Latest / What is Business Development? / Episode 124: SALES PUNK tactics with Kyle Hegarty

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Episode 124: SALES PUNK tactics with Kyle Hegarty · What is Business Development?

• 0:03
  Speaker 1: Welcome to the Business Development podcast, brought to you by
• 0:06
  Speaker 1: the Global Business Development Association, delivering the strategies and tactics
• 0:11
  Speaker 1: to boost your career and corporate growth.
• 0:22
  Speaker 2: Hello BD pros, and welcome to the Global Business Development
• 0:26
  Speaker 2: Association podcast called What is Business Development? Well, folks, got
• 0:34
  Speaker 2: a great show for you today, and you know, let's.
• 0:38
  Speaker 3: Talk about B to B sales.
• 0:40
  Speaker 2: Okay, a lot of people think it's broken because salespeople
• 0:44
  Speaker 2: stopped caring. Well, you know what, oftentimes it's just broken
• 0:48
  Speaker 2: because buyers changed faster than the sales teams did.
• 0:52
  Speaker 3: And today's buyers.
• 0:53
  Speaker 2: Are more informed, more skeptical, and more allergic to outdated
• 0:59
  Speaker 2: quote unk quote consultative theater than any time before in history.
• 1:05
  Speaker 2: They don't want to be taken through a process. They
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  Speaker 2: want help making complex decisions inside messy organizations without all
• 1:14
  Speaker 2: the fluff. Well, today we have a great book author
• 1:18
  Speaker 2: with a brand new book that's available on Amazon that's
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  Speaker 2: going to walk us through how we can fix that problem.
• 1:25
  Speaker 3: Today.
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  Speaker 2: It's going to be a no fluff discussion. But hey,
• 1:30
  Speaker 2: if you want some more no fluff business development guidance
• 1:36
  Speaker 2: and insights, well then grab yourself a copy of The
• 1:40
  Speaker 2: Business Development Body of Knowledge. It's available on Amazon and
• 1:44
  Speaker 2: you can also get access to it at the Global
• 1:47
  Speaker 2: Business Development Association website at Gbdassociation dot organ. When you
• 1:54
  Speaker 2: read the book, you can also go to the website
• 1:57
  Speaker 2: and get access to the Business Development Professional certification. Now, folks,
• 2:03
  Speaker 2: let's talk a little bit about this brand new book,
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  Speaker 2: and the book is called Sales Punks, and Sales Punks
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  Speaker 2: is a great new book.
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  Speaker 3: You know, it's it's it's blunt.
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  Speaker 2: It's a practical wake up call for sales leaders and
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  Speaker 2: sellers like you, the business development folks that are out there,
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  Speaker 2: and you know the old playbooks aren't working. But you
• 2:32
  Speaker 2: know you want to be able to fix what's going
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  Speaker 2: on right now, and we're going.
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  Speaker 3: To be able to do that.
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  Speaker 2: In our discussion with the book author Kyle Hegarty and Kyle,
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  Speaker 2: He's worked with sales teams to strip out sales theater
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  Speaker 2: so buyers can move decisions forward, especially in complex high
• 2:53
  Speaker 2: stakes B to B deals. We're momentum stalls and we're
• 2:58
  Speaker 2: interested that never turns into hey, we've decided. He has
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  Speaker 2: a background that spans twenty five plus years in B
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  Speaker 2: to B sales and leadership's roles across the US, Europe,
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  Speaker 2: and Asia. He's built and led global teams, helped organizations
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  Speaker 2: scale revenue, and trained sales leaders operating in multi stakeholder,
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  Speaker 2: high risk buying environments. I'm so excited to have Kyle
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  Speaker 2: here on the show, folks. Let's give him a warm welcome. Kyle,
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  Speaker 2: Welcome to the show.
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  Speaker 4: Hey Tony, how are you.
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  Speaker 3: It's great to have you.
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  Speaker 2: Kyle, and I can't wait to get into our no
• 3:39
  Speaker 2: fluff discussion about your new book, Sales Punks. Can you
• 3:43
  Speaker 2: tell us a little bit about how you got into
• 3:46
  Speaker 2: the sales profession and.
• 3:48
  Speaker 3: Why did you write the book.
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  Speaker 4: So, the beginning of my career started, like many other salespeople,
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  Speaker 4: kind of by accident, having to take a job to
• 3:57
  Speaker 4: pay for the rent. I was in a slightly different
• 4:00
  Speaker 4: field the very early days of my career. I took
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  Speaker 4: this job without really knowing what was going on. The
• 4:07
  Speaker 4: dot bomb. The dot com bomb had happened two thousand
• 4:10
  Speaker 4: and two thousand and one, so it was September of
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  Speaker 4: two thousand and one where I took this job. Basically
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  Speaker 4: being a high end cold caller, and that was the
• 4:18
  Speaker 4: whole business, which I didn't understand at all at the time.
• 4:20
  Speaker 4: But it was essentially generating pipeline for other companies, so
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  Speaker 4: we were an outsourced pipeline building company. My first week
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  Speaker 4: was the week after the nine to eleven attacks. And
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  Speaker 4: what do they do with the young sales reps? They
• 4:36
  Speaker 4: always give you the tough territory. So my first sales
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  Speaker 4: territory was New York City days weeks after the attacks,
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  Speaker 4: and I came into that environment with zero sales experience
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  Speaker 4: or knowledge or understanding. You know, here's a I think
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  Speaker 4: we were on spreadsheets there, So here's your spreadsheet, here's
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  Speaker 4: your phone. You know, that's it go. And that was
• 5:01
  Speaker 4: certainly being thrown into the deep end, right, So that
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  Speaker 4: was that was how my career in sales started.
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  Speaker 2: Yeah, that's that's a tough way to do it, and
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  Speaker 2: unfortunately it's the way a lot of people enter, not
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  Speaker 2: just sales but business development at large. They just kind
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  Speaker 2: of fall into it and no training provided by their companies,
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  Speaker 2: oftentimes no training that's available at an economic price point.
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  Speaker 3: That's easy for people.
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  Speaker 2: To really do cutting off their careers. That was a
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  Speaker 2: big driver for me to write the Business Development Body
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  Speaker 2: of Knowledge. There was nothing really like it out there.
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  Speaker 2: A lot of books about sales and marketing and things
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  Speaker 2: like that, not a lot about business development. And you know,
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  Speaker 2: I just found that folks either a didn't have the
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  Speaker 2: training or B they just kind of got this, you know,
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  Speaker 2: on the job training that they picked up from other people,
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  Speaker 2: not knowing what it's right or wrong, just copying it
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  Speaker 2: people do.
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  Speaker 4: So I'd add something to that, which is they would
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  Speaker 4: practice with their prospects, so which is a very expense.
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  Speaker 4: You think training is expensive, right, That's probably the number
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  Speaker 4: one environment for sales practice, which is practicing with prospects,
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  Speaker 4: which can go off the rails very quickly, not only
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  Speaker 4: on the brand damage side, but certainly from the revenue
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  Speaker 4: generation side. So yeah, and I'm biased, but you know,
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  Speaker 4: as we both are, but we are we are.
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  Speaker 2: So I guess that was a big driver for you
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  Speaker 2: then to write sales punks.
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  Speaker 4: So that was, of course, back way back in the day. Now,
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  Speaker 4: you know, fast forward twenty years. Actually that business took off.
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  Speaker 4: We I ended up moving to Southeast Asia. I grew
• 6:46
  Speaker 4: the business across that region. I've just recently moved back
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  Speaker 4: to the UK, so kind of been been all over
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  Speaker 4: ever since. About ten years ago. I got more into
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  Speaker 4: sales training or training sales teams with all of the
• 7:00
  Speaker 4: hard fought knowledge that I had put together over the years.
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  Speaker 4: And I think it was the pandemic that was the
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  Speaker 4: trigger for me to write this thing, because I kept
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  Speaker 4: having this ongoing feeling like things were changing, but I
• 7:12
  Speaker 4: couldn't really put my finger on it. And for me,
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  Speaker 4: what ended up happening was I became a buyer. I
• 7:20
  Speaker 4: ended up buying some I was looking for this AI
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  Speaker 4: solution for sales teams and for my clients, and I
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  Speaker 4: was talking to founders, talking to heads of sales of
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  Speaker 4: these companies, and there was a massive disconnect. I had
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  Speaker 4: done a bunch of my own research. I had gone online.
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  Speaker 4: I'd been on YouTube to watch the demos. I had
• 7:41
  Speaker 4: been on Reddit channels to talk to customer you know,
• 7:43
  Speaker 4: not even talk to customer customers, but to see what
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  Speaker 4: they were saying, to get those sort of reference points.
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  Speaker 4: And I finally would get on the phone with either
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  Speaker 4: a founder or a head of sales, and they were
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  Speaker 4: One guy literally said, you know, I was asking all
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  Speaker 4: these questions because I was pretty much ready to buy.
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  Speaker 4: And one of the guys said, look, you're asking great questions,
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  Speaker 4: but you're at stage eight or nine. We're at stage one,
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  Speaker 4: and that was the penny drop moment for me. It
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  Speaker 4: was like, you're you might be at stage one. I'm
• 8:14
  Speaker 4: somewhere else and I'm actually going somewhere else because this
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  Speaker 4: isn't working for me. And it was like, there's a
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  Speaker 4: there's just a growing divide between buyers and sellers, at
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  Speaker 4: least from a sales process standpoint. So that was what
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  Speaker 4: triggered the book.
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  Speaker 3: Yeah, boy, so much friction. I love it. So sorry,
• 8:30
  Speaker 3: mister or missus prospect. I'm willing. I'm back at step two.
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  Speaker 2: I'm not ready to sell to you yet, even though
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  Speaker 2: you're just telling me you're ready to buy.
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  Speaker 4: Oh my god. That was That was what that was
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  Speaker 4: what got me started. That was what kicked this project off.
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  Speaker 2: Oh boy, Okay, well let's kick off our discussion then,
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  Speaker 2: Kyle about your your book here. Let's dive into the
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  Speaker 2: top three tactical takeaways from your book again, folks, we're
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  Speaker 2: talking about Kyle's new book available on Amazon. It's called
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  Speaker 2: Say Punks. What a fun name. I love the title,
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  Speaker 2: and the whole book is about addressing the broken sales
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  Speaker 2: processes that Look, the world needs this today, and as
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  Speaker 2: Kyle writes in his book, this is the Rebels guide
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  Speaker 2: to rewriting the rules B to B Sales. So, Kyle,
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  Speaker 2: what's the top way that we can start rewriting the
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  Speaker 2: rules of B to be Sales?
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  Speaker 4: Well, So the book is written actually in story form,
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  Speaker 4: so it follows a guy who takes over a struggling
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  Speaker 4: sales team and he's got to rebuild it from the
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  Speaker 4: ground up. For your audience, I think the one character
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  Speaker 4: that might really jump out and resonate is this guy
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  Speaker 4: called Quaid. And Quaid is this guy who is a
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  Speaker 4: individual contributor. He quietly just hits and exceeds his targets
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  Speaker 4: all the time. Quite frankly, he's not a big team player.
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  Speaker 4: He's very sort of on his own. He's the lone
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  Speaker 4: wolf of the story. And what I was fascinated and
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  Speaker 4: interested in was looking at those types of characters and
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  Speaker 4: kind of following a day in the life of Quaid.
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  Speaker 4: And so what I could do the first first example
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  Speaker 4: maybe would be to give a page literally out of
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  Speaker 4: his book or his story. And one of the is
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  Speaker 4: very specific, so we're going to dive right in right
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  Speaker 4: in here. One of the things he did, he called
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  Speaker 4: this thing a pipeline handshake, and this is based off
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  Speaker 4: of real characters. I've the names have been changed to
• 10:32
  Speaker 4: protect the guilty. But but what Quaid would do is
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  Speaker 4: they were selling financial reporting software sort of add ons
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  Speaker 4: to ERPs. It was a SaaS model. What he was
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  Speaker 4: doing is he was actually building his contact database of salespeople.
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  Speaker 4: Salespeople had nothing to do with the sales process, and
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  Speaker 4: who he was selling to. He was selling to CFOs
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  Speaker 4: coos you know, very various different units, had nothing to
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  Speaker 4: do with sales. He spent a chunk of his time,
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  Speaker 4: not all of it, he built his network around sales
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  Speaker 4: people within his target accounts. A little bit counterintuitive, a
• 11:13
  Speaker 4: little bit kind of angled. But what he would do
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  Speaker 4: is if he was going to sales conventions, he would
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  Speaker 4: find people just based on logos that he was trying
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  Speaker 4: to get into. And salespeople do like to chat and
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  Speaker 4: they're actually pretty helpful with one another. And what he
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  Speaker 4: would find over time is, you know, you scratch my back,
• 11:31
  Speaker 4: I scratch yours. So you get to a situation where hey,
• 11:33
  Speaker 4: I you know, oh I know this guy, let me
• 11:35
  Speaker 4: let me help you out, And all of a sudden,
• 11:36
  Speaker 4: the salesperson's going, oh, you know, oh, if you're trying
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  Speaker 4: to get my CFO. Oh, here's our org chart. What
• 11:43
  Speaker 4: else do you need? What other inside info do you
• 11:45
  Speaker 4: do you want? And so it was this very specific
• 11:48
  Speaker 4: tactic approach that he would use, which is, you know,
• 11:51
  Speaker 4: go find the friendlies and start from there. So I
• 11:55
  Speaker 4: thought I'd start with that one. As you know, that's
• 11:58
  Speaker 4: not the top tactic of the book, but I thought
• 12:00
  Speaker 4: it was a very interesting or kind of fun, unique
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  Speaker 4: way to introduce Quaid to your audience.
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  Speaker 3: Kyle, I love it.
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  Speaker 2: You're coming out swinging with the top tactic that I
• 12:09
  Speaker 2: love to use. That is actually my go to an
• 12:13
  Speaker 2: outreach is to reach out to the fellow business developers. Look,
• 12:17
  Speaker 2: they're a sympathetic audience, right. You reach out to another
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  Speaker 2: BD person and they get it. You know, they know
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  Speaker 2: it's a struggle, and so they most of them, most
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  Speaker 2: of them are happy to help and guide you through
• 12:31
  Speaker 2: the organization. They could be a champion, they could be
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  Speaker 2: an influencer. And then you know, there is a little
• 12:38
  Speaker 2: bit of the uh, the expectation that someday they'll call
• 12:41
  Speaker 2: you up and ask for some help, and you're happy
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  Speaker 2: to do that. You're happy to reciprocate or at least
• 12:45
  Speaker 2: introduce them to somebody else that could get them into
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  Speaker 2: whatever prospect that they want to talk to.
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  Speaker 3: So love that tactic.
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  Speaker 2: Okay, Kyle, let's jump into tactic number two and key
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  Speaker 2: takeaway from your book.
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  Speaker 4: Number two new character will introduce. This one is a older,
• 13:02
  Speaker 4: more senior salesperson. She works with Quaid, although Quaid doesn't
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  Speaker 4: really work with anybody until he goes on his other
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  Speaker 4: separate journey. This was a woman who was much bigger
• 13:18
  Speaker 4: into farming. We'll call it account farming. And one of
• 13:22
  Speaker 4: the data points that has come out in the last
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  Speaker 4: few years it's been a growing trend for a decade plus,
• 13:28
  Speaker 4: is that it's harder, it's taking more time for salespeople
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  Speaker 4: to sell internally than to even spend time with prospects
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  Speaker 4: or customers. I'm working with a company right now, very
• 13:40
  Speaker 4: complex sale, military sometimes level involvement. Their salespeople spend sometimes
• 13:47
  Speaker 4: seventy percent of their time trying to get through internal
• 13:52
  Speaker 4: approvals to get deals moving. One of the and there's
• 13:57
  Speaker 4: a bunch of research out there that's shown that actually, say,
• 14:00
  Speaker 4: people in many organizations are spending significantly more time internally
• 14:05
  Speaker 4: fighting battles just to try and get deals going. So
• 14:09
  Speaker 4: there's a whole chapter that looks at that phenomenon and
• 14:13
  Speaker 4: some specific tactics as to what can be done about it.
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  Speaker 4: Very specifically, if I were to kind of give you
• 14:19
  Speaker 4: the headline of it, it's what and what this character
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  Speaker 4: was very good at was you treat your colleagues internally
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  Speaker 4: like prospects. What do I mean by that? A salesperson
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  Speaker 4: typically ends up saying, right, I've got this deal, Oh
• 14:37
  Speaker 4: I need compliance sign off. I need to go to
• 14:39
  Speaker 4: my CFO. I need I need this stuff. So all
• 14:42
  Speaker 4: of a sudden, sales rep picks up the phone, sends
• 14:44
  Speaker 4: an email, sends a chat even worse, going hey, I
• 14:47
  Speaker 4: need this, I need this, need this, need this. Compliance
• 14:49
  Speaker 4: is going yep, join the queue, you know tech security guys.
• 14:53
  Speaker 4: Yeah yeah, yep, yep. Back of the line, all this stuff,
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  Speaker 4: and then what happens is just attention. Everybody's getting everybody
• 15:00
  Speaker 4: at each other's throats because all the sales do people
• 15:03
  Speaker 4: are doing is they're just coming up with demands. I
• 15:06
  Speaker 4: need this, I need this faster, you know, et cetera.
• 15:10
  Speaker 4: What this character was really good at doing was saying, look,
• 15:14
  Speaker 4: I see this as a trap. This is not getting
• 15:17
  Speaker 4: any better. And if we continue to do the same thing,
• 15:20
  Speaker 4: We're just going to have the same growing internal conflict.
• 15:24
  Speaker 4: Silos are going to get even stronger and worse. Right, So,
• 15:27
  Speaker 4: what she was doing was actually doing relationship building much
• 15:31
  Speaker 4: earlier on into all of these business units. She was
• 15:34
  Speaker 4: treating each of these people like prospects. She was going
• 15:38
  Speaker 4: in and sitting down in these offices and going, tell me, like,
• 15:42
  Speaker 4: what is it like? What's going on with you? Like,
• 15:45
  Speaker 4: how walk me through the biggest challenges that you've got
• 15:49
  Speaker 4: right now? I'm in sales. I might not be able
• 15:52
  Speaker 4: to help you, but I'm just I'm just curious, like,
• 15:54
  Speaker 4: what is it like that you've if there's one thing
• 15:57
  Speaker 4: that you could do better or make your life more easy,
• 16:01
  Speaker 4: what would it be? And so she came in almost
• 16:03
  Speaker 4: as a coach or as like a counselor early on,
• 16:07
  Speaker 4: right before any of the stuff hit the fan, so
• 16:11
  Speaker 4: that by the time she needed something, she had already
• 16:15
  Speaker 4: established not only like a surface level relationship, but one
• 16:18
  Speaker 4: where she actually understood what was keeping these people up
• 16:23
  Speaker 4: at night versus what she needed. And the penny drops
• 16:27
  Speaker 4: for a lot of people right there when they go, oh,
• 16:29
  Speaker 4: you know what, I've never actually reached out to any
• 16:32
  Speaker 4: of these people internally unless I need something.
• 16:36
  Speaker 3: Yeah, I love that one, Kyle. That is fantastic.
• 16:42
  Speaker 2: Operating inside complex enterprises is challenging for business developers, not
• 16:48
  Speaker 2: to mention selling to complex enterprises, and when you mix
• 16:52
  Speaker 2: the two, it is a two sided sales opportunity, really,
• 16:57
  Speaker 2: And I like what you said about this farming mindset
• 17:02
  Speaker 2: is nurturing those relationships internally, and then that way, when
• 17:08
  Speaker 2: you nurture, when it's time to harvest and you ask
• 17:12
  Speaker 2: for help, then you have a sympathetic audience within the organization.
• 17:19
  Speaker 2: And I like your the mindset you talk about because
• 17:22
  Speaker 2: it's very easy as a business developer or a salesperson
• 17:26
  Speaker 2: to get frustrated in that situation and then go to
• 17:30
  Speaker 2: your leadership or to their leadership saying, hey, I'm not
• 17:33
  Speaker 2: getting the approvals that I need because so and so
• 17:36
  Speaker 2: is slowing down the process and this is a big deal.
• 17:39
  Speaker 2: And then now you automatically get into conflict as opposed
• 17:43
  Speaker 2: to being empathetic with the other members of the team
• 17:46
  Speaker 2: to say, Okay, what does success look like for you?
• 17:49
  Speaker 2: How can we work better together as a team, How
• 17:52
  Speaker 2: can I keep you informed? And how can we all
• 17:57
  Speaker 2: work together as one go to market team. I think
• 18:00
  Speaker 2: that's so critical, Kyle, And oftentimes people just don't even
• 18:04
  Speaker 2: talk about the internal sales process. It's all focused on
• 18:08
  Speaker 2: the external sales and business development process. So that's another
• 18:13
  Speaker 2: very powerful tactic. I really love that one. Okay, let's
• 18:16
  Speaker 2: go into the final tactic number three.
• 18:19
  Speaker 4: All right, see if we can go three for three here.
• 18:21
  Speaker 4: So the final character that I want to introduce everybody
• 18:25
  Speaker 4: to is a guy named Dave Leiden. And I was
• 18:28
  Speaker 4: just having this conversation this morning with a friend who
• 18:31
  Speaker 4: had read the book and she had missed all of
• 18:34
  Speaker 4: the inside Easter egg jokes about all of the characters
• 18:38
  Speaker 4: named are almost all of them are named after punk
• 18:41
  Speaker 4: rock people. So Leiden was actually the real name of
• 18:45
  Speaker 4: Johnny Rotten from The Sex Pistols. And The sex Pistols
• 18:48
  Speaker 4: is the takeoff cover that I've got on Sales Punks.
• 18:52
  Speaker 4: And by the way, I haven't even said it, but
• 18:53
  Speaker 4: sales Punks why punk? Well, a lot of the sales processes,
• 18:56
  Speaker 4: a lot of the sales methodologies that we grew up
• 18:59
  Speaker 4: with people are still using today. We're invented and created
• 19:03
  Speaker 4: in the nineteen seventies in like the days of disco,
• 19:07
  Speaker 4: and so what what killed disco? Well, punk music came
• 19:10
  Speaker 4: in and killed disco. So I figured, let's go, let's
• 19:14
  Speaker 4: go kill some of these old tired approaches with a
• 19:18
  Speaker 4: little bit of punk attitude. Let's not just break stuff
• 19:20
  Speaker 4: for the sake of breaking stuff, Let's rebuild it. So
• 19:24
  Speaker 4: part of that is, you know, or the big part
• 19:25
  Speaker 4: of that is how do you how do you find
• 19:27
  Speaker 4: what to break, how do you break it? And then
• 19:30
  Speaker 4: how do you rebuild it? But that's where the sales
• 19:32
  Speaker 4: punk title comes from.
• 19:34
  Speaker 2: Love that Love the cover, Yeah, a great eye catching cover.
• 19:37
  Speaker 2: So yeah, okay, So let's hear about this third character
• 19:42
  Speaker 2: in the book.
• 19:43
  Speaker 4: So Dave, Dave Leiden is more on the sales leadership side.
• 19:47
  Speaker 4: So this isn't going to be in like individual contributor
• 19:50
  Speaker 4: level now now we're kind of at the strategic level,
• 19:52
  Speaker 4: but specific want to be very specific about what he does.
• 19:55
  Speaker 4: He comes in and he focuses on team purpose. And
• 19:59
  Speaker 4: another data point that I've seen over the last five
• 20:02
  Speaker 4: years really post COVID, is that the overarching team participation
• 20:08
  Speaker 4: team involvement has gone down. We are more distributed. Now.
• 20:12
  Speaker 4: I know sales reps have always been distributed, but the
• 20:15
  Speaker 4: sense of cohesion has been on the on the wane.
• 20:19
  Speaker 4: We can see that with high staff turnover, we can
• 20:21
  Speaker 4: see that with a lot of just angst within organizations,
• 20:24
  Speaker 4: there's not really a glue that ties people together. On
• 20:28
  Speaker 4: top of that that whenever anybody starts talking about purpose,
• 20:32
  Speaker 4: their BS detectors go off, at least mine mind do,
• 20:35
  Speaker 4: because it's just like either it's some board who has
• 20:39
  Speaker 4: put this together, or worse, they've hired somebody I've been
• 20:44
  Speaker 4: hired to do some of this in the past, to
• 20:46
  Speaker 4: like write some team purpose or a group company purpose. Like,
• 20:50
  Speaker 4: you've got to be kidding me. It's totally insincere. So
• 20:54
  Speaker 4: what Dave was really good at and there's a wonderful
• 20:57
  Speaker 4: case study and it's a very real case study about
• 20:59
  Speaker 4: how he kept the team together through COVID. He actually
• 21:03
  Speaker 4: flips the model and says, look, it's controversial here, but
• 21:08
  Speaker 4: he goes a lot of company purposes BS throw it away.
• 21:12
  Speaker 4: Most most people don't even know what their company purpose
• 21:14
  Speaker 4: statement might be anyway, so easy easy to start with.
• 21:19
  Speaker 4: What he wants to do is build it from the
• 21:20
  Speaker 4: bottom up. This is a this is a individual type
• 21:24
  Speaker 4: of journey. This is a team specific type of journey.
• 21:28
  Speaker 4: What is it that we are here for, and oftentimes
• 21:33
  Speaker 4: the answer doesn't even have to do with the product
• 21:36
  Speaker 4: or service that's being sold, and that's okay. His team purpose,
• 21:41
  Speaker 4: and in several organizations, was actually we we exist here, yes,
• 21:48
  Speaker 4: to do our job, but to come out the other
• 21:50
  Speaker 4: side stronger and and in better place, like better in
• 21:55
  Speaker 4: stronger career standing than where we where we are today.
• 22:00
  Speaker 4: And that became a bit of a rallying clot cry
• 22:02
  Speaker 4: for the for the team, and it actually creates energy,
• 22:07
  Speaker 4: right when when you wake up in the morning and
• 22:09
  Speaker 4: you actually have something that you are aiming for and
• 22:12
  Speaker 4: that you you know you want to get out of
• 22:14
  Speaker 4: bed and go do something, and you know that your
• 22:17
  Speaker 4: team actually makes you stronger. He's very good at that.
• 22:21
  Speaker 4: The specific approaches get into the weeds, but in the
• 22:24
  Speaker 4: back of the book there's an entire layout of a
• 22:26
  Speaker 4: workshop that can be done with small teams, again not
• 22:30
  Speaker 4: corporate level, like don't don't don't bring in a consultant,
• 22:34
  Speaker 4: bring me in, but don't bring anybody in. You don't
• 22:37
  Speaker 4: need to do this, like just figure the stuff out
• 22:40
  Speaker 4: at the ground level, rather than trying to be high
• 22:43
  Speaker 4: and mighty and pretend like your widget is going to
• 22:47
  Speaker 4: actually solve the world the world's problems because it's not.
• 22:50
  Speaker 4: So Team purpose is the final topic that I wanted
• 22:54
  Speaker 4: to just introduce into here because I think it's like
• 22:56
  Speaker 4: a force multiplier if it's handled the right way.
• 22:59
  Speaker 2: Yeah, well you finished it with a home run, Kyle,
• 23:02
  Speaker 2: because that's exactly where we start. The business development body
• 23:06
  Speaker 2: of knowledge is we talk about purpose and purpose is
• 23:10
  Speaker 2: what drives all of us, and it's actually based on
• 23:13
  Speaker 2: neuroscience as to how that actually influences the human psyche
• 23:19
  Speaker 2: and compels us to really be motivated. And so I
• 23:23
  Speaker 2: like what you say about the purpose is not written,
• 23:27
  Speaker 2: a purpose is executed, a purpose is exercised, a purpose
• 23:31
  Speaker 2: is done every day. It's a lived purpose, not what's
• 23:35
  Speaker 2: written somewhere in some corporate purpose page of a website.
• 23:40
  Speaker 3: And so I really like that.
• 23:41
  Speaker 2: And I like the fact too that you've given actionable
• 23:45
  Speaker 2: steps with a workshop that a sales team leader or
• 23:49
  Speaker 2: a business development team leader can really pull it together
• 23:53
  Speaker 2: and coalesce the whole team about Hey, maybe it's not
• 23:56
  Speaker 2: the corporate purpose, but at least it's the team purpose.
• 23:59
  Speaker 2: And this is going to get you out of bed
• 24:00
  Speaker 2: every day with a pep in your step to get
• 24:03
  Speaker 2: out there and engage with your prospects and help them
• 24:07
  Speaker 2: survive and succeed in the marketplace. So I really like that, Kyle,
• 24:11
  Speaker 2: so many great points. Let me just summarize those top
• 24:13
  Speaker 2: three tactics from your book. I like how you also
• 24:17
  Speaker 2: wrote in a story format with key figures and characters
• 24:22
  Speaker 2: that are inspired by the whole pump rock genre. And
• 24:27
  Speaker 2: so you started with the first example, the hunter, if
• 24:31
  Speaker 2: you will, who's out there in prospecting, and what they
• 24:36
  Speaker 2: found was that engaging with other business developers in the
• 24:40
  Speaker 2: prospect account as your navigator, as your champion, your influencer.
• 24:47
  Speaker 2: Very powerful tactic, one that I use quite a bit.
• 24:51
  Speaker 3: Tactic number two.
• 24:52
  Speaker 2: Is more from the farming nurturing mindset, and not just
• 24:56
  Speaker 2: we all know about nurturing our prospects, nurturing the internal team.
• 25:01
  Speaker 2: That really reduces a lot of the friction, a lot
• 25:05
  Speaker 2: of those process issues that can bite you right there
• 25:08
  Speaker 2: in the final stages of your deal, and if you
• 25:11
  Speaker 2: don't do it right, it can tank your whole deal.
• 25:14
  Speaker 2: I've seen it many many times before. So another very
• 25:17
  Speaker 2: powerful tactic. And then finally the home run tactic and
• 25:22
  Speaker 2: more geared towards sales, leaders is understanding what is that lived,
• 25:26
  Speaker 2: shared experience of a common purpose of your team, not
• 25:30
  Speaker 2: something that's written on a website somewhere. It's cracking open
• 25:34
  Speaker 2: a copy of Sales Punks and going to the worksheet
• 25:39
  Speaker 2: learning how to inspire your team with a common purpose.
• 25:42
  Speaker 2: And folks, let me inspire you to Grab yourself a
• 25:46
  Speaker 2: copy of Kyle's new book on Amazon. It's called Sales Punks,
• 25:51
  Speaker 2: The Rebels Guide to Rewriting the Rules of B to
• 25:55
  Speaker 2: be Sales. How can folks follow your work? How can
• 25:59
  Speaker 2: they can with you?
• 26:01
  Speaker 4: I'm on LinkedIn, so just look me up. My name
• 26:05
  Speaker 4: is unique enough to get you to me. I'm not
• 26:09
  Speaker 4: on really any other social media as far as I know.
• 26:12
  Speaker 4: And then my website is leadership nomad dot com. And
• 26:16
  Speaker 4: there's going to be very soon because the book just
• 26:20
  Speaker 4: came out. We'll have a landing page for the book
• 26:24
  Speaker 4: as well as that content that we talked about. Pretty
• 26:27
  Speaker 4: much every chapter has a a workbook or a workshop
• 26:34
  Speaker 4: framework that comes with it, which is kind of cool.
• 26:36
  Speaker 4: So all of that will be accessible on the website soon,
• 26:40
  Speaker 4: but it's also in the back of the book.
• 26:43
  Speaker 2: All right, folks, grab yourself a copy of Kyle's book,
• 26:45
  Speaker 2: reach out to him on LinkedIn and Hey, become a
• 26:50
  Speaker 2: sales punk yourself there and it's using success in the
• 26:53
  Speaker 2: B to B sales marketplace. Kyle Heggerty, thank you so much,
• 26:57
  Speaker 2: sir for joining us today, and thank you for everything
• 27:00
  Speaker 2: that you do to help promote and advance the art,
• 27:03
  Speaker 2: science and ethics of business development.
• 27:06
  Speaker 1: Thanks Tony, Thank you for listening to the Business Development Podcast.
• 27:13
  Speaker 1: Join our free community of corporate partners and business development
• 27:17
  Speaker 1: professionals advancing the art, science, and ethics of the business
• 27:22
  Speaker 1: development profession at Gbdassociation dot org.