that next level.
And for a lot of reasons,

656
00:34:33,000 --> 00:34:35,320
they're, they're, they're
sometimes they're kind of

657
00:34:35,639 --> 00:34:38,080
blocked, right?
I mean, they are not going to

658
00:34:38,080 --> 00:34:43,600
get it because they those people
don't want you to have access to

659
00:34:43,600 --> 00:34:47,840
the CEO or the CFO.
What would you say or how would

660
00:34:47,840 --> 00:34:52,600
you break that cycle or that you
know that dynamic so you can

661
00:34:52,600 --> 00:34:55,639
actually get in front of the CEO
and CFO?

662
00:34:56,000 --> 00:34:58,240
What tactics would you recommend
for that?

663
00:34:58,480 --> 00:35:01,240
Yeah, Firstly, I think it's
important for everybody to

664
00:35:01,240 --> 00:35:03,440
recognize and I've shared this
with my team for decades.

665
00:35:03,440 --> 00:35:06,920
I said never be confused that
you're pitching to the person

666
00:35:06,920 --> 00:35:08,520
across the table from you,
because you're not.

667
00:35:09,040 --> 00:35:12,080
You're building a story for two
people in the organization, the

668
00:35:12,080 --> 00:35:14,920
CEO and the CFO.
So what that means is you're

669
00:35:14,920 --> 00:35:17,640
always kind of levelling up the
conversation.

670
00:35:17,640 --> 00:35:20,720
So if I'm talking to the head of
procurement, procurement doesn't

671
00:35:20,720 --> 00:35:22,920
own performance, They don't own
revenue, they don't own

672
00:35:22,920 --> 00:35:25,560
retention, they don't own
engagement, they don't own any

673
00:35:25,560 --> 00:35:28,240
metric of performance that's
talked about on an earnings

674
00:35:28,240 --> 00:35:29,280
call.
But let's say you've got a great

675
00:35:29,280 --> 00:35:31,000
relationship with the chief
procurement officer.

676
00:35:31,320 --> 00:35:35,080
What you want to do is Telegraph
a conversation that's going to

677
00:35:35,080 --> 00:35:37,080
be relevant to the CEO and the
CFO.

678
00:35:37,640 --> 00:35:40,720
Then all of a sudden, now the
chief procurement officer can be

679
00:35:40,720 --> 00:35:43,440
the hero or the hero and of the
story with to help the

680
00:35:43,440 --> 00:35:47,240
organization perform.
Now, if you're lucky enough to

681
00:35:47,240 --> 00:35:50,520
have a chief procurement officer
who has some decent business

682
00:35:50,520 --> 00:35:53,160
chops, then you can guide them
through the conversation you

683
00:35:53,160 --> 00:35:54,720
need to have.
But you're, you're kind of

684
00:35:54,720 --> 00:35:58,360
always telegraphing up and
telegraphing that messaging up

685
00:35:58,360 --> 00:36:00,760
to the CEO and the CFO.
So now it's a capable

686
00:36:01,320 --> 00:36:03,240
procurement officer is available
to you.

687
00:36:03,600 --> 00:36:06,480
He or she can then be the
conduit through which that story

688
00:36:06,480 --> 00:36:08,360
is told.
But it's your story as an

689
00:36:08,360 --> 00:36:11,640
organization, you're enabling
them to get great visibility.

690
00:36:12,320 --> 00:36:15,720
The problem is, yeah, the
problem is those types of

691
00:36:15,720 --> 00:36:17,800
people, unfortunately are few
and far between.

692
00:36:18,320 --> 00:36:20,560
So they're going to, as you
said, appropriately, they're

693
00:36:20,560 --> 00:36:25,440
going to either purposefully or
just innately block your access

694
00:36:25,440 --> 00:36:27,840
because they don't realize
they're doing it because they're

695
00:36:27,880 --> 00:36:30,240
either insecure or they want to
make sure they're the gatekeeper

696
00:36:30,240 --> 00:36:31,960
that all of the knowledge flows
through.

697
00:36:32,640 --> 00:36:35,440
So what you've got to do then is
leverage your executive team to

698
00:36:35,440 --> 00:36:38,600
do some kind of a top to top
kind of conversation where you

699
00:36:38,600 --> 00:36:41,520
protect the relationship you
have with that executive that

700
00:36:41,520 --> 00:36:44,720
you're dealing with and you have
your executives come across the

701
00:36:44,720 --> 00:36:47,040
top.
But I like what you mentioned

702
00:36:47,040 --> 00:36:51,080
there about, you know, always
projecting up that vision or

703
00:36:51,080 --> 00:36:54,360
that strategy in your
presentation.

704
00:36:55,560 --> 00:36:58,160
And I think it, you know, where
it really comes to play in is

705
00:36:58,160 --> 00:37:01,080
maybe you're putting together a
large proposal, multi

706
00:37:01,080 --> 00:37:05,560
$1,000,000, you know, proposal
for a large, you know, RFP And

707
00:37:06,040 --> 00:37:08,720
you know, the proposals come
comes to you and, and they're do

708
00:37:08,720 --> 00:37:11,400
they want price, they want your
level of service, they want the

709
00:37:11,400 --> 00:37:14,720
typical capabilities that you
can, you can offer.

710
00:37:15,280 --> 00:37:19,440
But in that, you know, I think
those proposals, that's where I

711
00:37:19,440 --> 00:37:22,840
think what you're suggesting is
start to communicate in there

712
00:37:23,120 --> 00:37:26,440
what is important to the CEO,
what is important to the CFO.

713
00:37:26,440 --> 00:37:30,120
Because if you do that, then at
some point when those proposals

714
00:37:30,120 --> 00:37:32,600
are going to be reviewed and
they all will at some point at

715
00:37:32,600 --> 00:37:36,800
certain levels of sign off,
right, then, you know, the CEO

716
00:37:36,800 --> 00:37:41,200
or CFO will eventually probably
actually look at a proposal that

717
00:37:41,200 --> 00:37:45,200
comes through that's that level
in that size because they're so

718
00:37:45,200 --> 00:37:46,600
expensive.
That's a big deal.

719
00:37:46,600 --> 00:37:49,720
It's a big decision.
And the procurement officer

720
00:37:49,720 --> 00:37:55,520
won't have a lot of ability to
control the narrative enough

721
00:37:55,520 --> 00:37:58,680
because someone's going to have
to read it, you know, above him.

722
00:37:59,400 --> 00:38:02,760
I think that's important
conversation to think about when

723
00:38:02,760 --> 00:38:05,800
you're doing these proposals
because that would be a great

724
00:38:05,800 --> 00:38:08,960
way to, if you're not, if you're
struggling to get to the CEO,

725
00:38:09,680 --> 00:38:12,760
you can get through possibly
through that process.

726
00:38:13,040 --> 00:38:15,200
Yeah, no, you can.
There's no question about it.

727
00:38:15,200 --> 00:38:19,040
You always have to challenge
your own thinking as a sales

728
00:38:19,040 --> 00:38:22,120
leader to say and, and, and
there's a simple litmus test

729
00:38:22,120 --> 00:38:24,080
question I've shared with my
teams over the years.

730
00:38:24,080 --> 00:38:28,200
I said, and it's, it's 5 seconds
of reflection that saves months

731
00:38:28,200 --> 00:38:30,240
and months of heartache.
And it's as simple as this.

732
00:38:30,240 --> 00:38:33,680
Before you pitch, before you
send an e-mail, before you sit

733
00:38:33,680 --> 00:38:37,600
in a finalist conversation, play
through the the, the talk track

734
00:38:37,600 --> 00:38:40,200
you're about to share or the
e-mail which you're about to

735
00:38:40,200 --> 00:38:42,280
share and ask yourself a very
simple question.

736
00:38:42,520 --> 00:38:45,440
And that's as follows.
Can my competitor say the same

737
00:38:45,440 --> 00:38:47,480
thing?
If the competitor can say the

738
00:38:47,480 --> 00:38:49,960
same thing, you're nowhere near
as differentiated as you think

739
00:38:49,960 --> 00:38:52,000
you are.
And it's, it's going to come

740
00:38:52,000 --> 00:38:55,120
across like everybody else that
says everything that's that you

741
00:38:55,120 --> 00:38:56,960
want to say or is already saying
what you're said.

742
00:38:57,360 --> 00:38:59,120
So you're not differentiated at
all.

743
00:38:59,200 --> 00:39:00,760
And if you're not
differentiated, you're not

744
00:39:00,760 --> 00:39:02,400
memorable.
If you're not memorable, you're

745
00:39:02,400 --> 00:39:06,080
not going to win.
Yeah, no, that's a great point.

746
00:39:06,080 --> 00:39:07,960
That's a real good point.
Well, when you're trying to

747
00:39:07,960 --> 00:39:11,760
close business and you know,
you're trying to, you're trying

748
00:39:11,760 --> 00:39:15,160
to figure out where the value
gap is with your

749
00:39:15,160 --> 00:39:18,000
differentiation, you know, in
the market.

750
00:39:18,120 --> 00:39:20,160
Let's talk about this a little
bit, if we could.

751
00:39:20,400 --> 00:39:22,840
The value gap or the value
wedge?

752
00:39:23,240 --> 00:39:27,800
Corporate Visions defines the
value edge as the intersection

753
00:39:27,920 --> 00:39:30,880
of customer needs and your
unique defensible

754
00:39:30,880 --> 00:39:34,520
differentiation.
How do reps typically fail when

755
00:39:34,520 --> 00:39:37,880
trying to identify their power
position in that wedge?

756
00:39:38,560 --> 00:39:42,040
The the biggest reason they fail
is again, they make it about

757
00:39:42,040 --> 00:39:44,440
their own stuff.
They make it about the speeds

758
00:39:44,440 --> 00:39:47,280
and feeds conversation because,
you know, let's say you're

759
00:39:47,280 --> 00:39:51,120
talking AI tools.
Well, is it Chachi BT?

760
00:39:51,120 --> 00:39:52,960
Is it open AI?
Is it Gemini?

761
00:39:52,960 --> 00:39:56,360
Is it perplexity?
All of these tools have a lot of

762
00:39:56,360 --> 00:39:59,000
similar capabilities.
There's differences in nuances,

763
00:39:59,040 --> 00:40:03,000
models, but the uninformed buyer
doesn't know the technical

764
00:40:03,000 --> 00:40:05,680
differences that exist.
That's not something that

765
00:40:05,680 --> 00:40:09,240
they'll be able to speak to.
But what they need to be able to

766
00:40:09,240 --> 00:40:13,360
do in terms of the value edge is
understand that value edge is a

767
00:40:13,360 --> 00:40:17,200
lens that's squarely on your
client, executive and their

768
00:40:17,200 --> 00:40:20,320
organization, not on you.
The mistake people make is,

769
00:40:20,560 --> 00:40:22,720
well, my value is based on our
capability.

770
00:40:22,720 --> 00:40:25,160
It's not.
It's based on what your

771
00:40:25,160 --> 00:40:28,440
capabilities can do to
accelerate the performance of

772
00:40:28,440 --> 00:40:31,360
your client and mitigate those
critical risks that they're

773
00:40:31,360 --> 00:40:33,560
trying to navigate, those that
they see or don't even see.

774
00:40:34,280 --> 00:40:36,160
That's the way you articulate
value.

775
00:40:36,400 --> 00:40:38,880
It's not about you or your
product.

776
00:40:39,080 --> 00:40:42,960
It's about performance and it's
about accelerating or mitigating

777
00:40:42,960 --> 00:40:46,640
the risks or the opportunities
if it's good or bad that you

778
00:40:46,640 --> 00:40:51,080
have the ability to impact.
That's powerful, that's really

779
00:40:51,080 --> 00:40:52,720
good.
That's a good thought process.

780
00:40:52,720 --> 00:40:54,920
I mean, I mean, that's, that's
gold right there.

781
00:40:55,240 --> 00:40:58,800
You know, when you're trying to
close these value or the value

782
00:40:58,800 --> 00:41:02,440
gap and you're presenting your
differentiators, some of the

783
00:41:02,440 --> 00:41:08,440
ways you do that is through
storytelling and talk about, you

784
00:41:08,440 --> 00:41:11,920
know, making the customer the
hero in the journey while you

785
00:41:11,920 --> 00:41:15,240
act as the mentor.
You know, in the practical sense

786
00:41:15,240 --> 00:41:20,160
of how does you phrasing bridge
the emotional gap between a dry

787
00:41:20,160 --> 00:41:21,960
business case and a compelling
vision?

788
00:41:22,720 --> 00:41:25,400
When you make it about you, what
you're doing is you're making it

789
00:41:25,400 --> 00:41:27,240
personal.
You're making it about the

790
00:41:27,280 --> 00:41:30,560
things that that executive owns,
the initiatives that they're

791
00:41:30,560 --> 00:41:32,600
accountable for, the performance
that they're going to be

792
00:41:32,600 --> 00:41:34,280
measured on.
That's what gets their

793
00:41:34,280 --> 00:41:37,080
attention.
Otherwise, if it's not about me

794
00:41:37,200 --> 00:41:39,960
and my performance or the
organizational performance that

795
00:41:39,960 --> 00:41:43,160
I lead, then it's easy for me to
disconnect and it's easy for

796
00:41:43,160 --> 00:41:46,200
things to sound like they're not
very important because then it's

797
00:41:46,200 --> 00:41:48,600
a priority prioritization
discussion for me, right?

798
00:41:48,840 --> 00:41:51,000
I know as an executive the
things that are going to move

799
00:41:51,240 --> 00:41:53,880
the organizational performance
because I also know the things

800
00:41:53,880 --> 00:41:57,480
that move my comp, right?
There's a very Direct Line

801
00:41:57,480 --> 00:42:00,360
between organizational
performance and executive

802
00:42:00,360 --> 00:42:03,400
compensation.
And shockingly, executives

803
00:42:03,400 --> 00:42:05,120
behave like they're compensated
to behave.

804
00:42:05,120 --> 00:42:08,600
No big surprise there.
Just like everybody, you know

805
00:42:08,600 --> 00:42:12,480
that that that watches these
sessions, they're all sales

806
00:42:12,480 --> 00:42:14,280
leaders that know exactly how
they're comped.

807
00:42:14,560 --> 00:42:16,840
And that behavior is going to be
determined by that comp

808
00:42:16,840 --> 00:42:19,320
structure.
And so that value wedge and that

809
00:42:19,320 --> 00:42:23,240
you framing has to be aligned to
the things that drive value for

810
00:42:23,240 --> 00:42:26,600
the organization, which by
default enables that C level

811
00:42:26,600 --> 00:42:29,240
executive to gain the
compensation that they're owed.

812
00:42:29,880 --> 00:42:31,160
Yeah, no, that that's really
good.

813
00:42:31,160 --> 00:42:35,440
So weaving in some some stories
about, you know, how they're

814
00:42:35,440 --> 00:42:40,400
going to be able to be the hero
by solving these problems are

815
00:42:40,400 --> 00:42:43,440
are really good.
That's really good to put them

816
00:42:43,440 --> 00:42:45,880
in that position when they're
listening to how this is going

817
00:42:45,880 --> 00:42:47,960
to help them achieve their
goals.

818
00:42:48,200 --> 00:42:50,120
Not your goals, their goals,
right?

819
00:42:50,120 --> 00:42:52,760
It's always about them, not
about us, right?

820
00:42:52,760 --> 00:42:57,960
We got to remember that the
decision making process is quite

821
00:42:57,960 --> 00:43:00,840
complex when you think about it.
There's lots of elements of the

822
00:43:00,840 --> 00:43:03,920
decision making process.
And I think what's interesting

823
00:43:03,920 --> 00:43:06,560
about this is, you know,
there's, there's, there's

824
00:43:06,560 --> 00:43:09,040
emotion involved, there's a
logic involved, There's all

825
00:43:09,040 --> 00:43:11,600
kinds of things about maybe if
you could talk a little bit

826
00:43:11,600 --> 00:43:16,680
about what sellers need to
understand and what tactics can

827
00:43:16,680 --> 00:43:20,000
they use to close a deal through
understanding these elements of

828
00:43:20,000 --> 00:43:23,080
decision making.
I'll tell you at the executive

829
00:43:23,080 --> 00:43:26,960
level, the most important thing,
and it's a simple thing, but

830
00:43:26,960 --> 00:43:29,760
it's a thing that's ignored
almost all the time,

831
00:43:29,760 --> 00:43:34,760
unfortunately, is you have to
anchor on the biggest risk that

832
00:43:34,760 --> 00:43:37,880
is going to impact the
performance of that executive in

833
00:43:37,880 --> 00:43:41,040
the context of the
organizational accountabilities

834
00:43:41,040 --> 00:43:43,320
that they have.
It's the most important thing

835
00:43:43,320 --> 00:43:46,480
because risk is the only thing
that gets elevated up in terms

836
00:43:46,480 --> 00:43:48,640
of importance.
Everything else will get

837
00:43:48,640 --> 00:43:52,960
delegated and pushed out.
You know, if there's and, and

838
00:43:52,960 --> 00:43:55,880
that risk is the most important
thing because the risk is the

839
00:43:55,880 --> 00:43:59,000
one thing that can derail an
earnings call.

840
00:43:59,000 --> 00:44:01,760
It can derail performance of an
organization, it can derail a

841
00:44:01,760 --> 00:44:05,040
career.
If I'm an executive and it took

842
00:44:05,040 --> 00:44:09,080
me 25 years to get to that role,
my goal is to stay in that role.

843
00:44:09,600 --> 00:44:12,320
And what that means is I got to
manage all of the risks that I

844
00:44:12,320 --> 00:44:15,800
see and those that I don't see.
So I got to depend on strategic

845
00:44:15,800 --> 00:44:17,560
partners to help me see the
unseen.

846
00:44:18,640 --> 00:44:22,960
So understanding those risks are
key in this process, but when

847
00:44:22,960 --> 00:44:26,320
you're, you know, kind of when
you're presenting what you can

848
00:44:26,320 --> 00:44:29,640
do to help them manage those
risk, you're really hitting on

849
00:44:29,640 --> 00:44:32,640
like their emotions, like, you
know, because it's a decision

850
00:44:32,640 --> 00:44:35,200
they got to deal with.
You also, you know, you want to

851
00:44:35,200 --> 00:44:38,880
like, I guess contrast the, you
know, the positive, negative

852
00:44:38,880 --> 00:44:42,840
things or show some visuals that
to make them think like, because

853
00:44:42,840 --> 00:44:45,360
there's a journey they have to
go through to make a ultimate

854
00:44:45,360 --> 00:44:47,440
decision.
This isn't just like, OK, yeah,

855
00:44:47,440 --> 00:44:48,840
I'd like your product.
I'm done.

856
00:44:49,040 --> 00:44:51,880
No, you there's a little more
process involved to to make

857
00:44:51,880 --> 00:44:54,920
somebody really feel like, OK,
they want to make that decision.

858
00:44:54,920 --> 00:44:58,280
And I think there's a lot of
elements in that showing them

859
00:44:58,560 --> 00:45:01,440
the path to to success is how to
do it right.

860
00:45:02,160 --> 00:45:03,760
There's no question about it.
And you touched on something

861
00:45:03,760 --> 00:45:06,360
that's important.
It's the contrast between the

862
00:45:06,360 --> 00:45:09,080
environment that they're
currently operating in and the

863
00:45:09,080 --> 00:45:12,520
environment they aspire to be in
some point in the future.

864
00:45:12,960 --> 00:45:17,280
That sales leader has to be
helping them understand that the

865
00:45:17,280 --> 00:45:22,840
challenges of today are so
egregiously difficult and you

866
00:45:22,840 --> 00:45:25,560
can't stand still because the
Mack truck is coming.

867
00:45:25,800 --> 00:45:28,560
And if you're standing still,
it's going to be, it's not going

868
00:45:28,560 --> 00:45:30,680
to be pretty.
So what you've got to do is

869
00:45:30,680 --> 00:45:32,560
you've got to demonstrate some
motion.

870
00:45:32,800 --> 00:45:35,880
Most clients don't know what
that motion is or needs to be

871
00:45:35,880 --> 00:45:37,800
because maybe they've never done
it before.

872
00:45:38,080 --> 00:45:40,360
And that's where your sales
pitch and it goes to your point

873
00:45:40,360 --> 00:45:43,040
around the visual.
It's describing whether it's a

874
00:45:43,040 --> 00:45:46,040
story or a visual.
Here's what it looks like today

875
00:45:46,040 --> 00:45:49,240
for your, your consider let's
say you're, let's say you're

876
00:45:49,240 --> 00:45:52,560
talking to a hospital and you're
talking about new technology

877
00:45:52,560 --> 00:45:55,080
that's going to drive better
patient engagement and patient

878
00:45:55,080 --> 00:45:56,360
care.
You don't want to talk about,

879
00:45:56,360 --> 00:45:59,360
hey, we got a cool portal and we
got these cool little chat bots.

880
00:45:59,680 --> 00:46:02,240
No, you want to talk Here's what
your patient deals with today.

881
00:46:02,240 --> 00:46:04,960
They'd spend 5 months trying to
get an appointment.

882
00:46:04,960 --> 00:46:08,080
Then you come into the doctor's
office and they got 900 pages

883
00:46:08,080 --> 00:46:10,640
that they got to fill out on a,
on a, you know, flip chart

884
00:46:10,640 --> 00:46:13,440
somewhere and.
And then they get passed on to

885
00:46:13,440 --> 00:46:16,680
their friend and their friend
and their other doctor friend

886
00:46:16,680 --> 00:46:19,000
before they finally get to the
person's going to help them.

887
00:46:19,200 --> 00:46:21,000
There you go.
And then so that's that's the

888
00:46:21,000 --> 00:46:22,800
current environment, the status
of our current.

889
00:46:23,360 --> 00:46:25,080
Health care system, right?
There, well, there you go.

890
00:46:25,280 --> 00:46:27,960
And and that's any executive
understands because they've all

891
00:46:27,960 --> 00:46:31,800
been patients, they can identify
with that situational context.

892
00:46:32,120 --> 00:46:36,320
And then you paint the picture
of in the new world or post this

893
00:46:36,360 --> 00:46:39,160
effort, here's what patient
engagement is going to be.

894
00:46:39,160 --> 00:46:41,560
It's going to be an automatic
outreach to them.

895
00:46:42,640 --> 00:46:43,920
Appointments already going to be
set.

896
00:46:43,920 --> 00:46:46,480
We know they like coming in on a
Saturday morning or a Friday

897
00:46:46,480 --> 00:46:48,760
afternoon.
That's the intelligence of the

898
00:46:48,760 --> 00:46:51,840
system that now is going to
preemptively engage that

899
00:46:51,840 --> 00:46:55,480
patient, route them directly to
that physician or a clinical

900
00:46:55,480 --> 00:46:58,600
care office that is going to be
aligned to their knee.

901
00:46:59,320 --> 00:47:02,920
But it's at contrast in what
happens that becomes memorable

902
00:47:02,920 --> 00:47:05,080
because they got to go back to
the example of your chief

903
00:47:05,080 --> 00:47:07,040
procurement officer.
He doesn't know anything about

904
00:47:07,040 --> 00:47:09,440
patient care.
That's not his job, but he can

905
00:47:09,440 --> 00:47:12,680
easily tell that story.
You can easily you connect with

906
00:47:12,680 --> 00:47:15,240
executives they here's how
different that's going to be.

907
00:47:15,520 --> 00:47:17,400
Yeah, and you've emotionally
connected with them at that

908
00:47:17,400 --> 00:47:19,480
point too, in that scenario.
That's really good.

909
00:47:19,520 --> 00:47:24,040
You know, another another way
that you described the buying of

910
00:47:24,080 --> 00:47:27,920
a of a product and services and
reason why you're helping them

911
00:47:28,000 --> 00:47:30,680
kind of address a risk or and
mitigate something.

912
00:47:31,040 --> 00:47:34,680
There's this concept of
leveraging the prospect theory

913
00:47:34,680 --> 00:47:39,440
and, and it's this Nobel Prize
winner, Daniel Common conman.

914
00:47:40,240 --> 00:47:45,360
He found that people value
avoiding a loss twice as much as

915
00:47:45,360 --> 00:47:48,240
an equivalent gain.
And how should a seller

916
00:47:48,240 --> 00:47:53,240
articulate the cost of inaction
and tap into the psychology

917
00:47:53,240 --> 00:47:56,960
without surrounding, you know,
sounding overly negative if

918
00:47:56,960 --> 00:48:01,240
presenting inaction is, you
know, not the best?

919
00:48:01,240 --> 00:48:03,120
And that's why you want to make
this decision.

920
00:48:03,640 --> 00:48:06,680
Yeah, it's a great point.
And Daniel Kahneman viewed this.

921
00:48:06,720 --> 00:48:09,560
In fact, he was a sociologist
that won the Nobel Prize in

922
00:48:09,560 --> 00:48:11,320
economics.
But because of that decision

923
00:48:11,320 --> 00:48:13,960
theory focus and there's
research was very much focused

924
00:48:13,960 --> 00:48:17,440
on a simple truth.
They said, look, risk is

925
00:48:17,440 --> 00:48:21,680
immediate, so you get compelling
interaction immediately.

926
00:48:22,480 --> 00:48:28,000
An opportunity or a future event
is at some point into the

927
00:48:28,000 --> 00:48:29,520
future.
It may never happen.

928
00:48:29,520 --> 00:48:31,320
If it happens, it could be
protracted.

929
00:48:31,840 --> 00:48:35,480
So the sense of loss is
associated with risk, which is

930
00:48:35,480 --> 00:48:38,480
immediate.
The opportunity of a gain is

931
00:48:38,480 --> 00:48:41,680
some point into the future.
If I'm an executive, I'm I may

932
00:48:41,680 --> 00:48:44,600
not be around to get that gain 3
years from now, or two years

933
00:48:44,600 --> 00:48:48,520
from now, or even 6 months from
now if I don't manage the risks

934
00:48:48,720 --> 00:48:50,640
that are immediate.
So what would that?

935
00:48:50,640 --> 00:48:52,120
Look like.
What would that look?

936
00:48:52,120 --> 00:48:54,760
Like Rohil, when you when you if
you're going to present that,

937
00:48:54,760 --> 00:48:57,520
it's kind of a scenario.
Do you have an example of what

938
00:48:57,520 --> 00:49:00,280
that could sound like to?
You know customer.

939
00:49:00,680 --> 00:49:03,040
So I'll, I'll tell you.
So you know, I, I do a lot of

940
00:49:03,040 --> 00:49:05,360
work in banking.
So let's look at a situation

941
00:49:05,360 --> 00:49:07,080
with, you know, wealth
management.

942
00:49:07,360 --> 00:49:11,800
So today, if you look at the
data just in the US, the baby

943
00:49:11,800 --> 00:49:15,960
boomer segment of the US is has
somewhere between 80 to $83

944
00:49:15,960 --> 00:49:19,440
trillion of wealth contained
within that that demographic

945
00:49:19,440 --> 00:49:21,480
group.
That's a ton of money and that

946
00:49:21,480 --> 00:49:24,520
concentration of wealth will
never happen again in multiple

947
00:49:24,520 --> 00:49:27,560
lifetimes.
So if I'm leading wealth

948
00:49:27,560 --> 00:49:29,960
management for, let's say, a
large bank or wealth management

949
00:49:29,960 --> 00:49:34,440
firm, I need to understand how
much of that money is moving

950
00:49:34,480 --> 00:49:37,000
every year.
According to the research, Baby

951
00:49:37,000 --> 00:49:41,520
boomers are going to have about
20, call it 20 to 22 years to

952
00:49:41,520 --> 00:49:43,560
manage the transition of that
wealth.

953
00:49:43,720 --> 00:49:46,920
And that happens when they
retire, when they unfortunately

954
00:49:46,920 --> 00:49:49,840
pass on the fact of life.
Well, then their assets get

955
00:49:49,840 --> 00:49:51,360
transitioned to their
beneficiaries.

956
00:49:51,760 --> 00:49:53,760
Yeah.
If I'm in wealth Management

957
00:49:53,760 --> 00:49:56,560
Today, if I'm a managing
director of an organization's

958
00:49:56,560 --> 00:50:02,080
wealth management firm and I
have no idea who the, let's say,

959
00:50:02,200 --> 00:50:05,120
Sean, I don't know who your kids
are and you're a high net worth

960
00:50:05,120 --> 00:50:07,600
individual.
Well, how do I actually engage

961
00:50:07,600 --> 00:50:09,440
you then?
How do I know you should be

962
00:50:09,440 --> 00:50:12,120
somebody I'm engaging?
Because I don't even know that

963
00:50:12,120 --> 00:50:14,520
you've got X amount of money and
it's going to transition to

964
00:50:14,520 --> 00:50:16,360
your, your, you know,
dependence.

965
00:50:16,800 --> 00:50:19,920
And So what do I do?
I wait for you to, to, to

966
00:50:19,920 --> 00:50:23,240
transition the money and then it
goes to your sons and daughters.

967
00:50:23,240 --> 00:50:25,880
And all of a sudden I'll be
lucky if they come to me because

968
00:50:25,880 --> 00:50:30,040
it's all chance unless I change
that and say, look, I know

969
00:50:30,040 --> 00:50:32,200
that's the dynamic of what's
happening in wealth management.

970
00:50:32,480 --> 00:50:36,280
So what am I doing to gain
intelligence around my current

971
00:50:36,280 --> 00:50:38,960
customer base?
The customer segments I want to

972
00:50:38,960 --> 00:50:40,640
go after, Like I live in
Chicagoland.

973
00:50:40,880 --> 00:50:44,800
Winnetka is one of the the most
affluent suburbs in the US, in

974
00:50:44,800 --> 00:50:48,440
fact, in Illinois as well.
So if I have 5 clients in

975
00:50:48,440 --> 00:50:51,280
Winnetka, which is the North
Shore of Chicago bordering Lake

976
00:50:51,320 --> 00:50:54,520
Lake, MI, and I know they have
this kind of a profile.

977
00:50:54,800 --> 00:50:57,760
I want to do a quick pull of
everybody else in the zip code

978
00:50:57,760 --> 00:50:59,680
who has a similar demographic
profile.

979
00:51:00,520 --> 00:51:03,280
And then I want to do some
targeted outreach and say, look,

980
00:51:03,680 --> 00:51:06,520
we're helping organization,
we're helping clients like you

981
00:51:07,240 --> 00:51:10,360
do this to manage, sustain and
grow wealth and transition that

982
00:51:10,360 --> 00:51:12,280
wealth.
We'd love to talk to you about

983
00:51:12,280 --> 00:51:14,360
how we can help you do the exact
same thing.

984
00:51:14,680 --> 00:51:18,240
But there's a level of, I would
call it hyper personalized

985
00:51:18,240 --> 00:51:19,960
outreach.
You know the segment, you know

986
00:51:19,960 --> 00:51:22,040
what they're behaving, you know
how they need to behave.

987
00:51:22,640 --> 00:51:25,840
Those are things that allow you
to start to be much more

988
00:51:25,840 --> 00:51:30,040
thoughtful about what is now
notice and not none of this in

989
00:51:30,040 --> 00:51:33,320
the last four or five minutes I
didn't talk about great, you

990
00:51:33,320 --> 00:51:38,520
know, investment return or 5%
interest versus 8% on bond.

991
00:51:38,760 --> 00:51:42,120
I'm not talking about the stuff
or the mechanics of the products

992
00:51:42,120 --> 00:51:44,520
and services that a wealth
management firm has.

993
00:51:44,880 --> 00:51:47,680
I'm talking about, do I
understand where the market is

994
00:51:47,680 --> 00:51:50,920
moving and where that risk is
associated with people who have

995
00:51:50,920 --> 00:51:54,040
the concentration of wealth that
are ideally my target clients?

996
00:51:54,960 --> 00:51:58,240
And helping them understand
that, you know, by making a

997
00:51:58,240 --> 00:52:01,840
decision now, they don't take
the risk or they could, they

998
00:52:01,840 --> 00:52:05,040
don't have to, you know, be at
a, you know, have exposure

999
00:52:05,040 --> 00:52:06,400
really to their wealth.
Exactly.

1000
00:52:06,720 --> 00:52:09,400
They they get to achieve what
they want to have, which is

1001
00:52:09,520 --> 00:52:11,640
potentially passing on that
generational wealth.

1002
00:52:12,000 --> 00:52:13,520
Yeah, that's exactly what it's
all about.

1003
00:52:13,880 --> 00:52:16,440
That's good.
You know, we'll also talk about

1004
00:52:16,600 --> 00:52:20,280
telling details versus
superlatives in a presentation.

1005
00:52:20,480 --> 00:52:23,240
You know, research shows that
telling details, buyer focused

1006
00:52:23,240 --> 00:52:27,000
and specific data outperforms
general superlatives in

1007
00:52:27,000 --> 00:52:28,760
credibility and likelihood to
purchase.

1008
00:52:28,760 --> 00:52:33,320
So, can you share an example of
how specific detail can be can

1009
00:52:33,320 --> 00:52:36,800
mitigate a buyer's fear of
implementation risk?

1010
00:52:37,520 --> 00:52:39,880
You know, again, this, this is a
critical point because what it

1011
00:52:39,880 --> 00:52:42,600
does is don't hit me with
motherhood and apple pie

1012
00:52:42,600 --> 00:52:44,360
statements.
Don't give me with generality.

1013
00:52:44,440 --> 00:52:46,520
Oh, we've helped a lot of
organizations save a lot of

1014
00:52:46,520 --> 00:52:47,800
money.
That means nothing.

1015
00:52:48,280 --> 00:52:50,720
And anybody can say that because
they're not saying anything.

1016
00:52:51,080 --> 00:52:53,360
What you want to be able to say
is, look, Rohit, we know

1017
00:52:54,080 --> 00:52:56,640
subscriber engagement is
extremely important to you.

1018
00:52:56,640 --> 00:53:00,400
In fact, we've helped
organizations retain subscribers

1019
00:53:00,400 --> 00:53:04,680
anywhere from X to Y percent and
that's generated subscription

1020
00:53:04,680 --> 00:53:07,800
growth of A to B dollars.
You want to give a range of

1021
00:53:07,800 --> 00:53:12,960
value that's meaningful, that's
specific, that's I call it.

1022
00:53:13,120 --> 00:53:16,680
You have to help the executive
size, the prize, help them

1023
00:53:16,680 --> 00:53:19,840
understand the impact of what it
is that you can generate and the

1024
00:53:19,840 --> 00:53:23,480
value of what that is.
Generalities and what I call

1025
00:53:23,480 --> 00:53:26,360
motherhood and apple pie
commitments mean nothing because

1026
00:53:26,360 --> 00:53:29,880
you're not seeing a thing.
Yeah, now that's, that's good.

1027
00:53:29,880 --> 00:53:32,880
Be specific.
Give them the the focus details

1028
00:53:32,880 --> 00:53:36,600
of of the the solution and how
it's going to help them.

1029
00:53:36,800 --> 00:53:39,440
That helps them instead of just
saying, hey, we can do this like

1030
00:53:39,440 --> 00:53:41,440
anybody else.
Yeah, I get that's a great

1031
00:53:41,440 --> 00:53:42,960
point.
And I think a lot of people get

1032
00:53:42,960 --> 00:53:47,600
caught in that trap and not
really articulating the value

1033
00:53:47,720 --> 00:53:50,040
and and the the proposition of
that that they have for the

1034
00:53:50,040 --> 00:53:55,240
buyer.
Reframing emotional anchors that

1035
00:53:55,360 --> 00:54:00,160
are sometimes you don't, you
don't know these anchors exist

1036
00:54:00,160 --> 00:54:03,840
when you're going into a
presentation, you know, these

1037
00:54:03,840 --> 00:54:09,120
are these deep bed embedded, you
know, emotional biases, so to

1038
00:54:09,120 --> 00:54:14,200
speak, that CFO or CEO may have
for a particular reason.

1039
00:54:14,200 --> 00:54:18,440
So when a prospect is
emotionally anchored to a risk

1040
00:54:18,640 --> 00:54:24,080
like fear or fail a failure,
rational and logic often fail.

1041
00:54:24,120 --> 00:54:27,480
What is your process for using
metaphors and analogies to

1042
00:54:27,480 --> 00:54:30,000
reframe the emotional objections
during a pitch?

1043
00:54:30,560 --> 00:54:33,160
Well, I'll tell you, it's, it's
all centered on the theme that

1044
00:54:33,160 --> 00:54:36,520
we've been talking about today,
which is this whole idea.

1045
00:54:36,520 --> 00:54:39,840
If you have to align to risk,
you're right, you may not

1046
00:54:39,840 --> 00:54:42,760
understand the baggage, the
history of what that executive

1047
00:54:42,760 --> 00:54:45,960
has to deal with or has dealt
with, and that's OK.

1048
00:54:45,960 --> 00:54:48,880
You're not supposed to be, you
know, a mind reader, but what

1049
00:54:48,880 --> 00:54:52,720
allows you to align to that and
understand it in the right way

1050
00:54:53,080 --> 00:54:57,440
is you've got to align to the
risks that are represented for

1051
00:54:57,440 --> 00:54:59,360
that organization and for that
executive.

1052
00:54:59,600 --> 00:55:03,240
The more you align to the risk,
the more you can kind of

1053
00:55:03,240 --> 00:55:06,800
dovetail into whatever bias they
have because their bias is going

1054
00:55:06,800 --> 00:55:08,800
to be, how the heck do I
mitigate that risk?

1055
00:55:08,840 --> 00:55:11,480
Or I got burned before, I don't
want to get burned again.

1056
00:55:11,760 --> 00:55:14,200
You may not know that past
history, and that's OK, But if

1057
00:55:14,200 --> 00:55:16,760
you're aligning to the risk,
that's the biggest risk that can

1058
00:55:16,760 --> 00:55:20,320
derail their performance.
By default, you come in in a way

1059
00:55:20,560 --> 00:55:23,880
that is aligned to the way that
they're thinking that they've

1060
00:55:23,880 --> 00:55:26,880
got to mitigate that focus.
And they're waiting for someone

1061
00:55:26,880 --> 00:55:29,640
to help them.
They're waiting for someone to

1062
00:55:29,680 --> 00:55:30,560
help.
Yeah.

1063
00:55:30,880 --> 00:55:32,560
And, and, and it's, it's oh, my
God.

1064
00:55:32,560 --> 00:55:35,360
He gets it or she gets it.
That's exactly the issue I'm

1065
00:55:35,360 --> 00:55:37,280
focused on now.
I'm paying attention.

1066
00:55:37,760 --> 00:55:40,880
He gets me there.
You.

1067
00:55:41,480 --> 00:55:43,480
Go.
All right, right here.

1068
00:55:43,520 --> 00:55:47,120
We're kind of winding down here.
Rohil, I really appreciate your

1069
00:55:47,120 --> 00:55:50,080
time today.
But the last couple here were

1070
00:55:50,080 --> 00:55:53,880
these real simple ones.
What are the three deadly sins?

1071
00:55:53,920 --> 00:55:57,760
You know, when we talk about the
three deadly sins of messaging,

1072
00:55:57,800 --> 00:56:02,080
what are they?
Make it about you, make it

1073
00:56:02,080 --> 00:56:07,800
generic and have no compelling
follow up or action that's

1074
00:56:07,800 --> 00:56:10,240
engaging or inside the The
challenge is you have to be

1075
00:56:10,240 --> 00:56:12,760
insightful, you have to be
provocative, you have to be

1076
00:56:12,760 --> 00:56:15,400
precise.
That's right, that's right.

1077
00:56:15,800 --> 00:56:16,840
I love it.
I love it.

1078
00:56:17,120 --> 00:56:20,720
Well, hey, if anybody listening
wants to level up, get their

1079
00:56:20,720 --> 00:56:25,560
game on and and learn some more,
I guess sales tactics and, and

1080
00:56:25,560 --> 00:56:27,480
become a better sales
professional.

1081
00:56:27,840 --> 00:56:30,600
How can listeners learn more
about sales training that you

1082
00:56:30,600 --> 00:56:32,120
provide through corporate
Visions?

1083
00:56:32,960 --> 00:56:35,520
Well, Corporate Visions is 1.
I would say it's one of the best

1084
00:56:35,520 --> 00:56:39,560
organizations I've come across
in terms of their IP and their

1085
00:56:39,560 --> 00:56:41,120
approach.
And it's very pragmatic.

1086
00:56:41,120 --> 00:56:44,800
It's not about theory alone.
It's about how does theory

1087
00:56:44,800 --> 00:56:47,440
integrate into practice and
drive results.

1088
00:56:48,400 --> 00:56:51,560
And I would encourage anybody to
take, you know, reach out to

1089
00:56:51,560 --> 00:56:55,080
Corporate Visions,
corporatevisions.com is the is

1090
00:56:55,080 --> 00:56:59,680
the web page and just, you know,
highlight a request and folks

1091
00:56:59,680 --> 00:57:02,120
will be eager to get back to you
and figure out ways that we can

1092
00:57:02,120 --> 00:57:04,600
help you guys increase and drive
performance.

1093
00:57:05,480 --> 00:57:07,320
Yeah, this is really good.
Rohil.

1094
00:57:07,320 --> 00:57:09,320
Thank you for coming on the show
today.

1095
00:57:09,520 --> 00:57:13,040
Like again, the sales training
that I experienced through

1096
00:57:13,040 --> 00:57:15,760
Corporate Visions with you was
just amazing.

1097
00:57:16,200 --> 00:57:20,920
Learned so much more than I, you
know, already kind of knew.

1098
00:57:20,920 --> 00:57:22,960
Obviously, I mean, everyone can
learn, right?

1099
00:57:22,960 --> 00:57:25,840
We all start continuingly,
continuously learning.

1100
00:57:26,160 --> 00:57:29,560
And you made me think about a
lot of different aspects of the

1101
00:57:29,560 --> 00:57:34,080
sales process and especially in
this new age of AI and how to

1102
00:57:34,080 --> 00:57:37,720
use these tools to become a
better sales executive.

1103
00:57:37,720 --> 00:57:41,520
That's the big thing that it
really helped me when I walked

1104
00:57:41,520 --> 00:57:44,640
away and thinking about the
unconsidered, you know,

1105
00:57:44,640 --> 00:57:48,320
challenges and risks that
executives have that we can help

1106
00:57:48,360 --> 00:57:52,080
identify what those are and
mitigate those risks.

1107
00:57:52,080 --> 00:57:55,000
That was a big take away that I
thought, OK, this is really

1108
00:57:55,000 --> 00:57:57,160
good.
So, but I really appreciate you

1109
00:57:57,280 --> 00:58:00,240
coming on the show today and
we're looking forward to getting

1110
00:58:00,240 --> 00:58:03,680
this out in the coming days.
And really thank you.

1111
00:58:03,800 --> 00:58:06,800
It's all for everything you had.
I appreciate, I appreciate that,

1112
00:58:06,800 --> 00:58:09,600
Sean, you take the take, take
care and and hopefully we'll

1113
00:58:09,600 --> 00:58:11,560
talk soon again.
Thanks for listening and

1114
00:58:11,560 --> 00:58:13,880
watching the show.
If you enjoyed the show then

1115
00:58:13,880 --> 00:58:16,600
please share it with your
friends and coworkers on social

1116
00:58:16,600 --> 00:58:18,760
media and tell somebody in
person.

1117
00:58:19,240 --> 00:58:21,080
Thanks for being with us, ET
Nation.