Podcast episode
Why Executives Ignore Your Sales Pitch (And How to Fix It Fast) | Nate Nasralla
30 Minutes to President's Club20 Nov 202552 min
Description
Buy "Brief and Brilliant' Here Turn executive meetings into closed deals with Nate Nasralla’s 4-sentence framework, one-page business case, and proven tactics to speak the language of leadership and win buy-in fast. 🎙️ACTIONABLE TAKEAWAYS: • Build a 4-Sentence Soundbite: Use Nate’s formula — Because of [shift], now’s the time to [act], to avoid [risk], and unlock [reward] — to frame every deal in language that resonates with decision-makers. • Create a One-Page Business Case: Summarize the priority, problem, approach, outcome, and investment on a single white page using their metrics and internal language — not your logo or jargon. • Write “Through” Your Champion: Every email should be forwardable. Write so your internal contact can easily share your message up the chain with clarity and confidence. • Run Executive Meetings Like a Pro: Set a clear objective, use soundbites as anchors, get problem agreement first, and drive the meeting toward a single decision or blocker removed. RESOURCES DISCUSSED: One Page Business Case 🏋 30MPC Training: 30mpc.com/training
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Every place a page here uses this source, in the order the words come in it.
So let me tease out a couple differences. So in the first one, I was elevating the message up to something that is shifting that Corey, the CEO, is thinking about. Second, I'm using their language. Build the new blue. Imagine that. In-store sidekick-driven experiences. “That's all their language.” And then down below, I'm bringing out the metrics. If we can put numbers and specific numbers that an executive owns inside of the soundbite, that's what's going to land. The bad one. You said things there that like, I don't know, customers are going to be more happy. We're going to avoid declining sales. Our team has to do all these queries and it's hard to see the inventory that's in stock.
It's not the other vendor who does the same thing or is in our space. Yeah, I mean, it reminds me of, it's actually funny, something that Jason Bay said to me when we were doing our cold email prospecting course with him was he said, when you're outbounding, your job is not to try to convince them to change their priorities. “Your job is to figure out what are they already sold on doing, this back to blue thing at” Best Buy. They're sold on that. They're doing that. How do I attach what I sell to the thing they're already sold on? It's way too much work to try to get somebody to change their mind. It's still work to try to get them to buy your thing, but if you can attach to something that they're already sold on, that is how you initiate more deals and move them faster. Correct.
In Prospecting
It's way too much work to try to get somebody to change their mind. It's still work to try to get them to buy your thing, but if you can attach to something that they're already sold on, that is how you initiate more deals and move them faster. Correct. And it's one of the things like as we've had conversations over time that we come back to is there is always a catchphrase or a code name inside of your target accounts. “If you can find that, like back to Jason's point, and you use that language, you've now” cut out multiple sentences from a cold email, multiple minutes of a live conversation because that has built in context already. They know what Build the New Blue is all about. So you just say that, you save yourself a whole bunch of airtime. Today's show was brought to you by 11X, your all-in-one digital GTM team handling creating,
discovery. Are you using this as a recap email, as an agenda for the next meeting? How do you actually introduce this? Yeah, I mean, all of the above. So it starts in, for example, your pre-call research, you can go out and learn about some of the Imagine That campaigns to bring more personalized “experiences in the Best Buy case. So pre-call, that then drives the cold email, which then” sets up the opening minutes of why you're talking to somebody in a live discovery call. As you confirm, you correct, you learn more, then that's going to get rolled into your follow-up email, affordable email, the executive summary, the opening of a demo, the handoff to CS, so on and so forth.
As you confirm, you correct, you learn more, then that's going to get rolled into your follow-up email, affordable email, the executive summary, the opening of a demo, the handoff to CS, so on and so forth. So this is how you, in brief, communicate what's important to the executive, why you “should do a change, what happens if you don't. Anywhere you go in your sales cycle.” Correct. That's right. That's right. You're repeating basically the same soundbite again and again and again in every meeting you have, in the written communications you share, when you finally get in front of the executive, probably in your demo, you're saying this stuff again and again and again, right?
how would increasing that investment change the outcome scenario in the section right above? And so if you really want, you could begin to add a base case and a best case scenario inside of that table alongside of the currency. This is good. So as an executive, I know why this matters to my business, the problem it's solving, how we should solve it, “how we will know if it's working through the target outcomes” or the result that we would like to achieve, and then how much I need to spend in terms of people, resources, dollars, everything. Exactly, and you should be able to get all of that in 60 seconds. And this is why putting it down on paper, one, clarifies, like, do we have a good message? Two, you can attach this to a calendar invite
Or now Armand, the reason why I think this next piece is going to be really important for you, and I'll begin to create little pieces of like conversational glue to pull them back and get them to stick with me in the present, because this will happen a dozen times at least in every executive meeting. What about that feels off? “How do you see things different is such a powerful thing to say to a prospective customer.” It's also really scary because the answer you might get is going to be like some friction there, but they're thinking in any way, and that's like a lot of reps are very, very afraid of the executive challenging like their hypothesis of how this thing is supposed to work, but that dynamic exists regardless of whether or not you ask.