The Ultimate Discovery Call Framework Used by Top 1% Sellers | 30MPC Playbook (Sell)

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1. 7:03

   That thing looks freaking awesome. And what I'm showing is, hey, I know something about you. I did some prep. And since I'm selling advertising, usually these people are wanting to advertise the new stuff that they're launching. And if they get excited and like, yeah, you know, this is a really big launch for us, I'm able to do a little bit of like pre-discovery before we even get into the meeting. “And we start the call on a business small talk tone” rather than me asking them about what the weather's like in Rochester. The second way that you can do this is through what I call the astute observation. I want you to imagine that you're walking into your friend's home and they're cooking a nice dinner for you. And today, duck breast is on the menu. You could walk in and give a very basic compliment, like, wow, that duck breast smells great.

   In Relevance-led cold call openers

2. 12:42

   Like, I got to think about this a little bit. I need to let them know in advance that I'm going to ask them to give me their honest take about should they or should they not keep looking at this thing? So I lay out that PPO and then I ask one more question, which is, does that sound right to you? Is there anything else that you want to cover today? I give them a chance to agree or disagree with that agenda. “Once they give me the thumbs up,” now I can roll into my first discovery question. And that brings us to the meat of the call, where you actually start to uncover problems and suggest solutions to solve those problems. Now, I know everyone probably wants us to jump right into discovery questions. And this is a really common mistake that sellers make

   In Discovery meeting structure

3. 13:09

   and suggest solutions to solve those problems. Now, I know everyone probably wants us to jump right into discovery questions. And this is a really common mistake that sellers make is a lot of times sellers are obsessed with the perfect discovery question, “but you don't even know what question to ask” until you know what problems you're trying to surface or the problems you're trying to get in the first place. And so what we need to do before we start talking about every discovery question you could ask is we actually need to build out a map of problems. In other words, how do you take a prospect from what are they doing today

   In Discovery question design

4. 13:25

   but you don't even know what question to ask until you know what problems you're trying to surface or the problems you're trying to get in the first place. And so what we need to do before we start talking about every discovery question you could ask is we actually need to build out a map of problems. “In other words, how do you take a prospect” from what are they doing today to what's the operational problem that your champion faces to what's the executive problem that their boss is freaking out about to what's the business impact that impacts the entire company. And then once you have those four levels of problems defined,

   In Problem and impact discovery

5. 23:59

   allowed to ask one question per layer, which is preposterous and would make you sound like a total buffoon. Sometimes you need to explore more at the current layer to understand where to take the call from there and which branch of the tree to go down. And so how questions help you explore the current later, whereas why questions help you then go deeper into the tree. “The last thing is you want to make it as easy as possible for your prospect to answer your” question the right way. You want to steer the conversation in the direction of problems that you can actually help solve. And so the tools that you can use to do that are one, include context in your question, and two, use multiple choice to steer them. And what that might sound like is, so Armand, I know we've talked a bit about your billing

   In Discovery question design

6. 25:53

   All right, so step number one is you want to drop into a problem. Ideally, you want to drop your way as deep as possible into the tree and not start at the situational level. 90% of your calls, if you just ask them why they took the call, it'll drop you into the right tree. “And ideally, it'll drop you into a problem.” So the way you ask that is you might say like, hey, Nick, so the way I usually like to start this is, honestly, I have a bunch of reasons why I think you might have joined us today. But I'm curious if you'd just be willing to share like what prompted you to take this call with me in the first place. A couple of things might happen. Number one, they might give you a problem right away,

   In Question-led cold call openers

7. 37:58

   folks are honestly feeling like we're kind of an antiquated tool. But in reality, we've released like six or seven pretty cutting edge things over the last couple of years and we know those just like don't have enough awareness. And so at that point I understood that pipeline was down because of a brand perception problem because of an antiquated view people had of the product. “And I was able to pitch our sponsorships and how we could help with that in a much more” nuanced way than if I just said, okay, pipeline's down. Let me show you how we generate some pipeline. You've got to map the problem bottom to top or top to bottom to have a really nuanced pitch. All right, folks. So we covered all of the questions you can use to navigate your trees from situation all the way down to business impact.

   In Problem and outcome framing

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