Hall of Fame: Morgan Melo

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1. 4:39

   they might land before you even get started. Um, but the first question is really the most important question, which is why did you take the call? I don't like just, why did you take the call? No matter how lovely you make it sound. Cause I think it's too open-ended and sometimes you'll find that people will take you very far. “They'll do like that eight minute monologue at the beginning of calls.” We've all been there and it's a problem that you don't even solve. And then you're spending the whole call trying to get them back on track. Um, so instead what I like to do is say, Hey, you know, usually the reason why, you know, folks come to us, request a demo, take my call, whatever it might be, is because they're looking for help with X, Y, or Z.

   In Cold call opener mistakes

2. 16:13

   Yeah. And I think another thing you can ask is just, especially if you're talking to somebody that's not the chief ex-officer, whoever is really going to be the ultimate decision maker here, is you can try to understand from their point of view, like, hey, I know you really want to solve this problem. Right? Like you want total comp statements. “How are you positioning this internally to your org of like why you need this?” Because it's obviously going to be an investment you're looking to tackle, how are you selling this? That gets you on the same side as them. That starts to set you up for that next call of like, how are you going to get that person on your side? How are you going to position this to the other people involved in a way that's going to make sense to them? That's going to sound like a message that they've heard before.

   In Champion identification

3. 17:33

   And it's like, okay, you start to put them on defensive. And what Morgan is doing instead is one of two things. One, she's either giving a story so that they feel comfortable because this problem has happened to other people. And that's what's going to lead them to start talking. Or what she's saying is, I agree with you. “How can I help you justify this to other people in the org?” In other words, how is this starting to get on the minds of other people who aren't just you? And that's really how you're making your champion think bigger as to how this impacts the business's P&L. Yeah, Armand, the other call out there is those two cringe questions you said about how many people have you lost? What's the impact of that?

   In Champion identification

4. 18:57

   So let's say that you're multithreading up, and I might have been meeting with a director-level person, and now I'm meeting with a VP or a CXO-level person. Give us a sense of what does that next call look like as you're looping in power? Yeah, it's a really good question. “So I personally, if they'll do it, I really like to have the champion from the first call” for them to sort of recap what were the top three actual takeaways, if you will, of why your product or service actually matters for them. And so I'll prepare the slides, I'll do like a Google slide presentation, I'll try to do a prep call with them, like a champion sandwich, like I meet with them before and after to

   In Multi-threaded prospecting

5. 19:19

   for them to sort of recap what were the top three actual takeaways, if you will, of why your product or service actually matters for them. And so I'll prepare the slides, I'll do like a Google slide presentation, I'll try to do “a prep call with them, like a champion sandwich, like I meet with them before and after to” prep and debrief, and I'll say, hey, I think these are the three things that I thought you identified as being the most important to the folks that we're talking to today. Does that feel right to you, first of all? So you have like a chance to kind of refine it a little bit and then say, usually it sounds

   In Champion identification

6. 19:50

   Does that feel right to you, first of all? So you have like a chance to kind of refine it a little bit and then say, usually it sounds a little bit more like better coming from you telling your peers why this is a problem at your organization than some outsider that hasn't been around more than 30 minutes and your problems. “Like, would you mind recapping it?” And then I can kind of hop in from there and cover agenda. And that's that's where I like to start. Once they've done that, I like to.

   In Champion identification

7. 25:53

   So it really just depends. And you really have to figure out why are you bringing your VP or whoever on that call? And how can they be the most effective to play to that role so that that mirroring continues to go through? Yeah, one thing that I've observed is it's really critical “that you identify one person to play lead on Discovery.” And the reason for that is that's the person who sort of needs to dictate the flow of questioning and the pacing of the call. But then what you do is if you're really good at multitasking and you do your prep properly, is you assign certain roles to your VP, to your product, what have you. Right.

   In Co-selling roles and handoffs

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