Setting the steps of your Mutual Action Plan (MAP) (Ross Rich, CEO @ Accord)

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1. 10:45

   what the process looks like. Yes, I want to know your features and functionality. Yes, I want to know the pricing, but what's it going to take for me for the next few weeks as I plan out my life on top of, I have a job on top of potentially buying this thing. What is that going to take for me? Who needs to be involved is just super helpful and appreciative and doesn't “feel like you're forcing them down this next step and selling them on the next step. It feels like” they're opting in or not to the evaluation cycle. When you explain that, hey, there's a lot of complexity. Here's the problem. And then you propose a solution. Here's how other folks have solved it before using a map. And then you explain the benefits of it. There's going to be a lot of

   In Campaign offer design

2. 18:50

   live date. You can still say, hey, we know we're going to have to do that stuff later, but they're not getting overwhelmed by those steps earlier in the process. Do I have that right? Yeah. And then the one thing that also was a key learning recently was going back to, and I never used to do this, going back to the things that you completed. “The same reason why you're focusing on those three, we've done these things. It helps add” momentum and that social proof and validation of like, we're doing this stuff. Like this is happening and it's going well. So when you get later, oh, you have all this momentum. If you're not referring back to the things that you've done with them and you don't have that visual social proof, when you're getting looped into a new stakeholder, you can be like, hey, Jessica, I've been working with Nick and Armand for the last three months. Okay,

   In Proof and social proof

3. 19:14

   momentum and that social proof and validation of like, we're doing this stuff. Like this is happening and it's going well. So when you get later, oh, you have all this momentum. If you're not referring back to the things that you've done with them and you don't have that visual social proof, when you're getting looped into a new stakeholder, you can be like, hey, Jessica, I've been working with Nick and Armand for the last three months. Okay, “cool. Is he just saying, no, here are the things that we have done that speak to your internal” challenges and all the right people and meetings that we've had. Oh, wow. We're like in this, we're invested as a potential partner here. Jessica on that call is going to be so much more invested in presence if they know that that's how much time and energy their peers and company have

   In Role-based messaging

4. 20:55

   Another side of the business, it's meeting set, calendar invite goes out, this is what we're looking to accomplish, this is the context, hey, met with Nick, he suggested meeting with you to do this thing, this is why, this is the why we're doing it, and this is where it fits into the process. “The day before or two days before the meeting, hey, I'm sure you had a lot going on, I know this is probably not the number one thing you've been thinking about this week on the Thursday morning, just wanted to send a friendly reminder this, hey, if you were curious to check out our site or this thing, click here for 30 seconds.” You go into that meeting, most of the time, you're going to get the day before, the two days before the thank you, hey, thanks so much, yeah, a lot going on, really looking forward to digging into this. If you're not creating those opportunities to get that context, yeah, nine times out of 10, you're going to go in the meeting, they might say, yeah, I know what's going on, and they're on Slack doing whatever.

   In Reminder timing and channels

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