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Podcast episode

Hall of Fame: Charles Muhlbauer

30 Minutes to President's Club6 May 202433 min

Description

Four Actionable Takeaways: Ask educated impact q’s like: “Besides X, Y, Z, what else happens because of A?”. Lean on humbling disclaimers before asking the tough questions. Bring the future to the present: let’s pretend you love what you see...what happens next? Disco flow: High level context > raise issues > identify key issue > get a story > impact questions > recap and playback. Charles’ Path to President’s Club: Sr Biz Dev Training Manager at CB Insights Founder at SalesShare RESOURCES DISCUSSED Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training

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  1. And the biggest one that you don't want to miss is our live sales kickoff masterclass. Go to 30npc.com backslash SKO to save your seat. I'll see you there. Let's roll. Charles, welcome back to the show. You know that we start every single episode with your top three actionable takeaways. So let's get your three. Actionable takeaway number one. “It is more important to raise problems that your prospect may or may not have” of asking them to tell you their problems or asking them to uncover their problems for you. One way to do that is to say, as you can imagine, we speak with a lot of X, Y, Z teams on a

    In Belief-based messaging

  2. Sometimes they'll say, you know, I got to bring it depending on the stage of the deal. Let's say it's later stage. I want to bring this to my team and let's say you have a champion. Cool. I totally appreciate that. You want to bring it up to your boss. Out of curiosity, what hesitations do you expect your boss to have about what we talked about today? “What do you anticipate him or her having an issue with?” I also like to do price aside stuff, right? Price aside, assuming you're, let's pretend your boss is cool with the price. What other hesitations do you expect your boss to have aside from price? This way I can bring up any potential impediments sooner rather than later.

    In Authority and decision-maker objections

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