Podcast episode
Hall of Fame: Charles Muhlbauer
30 Minutes to President's Club26 Aug 202430 min
Description
FOUR ACTIONABLE TAKEAWAYS If you say yes to doing something for a prospect and then realize you shouldn’t have offered that, call them to apologize. If you are giving reasons to a prospect for why something they asked for is not the best idea, make those reasons about them and in their best interest. Don't chase tennis balls. Create equal footing by getting something before we just jump to giving. Be a guide, not a servant. Buyers are not looking for us to say yes to everything. Evaluate every ask through “is this actually the best way for the buyer to get what they're looking for?” PATH TO PRESIDENT’S CLUB Founder @ DiscoveryCoach.io Sales Enablement Manager @ AlphaSense Lead Revenue Enablement Manager @ CB Insights Senior Sales Training Manager @ CB Insights RESOURCES DISCUSSED Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
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why we find prospects or prospective clients don't typically work with us or don't typically move forward? Sure. And then you list out those things. Usually there could be timing could be an issue. This is not really a priority, even though you might like what we do, or there could be a budget issue or something like that. “Do you think any of those things might be an obstacle before we decide to move forward?” Or what are your thoughts? So bringing that up early, I find always very helpful. Beautiful. What's number two? So number two is actually sharing the resources that you have to leverage as a sales professional
do what I'm doing to myself right now? Awesome question. So I'm a big fan of Sandler. They have these 49 sales rules. One of their sales rules is don't chase tennis balls. And another way we all like to say it or to translate that is to get before we give. “So if you ask me for something that is reasonable, I'll give like a two-step roadmap.” Number one, give you a short acquiescence or say, yeah, that's something that we can do. And then the second thing I want to do is then create guardrails around that because I can't just do it. It has to be done within certain boundaries.
But as long as you, I like enumerating also. It typically hasn't worked out for one of two or one of three reasons, one this, two that, and then you go for the unreasonable request, which also psychologically, as we all know, it helps. “And that all really enhances the probability. Could a prospect say, no, Charles, your idea is stupid? Sure. But it really decreases that probability of that happening.” I want to recap what you just said. So prospect asks us to do something, and you're like, that's a dumb idea.
Am I getting that right, Charles? A hundred percent, and I want to point out one thing. The reasons that we're giving as to why this hasn't worked out in the past is also in their best interest. “The entire talk track, if you will, is all about them.” Things get lost in translation. You'll think something we're not. You'll think the pricing is set in stone. And so in order for you to even tell me to go fly a kite and to do so confidently, this is not a good use of your time.
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