Latest / What is Business Development? / Episode 158: “Relentless Sales Leadership” with Wade Wilson

Transcript

Episode 158: “Relentless Sales Leadership” with Wade Wilson · What is Business Development?

• 0:04
  Speaker 1: Welcome to the Business Development Podcast, brought to you by
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  Speaker 1: the Global Business Development Association, delivering the strategies and tactics
• 0:12
  Speaker 1: to boost your career and corporate growth.
• 0:21
  Speaker 2: Hello, BD pros, and welcome to the BD Podcast. It's
• 0:25
  Speaker 2: the official podcast of the Global Business Development Association and
• 0:30
  Speaker 2: And today we're here with our guest, Wade Wilson. He
• 0:32
  Speaker 2: has a new book that I think many of you
• 0:35
  Speaker 2: will like to learn about. And one of the key
• 0:37
  Speaker 2: things we will talk about today is, have you ever
• 0:40
  Speaker 2: been as a business developer on a team where that
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  Speaker 2: BD leader, he drives the team or she drives the
• 0:48
  Speaker 2: team purely based on fear? Whether it's pipeline reviews, whether
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  Speaker 2: it's quotas, it's all driven by fear. And wouldn't you
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  Speaker 2: like a better way? Wouldn't you like to be on
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  Speaker 2: a team that does it better, where you really feel
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  Speaker 2: a lot better at the end of the day, as
• 1:06
  Speaker 2: opposed to beat up and dragged down by fear? Yeah,
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  Speaker 2: I bet you would. And we're going to talk about
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  Speaker 2: that today with our guest author. But before we do that,
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  Speaker 2: we're going to talk about something that will remove some
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  Speaker 2: fear in business development. And that is the knowledge you
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  Speaker 2: can gain from reading the Business Development Body of Knowledge.
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  Speaker 2: It's available on Amazon. And then when you read the book,
• 1:30
  Speaker 2: go to the GBDA website at gbdassociation.org and learn how
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  Speaker 2: you can get your business development professional certification. Okay, so
• 1:43
  Speaker 2: our guest today is Wade Wilson. He spent 30 years
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  Speaker 2: building and leading enterprise sales teams at big companies like Oracle, Verizon,
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  Speaker 2: and others. And he sold over a half billion copies
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  Speaker 2: billion in complex IT solutions. And now he works with
• 2:02
  Speaker 2: chief revenue officers and DPs who are trying to do
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  Speaker 2: the same thing. And he helps them build cultures where
• 2:10
  Speaker 2: reps actually want to work. And he helps them all
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  Speaker 2: close bigger deals and help close those deals a lot faster. Now,
• 2:22
  Speaker 2: in Wade's new book, Relentless Sales Leadership, You learn how
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  Speaker 2: to build a high-performing sales team and create predictable pipeline
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  Speaker 2: and out-strategize the competition. Wow, wouldn't we all like to
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  Speaker 2: be able to do something like that? Wade Wilson, welcome
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  Speaker 2: to the show.
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  Speaker 3: Thank you very much.
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  Speaker 2: Wade, it's great to have you here. And I always
• 2:45
  Speaker 2: start off by asking the guest authors, how did you
• 2:49
  Speaker 2: get into the field of business development and why did
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  Speaker 2: you write the book?
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  Speaker 3: Yeah, absolutely. You know, I'm a third generation sales guy.
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  Speaker 3: My dad, my grandfather. And, you know, I even told
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  Speaker 3: him I wasn't going to be a sales guy, but
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  Speaker 3: it's just in the blood. It's just what happens. But really,
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  Speaker 3: from a business development perspective, I started in the late
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  Speaker 3: 90s at a company called Rapid Dime. And we were
• 3:12
  Speaker 3: like it was the old school. It was a headset,
• 3:14
  Speaker 3: a book of business. And you just made phone call
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  Speaker 3: after phone call. And I remember my boss telling me,
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  Speaker 3: you're not going to see the sunrise and you're not
• 3:21
  Speaker 3: going to see the sunset. You're going to be dialing
• 3:23
  Speaker 3: for dollars the entire time. And we were selling IT services,
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  Speaker 3: you know, projects and staffing engagements. And, you know, by
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  Speaker 3: the time I joined, I was like the guy that
• 3:33
  Speaker 3: they would give all the crappy accounts to. Right. And
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  Speaker 3: so I had to learn real quick that cold calling
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  Speaker 3: wasn't very successful for me. You know, so I learned
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  Speaker 3: a system that I called warm intro call. And I'll
• 3:45
  Speaker 3: go over that later. But, you know, it's the straight
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  Speaker 3: cold calling was just it was dismal. It was it
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  Speaker 3: was it was terrible. And so it had a very
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  Speaker 3: low success rate. So over the course of my time,
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  Speaker 3: I became one of the top three salespeople within the
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  Speaker 3: first year of this company. And the next thing you know,
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  Speaker 3: they're having me go to St. Louis where they couldn't
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  Speaker 3: get in. And I built an office there. I was
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  Speaker 3: managing director at 28 years old and no degree, no
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  Speaker 3: experience managing people. And it was crazy. We were cashflow
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  Speaker 3: positive in 11 months and we just blew out all numbers.
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  Speaker 3: And then it just from career just went from there.
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  Speaker 3: And And that's kind of where all the beginning came from,
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  Speaker 3: where a lot of this knowledge that I have that
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  Speaker 3: I'm putting into the book was a lot of things
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  Speaker 3: where I failed and a lot of things where I
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  Speaker 3: learned that not to do as being a sales leader
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  Speaker 3: and how to really grow people. So that's the genesis
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  Speaker 3: of where we are.
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  Speaker 1: Yeah, yeah.
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  Speaker 2: And that whole foundation in your first job of you
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  Speaker 2: won't see the sunrise and you won't see the sunset.
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  Speaker 2: As we used to joke in the Navy, we would say,
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  Speaker 2: The beatings will continue until morale improves. Yeah. Well, and so, yeah,
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  Speaker 2: there's a lot of that fear mechanism that's built into
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  Speaker 2: a lot of sales methodologies. And a lot of sales
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  Speaker 2: leaders were raised in those types of environments. So it's
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  Speaker 2: great to have you on the show. And again, folks,
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  Speaker 2: we're talking about Wade's new book, Relentless Sales Leadership. So Wade,
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  Speaker 2: let's talk about key tactic number one from your book
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  Speaker 2: you would like to share with everybody.
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  Speaker 3: Yeah. So to really kind of go with that warm
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  Speaker 3: intro calling that I did, where it basically came from was,
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  Speaker 3: you know, you would call people up and you'd have
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  Speaker 3: a script that everybody would use. You use the script
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  Speaker 3: and everybody knew and basically you'd hang up on you. Hey,
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  Speaker 3: I don't want your time. Take me off the list.
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  Speaker 3: All those things. So what instead what I would do
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  Speaker 3: is I would call everybody around that person. So there
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  Speaker 3: would always be a key decision maker. I'd call the secretary.
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  Speaker 3: I'd call the IT manager that was on the side
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  Speaker 3: that nobody ever called because he didn't have any requirements.
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  Speaker 3: He didn't have any business. And I would learn about
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  Speaker 3: the person I was going to talk to. I learned
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  Speaker 3: what projects they were engaged in. I learned all the
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  Speaker 3: things that they were doing. And then the great about
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  Speaker 3: this is I would ask them, well, can you transfer me?
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  Speaker 3: That'd be great. And so they would do an internal transfer.
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  Speaker 3: And of course, when they looked at the phone, it
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  Speaker 3: didn't look like an outside caller. It looked like somebody
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  Speaker 3: transferring them on the inside. And so it was very
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  Speaker 3: easy for me to say, hey, John, how's it going? Hey,
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  Speaker 3: I just was talking to Phil. He's the one that
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  Speaker 3: transferred me. And so you already had a warm intro.
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  Speaker 3: Even though you didn't really technically have one, you had one.
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  Speaker 3: And so I would say my success rate from cold calling,
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  Speaker 3: which was 3% to 5%, when I would do the
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  Speaker 3: warm intro call would go all the way up to 20%.
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  Speaker 3: And so it was just, you know, it was just
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  Speaker 3: really for me, it was a way to get out
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  Speaker 3: of doing cold calls. Because as soon as we had
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  Speaker 3: enough successful calls, we were out of having to do
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  Speaker 3: the cold calls. So it was just a very good
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  Speaker 3: tactic that worked very well for me. And really, to
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  Speaker 3: be frank, I think it really helped the people I
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  Speaker 3: was calling because they weren't feeling like they were being sold.
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  Speaker 3: It was a conversation that I already knew information. They
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  Speaker 3: didn't have to explain it to me. For them, I
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  Speaker 3: think it was beneficial for them as well.
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  Speaker 2: Yeah, I really like that concept of warming things up.
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  Speaker 2: It's a warm lead at that point because you are
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  Speaker 2: talking to stakeholders, champions, influencers, all those folks that do
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  Speaker 2: sit in a buying committee, or maybe the folks that
• 7:32
  Speaker 2: are not on a buying committee, but they do have
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  Speaker 2: the relationships. They do have that information, that situational awareness
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  Speaker 2: that they can share with you, and you know, there's
• 7:41
  Speaker 2: that automatic credibility that somebody referred you from inside the organization.
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  Speaker 2: And so that's great that you kind of stumbled onto
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  Speaker 2: this tactic early on. So let me ask you this then,
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  Speaker 2: would you try to go direct into that decision maker first?
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  Speaker 2: And then if you got blocked somehow, maybe by the gatekeeper,
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  Speaker 2: you know, who's probably the secretary, especially back then, you know,
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  Speaker 2: you had human secretaries, executive assistants, whatever title you want
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  Speaker 2: to use for them, they would kind of screen the
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  Speaker 2: calls for executive decision makers. And that was always the
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  Speaker 2: tough thing is how do I break past the gatekeeper?
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  Speaker 2: Would you try that first? And then if you did
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  Speaker 2: not succeed, you would then try and make your calls
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  Speaker 2: into the other folks or you started.
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  Speaker 3: With the others? No, no. I would start with the
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  Speaker 3: other folks. The reason why is that exact reason. You
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  Speaker 3: got to the gatekeeper and her whole job or his
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  Speaker 3: whole job was to stop you from getting through, right? So,
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  Speaker 3: you know, if you were talking to other people within
• 8:43
  Speaker 3: the company and I would even talk to them, right. They,
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  Speaker 3: they knew what restaurants they liked. They knew what football game,
• 8:48
  Speaker 3: you know, football, they knew stuff that, you know, uh, and,
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  Speaker 3: and so a lot of times people, when you say, Hey,
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  Speaker 3: can you help me? You'd be surprised at how much
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  Speaker 3: they would help you. You just ask. Uh, and so
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  Speaker 3: I'll give you an example. I had one guy that I,
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  Speaker 3: you know, you just couldn't get into, uh, you could
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  Speaker 3: call him a thousand times. And so I finally called the,
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  Speaker 3: this is how I stumbled on it by the way.
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  Speaker 3: I finally called the IT manager and I said, hey,
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  Speaker 3: he picked up right away. And I said, hey, I
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  Speaker 3: just want to talk to you. You know, why don't
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  Speaker 3: do SAP? And I said, OK, but, you know, does
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  Speaker 3: this guy still do SAP? And he goes, yeah, that's
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  Speaker 3: the guy you want. And so it was crazy at
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  Speaker 3: the moment. I literally said, well, you know, I can't
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  Speaker 3: get a hold of him. And he goes, well, he
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  Speaker 3: never picks up the phone for vendors ever. And I said, OK,
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  Speaker 3: I said, what can you help me? Can you can
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  Speaker 3: you transfer me? Can you set up a call for me?
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  Speaker 3: And he said, yeah, yeah. And he did it. And
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  Speaker 3: now I, you know, I got in, we sold a
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  Speaker 3: $ 3 million, you know, SAP project there. And I knew
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  Speaker 3: that guy would never get another competitor's phone call because
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  Speaker 3: they never, he never picks it up. So it was
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  Speaker 3: my way of getting in the door, but yeah.
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  Speaker 2: That's right. Yeah. You had, you had exclusivity in that relationship.
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  Speaker 2: That is so funny. That's great. Well, and you know, and,
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  Speaker 2: and what was great too, is you, you were thinking
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  Speaker 2: outside the box, nobody taught you that you just kind
• 10:07
  Speaker 2: of figured it out. And you know, those, this call
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  Speaker 2: screening is now a lot more widespread than before. We
• 10:14
  Speaker 2: have a lot of the automated call screening that takes
• 10:17
  Speaker 2: place on mobile phones and whatnot. So great tactic and
• 10:23
  Speaker 2: it demonstrates empathy. It demonstrates the fact that you want
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  Speaker 2: to learn more about the organization first before you have
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  Speaker 2: that first conversation with the decision maker. So great. All right, Wade,
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  Speaker 2: let's roll right into tactic number two. And again, folks,
• 10:37
  Speaker 2: we're talking about Wade's new book. It's called Relentless Sales Leadership.
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  Speaker 2: All right, Wade, what's tactic number two?
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  Speaker 3: So tactic number two is something that I had to
• 10:49
  Speaker 3: build over a long time. One of the things that
• 10:52
  Speaker 3: I've made the mistake, and I still watch other people
• 10:56
  Speaker 3: make this mistake, is they ask the question, what is
• 10:58
  Speaker 3: your budget, right? What's your IT budget? What's your project budget?
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  Speaker 3: And of course, the inevitable answer back is, I really
• 11:05
  Speaker 3: don't feel comfortable telling you that right now, right? And
• 11:08
  Speaker 3: you've got the awkward feeling back and forth. And so
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  Speaker 3: I've learned that there's a lot of questions across the
• 11:14
  Speaker 3: board that are asked at the wrong time. And so
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  Speaker 3: I built a rapport system. And so it's a system
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  Speaker 3: that I've built that I have from one to 10
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  Speaker 3: and I have a color coded. And basically I map
• 11:25
  Speaker 3: out the accounts and I, and I actually put where
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  Speaker 3: I'm at with each person on a rapport level. And,
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  Speaker 3: and what happens is, is I don't ask stupid questions.
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  Speaker 3: I'll be frank that are going to get me in trouble. Right.
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  Speaker 3: Before I have a certain level of rapport. Now, The
• 11:41
  Speaker 3: other thing you don't do is you don't ask questions
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  Speaker 3: like that in a public setting. Like if you're in
• 11:46
  Speaker 3: a RFP call, you're in a whatever, you don't ask
• 11:48
  Speaker 3: questions that they're never gonna give you the answer to
• 11:51
  Speaker 3: because they're gonna look bad in front of their peers, right?
• 11:54
  Speaker 3: But this system that I've created is very important is
• 11:56
  Speaker 3: that not only are you supposed to not ask certain
• 11:59
  Speaker 3: questions at certain times, but you need to know where
• 12:02
  Speaker 3: you stand with that person. And so you build rapport
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  Speaker 3: by having lunch, building trust, and... just doing what you
• 12:11
  Speaker 3: say you're going to do. I cannot explain to you
• 12:13
  Speaker 3: how many times I've had salespeople say, well, I'll get
• 12:16
  Speaker 3: that to you on Friday. And they don't. And they
• 12:20
  Speaker 3: get it to them the following week or I'll follow
• 12:22
  Speaker 3: up tomorrow and they don't. And so, you know, just
• 12:25
  Speaker 3: having that level of constant rapport building where there's little
• 12:28
  Speaker 3: micro transactions of trust that get built over time and
• 12:32
  Speaker 3: that builds that rapport level up. And then you can
• 12:34
  Speaker 3: start like when they get to what we call purple
• 12:37
  Speaker 3: or we call it coach or ally level. we get
• 12:39
  Speaker 3: to that point where we can start asking some really
• 12:41
  Speaker 3: deep questions like who's our competitor? What was their bid?
• 12:45
  Speaker 3: How did, you know, how do we win? Right. You
• 12:47
  Speaker 3: can start asking the more difficult questions, but you cannot
• 12:50
  Speaker 3: ask those questions when your rapport level's really low. So
• 12:53
  Speaker 3: really understanding where you stand with your clients is very important.
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  Speaker 2: Yeah. I like a couple of things I want to
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  Speaker 2: unpack from what you just said there, Wade, because I
• 13:02
  Speaker 2: think there's a lot to take away. First of all, you're,
• 13:05
  Speaker 2: focusing on trust. I really like what you say about
• 13:08
  Speaker 2: that because in the first section of the business development
• 13:12
  Speaker 2: body of knowledge, we established that trust is the foundation
• 13:15
  Speaker 2: of all business development. No deal ever gets done without
• 13:18
  Speaker 2: an ounce of trust. So that trust building is so
• 13:21
  Speaker 2: important because in the 90s, when we were learning sales,
• 13:27
  Speaker 2: our business development is that no like and trust. And
• 13:30
  Speaker 2: I think so many people focused on the like part
• 13:33
  Speaker 2: so much and people don't need another buddy. What they
• 13:36
  Speaker 2: need is that trusted advisor, somebody that can really help
• 13:40
  Speaker 2: coach them, provide them that value at no cost. But,
• 13:44
  Speaker 2: you know, I also liked what you said about don't
• 13:46
  Speaker 2: ask the dumb questions. Don't ask them in a public environment.
• 13:49
  Speaker 2: And be informed. What would you do? Like the point
• 13:54
  Speaker 2: that you brought up, like asking somebody how much budget
• 13:57
  Speaker 2: they have. Would you try and figure out, like estimate
• 14:00
  Speaker 2: how much budget they should have and then kind of
• 14:03
  Speaker 2: work into it? But that specific piece, how did you
• 14:06
  Speaker 2: work that?
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  Speaker 3: Yeah. So the key part about asking what I would
• 14:11
  Speaker 3: call a complicated or difficult question like that. Right. is
• 14:15
  Speaker 3: that you probably have an idea. Most people know, okay,
• 14:18
  Speaker 3: their budget's probably between here and here. But when you
• 14:21
  Speaker 3: actually are trying to win a deal and you really
• 14:24
  Speaker 3: need to know, are you outside the budget before you
• 14:27
  Speaker 3: send the proposal in, you've got to build those levels
• 14:30
  Speaker 3: of trust to get to that point so that you
• 14:31
  Speaker 3: can ask that question. And so there's other ways to
• 14:35
  Speaker 3: kind of, you know, you could do it some soft ways, right?
• 14:38
  Speaker 3: You could say, well, what do you think of this number, right?
• 14:41
  Speaker 3: You give them a number and you kind of wait
• 14:43
  Speaker 3: to hear them back, right? But that isn't always successful.
• 14:46
  Speaker 3: And that's not always right. It's always good if you
• 14:48
  Speaker 3: can ask the blunt question. But that blunt question needs
• 14:50
  Speaker 3: to be in a private setting with somebody at a
• 14:53
  Speaker 3: high enough rapport level where you can really, you know,
• 14:57
  Speaker 3: ask that question and feel comfortable they're going to give
• 14:59
  Speaker 3: you an answer. And even then, the best thing to
• 15:01
  Speaker 3: do is, you know, is to say, you know, I've
• 15:05
  Speaker 3: done this where I said, OK, here's my proposal before
• 15:07
  Speaker 3: I submit my proposal. What do you think of the number?
• 15:10
  Speaker 3: Is this a good number? And they will tell you,
• 15:12
  Speaker 3: generally speaking. But yeah, there's different tactics to get in there.
• 15:16
  Speaker 3: But the main course is just making sure you have
• 15:18
  Speaker 3: the right rapport level to trust before they can give
• 15:22
  Speaker 3: you that answer.
• 15:25
  Speaker 2: All right. All right. I love it. I love it. Okay. Well,
• 15:27
  Speaker 2: we're going to move right on to tactic number three.
• 15:30
  Speaker 2: And again, folks, Wade's new book is called Relentless Sales Leadership.
• 15:36
  Speaker 2: Go grab your copy. And okay. Wade, let's jump right
• 15:41
  Speaker 2: into tactic number three.
• 15:43
  Speaker 3: Yeah, so I'm going to give a real core example
• 15:45
  Speaker 3: of this one. I was actually leading a sales team.
• 15:49
  Speaker 3: We had solution engineers, and we're all scripted, ready to go.
• 15:56
  Speaker 3: We're showing the demo, and people are on their phones.
• 15:59
  Speaker 3: They're on their laptops, and I'm looking around, and I'm
• 16:02
  Speaker 3: seeing nobody paying attention to the presentation, right? So I
• 16:05
  Speaker 3: immediately stopped. I said, whoa, whoa, whoa, whoa. I said, guys,
• 16:08
  Speaker 3: is this what you're wanting to see? And they said, no.
• 16:11
  Speaker 3: We would have gone through that entire presentation and it
• 16:14
  Speaker 3: was nothing what they wanted to see. So the tactic
• 16:17
  Speaker 3: really comes down to is don't be afraid to stop
• 16:21
  Speaker 3: and don't feature sell. Feature selling is what really kills
• 16:25
  Speaker 3: us in this industry. We're more about what they are
• 16:28
  Speaker 3: looking for. What do they want? So I took that
• 16:30
  Speaker 3: whole conversation and I moved it to a conversation of
• 16:34
  Speaker 3: what can I do to help you be more successful
• 16:37
  Speaker 3: in this project, right? And we went through space by pace.
• 16:41
  Speaker 3: There was cybersecurity. We went through it very, very clearly
• 16:44
  Speaker 3: what they wanted. And then at the end, they were
• 16:46
  Speaker 3: thanking us. Thank you so much for stopping the meeting
• 16:49
  Speaker 3: and explaining this in detail. And at the end, we
• 16:53
  Speaker 3: stopped the PowerPoint. We threw the PowerPoint away. I'll be honest,
• 16:56
  Speaker 3: the solution engineer had a red face. He wasn't very
• 16:58
  Speaker 3: happy because he didn't get to do his whole speech, right?
• 17:01
  Speaker 3: But at the end, the customer bought from us. They
• 17:03
  Speaker 3: were happy. They got what they wanted. But the key was,
• 17:06
  Speaker 3: is we stopped talking features. We stopped talking functionality. And
• 17:09
  Speaker 3: we started listening to what the customer was wanting and needing.
• 17:12
  Speaker 3: And then that actually led to the solution that they
• 17:16
  Speaker 3: purchased eventually.
• 17:18
  Speaker 2: Yeah. And that's a great example of demonstrating empathy. You
• 17:23
  Speaker 2: were listening to their feedback or you were watching their
• 17:26
  Speaker 2: body language. You could tell that they were disengaged.
• 17:30
  Speaker 3: Right.
• 17:32
  Speaker 2: It was great that you called the audible. You decided
• 17:34
  Speaker 2: to stop and get the feedback from them on what's important.
• 17:39
  Speaker 2: And it was great that you had that focus on empathy,
• 17:44
  Speaker 2: that cognitive empathy to realize this isn't what they're looking for.
• 17:49
  Speaker 2: We need to pivot and we need to have a
• 17:51
  Speaker 2: candid and frank discussion. And you invited them to be
• 17:55
  Speaker 2: truthful with you, which I also think is very powerful
• 17:58
  Speaker 2: because trust matters. is proven by neuroscience to consist of purpose, empathy,
• 18:04
  Speaker 2: and truth. And so you wanted that truthful feedback from
• 18:07
  Speaker 2: them to know that you were right on the right
• 18:10
  Speaker 2: path so that you could be more empathetic to their
• 18:13
  Speaker 2: needs and understand ultimately what their purpose was. And so
• 18:17
  Speaker 2: I think that's a perfect textbook example to kind of
• 18:20
  Speaker 2: show how all three of these tactics culminate into really
• 18:27
  Speaker 2: building that trust with your prospects and then with your customers.
• 18:31
  Speaker 2: And I know we have a few more minutes here
• 18:34
  Speaker 2: on the show, Wade. And before the show, we were
• 18:37
  Speaker 2: talking about one of your tools that you have available
• 18:42
  Speaker 2: on your website that folks can use. Can you talk
• 18:45
  Speaker 2: a little bit about that? I want to spend some
• 18:47
  Speaker 2: time talking about that. And so can you elaborate a
• 18:51
  Speaker 2: little bit about what the tool does and how it
• 18:53
  Speaker 2: can help folks? Absolutely.
• 18:55
  Speaker 3: So over the years, and I know other people listening
• 18:58
  Speaker 3: to this are going to agree with this one, is
• 19:00
  Speaker 3: they get the quota. The quota comes down and generally
• 19:04
  Speaker 3: it's a ridiculous quota. It's so high it's not even
• 19:08
  Speaker 3: capable of reaching or there's just no what I call
• 19:12
  Speaker 3: the golden path to get there. So what I have
• 19:15
  Speaker 3: built is actually a quota system that actually uses real
• 19:19
  Speaker 3: business metrics and Like what's the average sales cycle? What's
• 19:22
  Speaker 3: the average size deal? What's your win rate ratio? And
• 19:25
  Speaker 3: you add all these things in, you input them all in,
• 19:27
  Speaker 3: and it actually gives you your quota. It's called findyourquota.com.
• 19:31
  Speaker 3: And the great part is, this is part of the
• 19:34
  Speaker 3: whole book concept is that we got to stop using
• 19:37
  Speaker 3: these old sales tactics, these old leadership tactics that really
• 19:41
  Speaker 3: hurt people that are in both the trust of the
• 19:44
  Speaker 3: salesperson and the sales leaders. And generally, a lot of times,
• 19:47
  Speaker 3: this is a good way to really get a synopsis
• 19:49
  Speaker 3: of hey, is my quota even in the right range?
• 19:52
  Speaker 3: And can I actually hit my quota? I mean, it's
• 19:54
  Speaker 3: using real math. It's like, how many deals am I
• 19:57
  Speaker 3: actually doing? How many deals can I actually work on concurrently?
• 20:00
  Speaker 3: And what's the average deal size and what's my win rate?
• 20:03
  Speaker 3: It's a math. It's all math. And it comes out
• 20:05
  Speaker 3: and it says, hey, your quota should be $ 3 million.
• 20:08
  Speaker 3: And if you've got a $ 5 million quota, you know
• 20:11
  Speaker 3: mathematically it cannot be accomplished. So I'm surprised that this
• 20:14
  Speaker 3: hasn't came out earlier. But this is a system that
• 20:17
  Speaker 3: I've used as a sales leader. Before I give a quota,
• 20:21
  Speaker 3: I wanted to make sure that person can actually hit
• 20:23
  Speaker 3: their quota. And so that's the whole system that I've
• 20:27
  Speaker 3: created for it. So it's a great tool. It's really
• 20:29
  Speaker 3: made for for both sales leaders and salespeople that want
• 20:33
  Speaker 3: to really kind of investigate whether that's a number they
• 20:36
  Speaker 3: can hit.
• 20:37
  Speaker 2: Yeah, there's nothing more demoralizing to someone to have a
• 20:41
  Speaker 2: goal that they cannot achieve. Like cognitively, you can calculate
• 20:45
  Speaker 2: that it is not achievable. So why are you giving
• 20:49
  Speaker 2: me a quota that's unachievable? That will just demoralize people
• 20:53
  Speaker 2: and you'll probably have a high turnover rate on your team.
• 20:58
  Speaker 2: Not to mention, you'll have some other negative consequences occur
• 21:02
  Speaker 2: because of that with your culture and whatnot. It's better
• 21:06
  Speaker 2: to establish these feasible goals and show people, show people
• 21:09
  Speaker 2: the math. As you just indicated, show people the math
• 21:14
  Speaker 2: and show them it is feasible. And then when they
• 21:16
  Speaker 2: do accomplish those goals, and then you can start to
• 21:20
  Speaker 2: increase the quota. Because Now you're really dialing into, as
• 21:24
  Speaker 2: a leader in an organization, you're also starting to learn
• 21:27
  Speaker 2: what works. And if somebody was unable to hit a
• 21:30
  Speaker 2: feasible quota, why not? Was there something broken in the process?
• 21:34
  Speaker 2: What can we do to fix that? And if we
• 21:36
  Speaker 2: can get everybody right synchronized on the formula that works,
• 21:43
  Speaker 2: well then, theoretically, you should be able to increase that
• 21:46
  Speaker 2: every year. But again, it will all be based on
• 21:49
  Speaker 2: feasible goals. Well, and that's available on your website, right, Wade?
• 21:55
  Speaker 3: Yeah, so that's actually it's www.findyourquota.com. My website is wadewilsonconsulting.com.
• 22:05
  Speaker 3: But this is easier.
• 22:07
  Speaker 2: It's long.
• 22:07
  Speaker 3: I wanted something smaller. I wanted something very direct. So
• 22:10
  Speaker 3: this is really my book website, findyourquota.com. I'll also have
• 22:16
  Speaker 3: other tools that my book has. So that whole tool
• 22:18
  Speaker 3: about putting the color coding and all that, all of
• 22:21
  Speaker 3: that's going to be available as tools. So when you
• 22:24
  Speaker 3: get my book, you'll actually be able to use the
• 22:26
  Speaker 3: real tactics in my book right straight into a tool
• 22:29
  Speaker 3: that you can then immediately use. So that's the goal
• 22:31
  Speaker 3: and intention of these two things together. Everything's interactive now, right, Tony?
• 22:36
  Speaker 3: So we're trying to get to that point. I just
• 22:38
  Speaker 3: didn't want to create a static book that people read
• 22:41
  Speaker 3: and then put away. I want something that they can
• 22:43
  Speaker 3: use and actually help them on their daily life. So
• 22:46
  Speaker 3: that's the accomplishment I was trying to make.
• 22:47
  Speaker 2: I love it. I love it. And, you know, the
• 22:49
  Speaker 2: tactics you share with us today will help people with
• 22:51
  Speaker 2: their daily BD lives. And let me just summarize what
• 22:54
  Speaker 2: we talked about today. Tactic number one is warm up
• 22:57
  Speaker 2: that first call to the decision maker. Talk to the
• 23:00
  Speaker 2: other folks on their team. You know, maybe it's the influencers,
• 23:03
  Speaker 2: maybe it's the champions, maybe it's just somebody who knows
• 23:06
  Speaker 2: the person and they're inside the organization. They understand how
• 23:08
  Speaker 2: the person thinks. and what's important to them. And then
• 23:12
  Speaker 2: the second tactic that you shared with us is really
• 23:16
  Speaker 2: building that trust with your prospect. And that means being truthful,
• 23:21
  Speaker 2: delivering truthfully, delivering on time, sharing information that's valuable with them,
• 23:27
  Speaker 2: asking the right questions, and then them sharing information with you.
• 23:33
  Speaker 2: It's all part of that trust building process And then
• 23:37
  Speaker 2: the third tactic is being empathetic. It's just being clued
• 23:43
  Speaker 2: into the body language, the way they're talking, what they're saying,
• 23:49
  Speaker 2: and knowing, okay, are we on the right path? Are
• 23:52
  Speaker 2: we taking you toward the purpose that you want to accomplish?
• 23:55
  Speaker 2: Because if not, we'll pivot and we'll work toward what
• 23:58
  Speaker 2: you need.
• 23:59
  Speaker 3: That's right.
• 24:00
  Speaker 2: And you gave us so much of what we needed
• 24:02
  Speaker 2: here in our community today. Wade, today, you know, this
• 24:06
  Speaker 2: pivot away from this fear-based management methodology that some still
• 24:15
  Speaker 2: in the profession may use and really moving towards a
• 24:19
  Speaker 2: rational approach that's also very positive and can really boost
• 24:24
  Speaker 2: growth for a lot of organizations. And finally, Wade, how
• 24:27
  Speaker 2: can folks find you on LinkedIn? I don't think you
• 24:30
  Speaker 2: mentioned your LinkedIn profile.
• 24:32
  Speaker 3: Yeah, I mean, it's really just Wade Wilson. It's pretty
• 24:35
  Speaker 3: simple on LinkedIn, but you can definitely see me on LinkedIn, Facebook, Instagram.
• 24:42
  Speaker 3: I've got them all. But LinkedIn is definitely the place.
• 24:46
  Speaker 3: WW Consulting is the company. And yeah, it's all there
• 24:51
  Speaker 3: on LinkedIn and definitely can get on me there. You
• 24:55
  Speaker 3: can get on the website, wadewilsonconsulting.com. Findyourquota.com will take you
• 25:00
  Speaker 3: to the website as well. So whatever you want to go,
• 25:03
  Speaker 3: I mean, you can reach me at any time. You
• 25:05
  Speaker 3: can email me, you can call me. I mean, I'm
• 25:09
  Speaker 3: pretty available to help my fellow BDs, right, out there
• 25:13
  Speaker 3: doing business development. I'm really here to help them and
• 25:17
  Speaker 3: the leadership specifically because a lot of people focus on
• 25:21
  Speaker 3: the salesperson, but they don't focus on the frontline managers
• 25:24
  Speaker 3: who are managing those salesperson. Tony, how many times have
• 25:27
  Speaker 3: you heard of salespeople being promoted as sales leaders? with
• 25:30
  Speaker 3: no sales leadership training, right? Oh, yeah. Frequently. Yeah. It's
• 25:35
  Speaker 3: a very common thing that occurs. Hey, you hit your number.
• 25:38
  Speaker 3: You're number one. We're going to make you a sales leader, okay?
• 25:41
  Speaker 3: And they don't know how– they don't have any– I mentor.
• 25:44
  Speaker 3: I help build those people so that they have the
• 25:46
  Speaker 3: tools and capabilities they need so they can succeed as
• 25:49
  Speaker 3: a sales leader as they did as a salesperson. That's
• 25:52
  Speaker 3: really what my goal and intention is for my consultants.
• 25:55
  Speaker 2: Yeah, well, that's great. And thank you so much for
• 25:58
  Speaker 2: sharing the three tactics today. Folks, go out and get
• 26:01
  Speaker 2: yourself a copy of Wade's new book. And Wade Wilson, again,
• 26:05
  Speaker 2: thank you so much for your contributions to the business
• 26:08
  Speaker 2: development profession.
• 26:10
  Speaker 3: No problem. Thank you. Thank you very much, Tony.
• 26:14
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• 26:18
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• 26:23
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• 26:27
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