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Importance of a Positive Mindset in Sales | Ryan Lowe

My name is John Gollum from says pop online says magazine and pipeliner CRM, and today I am joined by America’s positive attitude: coach, Ryan, Lowe from New Orleans, Louisiana, hey Dean, Ryan, yeah, excellent, Ryan’s, a motivational speaker, sales, trainer consultant and author who’s. His passion is working with companies and team members to inspire them to create a positive culture and mindset to achieve excellence, and today we’re going to talk about the importance of a positive mindset in sales.

So Ryan, we’re now in August. Right and a lot of salespeople are on a calendar year and you know maybe they’re looking at their quota now and they’re going. What looked like an achievable quota back in January is now looking a bit daunting to them, and maybe all these self-doubts and-and-and negative thoughts are creeping in. So let’s start with people like that, what advice would you give to somebody who’s? Maybe losing hope that they’re going to achieve their quota this year, one of the things that I would suggest is going back and looking at their daily habits.

What are they doing on a daily basis? Are they doing the same thing that they were doing at the beginning of the year and if they are they’re going to get the same exact results so really working out what they do on a daily basis, maybe have to shift their goals just a little bit? I know you can’t shift the quota, but you can say I whether my daily goals, my weekly goals, my monthly goals. You know if I’m only hitting $ 10 a day, I’m going to have to bump it up to 20.

If I’m a you know, if I’m on five appointments a week, I really need to be going on ten appointments a week to hit my numbers. So it’s kind of like at this point. You got to really bump up what you’re doing on a daily basis right and so, and so a lot of it is, is getting back to best practices right and getting back and figure out if you’re doing, because, let’s face it, sometimes when things aren’t going well, You kind of convince yourself you’re doing everything you can, but you realize, if you do what you just talked about, you may realize that maybe you’re not putting their best foot forward.

Yeah, that’s a lot of times. You just got to go back to the basics. You know, are you using your time correct? Are you really hitting the right prospects? Are you just hitting doors just to hit doors? Are you talking to the right decision makers? Are you asking for the business? Are you getting in front of the people that you need to be in front of, but you’re not comfortable or you don’t know how most sales people that, as I call them really don’t know how to ask for the business so they’re full of fear or they They have the mindset that this person can’t afford their product, so they’re not going to really ask and a lot of times if they would just have the confidence and build that confidence that they, when they go into a closing meeting or a network or just any Type of meeting with their client that they’re going to be successful at it.

So what are some of the ways that says people just overall can start to build a better sense of self confidence, because I I agree with you a lot of the times. Let’s face it, you mean salespeople, have been bombarded with negative stereotypes and and all of that – and they tend to often think well all the power lies in the hands of the buyer. So what are some of the ways that they can start to build self-confidence and maybe look at themselves a little differently? One of the things I always doing all my trainings is.

I have all my clients and people that I coach. I have them. You know ten things and I’ve learned this from Brian Tracy. I travel the land doing sales years. So our goal shutting time management prospecting, identifying needs, presentation, skills, closing techniques, how to handle objections, positive attitude and then self development. I always have them pick out their two weakest areas out of those ten.

That’s what you need to work on if you that you’re great at presenting, but you can’t close work on your closing and what I’d say, is: go online, find someone that is great at teaching closing techniques, you could probably go on YouTube. I know that you can buy Google closing techniques, try a couple of them um if you might be great at presenting, but your time management skills might be not where you need them to be, because you’re not getting in front of a knight enough people to present Some books: how to be procrastination by Brian Tracy, there’s a lot of great information out there that once you find your two weakest areas, you can google or go find books or find articles, and that’s why I’d say to start.

So that’s that’s an interesting point because sometimes when, when things aren’t going well people just assume it’s just it’s everything right when, as you say, it could be particular skills or particular areas of the sales process that they’re that they’re falling down on, and I guess this Is an area where sales managers could really come into play if they’re, if they’re good at observing and coaching their people? Well, that’s when I when I, when I trained sales leadership, I tell them to look for those those weakest areas and it’s not a bad thing.

We all have sure, and once you know that and once you know the areas that they need assistance with. That’s some of the things that you can hone in on and then go back to some of the other areas that they’re good at and keep working on. Those so it’s always an evolving process and you just got to stay on top of it daily, weekly, monthly, quarterly and yearly. But as you keep, you know, just getting better and better and better at what you do.

But it’s all about going back and kind of you know coaching yourself, all right man I mean when I first got in sales. I made a lot of friends and sales, but I couldn’t close a thing, but once I learned some closing techniques I would go, and I know that sounds kind of silly you’re staying in front of a mirror. Go. Do it to your wife, your husband, whatever partner and say look, you know you can you listening to this? How does this sound? You know what that works yeah, and I think that I think you right.

You raise a great point too, because sometimes we’re not that we’re not that good at at number one analyzing ourselves and, and then number two is going back and practicing the basics and as you say, I mean it’s something you can do at home. It’s I mean great sports people, I mean somebody told me a story recently about you, know Kobe Bryant, who apparently used to hit the hit the gym at 5:00 a.M.

In the morning and then go to the basketball court and he wasn’t practicing trick shots or fancy Shots he was apparently doing the most basic shot over and over again for hours, because that was the basis of everything and I think there’s a good lesson for all of us. Is that sometimes going back and examining? Oh, you know just going back and making sure you’ve got all the bases covered and finding out maybe the one you’re falling down on and practicing yeah.

My my famous quotes, our famous quote that I’ve heard is be extraordinary and ordinary things do I mean, even here in New Orleans drew brees. I’ve heard stories of him. You know, after winning a game going he’s got his wide receivers out there and they’re just flowing normal passes, cut routes, things of that nature, because those are the little bitty things that you’ve got to get. You know it’s kind of like working out.

You’ve got to have that muscle memory, even when you know your minds being negative and you’ve got all these negative thoughts in you. You know it’s the end of the month, all that kind of stuff. You got a kick in the muscle memory and that’s what I’ll get you yeah get you through, and so what are some of the things that you can do immediately prior? Because you can do all this prep work and then you can maybe come up and you have a sales call, maybe have a meeting with somebody.

Maybe you have an online meeting with them or a phone call or whatever, and a lot of people can defeat themselves in the moments before the meeting, because they just you know, despite all the prep work, they’ve done, all the doubts come back. So what are some of the things you can do to make sure that you go into an engagement with the best mindset possible. I always tell my clients take 10 minutes before you walk in close your eyes sit down for a moment.

It’s kind of like back to sports, yeah, Jack Nicklaus would would imagine and in his mind him making the final putt at the Masters it’s kind of, like you know, Kobe Bryant or some of these other ones they talk about. You know there are always picturing and imagining them winning the game or making the final shot. It’s the same exact thing say: ten minutes before you go in breathe if you’re sitting in your car before you get on a conference, call or whatever and go over your notes and have the attitude that you’re walking in with a great mindset that you are going To be the best answer, the questions that you need need to do overcome their questions and also to getting the sales person mindset.

Out of your mind and saying I’m going in as a consultant and I’m to fix the problems that this my client has, because that’s what it is, a dot work. First of all, like doctors, if you find the problem, everybody buys off of problems. It’s no problem. Once you identify that that that’s half the battle right there and if you can go into a sales or a closing meeting and explain how your feature you know, I use the ofab feature.

Application benefit how this picture works for you, how it applies, how you’re going to be successful with it and here’s the benefit. I really think keeping it simple is the best way to go. Yeah. No, absolutely, and I think, as you say, I mean going in there. Thinking that you’re you’re here to solve some problems, you’re actually you’re writing in to rescue the situation, so that should give you some confidence, yeah, yeah and absolutely so.

What are some other ways that that you can continue to keep a positive mindset, say if you’re in you go in great positive attitude, everything’s going well and then maybe something comes up in the meeting that throws you and I’ve noticed that this is one thing that Happens to a lot of people, you know when they get knocked off their rhythm or their game. Suddenly, as you said, they lose total confidence.

What are some ways of getting yourself back on track? I think about past clients. I think about even wait. Am I speaking business? I get invited to speak at these large conferences and at first that negative mindset comes in oh my gosh, and then I go back and work and think about all the big conferences. I’ve spoken at and say you know what I can do this. You know what it’s going to happen. It’s I’m going to make it great whatever I can do and you got to remember too we all get knocked down.

I mean everybody. I mean I probably knocked down more than you know that I could imagine, and it’s just thinking I know that’s a whole cliche you’ll get back up, but if you think about you’ve gotten back up before you can get back up again and most sales people that Are successful that are great at what they do? They know that they can’t win every single time. You’ve got to go in the mindset of clients.

Just can’t see it. Some clients don’t understand some clients, but if you walk in and leave everything you got at the door and you know you did your best and move on and go to your next client yeah and I think that’s a really important point that you brought up. There is to look at your past track record because you didn’t suddenly become terrible overnight right I mean you, didn’t suddenly just forget everything and not able to do it anymore, and you have successes to look back on and I think those are.

Those are really important that you that you bring them by back into your mind and you go no. I mean I can solve problems here. Maybe I can solve this person’s problem in the end. Maybe we’re not compatible. You know the solution or whatever, but I have been successful, not be successful again and one of the other things I always share with people as well. Not I do this, this kind of hit me I’m a big college football and if I love sports, the things I’m warming to is when I’ve gone through a bad season.

It’s just like sports, my favorite teams. They have a bad season. What do they do? They back the next year win the national championship where they go to the playoffs life’s the same way. You might have a quarter that gosh, don’t matter who you call they don’t answer the phone. You can’t sell anything. Nobody wants to talk to you go to the next quarter. You know what forget back and go in that you.

This is going to be the best quarter and that’s how you’ve got to just tell you got ta have instant instant. You know you forget, you got ta, forget things quickly, it’s that’s what I call it. You’ve got to be able to move on it’s the hardest thing, but at the same time, learn from it and move on and believe me it’s it’s not easy as it sounds, but it does work yeah and I think the important thing in that and it’s a Great point the important thing, and that is that, if you can look and say I did everything I possibly could during that quarter – oh yeah, it didn’t work.

Okay, it’s funny. I didn’t, but I put the effort in now. If I continue to work hard, I put the effort in next quarter, I’m going to have a go quarter, and also you learned what not to do yeah I had bad months a bad quarter or a bad year or whatever it may be. Really not. What was I doing at that time that I, even though I did everything that I thought I could do best? What was I doing that I could take out of that equation? Yeah and it’s funny, because even some of the best people right who are in many ways, a lot of us at times are unconsciously competent right, we’re good at what we do, but we couldn’t actually tell you what it is, and sometimes you have to take.

You know what it is, how we do. Sometimes you got to take a step back and say: look at your, as you said, look at your past successes, but really analyze what made it successful as opposed to just go. Oh well, I was successful, could actually look at it because I don’t think people take enough time out actually to look at what they do that actually leads to success. Yeah if you can take a day, whatever go sit somewhere to library whatever and really map out.

You know what you do great, what some areas that you need to work on. You know you need coaching. Do you need to just go online and read some articles grab some books grab some audio books. I always tell people you really want to get back into a positive mindset. Turn your car, like Brian Tracy, says University on wheels. I learned that years and years and years ago and now with the iPhone and all that it’s so much easier to listen to a YouTube or listen to an audiobook or something and the great thing about that is you’re, going to pick up an idea.

And that idea is going to flourish and that’s going to help you get through the next thing, so it might be. A closing technique might be a time. Management might be a networking technique, whatever it may be. Something’s going to refuel you and that’ll keep you inspired to keep going yeah and I think that’s I don’t. I think, that’s a great point, because there is a temptation when, when things are tough to just go, I just need to get away from all of this.

When, in fact, as you say, what you need to do is actually sit down and really analyze and then feed your mind, I mean a lot of. It is about feeding your mind with with good insights with positive insights yeah, and I tell people also to don’t. Do it just during the negative times, do it through the great times B, habit of getting up early in the morning and reading or at lunch, bringing a book or if you know you got a thirty minute job to our client, be sure you know you’re on Your book set whatever it may be because that’ll keep the momentum going because you never want to fall off the momentum, and then you got back up again.

That’s the hardest thing to do. I mean we go through the year. We take two or three weeks off. You know for Christmas and then all the sudden January first hits and we’re back up and over again, so if you’ve been doing that Christmas time, that’s when they should be claiming the not they wanted January. You know day, one of December start planning you year your goals, what you’re going to have, and in figure out all the different things that you know they’re going to help you be successful.

Absolutely this is we’re bumping up against the end of our time Ryan, but before we go I’d like you to tell people a little bit more about yourself, what you do, your books etc sure you know, as most of you know, my name is Ryan Lowe. I’ve been named by peers and clients by as America’s positive attitude coach, I go around the country speaking at large conferences, sales meeting sales, kickoff meetings.

I also come into organizations and coach, their leadership, sales leadership and their sales teams, and now even their customer service teams, because it’s all about my message – positive productivity through positivity you’ve, got to stay positive. You know through all of these different different sets, and so it’s a big circle, a big area that I cover, but also it’s been really great, so you can check out my book entitled get off your attitude.

I also have another book called glia isms. It’s it’s inspirational quotes and then everything is at either Jeff your attitude, calm or Ryan Sheila, calm, excellent, yeah, no excellent, listen, Ryan! This has been great and I hope, everybody’s taken away some great pointers and get off your attitude get positive you’ve still, if you’re on a calendar year, you’ve still got plenty of time. Just go back.

You look at what you’re doing figure out where maybe you’re falling down start practicing the basics again and and just belief, you’ve done it before you can do it again right. Absolutely all right! Listen thanks! Ryan! My name is John golden says. Pop online says magazine pipeline of CMC offer another expert interview really soon. Thank you.


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Master of Negotiations with Herb Cohen | Sales Expert Insights

My name is John golden from says pop online says magazine and pipeliner CRM and today I’m delighted to be joined by herb Cohen, who is in Brooklyn Heights in New York. Hey turn herb you’re, just fine and herb has for more than three decades or maybe even more he’s been a practicing negotiator intimately immersed in in some of the world’s leading, like headline dramas from hostage hostile takeovers, hostile hostage negotiations, your clients have been executives, entrepreneurs, sports Theater, the glut corporations, government agencies and you’ve written a number of books on the subject of negotiation, so so herb, I, you are a definitive resource on negotiations and I’m sure you’ve forgotten more about negotiations than most people will ever know in their lifetime.

Right. Yes, although so what are some of the when people come to negotiate in the first place, I don’t think negotiations are something that comes naturally to most people. I mean a lot of us think, maybe that we’re good negotiators, but we don’t really know what we’re doing. What are some of the mistakes that people make when they approach negotiations in the first place? Well, initially, they believe that it is something that’s very narrow, they see it, they use the metaphor of the pie and they think well, here’s a pie with 12 slices, and if I get six, they get six I’m going to try to get eight and hold them Off so they see it as a competitive game and that’s really not what it is.

Actually, you know, if you take the pie metaphor I may like the crust, then you may like the apple and he’s like inside, and so you can generally work things out or both sides gain in both sides benefit yeah. So so I mean I could just saying they’re so but – and I think that’s true and I think that’s unfortunately true business and life – that people tend to look at things as finite as opposed to you know, there’s enough there for everyone, but also tell me people Do people generally very few people love the negotiations? Phase right negotiating is something that’s learned.

I didn’t start out as a negotiator, you learn it it’s a skill that you will acquire and the way you acquire it is by practicing it probably. The first things that people should remember is that virtually everything is negotiable. Thing is the product of a negotiation. That’s how it came about a price thing about like Tiffany’s, would you say gee it’s going to go stated Tiffany’s? Oh my god. You know it’s like untouchable.

It’s holy ground. Yet how did they establish the price that judging $ 8,000 for the ring – and these salespeople said hey, let’s make it seven we’ll sell more rings. The accounting financial people said no make it nine profit and they worked it out and ultimately, they came up with 8000, which prices 7990 sounds better. Yeah point is: if something came about as a result of negotiation. Of course it’s negotiable and if you start to think virtually everything came about as a result of the negotiation, the only thing that didn’t are religious and ethical moral principles right other than that everything’s negotiable.

Like I wrote a book, you could negotiate anything which has been translated into 36 languages, yeah and I’ll, be the world’s world’s biggest selling book on negotiating them selling selling is a negotiation anytime. You were attempting to influence someone’s behavior you’re negotiating we negotiate. Is we negotiate with banks? We negotiate what our boss, we negotiate with subordinates mm-hmm. Why is this series of negotiations and if you learn how to play this game, you end up being much more satisfied and living an enriched life, so you say in your book: you can negotiate anything there’s three crucial steps to success.

What are those steps? Well, I said: there’s three things: there’s information and the more you get the better off you are. The next is time and the third is power and people always have more power than they think they have. We always underestimate. Ourself, for example, it’s a prisoner in solitary confinement. You know they take away your shoelaces and your belt, so the guys walking around he’s holding up his pants.

You know he’s got those shoes and he craves a cigarette. He goes to the going knocks on the steel door. The guy opens up. What do you want be nice? Why I, like his cigarette BAM, the god slam he comes back, he does it again. The God opens up. I just told you no, he said, look if I don’t get a cigarette from you within the next minute. I tend to bang my head up against that concrete wall till I’m bloody and unconscious and when they revived me I’ll swear that you did it one cigarette.

I won’t bother you now. Can the guy get that cigarette sure get a cup of coffee as well? The point is even in a powerless situation, you’ve got more power than you think, yeah yeah. So that’s great. I’m writing that down. Just in case, I ever find myself and solitary confinement that I know exactly how to get a cigarette going forward. But I like the point, though her because I do think – and this is something I think a lot of salespeople experience like they love the sales process and all of that and they theory, but but as it gets down to the end and it gets into the Negotiation process, as you say, they start to feel like they, like.

The buyer, has all the power and they have no power left right and that’s when they start. You know offering up discounts before anybody even asked for them. So how do you? How do you help people in that situation? Take a step back and say no, no, this is you know, there’s there’s power on both sides of the table. Well. Well, first of all, let me just digress for a moment say: selling is really today a honorable skilled, profession, yeah, because you’re in selling other than other jobs in corporations where I was in selling one you get ownership for the results.

You did it. Okay number two! You get instant feedback right and in other jobs and corporations staff jobs. How do you know you’re doing well of my performance appraisal in six months and the boss calls you and tells you, and he says things, do you like remember five months ago, you thought you doing well. Well, you were, and the third thing is one ownership results, feedback and an opportunity to take risk, and so, if you’re in sales, you really can be very independent.

I was in corporations and selling positions and I could arrive late. I would pop my 10 year old car and the CEOs place because they didn’t want to walk, and I got away with all that stuff. Why? Because I was like yeah selling is fantastic and selling involves negotiation other than that you in order to take you work for Apple, and you have 8,000 new new, ipods, ipads, 8,000 new ones, and it’s the new number 16 model.

Yeah and you’ve got 30,000 people at wonnum you’re, not selling you’re, taking orders you’re filling out slips selling involves skill. It involves determining what the needs of the customer are and satisfying those needs, and a lot of that is done by your style. How you approach people and the best way to approach a custom if you’re in selling is in a congenial cooperative fashion, with what I call a low-key pose of calculated incompetence so run run that by me again that sentence say you want to approach people in an Amicable fashion, with a Loki Loki pose of calculated and comprises other words, listen to the other side find out what they want.

Ask questions rather than give answers even take notes, because people love when someone’s writing things down will say to me. But if you’re dealing a little moron you’re saying, I should write down what he says more important to write down what a moron first, because you’re the first guy who never wrote down if you’re a real professional salesperson, you’re finding out what your customers needs are and You’re shaping your product, your service, whatever you have to meet those particular needs, he’s satisfied and you’re satisfied.

In fact, you never approach people in the condescending way. The opposite is true: negotiation selling, dumb is bed and smart inarticulate is better than articulate. You want to train yourself to say I don’t know I don’t understand. Could ya? Could you help me I’m kind of new at this and let the other side help you let the other side, your customer virtually meant to you. Through this deal, you will become a much more successful person now, in fact, I have what I call the magic words of selling.

These are three-letter words. First word is spell hu H and that’s pronounced. Deca word is WH 80 WH a note T on and it knows wha. It really helps me see. One of my strategies, the negotiation and selling, is to make the other side feel superior to me right if any cases get the work very hard, but nevertheless the pays off, and so your style, your manner, your demeanor is more important than the content.

The price of this transaction and many salespeople think well, I didn’t get it because right, the price. Do I if we cut the price, but in reality you know, there’s an old saying when people are get annoyed, they say: well, it’s not what they said. It’s the way they said mhm, and so, if you look at your most successful salespeople, most successful negotiators, they have a style, a manner that other people relate to.

They feel nothing yeah and it’s true. I mean they always say that people remember how you made them feel not really what you said. It’s the same, if you can give an hour-long speech and people may not remember practically anything, you said, but they go wow. That was good. I really liked you know. I really felt that was engaging, and so I I take what you’re saying about sales number one. I think it’s a it’s a very good point.

It’s a fantastic profession, it’s unfortunately, it gets a bad rap, because popular culture loves to present it in a particular way. But this idea of a win-win, because sometimes people mistakenly think that if you don’t come away with more than the other person in a negotiation that you somehow lost, no, it’s not true. First of all, the last thing you negotiate is the quantifiable item. You save that to the end and you get people to invest in a relationship, see if I start out collaborative or cooperative.

Even if the other side thinks see this guy’s week, I’m going to conquer and destroy him, I’m going to get more pieces in fine cuz. He sounds funny, you know and look at me. He looks funny. He don’t look like a great top overpowering executive. No, and so what happens? Is they invest in the relationship and once people invest it’s hard for them to divest? You know. Rats at human beings have this in common, the more energy expended in pursuit of a particular goal, the more desirable that goal becomes, and so once people invest it’s hard for them, and so, if you kind of remember, is you know the emphasis upon your me manner? Your demeanor, it really helps you succeed, yeah and I think that’s and I think that’s true, so I think it’s a Kanaka said because if your salesperson and you negotiate with customer, it’s you know for the cost.

It’s also uncomfortable for many customers, because they, you know sometimes, if they’re not bringing in like procurement or something they’re, not they’re, not buying every day of the week and they’re, not negotiating so they’re, not they’re, not skilled. At that either look people want to establish relationship, in fact, the best people in our society who all of us are exposed to a great negotiators who start out as great negotiator the only people of children.

If you have kids, if you have contact with children, nieces nephews, you know that kids, who are little people in a big person’s world, technically have no authority or power seem to get a lot of what they want. How do they do it number one kids aim high. They end with unrealistic accepted all right, so they affect the thinking of the parent to the trying influence. The second thing the kids do is they believe that no is not really a final answer, but it’s an opening bargaining position.

So you tell a kid know: five minutes, ladies asking you again, it’s never over with this job. The third thing kids do is they form coalition’s? In other words, they say who can influence the decision make up the parents, other decision-makers, grandparents, so they form coalition’s with the GIMP grandparents against the parents. In fact, it’s easy for them to form that coalesced, because they have a common enemy, the parent.

What kids do is they persist? They persevere. I am my wife. We are the parents of three children. First child. We have these standards and rules very little exceptions. Second, kid: we have many more exception. Third, kid: we would tired people staying there 30 day, read: ask your brother and sister yeah used to be around here, and so, if we adopt the model of children just that we’re going to be more successful, I love that this is a great great way to Finish here, so it’s its aim, high form, coalition’s and be persistent, and then obviously it’s a win-win guy, because we mean at the end of the day anyway, because the kids are happy.

Parents are happy, life is good. Grandparents are happy, yes, well, listen herb! This has been fantastic before we go just like if you want to take a moment to tell people a little bit more about how they can contact you and learn. More probably, the best way to contact me is via email, /, h, er, b, Co AG and herb Cohen, four to seven at gmail.Com, great and listen herb. It’s been a fantastic, been a pleasure interviewing you.

I was really looking forward to it. I’m glad we were able to to make this work, and my name is John golden co-op online sales magazine pipeliner CRM SEO for another expert interview really soon. Thank you. Thank you.


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Concept of Syntegration in Sales | Professor Fredmund Malik

Gallen in Switzerland. How you doing I’m doing very well? How are you doing? Thank you for inviting me for this collegial talk yeah, absolutely and for those of you who want to wear.

Dr. Malik is scientist author advisor educator and chairman of the management centers and Gallants Whitson under the Mallik Institute for complexity, management, governments, governance and leadership. Friedman has written a number of books and, to be honest, this is one of those occasions where I can say I have read a number of those books and we ourselves here at pipeliner, followed the thematic management theory and find it it has transformed the way we Do business so it’s excited to to talk to you today.

So what I wanted to talk about is this concept of integration or superest integration and, first of all, maybe for everybody here. Maybe if you can just define or explain what’s integration is, did you say to make something clear? You did really read the book, so you didn’t. Oh, I did yes, yes like no. I did. I read the books. In fact, you know we. We we followed the. We follow the management theory here at that pipeliner, okay, okay, well, this integration is an artificial.

It’s a creation of words. Combining two words name is synergy and integration, so sin a duration and what it actually means is bringing together quite a number, a big number, a large number of people to join in in a highly harmonious symphonie, one could always almost say in order to interconnect our Knowledge is from very many fields, creating something as a rule, totally new to a leading question, which is important, has been selected by the board or whatever Authority in their organizations to be of utmost importance.

So so this concept, I think, becomes even more exciting when you think about that organizations are, are no longer they’re, no longer restricted or homogeneous or even one-dimensional, because they can now have a mixture of like full-time employees, part-timers contractors, some office space, some remote spread around The world, so this idea of bringing all these skill sets together. It’s almost like it’s time has arrived, because now you don’t have the restrictions on getting to the expertise you need.

Yes, that is true, and it depends of course or it is. It follows from the technological breakthroughs we have done in the last couple of decades by the use of cybernetics of computer technology, of more than information and communication technology which follow from these Sciences. And so, at the first time in, let me say in the practice of management actually, which is very old one actually, because people have all always had to manage their the destination their daily life.

But for the first time we are acute with totally different technologies. We have not so far, at least broadly speaking, followed up with the organizational setups which is needed, so you have painted a very, very colored and good picture of all those combinations of things which we’re quite a couple of years, unthinkable, mm-hmm and – and it’s it’s funny – That you should say that about the organization’s not catching up, because it’s it’s quite ironic, and I and I find this all the time.

Is you see openes who have disruptive or innovative business models or products or services and they’re highly creative, innovative companies, but when they make the breakthrough, they then create very, very traditional, hierarchical companies. They bring people together and they build offices and they adopt extremely traditional models, which seems almost at odds with their disruptive. You know business models or breakthrough technologies, so so how do companies start to catch up? Because that’s at that obviously is going to impact at some stage the way you operate.

In our case I mean practically all of these, or most of these startup companies start with technology, some sort of digitalization, of course, that’s very understandable. These are the young people who are becoming very familiar in their university years or whatever, even as amateurs, but we did it the other way around just by accident. Basically, we started with the organizational said no wanted to know.

How would organizations look like if we, if we looked at them or try to understand them as living organisms? For it is a metaphor, a picture which will help many so interconnected systems, organizationally people and all the departments and whatever we have? And this is an offspring of cybernetics too. So I would like tend to mention just a little bit fact that my kind of management is a twin brother to digitalization yeah and and, as I said, I mean we follow your management theories here and found them to be extremely effective in in how it helps Us operate as an organization, so how much does this change this access to talent across the globe and in in different mode? As I said, you can have full-time employee contract.

You can scale your business now with a lot of variable resources, because you’ve accent access to them. That’s going to change the balance of power somewhat because in in past times it’s like you have companies, maybe you have like Silicon Valley and it’s all concentrated there and that’s where people need to be and that’s the balance. But now we have the potential for some kind of sort of global democratization of resources right absolutely, and it’s done that it’s worldwide possible.

Basically, let us build a way for a moment political fact: difficulties between different countries, China, the u.S. Etcetera cetera. There are still some career, but even they become very, very they become penetrated by technology, basically and by what technology transports and interconnects these days, namely intelligence by the way of information and communication in totally new formats, yeah and obviously, with the digital.

With the with the spread of broadband and now the promise of 5g, the the ability for people, as you say, across the globe, to be able to contribute to the to to the digital world, is going to grow exponentially right absolutely and what grows the fastest is Complexity, so let me let me point to the fact that for the first time in history, due to technology, I mean what I should say first is that it is not digitalization or digitization.

However, one pronounces it particularly in your country, it is not really new. We have the idol the last analog computer in the 1970s or so so that’s not really new, and we had already a big big company by the name of digital equipment. You might remember, and his very very famous founder canossian. The thing is, or the point is, what does digitization really allow us to do, and this is for the first time in history we can interconnect everything to everything else globally and this will be sort of an Omega state.

So to speak – and this is the power which is already working in nature, but in evolution by bringing up totally new things, creativity, amplification of intelligence, combining it the connecting everything with everything else, basically, globally. It will last a few years until we achieve that state really. But the technology is there and examples of this means that I mean the driving forces. You interrupt me please, no, no go on do not go head to head.

The driving forces are, of course, these technologies, but it’s not only the computer side. It’s only the biologic. It’s also the biological ones, so the bio science has become very, very important with the help of the computers, and this is one driving force. Another one is the demography I mean in. We have a lot of demographic issues and challenges. Another one is ecology, of course, and the ecosystems become all the more important and then we have also the indebtedness, the economic situation at now, but the strongest right, the most powerful driver is, in my opinion, complexity.

What comes out, interconnectivity is what we call complexity and many people shy away from it and they want to reduce complexity. On the other hand, some some things have to be reduced, probably, and in some instances it is okay. So, but on the other hand, our brains are the most complex apparatus, so to speak organs there are some ten hundred billions. It’s hundred billions of of nerve cells are interconnected in so and so many trillions of time, and this is the basis of our intelligence and our knowledge and even our emotions mm-hm.

And it’s interesting that you talk about the complexity, because, obviously yes, when you get this global democratization, etc, then it it does become more complex to manage all of this. But at the same time you have mentioned cybernetics a couple of times, and you said you know about complexity, so we we also adopt cybernetic principles in our in our products. So how does cybernetics play into this whole scenario? Cybernetics is what whole systems together.

So it is the capacity of self-organization it brings in the capacity to self regulating system to amplification of intelligence, for instance by again interconnecting parts of knowledge. Knowledge — is which are apart so far, but if we interconnect them – and there is a huge outbreak of creativity, for instance, amplification of of intelligence – I already mentioned unfreezing of knowledge, which is otherwise stuck in these silos of the conventional organization, and this gives us an Enormous amount of freedom, also in the emotional sphere.

Basically, because, with the very methodology of cinta Gration, which you meant of our conversation, we can set free the emotions of people in a way which was never even before yeah and so and so getting back to what we’re also talking about. So this raises huge challenges. Then for organizations and how to restructure themselves to be able to take advantage of all of this and, as I said earlier, even the most innovative companies tend to default to very traditional modes of operating and and and the structure and organization.

So now organizations are going to have to become more creative in how they organize themselves correct, exactly they become brain-like, and we actually and explicitly are using together with this integrational and methodologies the model of viable systems as we call it, and this is a model actually Of the human nervous system, which belongs to the most complex, but to very build functioning systems – and this is our hour – let me say our model – we are following because it works so well and we are all familiar with it or at least partly so, and so We are building organizations after that particular model and using cinta Gration as a radical, but then there are totally new kinds of strategy, for instance – and you mentioned the word – the concept of effectiveness at the very beginning.

We are after what we call a culture of effectiveness. So cultures may have many many different formats and one needs several of them, of course, but one thing is how to make all these things effective if in the rising complexity of the various parts of the world – and this is still or has been so far, an Unsolved problem, but we are very close to it. Yes, because, as I said, you know having read your books and and adopted your management and theories, you know focus on the results and effectiveness, and your obviously key to that – and I do feel sometimes you see and there’s a danger here as well as with these Organizations Asians, that the the journey becomes the focuses of pose to the outcome.

Yes, you are very that’s a very good big picture. You are you’re painting, so with the tools and, of course, sciences we are using. We can speed up the working of organizations by. Thank you pocket a factor of 60 to 100, not just six percent or ten percent, which would already be a lot of, but a factor of time, sixty two hundred creating the strong will by people to really change her make use of all these things unfreezing the Emotions and, by the way, the good as opposed to the bad emotions that are there and in many organizations I would say almost in almost all of them.

Quite the problematic emotions are predominating instead of the other ones. Creating a strong will to change your set already. So by using these methods, these social technologies strongly based on the server netic principles, and so but so when you talk to organizations and you do a lot of work with big organizations and what are some of the obstacles or or the resistance you see to this Kind of breakthrough thinking I mean there are quite a number of persons who just cannot imagine.

It is strange. It is like science fiction’s and things like that, and in a way, yes up until, let me say three, four or five years ago or ten make it ten years ago, it was already one could dream about it, and now it is at least becoming reality, and We have already applied that for almost 1,000 times and it never failed and not only that, but it performed so excellently that the satisfaction rankings are between 90 and 100 on a scale of 100 and this astonishes people and in particular also those.

Ladies and gentlemen, in the top ranks because they are suffering from the organizational obstacles to there are so many highly talented persons up there. But then how can they really master and move, let me say accompanied with 400,000 people or make it 40,000. Even that is a very complex organization, and and and and obviously you know, that’s that’s why the temptation then just to put in hierarchies and put in lots and lots of layers of middle management comes in, but that model doesn’t really work when you’re bringing like which It’s integration when you’re bringing talent together for projects or to solve problems or whatever those models start to break down yeah, so it is, and partly we can compare it.

Let me say to a symphony: orchestra know whom of our listeners love for classical music, but on the other hand, if they love jazz, for instance, it is about the same thing. No people can harmoniously work together play together. There is a yes, there is a melody on that basic, but then you can improvise around it and it always comes together to give something better, which is more than just the sum of its parts and symphony some may like better classical music.

Then they can imagine what it actually means, but then we go very much beyond the number of people who constitute the Symphony Orchestra. We can amplify that we can proliferate that kind of interplay and then to change yeah. So it’s it definitely has I mean the division. I think for anyone listening, I mean it. It’s a very exciting one, as I said where you can bring together. All of these different skill sets and creative minds and problem-solve and bring them all together and source them to solve problems and and to you know, achieve the results that you’re looking for.

But, as we said, it raises some challenges for people who have very traditional ways of thinking when it comes to to organizational culture. So what would you in in in the last few minutes here? What are some of the things? How would you advise organizations to start this process or to truly start examining whether they should be looking at an evolution of how they operate? There are very, there are several points to start with.

One is, for instance, to consider just as if it just to compare the organization with a living organism. I do not say that organizations as we have them are living organisms, but anyway they are populated by living organisms. So there is at least for now, and there is a certain comparability. Let me put it like that and then, if we let our ideas flow and say let us assume our company could be a living organism.

What should we have to do? I do not say that organizations already are like living organisms, but we can. We can think about that see and then there come up a lot of creative ideas to stop it. That is one thing another one. If one expands on that idea, you come to the ecosystem, so the word ecosystem become. These are the natural, interconnected kinds of populations plants animals whatever. So this is another good picture which is very attractive to quite a number of persons, another one we have already.

Basically, some of these cybernetic organizations so, for instance, the regulation of the international air traffic air traffic control. We have some 200,000 flights every day Dayton around the globe in every weather, condition and practically nothing happens. So there are already some such instances and examples which one can study and then it flows quite by itself see so the fantasy of people is already stimulated and ignited and they like these kinds of ideas and in particular all of them see, but enough of them On the highest ranks because they see they, they get an idea of how to unleash the potential, which is, let me say, below them, in the organizational excellence which are badly badly needed, and they know that they are yeah and and and beyond.

The organization. As we said now, with the access to all of these resources across the globe that can be brought in where you can bring in specialists for a time, you know in a way that you never could before well live. If this in the Friedmann, this has been a, this has been a fascinating conversation, and I think we could go on for a lot longer we’re scratching the surface, but want to do. I wanted to thank you for your time today.

I also wanted to thank you for for your work. As I said, we have adopted us here and it’s made. It’s made a big difference to us, so I would really encourage people who are reading or listening to go and check out. Professor Malik’s work. His management theories and his other books, because there I think you’re going to find that they’re quite transfer transformative. So again, I just wanted to thank you for your time today.

Thank you very much. John was a pleasure to talk to you. Thank you for your wonderful questions and their stimulating conversation. My name is John golden says. Pop online sales magazine pipeliner CRM, CEO for another expert interview really soon. Thank you.


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Sales Negotiating with Brandon Voss | Sale Expert Insights

My name is John Gollum from says pop online says magazine and pipeliner CRM, and today I’m joined by Brandon vos, who is the director of training and operations at Black Swan group? How you doing Brandon I’m doing very well, I’m happy to be be here with you today great and where are you today Brandon, so I’m just outside the DC area and in College Park, I’m actually in my home office.

I got my dogs here and the office sleeping here next to me, excellent, excellent, that’s a good way to that’s a good way to start your day. Okay, so Brandon tell me a little bit about how you got into negotiations, and especially, I want you to talk about how you have taken a unique approach of adop: adapting the FBI, hostage, negotiation techniques to the corporate space, all right, yeah, very good.

So obviously you know through my father Chris boss and author, I never split the difference that being exposed to how he communicated with people and learned to communicate with people at a young, age and III have a sales background myself before I was working with Black Swan. I did I did retail sales for Macy’s and business business sales with Verizon and so in to apply it in that environment and then being able to grow within the black swan group.

And you know, and this speech can’t ask for a better mentor for sure and obviously for those of you who may not know you know and Brenda’s dad. You know Chris is a hostage negotiator, a long time working with the the FBI and, and so you decided to take that hostage. Negotiation and adapted so tell me about how you would adapt something like that, because, obviously there’s a little bit, the stakes are a little bit higher in hostage negotiation than in an average sales negotiation.

Right I mean you, you would think right. We think about how how the stakes are higher, because there’s lives on the line and something that Chris always likes to mention and the guys I’ve been introduced to through him. They talk about how they know for a fact that business people have dealt with more irate individuals, yelling and and storming out and and and causing a scene, and they ever had to deal with in hostage negotiation.

And I think really it starts with just the approach right. So tell me about that. So how do you? How do you go into negotiate because number, one there’s different types of negotiations and, obviously more than that there’s different people have different approaches to negotiation. So when you go into a negotiation, how do you? How do you start so you can set it up as effectively as possible? Well, the biggest thing is you know if there’s any negatives that might be present, you want to get those out of the way early and and in human nature we want to deny negatives.

You know we want to say things like. I don’t want you to think we’re. Our price is too high and you know I don’t want you to think that we’re jerks and I want you to feel like we let you down and those those are actually denials of negatives and that’s that’s. What inflame the situation and our approach is really to address those first and then once you’ve gotten past that point you build trust and rapport you get to the place where we call trust based influence.

You get there quickly by sounding the other side out. You know Stephen Covey, put it great and seek first to understand, and that gets you a really long way really fast right, and so so, when you were, when you were going to negotiation, how do you I mean? Often you know your negotiation, sometimes with more than one person. So how do you uncover what what roles they’re they’re playing and also what their style is, because, obviously you have to adapt it to the different people right right? Exactly we talked about the different negotiator types.

The assertive, the accommodator and the analyst and plainly put it’s it’s a fight, flight or or make friends, and when people are backed into a corner and they got real skin in the game, their default response is going to be one of those three things and, and That said, you got a handle each one, a little bit differently and and then in a team negotiation, you’re. Obviously there’s a high chance you’re going to have multiples of each type at the table.

You know two or three assertive x’ and an accommodator. It could be, it could be a mix, oh yeah, that’s a big part of it and, and one of the first ways to really start identifying. It is just simply how they approach the negotiation or do they do. They sit down and they’re somewhat standoffish and they look like they’re waiting to hear what you have to say do they come in and they guys they want to lay down the groundwork.

You know they got objectives, they want you to know. They come right at that, or do they seem much more like? I don’t want to say beating around the bush, but the type that’s you know. I really want to focus on how the last three months been for you right. I mean you know. We’ve been we’ve become aware of you, you know, why do our things work and you know so there are different types of conversations and you got ta with that.

Accordingly, your circumstance drives your strategy right. So let’s take the assertive right, because that’s the one that probably throws people the most right. You know the the other two were probably a little bit more at ease with, even though we have us need to have strategies for dealing with them. So how do you deal with the assertive baby, the PERT? You go into negotiations and immediately they’re.

You know they’re up and they’re in your face and they’re ready to get going yeah. I think that’s a great question because again it’s human nature. Whenever we imagine going to the table, we imagine that that assertive you know shark, like a tagging person, that’s going to corner us right and how do we defend ourselves right? How do how do we grapple with that? That type of individual and really those those those types of people haven’t, have a real, deep internal desire to make sure that you hear them, I mean really where they’re coming from subconsciously is I want to make sure that this person hears me and I’m going to Do whatever it takes to make it happen, and it’s going to start by me being very directing and coming at them like a freight train, mmhmm yeah, that’s an interesting point.

So so, obviously, then the key is to allow them to be heard and kind of draw out what it is. That’s that’s that they really want to say right. Well, that’s exactly at me and you put it a great way because you know our negotiation approach starts with allowing the other side to be heard and for all intents and purposes, this type of negotiator plays right into that very well, because that’s all they want to Do and so some of it is you got to put your own justifications aside right.

It’s you, you know you want to get to the table and say your own piece. You got to let that go, especially when you’re dealing with this with this type. The other thing is as soon as they feel that they’re understood their trust, for you automatically goes through the roof. I mean it’s you instantly become. I can do business with this person because I can tell they get what I see mm-hmm. So the interesting thing about that is obviously, if you break through that, the negotiations can often then move forward.

Are they at a pretty good pace right now, when you have the analyzer on the other side of the table right, okay, so not so confrontational! You know much lower key, but then the frustration it can be on your side right because you’re going, oh, my goodness, is this person ever going to move or they’re going to analyze this to death? Yes, yeah! That’s that’s it right and analysts will self admit that you know they.

They have a paralysis by too much analyzation right, they’re, just say the analysis, paralysis and so and and one of the big things to understand what this type of person is number one they’re very skeptical in nature right. You know they’re very, very slow to trust and they need silence. They need time. You know the the the thing that they hate the most is to make a snap decision mm-hmm and they look at time.

As you know, the best use of time is is as long as it takes to get it right right. You know we had, we were doing it Kris and I were doing it. Try my dad – and I were doing a training recently with it with a great group and and something that that someone in that group mentioned to us is. I need to make sure that I can live with this decision three to five years from there. You know. That’s that’s a huge part of their thought process going in like it’s and and and the emphasis that they put on that is more just based on the way that they approach the process in general.

So this is the challenge, for you, then, on the other side of the table, obviously is to give them the space to do their analysis, but obviously, at the same time you also want to move them forward right and let’s face it when you’re in says in Negotiations, silence and giving people time in space. It doesn’t always come naturally to you right. We have an aversion to the silence part right I mean we can have talk about something and then maybe you’re and analyzer.

You need a few moments to processes, but we hate silence right, that’s that’s it! It’s a human nature response. We want to feel silence and if there’s sounds we feel like. Maybe we did something wrong. We might have said the wrong thing and with this particular type they naturally need time to process, and so you know that’s it when we talk about different types dealing with each other right, the accommodator only uses silence to show anger right.

An accommodator is so focused on a relationship you’re only going to go silent on you when they’re when they’re mad at you they feel like. I have you pushed me too far. I can’t do this anymore, and so in dealing with an analyst they’re going to go silent anyway and for an accommodator it’s. What did I do wrong? How did why did I, you know? Why did I make them with drunk? Where did I screw this up and then that that can be really hard on the mind in the moment and so number one going in, knowing that the analyst is going to need their time to process you, you can’t push them that’ll, just cause them to dig Their heels, they dig their heels in more and then, of course, their emphasis on on data, and so analyst analysts don’t want to negotiate.

But they love to have dispassionate conversations about facts right, and so you can get to that very easily by using the skill that we refer to as labels, because another thing about them them being very skeptical. Naturally they’re skeptical of questions. They don’t like to answer questions fully and completely because they’re afraid they may give too much up so tell me about the labels piece, then yeah, so the the label simply put it it’s a quick way to execute a bit of tactical empathy as it were, and And it’s a it’s simply a verbal observation or a statement that starts with it seems like it sounds like when looks like, or it feels like tremendous amount of people.

We work with having I’ve gotten a long way with using things like it feels like and so foundationally in the in the hostage negotiation world. This skill was used to hit on emotions. Specifically, we all know we can’t avoid emotions in negotiation right, there’s no way around it. So a simple label is something like it seems like you’re angry. It seems like you’re, very hesitant. You know those can get you very far very quickly right, because what I like about that is you’re, not you’re, not making a definitive statement you’re just saying well, this is what it feels like.

I’m maybe I’m wrong or tell me how you actually feel so you’re, giving it a you’re giving it over to the other person to to express how they feel so. Tell me about the accommodator right because, like most people would say, oh I’ve got an accommodator in the negotiation, I’m SAS. So why is that not? Why is that not true? So there’s there’s a lot of reasons and, interestingly enough and my personal opinions, and when I like to talk about this with clients and and and when we’re coaching of the three types, I think the accommodator actually has the least amount to learn.

As far as an application of tactical empathy or emotional intelligence, because they’re naturally built that way, they’re naturally built to really actually care about. You know what what you think and how you feel about stuff and the flip side of that is they’re seen in society as pushovers right, because an accommodator can get carried away with caring about you so much that they compromise their own position to take care of.

You, and so you know they can get this reputation of being pushed around and really the the dangerous the dangerous negotiator is, is a natural accommodator that has really learned how to analyze and assert when they need to so those those can be, very especially when they Come from the accommodator side, naturally they haven’t had to learn but um, but yeah they’re, I mean very powerful. I mean I would always want an accommodator at the table with me.

You know if I’m going into a team negotiation, I’m going to want to have an accommodator as a second mover, every time without question yeah. So it seems at the end of the day that if two effective negotiations you either need to learn and be able to adapt these different types at the right time or if that is something maybe you’re, just an assertive person who can’t do it, then you bring In somebody who can complement you, that’s that’s a great point.

I mean that’s a great point. I mean they. They say: there’s lots of studies out there that, in order to have a good team, you got to have people that think differently right. You can’t have a team made up of people to think to say not going to accomplish as much and so yeah. It’s a great point, that’s a great point and as far as executing yes, you have to incorporate all three styles and to what you do.

There’s there’s some directions: you’re going to want to lean a little bit heavier than others right, you’re going to want to be in the accommodator set, or at least tone of voice. More often than not, but really the focus is, how do we see it in other people right going back to understanding and looking at it from their point of view, we’re caught up in how we’re executing sometimes that actually right, the muscle memory doesn’t kick in.

So we got to build that muscle memory and we see the assertive okay. I know I got to go in with mirrors. I’ve got to sound them out for 10 or 15 minutes, because they’re going to have things they need to say right is it’s an accommodator? They may promise me too much. You know I got ta focus on calibrated questions that really dig into implementation right. How is that going to work? How are you going to make sure that happens? How do we incorporate all these different mindsets into this decision-making process, and so you know that you got it with that right, a circumstance going to drive your strategy yeah, and so do you think that enough people put put enough thought into what they want out of A negotiation because other people just go in to negotiate and they think it’s about one thing only and that’s about getting the best price on one side of the table or getting the lowest spear lowering the price or higher in the whatever.

But people tend to micro focus on that one outcome: that’s it yeah! It’s a great term microfocus yeah! We get. We get tunnel vision when we think that it’s only about one thing and the the black swan group, I mean the the name comes from the idea of finding the black swan finding that the piece of information that, if uncovered, would completely change your outcome, and we Say there’s at least three to five of those in every interaction, so you’re going with the idea of sounding them out, but really it’s it’s kind of a selfish purpose of I’m here to be smarter.

There’s things, there’s information that you have that there’s no way! I can get it unless you tell me, so how do I put you in a place where you trust me enough probably be able to expose some of that stuff and then once we aren’t an iron that out it’s going to completely change our destination. So if I’m caught up in the destination ahead of time, I may miss an opportunity to bend up in an even better place.

Yeah and let’s face it like people. Can people can tell when you’re just trying to push them over the finish line and when they’re not ready to go and it and like anybody? If somebody pushes you, what do you do you start to dig your heels in yeah, yeah, again, human, it’s a human nature response like a you. You will be obstinate just to prove a point. Yeah right i-i’ll hurt me because I know it hurts you and that’s good enough, so, which is the opposite of a win-win and at the end of day, at the end of the day at your negotiation, you should really be looking for a win-win here right.

Well, I think it you know it’s it’s. It even goes beyond that, because you know when win can easily be interpreted as both sides felt like they lost, so it was probably a good deal, and actually there are people out there. You’ll find that’ll say things like that, and and really more so it’s you know. I think we like to look we like to look at it is how do we both prosper at it? How do we make? How do we go beyond like we made such a great deal that you want to recommend this to people in your network, because our deal was so seamless? This things went so well right.

How do how do we turn this one deal into all of a sudden? Now we got a community of individuals and those communities are out there. You know in pockets, we’re all doing business together and we’re slowly starting to take over the world right. How do you get to that point? Which then, obviously, if you go to a process like that and have that kind of outcomes and your chance of getting referrals and all of that go up right? Because people have a good, have a good feeling? That’s exactly what they they refer to, that right.

It’s like the Platinum level of business development and that’s referrals, word-of-mouth and and the more you create that it’s a snowball effect, perfect, listen, Branden! This has been fascinating and we’re bumping up against the end of our time. But before we go, can you tell everyone a little bit more about you about the Black Swan group and how they can learn more sure, very good, so our website is www.

Pevs.Com out into this month, but one one big way we keep in touch with people is Through our we clean newsletter that comes out on Tuesday mornings at about 9:00 a.M. Your local time, so you can sign up on the website or you can text FBI empathy. That’s all caps! Fbi, empathy, one word two, two, eight two, two eight and it’ll prompt you to your phone to to sign up quick and easy. That’s a great way to keep in touch with what we’re doing and things we’re exposing community to fantastic, listen Brenda.

This has been great, been a pleasure talking with you. My name is John golden from sirs pop online says magazine, pipeliner CRM SEO for another expert interview really soon.


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Best Sales Advice I Ever Received

So I got a real estate when I was 20 years old. It was 2002 and I was just very, very young. I just gotten out of doing roofing with my father. Actually I was still roofing with my father, because when I got my real estate license, I thought I’m done with that. I’m done roofing.

Now I’m just going to do real estate, so I quit roofing. I did real estate for 30 days, didn’t sell anything of course, and had to go back to roofing and do real estate part-time. So it took me eight months, eight long months to make my first sale and as a 20 year old you know. Eight months is a really long time, especially when you really want something I mean think about it: eight months as a 20 year old wanting to not be roofing and and instead to sell real estate for a living, it was a dream at that point, it was Something that I really there was not a plan B.

There was not a second option. I was going to make it work, but at the same time the pace that I was moving towards that goal at was so slow that almost seemed impossible. They really did. I knew that it was going to happen, but it still seemed so far away during that eight months I just was like. When is this going to happen? When is this going to breakthrough, but I knew that I wasn’t going to stop.

I knew that it was going to be a lot of hard work and I knew that I was going to continue to push through until I made it happen. So that’s what I did. I continue to push through, so my first broker in Gulf Shores Alabama. You know I was the kind of guy I was trying to be a sponge. I was just trying to learn from anyone that would tell me anything. I talked to all the agents at the office asking questions.

You know, how do you do this? How do you do that? What to say here what to do here? How did you do that? You know some of the agents will come in with really big listings to me back then, you know, 350,000 was a big listing and agents would come in with four and five hundred thousand dollar listings, and I would ask them you know: how did you get how In the world, did you do that? You know it just seems so crazy to me at the time, because I was just pounding away and just nothing was happening for me, so I had to just keep on going keep on trying to figure it out.

So at some point I realized that I could look up people’s phone numbers and start calling people okay, I started I turned into a phone call making machine. We actually called it phone call: festivals, yeah. I actually made the name phone call fest, where me, and maybe two or three other agents in the office that were also newer. We would get together in this room like a boiler room kind of situation, and we would just make calls all day call it a phone call fest, you know it made it sound fun.

We’d get in. There would make the calls we laugh. I remember the first time I used the line whenever a seller told me that they would never sell that they were just going to just keep it forever. They were going to die there. I forget what they said, but I responded and – and I said, okay you’re just going to keep it till the building crumbles, and I remember that everybody in that room laughed and laughed and laughed and left.

We had a lot of good times back then just laughs and cutting up having fun and that’s what it’s supposed to be like. It’s supposed to be fun when we do this, but the best advice that ever got was from my broker, because he saw that I was putting in all this work and he saw that. I was really trying and I went through these periods of time that I just became very just not. I was just you know frustrated, I guess you could say I just wasn’t you know.

Was it all the way in it? You know I was just kind of not depressed, but I was just feeling down. You know just just wondering why I can’t you know: do all these cells that all these other agents are doing in the office and my broker saw that I was a very hard worker and that I was moving in the right direction and he came to me And he gave me the best advice that I’ve ever gotten and I still think about it to this day, and so he sat me down.

We had a long conversation and he was asking me about you know what I was doing where I think I was having trouble and you know what what he could do to help me and at some point the conversation. I told him that you know just everybody’s telling me no everybody’s telling me no, no, no, no, no and I’ll tell you why. I think everyone was telling me no here in a minute, but that’s when he looked at me square in the eye, and he said you know what Ricky and here’s the advice he said, no doesn’t mean.

No, it means not right now, no doesn’t mean no, it means not right now and it was like a light bulb went off in my head and I was like wait a minute. You know all these people that are telling me no aren’t necessarily telling me no they’re just saying that they’re not interested right now in doing anything, and so, as I started to think back through all my conversations with prospects and how they said.

No and all this, and all that I started to also realize that the reason that they were telling me no, they tried to get off the phone really quickly or or what-have-you wasn’t because they may not been interested in doing a deal huh. They might have been interested in doing a deal right. Then it was the fact that my inexperience, in my lack of communication skills up to that point, didn’t put me in a position where I could make them feel comfortable with me and connect with them and communicate that I’m here to help you you know what can I do to help you, and so that was the very first step for me towards the relationships over transactions mentality that I have now that’s got me where I am that was.

That was the first moment the when I realized you know something about relationships now, as the story goes on. Of course, you know my rise and fall happened and the fall was because I was focused more on the deal, so I wasn’t 100 sent all in with the people the relationships. What can I do to help you? It was more about you know. Do you want to buy or sell, and during that time in the market it was so easy.

You just say: hey do you want to sell because your property is worth a hundred more thousand than it was last year, and so it was very easy. Everybody wanted to sell so the scripts back, then we’re totally different and you could get away with it because everybody stood to make fifty a hundred one hundred fifty two hundred thousand four hundred thousand you know. So there was so much equity that that that was built up so fast during that period of time that you didn’t really have to twist anybody’s arm.

You know to sell the property to make so much money, so that’s kind of how I got caught into that. You know transactions closings, you know, let’s just do the deal, do you want to buy? Do you want to sell and that ended up being the downfall for me, because I was so caught up in the deals, and I wasn’t even paying attention to the fact that there was a real human on the other side that that I could create a relationship With that would turn into repeat business referrals and referrals or referrals.

So when I lost everything he came back, you guys know the story. I came back and built my business on people not deals, and now I’m to the point where I am now where I can continuously consistently do those hundred deals a year as a single agent. Now, when I came back after working on the oil rig and roofing houses, losing everything came back in the business in 2008. That’s really when I started to realize what, when Berger, was telling me about that when a prospect tells you know, it doesn’t mean: no, it just means not right now and if you have that mentality when you’re talking to your prospects – and you realize you know that, There’s a possibility that this person could do business with you in the future.

They may want to do business with you in the future. They may love you. They may really like you. They may really want to get to know you more to see if there’s even a fit to do business in the future they’re, just not ready right now to do anything when you look at it like that, then so many doors open up when you’re making your Calls your going through your business and you’re following up and you just you’re thinking more about the people and what you could do to help them and and how everything’s going to play out long-term.

Now I did get a comment on the Facebook group. There was a post actually of a young lady who said you know, I’m making all these calls I’m spending money on on the dialer and all this, and you know I have people that tell me that they want to do something in a couple years. But how does that pay my bills right now, and so I’m going to link a article below that? I did about closed deals now. Okay, so you can go there and read that, but the moral of the story is: is that number one? I don’t think this agent has made enough calls to even collect enough data to judge the situation number one, but number two.

You have to understand what I’m saying in terms of okay, there’s going to be people that want to do deals later, two years down the road next month, six months, that’s going to be a paycheck later on; okay. That doesn’t help us right now. However, when we’re doing we’re supposed to do when we have faith in the process and when no closings happen every day and we’re talking to enough people we’re going to find the people that want to do deals today, don’t just think that making the calls is only Going to get you future business, it’s going to get you right now, business as well, and now you’re building your business for now to pay your bills and the future to build your wealth all at the same time.

And that, ladies and gentlemen, is what my philosophies and my coaching program is all about. If you’re new to my blog and you’re, not part of the zero diamond real estate coaching program, it’s completely free, it’s the first completely free real estate, coaching program on the face of the planet, there’s over 20,000 agents enrolled, and so many of them are crushing it And they’re doing this free of charge and all I’m doing is just advising you on how I built my business over the last 17 years.

I’m sharing that with you for nothing and then you guys can take it and go do what you want with it and so many agents so many agents. I have an agent in Texas who found me in November and he’s closed a million a month closed a million a month this year, every month, okay, amazing, I have another in Mississippi first year, real estate, for he just finished his first year in real estate closed A hundred and six deals following my program, so there’s definitely a lot of success stories.

Thank you guys. So much for continuing to grind continue to push continuing to message me right and tell me how it’s working for you and questions. I answer. Every single deal, mine, Instagram, so definitely hit me up there. Let me know what in the world I can do for you guys, comment below. Let me know what articles you want me to make and we’ll see you guys on the next one: let’s go


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