Sales Success Seminar by Tony Hughes April 2017


thank you

thank you thanks to that and for the

people that do know me and still came I

really appreciate that thank you let me

just talk about what really birthed the

topic that I'm going to talk with you

about today I'm on a number of boards

I've got a number of clients that have

me on retainer where I'm in their

offices each week I'm working with their

sales teams I help them hire people I do

training and enablement I coach on large

deals and there's a really disturbing

trends that I've seen in the marketplace

and I'm kind of ashamed to say I've been

part of that dangerous trend who's had

the term social selling social selling

has been all the rage and social is

incredibly important I say to my clients

I won't work with you unless you have

sales navigator if you're in b2b selling

and you trying to drive quality pipeline

there's no way you could be serious

about that if you don't have sales

navigator there's eight and a half

million members of LinkedIn in Australia

well over 90 percent of the white collar

professionals I would argue almost

everybody that matters maybe some very

senior executives maybe some people in

government aren't in LinkedIn but

everybody that we want to get to is

there and the ability to represent our

own personal brand really strongly to

start the process of building trust in

advance of someone even meeting us and

setting an agenda around our insights

and values it's possible for us to do

that in LinkedIn so it's really

important and tools like Twitter are

really valuable for social listening

there's an excellent book that was

published years ago by Time tobor

Shantou and Craig Elias called shift

it's about trigger events and trigger

event - one of the most important things

as we go to build pipeline and the

biggest trigger event is often someone

changing roles so when someone changes

role in an organization that typically

creates an opportunity with the new

person coming in that's going to replace

them because they've normally been hired

to affect change I know when I was hired

as the sales director of a public

company in Australia I was brought into

that organization because the perception

of the CEO was that the previous person

heading sales wasn't getting the job

done in the way that the CEO wanted it

done so he brought in a new person which

was me to affect change so there was a

at a 90 day to 120 day window where I

could get approval for things to try and

change things up in the sales

organization so trigger events are

incredibly important and when that your

person comes in they typically left

somewhere so now there's another trigger

event in that organization that they've

left and often when people change roles

they try and bring relationships with

them so monitoring for trigger events is

really important so social is important

for that reason in Twitter we can do

social listening there's great tools out

there for social listing we need to

build a personal brand people have

always bought from those they know like

and trust so the quality and networking

insights all matter and yet here's the

dangerous trend that I see and I see

this in the USA I see it in Europe and I

see it in Australia and even this Monday

I was in one of my clients I'm in there

every Monday morning and I chose to go

and sit on the sales floor this morning

so I was I was in there at about twenty

to eight in the morning and one sales

person turned up at about 10:00 to wake

the other sort of started to roll in at

about quarter past nine twenty past nine

which is very worrying and then I sat

there actually working on my next book

because they didn't have a meeting in

there until about 11:30 so just quietly

working away and one of the things that

just did my head in as I'm sitting there

was in that whole time

that whole time not one phone call was

made the rise of the silent sales floor

is really killing business it literally

is and that was the topic of the keynote

I did at Salesforce world tour last week

who is at Salesforce world tour last

week shove hands great so if you saw my

my presentation there this this is a

derivation of it but we're going to go a

little deeper today and actually have

some workshops but it really is killing

business because the most powerful

digital social selling tool ever

intended is what the telephone it's

absolutely the most powerful and yet

people are under Glick ting it when

people say to me what's the best time of

day to call what's the best day of the

week to call I actually know the answer

to that question and I'm not going to

tell you the answer and I don't tell

other people the answer because if you

give them the answer they use that as an

excuse to not call it other times right

the truth is the best time to call is

now so long as you're not invading

someone's personal family time now is

the time to call in my view salespeople

should not leave the office at the end

of the day and left they've got a list

of 30 to 50 people that they're going to

call the

next morning and if your CRM system

won't support that process on our

Salesforce does but if you serum doesn't

then write it on a sheet of paper and

get into the office I would say get into

the office by 22 8 7 30 28 but but

quarter too late be ready to be phoning

that list so what you want to do is is

you want to be on the phone to people

with their mobile phone numbers and

there's simple plug-ins for LinkedIn I

use a product called Lucia Lucia is an

Eastern European name for grandmother

but it's a it's a plug-in that does not

screen scrape LinkedIn database that's

an illegal thing to do and Link and

repin close companies down to do that

but it earthly sources contact details

mobile phone numbers personal email

addresses it's been especially used by

recruiters in the past but it's a simple

plugin where you can find someone in

LinkedIn you can use now their sales

navigator to build a lead list of people

in an account you might find 13 people

of interest in an account I did this for

one of my clients but targeting Bunnings

Bunnings has thousands and thousands of

employees but in in the space about 20

minutes we identified all the people

that matter in Bunnings we created an

account we put leads into that account

which are the people using Lucia I could

see people's mobile phone numbers I

simply screenshot of that and gave it to

the rep so that they could jump on the

phone and call people we need to not be

linear in how we're doing prospecting as

well another trend I see is that is that

people want to phone one person then

they want to wait because they don't

appear to be pushy they don't appear to

be desperate

then they'll ring them again the next

week you know they'll leave one or two

voicemail messages and I don't want to

leave anymore now my view is that's all

the big mistake I'll talk about that at

the end of today so so this dangerous

trend of not getting on the phone

actually neglecting the phone not using

the dulcet tones of our own voice right

the best way to connect with somebody's

obviously face to face and the next best

thing to do is to actually have a phone

call that that's a thing that I see

that's really dangerous and I just want

to really start today by telling you a

true story that's actually my plane man

I'm going to sound old but that was 30

years ago so I learned to fly

ultralights back when I were first

introduced to Australia so they're

basically very light under weight

illegal aircraft powered by things that

look like warm air engines so I was part

of that movement we've got a distributor

we're selling them and I

the fly I had to learn to fly an

aeroplane in a single-seat aircraft

that's a bit tricky right so you can't

go up with anybody as an instructor my

father nearly killed himself trying to

do that and we had five aeroplanes we've

got the distributorship for that we

couldn't sell because no one could fly

them at demo them so he taught me to fly

without having a two-seater aircraft

after I could fly I decided I should

probably go to a flight school and learn

how to fly a Cessna so I went solo in

club record time because I could already

fly anyway but the instructor was very

worried and this has relevance in

business he was really worried about me

going solo and before he decided to let

me loose he asked me a question he said

Tony what's the definition of confidence

and I thought about that and I thought

gee I think confidence is when skill and

experience comes together then you've

got the right to be confident and he

just what conically shook his head and

said no he said confidence is the

feeling you have just before you

understand the situation he said most

dead pilots are dead because they were

confident they were confident that there

wouldn't be water in the fuel they were

confident that a wasp hadn't built a

nest inside a pitot tube that gives you

of your air speeds they were confident

that they wouldn't have an engine

problem so he taught me to always fly on

the basis that you're going to have an

engine failure fly on the basis that

you're going to have an engine problem

on takeoff so use all of the runway all

of the runway behind you when you're

taking off is if no value to you

right always make sure you've got enough

fuel the only time you have too much

fuel on board is if you're on fire and

so always have always have enough fuel

so I did that and actually saved my life

because I was flying that aeroplane

above a pine forest and in sport

aviation you're only allowed to fly at

500 feet which is anything 500 feet and

below is were all too dangerous

powerlines and everything else so but I

flew a legally high above a pine forest

because if I had an engine problem I

needed to be able to glide and I did so

I lost managed above applying pine

forest and I managed to get out my

father gave me another good definition

that saved my life which was any landing

you walk away from is a great one so

don't try and save the aeroplane just

keep it flying all the way into the

ground you might break a leg or

something but you'll be okay and you

know in business that the analogy is

this we all hear the professional

selling is changing would you agree with

that you know we all get

these here today they do amazing

research so we all hear this the stats

about buyers are 57% of the way through

their journey before they decide to

contact people and people increasingly

distrustful we've gone from sort of five

to nearly seven people involved in the

decision inside an organization even

serious heavy-hitting leaders but a

drivers still want consensus in their

organizations before they'll go ahead so

and it's not sort of seven people you've

got on board you have to get on board at

seven groups of people you have to get

on board with competing agendas and

getting a business case funded is

incredibly difficult because people that

want to in their minds unfairly funded

the particular initiative so you've got

to be really good at engineering

engineering consensus and by the way if

you've read the Challenger sale I highly

recommend that you read challenger

customers it's an excellent follow up

book and it addresses the problem of

when you do find immobilizer as

corporate executive board to term that

by persona when you find immobilizer the

second book the challenger customer

explains how do you go help them achieve

consensus and get a business case across

the line internally so we've heard all

of these things about selling changing

but till what happen with my aeroplane

is I mismanaged one of my early landings

in that airplane and I smashed the

timber patella so I smashed the prop and

I replaced the prop now what I didn't

know at the time was I'd created a

hairline fracture in a bolt in the drive

system I couldn't see it it was

invisible and every time I flew

everything felt normal it's all

completely normal but under the surface

what I couldn't see was that that

hairline fatigue fracture was getting

worse and worse and worse until one day

it just failed and that's what's

happening in business who here is

involved in selling as a service so

either services as a service or software

as a service kind of show of hands so

it's a really good proportion of people

in the room one of the big problems that

we have today is that average deal size

is relentlessly getting smaller and yet

you'd think by cycle times would

compress but they're not they're

increasingly more people more consensus

even that's a relatively small decision

for the buyer they still want to go

through a very rigorous process the cost

of sale is not being driven down but

average deal size is and what that means

is the average sales person out there

the average sales organization is

running out of

hours in the day that are available to

them to go and be successful I sat down

with the rep two weeks ago for a big

tech company in Sydney just helping this

person with their planning for the

decider than you fiscal year this month

and he had a look at his average deal

size in the last 12 months and compared

that with average deal size the 12-month

previous and stranding down had a look

at what he could see in his qualified

pipe of probable business to close and

then we looked at the gap and we did

some simple math we said well look let's

look at the gap you need a plan to

bridge the gap how many deals looking at

average deal size you're going to need

to be able to do that and the number was

terrifying the thing this person has to

figure out is how do they drive larger

deals because if you're just being the

busy fool if you keep trying to drop in

a number of transactions at this low

value so these things are slowly going

on and what's what's happening is

average deal size is getting smaller

selling is not getting easier but sales

people are becoming more passive and at

some stage it's going to break I'm going

to show you some steps today but I think

you'll find fairly disturbing so when I

go into fellas you know this is

typically what I see a lot of people

that are that are screen jockeys and

they're clicking away I think there's

one guy there at the end on the right

that's holding a phone I think no it's a

banana but so so no one's on the phone

but they're all busy and this company is

in there on Monday same thing I was

there for over two hours and I didn't

hear one person make a phone call it's a

really common thing so yes we need to

research but I think people completely

overdo the level of research that

they're doing this increasingly is is is

the scene now there's there's one

company and they're in the room today so

and say who they are

I shouldn't who they are anyway but if

they weren't but there's one company

that's the room today where sales people

have to go and booked a booth if they

need do any any phone calling because

they don't want people being disturbed

on the sales floor can you believe this

they don't want people being disturbed

on the sales floor so go book a booth if

you want to go make phone calls

I think that's insane I was interviewed

two months ago by Timothy Hughes in the

UK awesome guys not a relative and Tim

interviewed me and he told me the story

of a

a potential client he went and visited

they'd taken all of the phones off the

sales floor

they've gone full bottle 100% all-in on

social selling and I said to Tim that is

an act of lunacy it's a complete act of

lunacy so one of the things I'd like you

to take away from today's I think what

we need to do is we need to get people

out of this kind of passive mindset I'm

researching on posting I'm sending

emails in males I'm endlessly doing

things in social I'm going to attract

and engage the market I'm going to

publish content now attracting and

engaging is important publishing content

is important but to me do that outside

of course selling time well you know

when there's a concept called the golden

hours from Jeb Blount or Jeb bled out of

the USA in his book fanatical prospect

and he talks about treasure the hours

we've got available to engage with

prospects because we don't have a

shortage of prospects in the marketplace

what we have a shortage of is hours in

the day within which we can go and be

successful and if average deal size is

being driven down and if it's

increasingly harder to break through the

white wall of noise that our boys face

every times they come to work we need

empathy for our buyers we all know what

we face right it's the reason this sales

ball is quite for two hours as they get

in and what's the first thing we all do

we open up our laptop and we're

bombarded with all of this email yeah we

think all I just need to get through

this email and then I can focus on my

day there's a concept called time

blocking which is transformational for

people you turn everything else off and

you just focus on the task at hand so

that's one thing that we really need to

focus on I've got a cunning plan today I

want you to do a lot of the work today

instead of me it gets boring listening

to me anyway and I want to ask you this

question how do you create interest and

what I'd like to do is we're going to do

a little exercise I'm going to ask us

all to stand up and I just want you to

find somebody I know this will be a

little chaotic so I'll just sitting yell

out when we're done and I'll time this

but I want you to stand up and find

somebody you don't know and then you're

both going to take a turn at this one of

you is going to say I'm a prospect what

do you do and then you've got one minute

to answer that question and then and

then what I want at the end of that I'll

say the minutes up then provide some

feedback to the person so if you were

the person who said I'm I'm a prospect

what do you do

provide some feedback to the seller and

tell them how you think they went in


what they did to you and then you're

going to switch roles is that clear

so if you can hop up and go and find

somebody that you don't know and I'll

tell you when we're going to start okay

dude um did anybody in the room get a

prospect out of that interestingly last

week at Salesforce they're about 50

hands went up in the auditorium coach's

rip which was really quite interesting

now what I asked is actually kind of an

unfair trick question we're all wired to

talk about who we are what we do and how

we do it do you agree with that and no

matter how much sales training you put

people through now no matter how much

coaching you give them and again I even

had this yesterday with a client I was

coaching they're doing a presentation to

a big tech company that is going to be a

really good customer for them and I've

got the opportunity to present to about

35 of their sales team and they've got

twenty minutes and this person said

would you mind having a look at the

slide deck that I'm going to present now

I've worked a lot with this person

talking about things that we talked

about in the room today and and he

showed me the slide deck by the way we

need more women in sales right so it's

always like so that he showed me two

sales Beck and I said hey this is this

is all good but it's the second last

slide only that has what's really

important right so what the slide deck

did is I said this is the company and

what we do and all of our lines of

services and how it all works and who we

are and how long we've been in business

and what analysts think of us but we

need to stop leading with who we are

what we do and how we do it and it's Ted

lead with why lead with why a

conversation should matter and we we

know this from thirty years ago in sales

training right WWI AFM you know what's

in it for me I've got that acronym wrong

but what's in it for me Tom Hopkins and

Zig Ziglar and all sorts of people talk

about that decades ago so we need to

lead with what's in it for the other

person why should they care why should

they invest time in having a

conversation with us

I said that last slide needs to be two

slides not one and you need to take it

right to the beginning and you need to

spend two thirds of the time talking

about you know why it matters why should

they listen to this why should they work

with you what problems are you going to

solve for them have that conversation

and then they'll care about what you do

and how you do it but they're not going

to care about that they're just going to

tune out and you know what if you tune

them at at the beginning by the time you

get to your slides that matter they're

not listening anymore we've wasted our

airtime with somebody so what we need to

do is we need to lead with wire

conversation should matter and the

reason that is critical is because

narrative matters in an age where

everybody is getting busy in tools it's

very easy to become busy with tools and

just be a busy fool we need to become

very effective in how we use tools if we

are perceived to be blasting and

spamming everybody in our network we

turn people off us

so who here is heard of Neil Rackham so

so Neil Rackham did the best piece of

academic research on professional

selling they surveyed over 35,000 they

watched 35,000 face-to-face sales calls

it took them nearly 12 years to conduct

the research and what Neil found was

that the best salespeople the top 10% of

performers speak only 1/3 as much as the

bottom 90% so to be a great high

performing salesperson you talk a lot

less than everybody else that you're

competing with but one of the other

things that they found as people would

try and position benefits in a

conversation that weren't benefits at

all and what he said is that a benefit

is only a benefit if it solves a

specific acknowledged problem that the

customer says that they have which begs

the question we really need to know what

their problems are we need a hypothesis

of value that we lead with so rather

than talking about who we are what we do

and how we do it we need we need to have

a narrative to something like the reason

I want to meet is I'm working with

others in your industry and in doing my

own research on your company I think you

have the opportunity to improve in this

particular area that's what I'd like to

come and talk to you about so you don't

mention the company or product an

existing customer absolutely will want

to meet with us if we think we can

address one really important issue and

that is that every every CFO

every CEO inside large customers is

wanting to get greater value from fewer

supplier relationships their time poor

and they don't want to keep diluting all

of their spend so if you want to break

through with a strategy an existing

client call them up and say I'm really

unhappy with the level of value that

you're getting from the relationship

with us right I want to come and talk to

you about that because they do want

greater value from fewer relationships

if you're wanting to break through with

someone who's not yet a client they care

about what's happening in the

marketplace with my competition and with

other companies that face similar issues

to us they're interested with that so

you don't have betrayed the trade

secrets of your customers by telling

their competitors I'm not suggesting

that but if you can take some form of

insider something that they'll actually

want to talk about so we need to get

very clear what really is a benefit and

we need to move away from thinking from

this mindset of the benefit I provide a

client the benefit my sales team

provides clients is the benefit from

them buying my solution that's very

natural for us to be wired that way

before any of that can happen we need to

provide a benefit for them in the

conversation so we need to provide a

conversation that's of value to them

whether they buy anything from us at all

ever and there's been this big push for

insight selling corporate executive

board have taken to the next level with

challenger selling this whole thing of

the big politely provocative the concept

of challenging up in Asia Asian cultures

can be quite problematic what I believe

is we need a polite hypothesis of value

but it nevertheless still needs to be

provocative right so we need an idea of

where we think they could be value for

this particular client and if they never

buy from us who want to thinking well

that's 20 minutes or 40 minutes ahead

with that person still benefited me I

actually got a whole lot of insight out

of that most of the insights that people

think they're leading with are just

factoids or they're not insights at all

people just roll roll roll their eyes

and groan CB I hope that dome arm is

showing this light this is this is one

of their slides which you consider the

internet but this is really interesting

so in the Challenger sale it just shows

some of the research that they did and

they surveyed over 5,000 buying

organizations and a set of the buying

organizations when you go to market for

serious purchase purchasing decision

what causes you to select one particular

supplier over the other

and they group the responses into four

basic categories now I've heard many

salespeople say to me the reason I'm not

being as successful as I wonder be and

need to be is because their brand isn't

strong enough or what we're offering in

the marketplace doesn't have enough

intrinsic value it's not strong enough

if we all heard that from our own people

let me tell you that the new

battleground for gaining market share

and increasingly for every company in

the world today

you win market share at the expense of

your competitors like the days of a

rising tide will float all boats to the

degree that answer is just not there

we've gotta defeat we have to defeat

competitors we want to grow to the

levels that we need to so interesting

what the research found was the first

two topics there that influence the

buyer is brand and then also the

features functionality the attributes of

what we're selling so company and brand

impact and product and service delivery

so less than 40 percent of the decision

is based on the brand and the attributes

of what we sell what do you think the

53% is sorry you exactly the

relationship the trust the experience is

available from that's that's exactly

true only 9% is price now I don't know

about you but I've often heard sales

people the reason that we lost that deal

was because of price and usually that's

just not true price only matters if they

want what it is that we offer the job of

the salesperson is to sell strategically

by engaging early and starting to

provide insights and set an agenda so

that they become the emotional favorite

if you're the emotional favorite the

buyer will come back to you and say look

you're the guys who really want to do

business with but you're really not

there you know your pricing is not right

we're going to run a best and final

offer process you know we've included

you on the shortlist of three but you

know you were lucky to get on the list

you know there were a bunch of people on

the buying committee that didn't want

you there like you'll get coached by

somebody and there's nothing unethical

about that by the buyers trying to get

the best value and lowest risk so if you

are the lowest risk they want to find a


do business with you expand on a failed

project so interesting Lee price is not

as important and when CB went deeper

than when they said that the buys what

what do you mean the experience that you

got or that you had with the selling

organization it was really those four

points there so so what they said was

the buyer offered a unique and valuable

perspective they helped me navigate all

of the alternatives and that doesn't

just mean competitors often the

alternatives are in-house so I'm not

sure whether you're aware of this but if

you've got all of the CRM systems in the

world for business-to-business sellers

and you ran a consolidated report and

then twelve months later you went back

and said okay well let's see how many of

those deals were lost not to a market

competitor by just lost to the customer

staying in current state lost the

customer apathy the status quo that do

nothing option 25% of alleged qualified

opportunities are lost to do nothing the

customer ended up just staying in

current state so did they helped me

understand the alternative so when we

build a business case often our business

cases in business the business selling

are really weak because we just focus on

the benefits of changing state what we

don't do well is we don't we don't

document with numbers the cost of

staying in current state because what

you need in a business case is the risk

and the cost of staying as you are is

greater than the risk and the cost of

changing into future State we just tend

to focus on future state and we assume

that they're already committed to change

it's very common to companies to go

through the process and do nothing and

then they help they help me avoid risks

or manage risk is really important so

every buyer especially senior people

it's one of the reasons they want

consensus is they want to manage the

risk in their organization and if you

can be the one that educates them you'll

definitely become the emotional favorite

now this is another disturbing spat if

you have a look up here and what

percentage of engagements do you think

failed them in expectations so again

they've surveyed advised and said when a

salesperson or sales organization comes

and presents or engages with you what

percentage of the time did they meet

your expectations were you happy with

what they did for you any guess on the


2885 the number hahaha Steve Hall is a

legend actually he knows almost


85% I was being interviewed in the

states of the New York radio show a

couple of weeks ago and the guy that

we're in the show said that all made up

statistics are 76% so if ever see 76%

struck we made up stat but but the thing

is that 95% of byes expect insight if

our salespeople in the mode of let me

tell you about a company and their

products and how it works

let me navigate you the alternatives of

how we operate as a business that

doesn't provide any real level of

insight for the buyer so we have to be

able to do that and 86% of people fail

to differentiate if you grabbed every

b2b sales person in your own

organization and took them to the pub

and filled them with wine or beer and

they said to them late in the evening

and I do you differentiate us when you

go sell when you leave a meeting is the

buyer clear about how we're different in

the marketplace would you agree that

everybody would say yes they go well of

course that's a core fundamental thing

that a salesperson has to do I do that

well and yet 86% of the time people

don't actually do that well at all

so what that really leads into is if we

want to break through the noise and

really do a pipeline to me it really

comes down to three things that the

first thing is we need the right

narrative and that's what that little

exercise was about before we need to

work with our salespeople when we hear

them on the phone the best thing you can

do as a senior manager as a Sales

Manager even as the CEO is go and work

on the sales floor if you're sitting

there and you're not hearing anybody

make phone calls get it fixed let's say

then why why is it so quiet why aren't

we on the phone book

team calling times in say you know two

or three days a week we're all going to

be in the office I'll put on the coffee

I'll buy breakfast whatever it is coming

to the office we're going to be on the

phones at 7:45 everybody needs to have a

list done before they got home that

night get mobile phone numbers we're not

ringing switchboards get hold of mobile

phone numbers there's simple tools today

that can do these things for us we can

get email addresses mobile phone numbers

that are ethical and just break through

to people don't pick the one person

don't think well you know my key buyer

is the CIO I just want to get to the

and I'll try for seven months to try and

get to the CIO that that's not a good

strategy what you need to do is think

okay there's 13 people inside this

organization at the sit the CIO at

levels around that person people in

their organization that will have

influence I'm just going to go at

everybody at once and I'm going to get

the right combination of activities I'll

talk about in a moment to be able to

break through but when they answer the

phone what we can't be is like a deer in

the headlights thinking oh my god

someone actually answered the phone

alright what am I going to said we all

have that happen by the way we're

shocked when someone answers the phone

so we need to have the right narrative

the next thing is we need the right

combinations and I'll talk about this in

greater detail but the next book I'm

publishing out of the state is going to

be called combo prospecting and it's

about this combination so what we need

to do is we need to ring their mobile we

need to leave a voicemail message if

it's the first time of contact in like

contacting them I would text them as

well this one we do is I would send them

an email right so it's phone voicemail

email a simple combo of three but what

you need is the right narrative and it's

along again it's that narrative I talked

about where I'm working with other

companies like like yours in your

industry and in researching your own

business I believe you have the

opportunity for or I would like to talk

to you about and you don't mention your

company or product right so you have

something worth worth talking to them

about and you stay on them and you might

think man won't this person think I'm a

serial test I published a lot of stuff

but the post that's got most read it's

had over a million reads more than 5,000

comments and people went ballistic was

all I did was I posted a quote from Jeb

Blair who published the book fanatical

prospecting and Jeb said in a quotients

a true story but he left the same

identical message every day on the

voicemail of a cxo for customer who's

trying to sell to write so they put a

proposal in and I was stalled and he

felt their business case was too weak he

wanted to get to the sec so to have the

conversation as the CEO of his own

business he left the same identical

message for more than 50 days on the

person's voicemail and the person phoned

him back and said you're not going to

stop are you so here I am right and

we're bringing back now I posted that

and people piled in thinking it was me


had done this Najib saying that I should

be locked up in jail I should be

arrested and go to jail one lady said

that she wanted to hire two NFL bouncers

to come and roughed me up

all right so people people just went

ballistic the moment you say pick up the

phone and get really proactive people

get really really negative and yet it's

what we need to do it's what we need to

do so what what I want to do is just

take your tables now inside your packs

you've got you've got one of these

sheets inside the tax at the table so

it's a pipeline creation workshop and

what I'd like to do is at your table for

five minutes

is I'd like you to discuss how are you

ensuring that your sellers are using the

best possible narrative for engaging new

prospects and how are you generating

real insights so just think your table

just share some examples of how are you

helping them with narrative because

there's no point finding ways to break

through if you're not able to have the

right conversation so we just go for

about three three to five minutes on

that have that conversation at your

table now Thanks


can I ask a question for all of the

people in the room who feels that their

company invests who feels that their

company invests in helping salespeople

create the right narrative Wow okay yeah

Steve does that actually I'm really

serious actually so if you want someone

to help you create narratives Steve all

does do that right so what I see is

companies are reluctantly investing in

tech in technology and tools reluctantly

and it's almost at the expense of

old-school let's make sure people have

exactly the right narrative so let's

just move on so I think people are

losing the out of the narrative people

are losing courage they're showing away

from risking rejection and I think

they're losing the discipline of

fanatical execution every day I know

when I first got into sales 30 years ago

in the radio paging industry a man of

mold on I was I was there when mobile

phones came out there were 7,000 dollars

in 30 year ago money with no subsidized

call plans right but I remember when I

first got in sales right I was all done

on paper but I knew my numbers I knew

how many phone calls I needed to make

how many appointments I needed to do

there any presentations I would get to

every meeting early so if I got held up

I wasn't late anyway but I would door

knock the neighbors you know hi I'm just

here seeing my client next door as a bit

early could you tell me who's but in

order to be the service manager or the

sales manager you could get messages to

people in the field this is before

phones right so it would radio paging

and I would get a business card to go

back I would phone them right I would

leave a take behind but I nearly five if

I followed the numbers religiously

unless I was hopeless at what I'm doing

I couldn't help but be successful and I

became the number one salesperson in

that industry ever right and it wasn't

because I was a great salesperson I was


but I had a good sales coach who

mentored me and helped me get better

right and I I learned but I outwork

everybody else or I have 120 other

salespeople in the company but I was

this thing of numbers I just thought I

don't care about being rejected I care

more about being successful and I have

almost this

religious passion that I'm helping

people with the way we should feel is

that we are helping our customers

achieve a better state we're saving

people's careers if we can sell our

thing for them our solution to them

we're going to help them be in a far

better have a far better state of

affairs in their own business we're

going to progress their own career I

certainly feel that about selling and I

just want to share some stats with you

so one of the problems that we all face

our customers face it today but also our

salespeople is just this huge array of

tools that people use and the question

is are we really using technology


because I think most people are failing

too now this was an article an article I

wrote that got published in a magazine

in America and I I wrote this as a bit

of black you might try and be sort of

the Jason Bourne meets meets Monty

Python at business to business writers

but very they're very few people very

few people get my sense of humor

especially Americans now what actually

happened was a lot of people that read

that article thought it was dead serious

so I talked about this this this coming

apocalypse in business-to-business

selling and how most salespeople have to

go back to flipping burgers was the line

that I used in the article people took

offense but it was meant to be satire

but this is interesting so garner have

done research and they say that by 2020

85% of b2b transactions will be done

without any human intervention now

that's not acquiring a brand new name

accounts right but that's still a pretty

scary number when you have a look at

research done by Andy horik Forrester

Andy believes more than a million sales

people in the US alone are going to lose

their jobs by 2020 right it's a it's a

huge number if you look at the cost of

transacting online you can see that

there's a real issue and the reason I

lose their jobs is because they'll fail

to be able to do enough transactions

that fund their role does that make

sense everyone would like a relationship

but here's the truth no buyer worth

talking to not one of them not one of

them is lonely and bored looking for a

new friend not one and none of them are

lying awake at night hoping a

salesperson is going to phone them

tomorrow and told them about the joys

and wonders of the thing that they're

trying to sell them

nobody people aren't looking for new

friends we've got to find a way to

engage with value and insight we've got

to find a way to break through trusted

adviser status

is absolutely possible I was doing a

training session for Salesforce up in

Singapore just before Christmas 90 of

their salespeople and to the great

credit Salesforce got the CEO of a deal

they lost in on day two of the sessions

that we were running and at CEO gave a

very open view about the basis on which

he is a CEO would engage with the

salesperson and gave some very candid

feedback I believe that company is going

to be a Salesforce customer actually

still but and it was really interesting

and he said don't shy away from this

being a trusted advisor he says I do

have relationships with sellers where

they are a trusted advisor they'll guide

me on other technologies right because

because they've been at that status so

you can't begin there you begin with

providing value for the person and over

time you actually build trust but here's

actually the reality so in in Andy's

research where he says a million sellers

are going to be gone in the u.s. there

was one category where there'll be more

salespeople and that's that top top

right hand quadrant I call it the the

trusted adviser quadrant being strategic

Andy calls it consultant so his

definitions are in blue that

illustrations out of my original book

but if you're just an order-taker

or you're a relationship manager or

you're a BDM that just competes

tactically and you know that you're

having the wrong conversations

technically if you're talking about the

competition and your own product right

you know you're having the right

conversations being strategic if you're

talking about delivering outcomes and

managing risk because the language of

leaders the people we want to have

conversations with is want to talk about

delivering the outcomes they care about

and managing their risk and the numbers

that are behind it the language of

businesses numbers is not words so if we

can help people with that kind of

narrative it makes a huge difference so

they're the only people that will

actually grow and prosper and if you

think about why there's three horrible

forces that are acting on every one of

their businesses there's new

technologies that emerge that actually

disrupt us people like Cisco are going

through that at the moment with network

to find storage and much cheaper

manufacturing out of places like China

which is the commoditization problem

professional services firms like like

Deloitte's and all sorts of other

organizations are getting offshored

you know the whole process of being

involved in some mergers and

acquisitions and used to pay a lot of

money to a law firm to go on

you know Hoover up all of the contracts

of the company that you're looking at

buying and I would go through all the

contracts and due diligence and look for

contingent liabilities and problems and

everything else now a lot of that's

automated it's all scanned its imaged

it's sent offshore there's there's

technologies that can go and index all

of those documents and find the things

that are a problem so it's not even a

lot of human humans anymore but the

professions are absolutely being

disrupted as well it's not just

blue-collar workers and drivers and

almost 90% of chief marketing officers

lastly were very focused on the

battlefield of customer experience being

the big point of difference you don't

have to have the best product or service

in the market if you can provide the

best experience for people to do

business with you and you know obviously

is a case in point who here saw the the

launch of the Tesla 3 online last year

did anybody watch that yes some people

in the room so I don't know whether you

you're aware of this but the car

industry you think would be one of the

last bastions of being disrupted because

if you gonna buy a car you want to go

look at it you want to have a drive of

it none of us like being put through the

sales process at a dealer but we go to

dealers to look at cars and drive them

and as part of that decision process now

for me the last three cars I've bought I

didn't go to a dealer to make any sort

of decision at all I did my process with

emails online I did all of my research

online and I talked to people at owned

cars but I was thinking of owning rather

thing I talked to a dealer but the thing

that's interesting is this is Elon Musk

is not a particularly great salesperson

he's a pretty quirky guy he caps surfs

he turns up at friends houses and stays

if a couple weeks and then just

disappears and go somewhere else but

he's very passionate about changing the

world he wants to get the human race off

the planet he wants to make us

ecologically sustainable you know with

with batteries wind and solar he wants

to make electric cars cool and fun to

drive and sustainable and he's very

passionate about that he wants to change

the world and people buy into it so when

they launched the Tesla Model 3 Elon

Musk did an event in in California it

was live streamed on the internet and as

a result just with him talking and

having a shopping cart up line with very

vague kind of promises he said well

we'll be shipping the car in about 17

months from now and it'll have this kind

of range

this kind of battery life it I have

similar features to to the current Model

S in this area and if you'd like one you

need to shell out a thousand dollars

u.s. so just a jump on line fill out a

shopping cart and place an order and

jump in line in eighteen months to two

years you may have a car now he hadn't

even booked the gigafactory at this

stage so everyone was saying there's no

way they can manufacture enough

batteries to be able to link demand

anyway but he sold fourteen thousand

million dollars worth of cars in 72

hours that's aweso dollars twelve twelve

billion u.s. in a shopping cart and

you'd think that people selling cars

would be pretty safe see so we can

definitely see see that the world is

changing air so my real message here is

that all dogs really can learn new

tricks all the sellers that have got a

good narrative can learn some brace

technology and the younger millennial

kind of sellers can learn to embrace an

old-school decent kind of narrative

right to actually be able to go deeper

with people and it to me there's three

timeless factors that we need to combine

with technologies so the first thing is

we need to lead with the level of

insights we need to provide value in the

conversation the next thing is we need

to go trust with people and that process

for everybody should begin online you

know that three-quarters of people that

we've run any sort of outreach to so if

we leave them a voicemail message or

send them an email or a LinkedIn

connection request three-quarters of

people will have a look at us before

deciding whether they'll engage and when

they look at our LinkedIn profile what

do they see do they see Porsche driving

quota quota crushing uber salesperson or

do they see industry person of insight

that's probably worth meeting with

that's well-connected that has a good

network that's published some

interesting things so it's really

important that we start the process of

building trust well in advance of

actually meeting the person you cannot

be successful in building pipeline and

b2b selling if you're not using a well

ain't happening in Australians as I said

so it's a critically important platform

to people join a second but these are

some sets you may not be aware of see

nine in the USA did some research and

what they did with the permission of

employees and companies is they got the

leaderboard table of performance out of

companies so highest performer to lowest

perform a

in terms of percentage against target

and they snapshot at this over time over

three quarters and they compared

people's results with their LinkedIn

social selling index scores so LinkedIn

run an algorithm on the way you use

LinkedIn as a platform yourself and it

gives you a score how I go into that


but they compared that and what they

found was this is that people who use

the LinkedIn consistently well worth

five times more likely to secure a

meeting with someone they were targeting

so they were thinking I need to get a

meeting with the CEO of this

organization the ones who use LinkedIn

well worth five hundred percent more

likely to actually get that in to

actually get that appointment so that's

an evidence point of why you need to

embrace it the other thing they found

was that people who use LinkedIn world

built 45% more pipeline more personal

pipeline so my view is that there's not

one sales person in any of our

organizations that is going to be able

to achieve their numbers just on

marketing leads or the activity of an

Inside Sales or SDR would you agree with

that so people have to be good at

creating personal pipeline my view is

the CFO in your organization should be

thinking about creating pipeline your

CEO should I know some of the CEOs in

this room and I know you're very active

in business development right that's

that's what the best CEOs do they'll use

their board to help do business

development as well so everybody needs

to do this and then the other stat is

that the people that usually can well

was 51% more likely to make quota for

the year so if you're thinking how do I

increase the probability of me hitting

my number how do I create more pipeline

how do I get a meeting with that

important person that I need to to drive

bigger higher quality more strategic


the answer is used LinkedIn well now

obviously you need to absolutely use

your CRM while a system like Salesforce

and you need marketing cloud as well as

sales cloud because if people aren't in

the buying window you need to be able to

delete nurture them and so that those

leads don't just go away and actually

get forgotten about so good people will

leverage technology so to me it's really

social in the phone there's a guy called

Kenny Madden in the states that I found

I think he's the first one to coin coin

that term so I always attribute it to

him but it's the social phone at social

end the phone you always use them in


that you never have to make a cold call

again Joanne black actually spoke and

our first breakfast out of the states on

referral selling and she's right on a

referral is the fastest path to revenue

and a referral is the highest

probability of a sale because it begins

with context and Trust it's really


LinkedIn enables you to do things those

things really well so we want to find a

common connection that can provide an

introduction actually give us some

insight so what I'd like to do just

really briefly now is on the back of

those sheets we just had I just want to

skip to topic three and and what I'd

like you to do so just go to topic three

just take your tables

the really interesting thing here is

that most organizations have got a

number of strategies for how they're

going to create pipeline but if you look

at who owns it who really owns it

there's usually a really big gap so

everyone needs to own the responsibility

of creating pipe it's a fundamentally

critically important thing so just in

summary so we need the right narrative

don't neglect that so many organizations

charge off with all of these campaigns

and activities get busy and social but

they haven't sorted out their narrative

and your own LinkedIn profile you need a

new your summary to not have your work

history that your summary needs to be

the value that you provide the outcomes

the business value that you provide

people as the first few sentences or

paragraph and then the next few

sentences or the second paragraph are

the values by which you operate so show

them how you operate as a person so the

thing where I want to do business with

someone that's all about outcomes all

about managing risks that has this

insight so we need the right narrative

about why a conversation matters is the

first thing we need the right combos to

me you need sales navigator you need to

CRM you need you need marketing cloud as

well as sales clouds you need to bring

all of the technologies together right

you need combos of activity you need a

bit of quick pragmatic research in

social you need to jump on the phone

leave a voicemail send them a text

message initially not forever they'll

probably find that annoying but then

send an email send an email send a

connection request like go after people

don't be so passive and go after the 13

people in the organization altogether

and see where you start to get traction

if they bump into each other on the

water color and say hey is that Tony

who's gotta be living your messages -

that's fine nothing man this person is

determined and so long as your narrative

is right it'll be okay if your narrative

is Neph then you'll just be an annoying

person that they that they going to

complain about you need the right

narrative really important and the last

thing is you need the right mindset we

need the mindset of people and

technology there's a lot of

fear-mongering going on about a

artificial intelligence that let me tell

you the fear-mongering is well-founded

is real if you look at what Salesforce

have recently delivered with Einstein

the level of predictive forecasting it

does is mind-boggling and the fact that

prompts sales routes that their deals

are in trouble automatically because

they can see the deals at this stage

there's been no contact with this

prospect for this period of time because

you're logging things in the system

it'll prompt a sales rep I don't think

this deal is going to close and it's

doing this automatically so Einsteins

doing what sales managers often fail to

do right see there's lots of AI

technologies I could go on about but

it's all real the salespeople that will

be ok and will prosper the ones that

lose to that top right-hand quadrant and

they in based embrace technology they

become one of a better term a cyborg

right it's human and it's a technology

altogether you can't just be human on

its own because people are too busy

they're not looking for a friend you've

got to have those insights and

technology can do it for you can mine

the big data it can provide the

information that gives you the reason to

talk to them and then the other thing is

we need to bring sales and marketing

together I think Peter stroked orbs here

today he specializes in really talking

about this but we need to me sales force

you need sales navigator so sales

navigator is the pipeline funnel

building tool and then sales force is

how you're going to manage the entire

lifecycle through to getting referrals

with people as well but then you need

intelligence tools so I talked about

that elucha tool the one at the bottom

there that's a simple tool that gives

you mobile phone numbers there's a way

of getting the information that you need

that's really quick you don't need to be

phoning people switchboards and then

there's dialing software does it's

amazingly productive this dialing

software will automatically log into

your CRM and everything well but they're

the kind of things that can really

transform the way that you operate and

then the last thing of those three

things has really mindset you know if

you look at Arnie nannygate not

notwithstanding but he is without doubt

one of the most disciplined people that

has ever lived right amazingly

disciplined he did not make all of his

money out of bodybuilding at all he made

his money out of business right and he's

been successful in every single venture

that he has set his mind to go and do

because he's massively disciplined

massively disciplined tried with what he

put in his mouth with the gym work that

he did with the relationships that he

had with the books he read incredibly

discipline and that's what we need in

salespeople today before they leave the

office at the end of the day they've got

a list of who they're going to be

calling in the morning with mobile phone

numbers and they get in and they're on

the phone by quarter to 8:00 and they

make that their habit

that was how I was successful when I

first started in sales 30 years ago

you've got to have a work ethic that

gets you the numbers that gives you a

chance to be success you can't be

snoozing away being a screen jockey

you know passively doing outreach and

about a tenth of what's really needed

and have any hope that being successful

it's really really important so please

think about what you want to take back

into your own organization from today

please follow me and LinkedIn are

there's a blog post there the rise of

the silent sales floor is killing

business that's basically the notes from

today and it's if and also creating an

awesome LinkedIn profile has got the

video that you were laughing at today so

I've embedded that video there so in my

LinkedIn profile feel free to connect

with me follow me and those two posts

will actually have all of that

information so with that what I like to

do is to invite John back up thank you