Latest / What is Business Development? / Episode 125: Sales Discovery Success with Trevor Weber

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Episode 125: Sales Discovery Success with Trevor Weber · What is Business Development?

• 0:03
  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
• 0:11
  Speaker 1: to boost your career and corporate growth.
• 0:20
  Speaker 2: Hello BD pros, and welcome to the Global Business Development
• 0:25
  Speaker 2: Association podcast called What is Business Development Now? Folks, Business
• 0:33
  Speaker 2: development is tough, and you know, when it comes to sales,
• 0:39
  Speaker 2: strong sales performance doesn't begin with a pitch, it begins
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  Speaker 2: with discovery. And so today we're going to talk about
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  Speaker 2: discovery and how to do that effectively with a book
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  Speaker 2: author we've had on the show before, Trevor Weber. He's
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  Speaker 2: back again with a brand new book. And before we
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  Speaker 2: get into that, let me tell you about an older
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  Speaker 2: book that's been around for a while now, and that
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  Speaker 2: is The Business Development Body of Knowledge. You can get
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  Speaker 2: a copy of it on Amazon, and when you read
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  Speaker 2: the book, you can then take the Business Development Professional
• 1:19
  Speaker 2: certification online at the Business Development Association's website. That's at
• 1:25
  Speaker 2: BD Association dot org. BD Association dot org. Join us there,
• 1:32
  Speaker 2: find access to the book, get your BDP certification, and
• 1:37
  Speaker 2: then after reading that book, jump right into Trevor Weber's
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  Speaker 2: latest new book. And this is a really interesting book
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  Speaker 2: that's a part of Trevor's The Seller's Framework series. So
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  Speaker 2: this is his latest book in that Seller's Framework series,
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  Speaker 2: and it is on the mindset and structure required to
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  Speaker 2: conduct effective sales discovery conversations in complex B to B
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  Speaker 2: environments through the continued fictional story of Jason and Jason's
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  Speaker 2: a corporate trainer coaching sellers through a discovery masterclass. And
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  Speaker 2: through this fictional storyline, you'll see how mindset shifts translate
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  Speaker 2: into real world sales conversations. And a little bit about
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  Speaker 2: our author. He's been on the show before, and Trevor
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  Speaker 2: is a certified coach with two decades of sales experience
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  Speaker 2: and he has dedicated his career to helping individuals and
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  Speaker 2: organizations achieve growth through leadership, development, communication and enablement. So, folks,
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  Speaker 2: it's always great to have authors back to the show.
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  Speaker 2: And Trevor Weber, welcome back, my friend.
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  Speaker 3: Hey, it's great to be back, Tony. Thanks so much
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  Speaker 3: for having me again, and very honored by the introduction
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  Speaker 3: and appreciate all you're doing.
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  Speaker 2: Yeah, well, hey, we appreciate what you're doing, Trevor. You're
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  Speaker 2: advancing the art, science, and ethics of business development. So
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  Speaker 2: we can't wait to jump into your latest book again, folks.
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  Speaker 2: The name of the book is called Sales Discovery. It's
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  Speaker 2: available on Amazon, and it teaches you how to ask
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  Speaker 2: better questions, uncover client needs, and close more deals. So Trevor,
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  Speaker 2: tell us a little bit about why you wrote this book.
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  Speaker 3: Yeah, you know, it's been interesting, Tony. So I've been
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  Speaker 3: in sales now, as you mentioned, for about twenty years,
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  Speaker 3: and everything from B two C B to B small
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  Speaker 3: mom pop shop selling photography twenty years ago was my
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  Speaker 3: first job, all the way to being in rooms and
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  Speaker 3: on calls with executives in the C suite. And one
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  Speaker 3: of the things that I've noticed over the years is
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  Speaker 3: that the baseline of discovery, the foundation of discovery is
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  Speaker 3: the same, but how we approach is completely different. And
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  Speaker 3: in all the sales trainings that I've been a part of,
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  Speaker 3: and the sales trainings that I've done, and coaching and
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  Speaker 3: videos and books that I've read, a lot focuses on
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  Speaker 3: the tactics of discovery and how to ask questions and
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  Speaker 3: what it what it really sometimes doesn't address, is the
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  Speaker 3: mindset behind it and how do I just gain that
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  Speaker 3: mindset of discovery and ask, you know, ask good questions
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  Speaker 3: and uncover what the client need is and really move
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  Speaker 3: that a deal forward in a way that's going to
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  Speaker 3: help me to create a solution for that client. And
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  Speaker 3: so so the Sales Discovery Book is a part of
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  Speaker 3: the larger series, the Seller's Framework, And I believe that
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  Speaker 3: discovery is the foundation, or the one of the primary
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  Speaker 3: foundations of the sales process. And without it, you know,
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  Speaker 3: as Mike Weinberg kind of states, is that, you know,
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  Speaker 3: presentation without diagnosis, without discovery a sales malpractice. And so
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  Speaker 3: when we look at it and we start there, I
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  Speaker 3: think everything else follows, and our solutions are better, our
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  Speaker 3: value is presented well. And so that's weirdly where I
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  Speaker 3: started to write this is I asked myself what is
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  Speaker 3: a good discovery conversation? And really what it comes down
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  Speaker 3: to is the mindset of curiosity, and so I think
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  Speaker 3: that's where it's started.
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  Speaker 2: Well, you got me curious about what's in the book
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  Speaker 2: and some of the top tactics and takeaways. Can we
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  Speaker 2: start with number one? What's your first takeaway from the book?
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  Speaker 3: Yeah, and it actually is exactly what we're just mentioning is.
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  Speaker 3: In chapter I think it's two or three, we talk
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  Speaker 3: about the mindset of curiosity. And as sellers, you know,
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  Speaker 3: we go from meeting to meeting, day to day, week
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  Speaker 3: to week, and you know, I've been on the phone
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  Speaker 3: with a lot of clients, with a lot of people,
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  Speaker 3: and it's easy for me as a seller to make
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  Speaker 3: and to bring assumptions into my calls because when I
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  Speaker 3: come to a call, it's easy to say, what, I've
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  Speaker 3: heard this before. I know where this is going. Oh yep,
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  Speaker 3: this is going to be about price. Oh, this person's
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  Speaker 3: going to object in this place, and a lot of
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  Speaker 3: stagas those assumptions, which is what they are, are helpful
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  Speaker 3: because they help guide the process, but they can also
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  Speaker 3: be incredibly preventing of our sales process. And so as sellers,
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  Speaker 3: one of the things that we need to be able
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  Speaker 3: to do is to break or break the pattern of
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  Speaker 3: those assumptions and say, okay, is this actually what it is?
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  Speaker 3: Because when we've already decided internally, well I've seen this before,
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  Speaker 3: that actually unconsciously begins to develop our next question and
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  Speaker 3: it guides the conversation away from understanding what the client
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  Speaker 3: actually needs. And so the mindset of curiosity kind of
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  Speaker 3: comes in and says it's where we ask ourselves, like,
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  Speaker 3: what else could this mean? Like, what do I not nderstand?
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  Speaker 3: What am I not seeing? What am I not understanding
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  Speaker 3: about this client and their need and their situation. And
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  Speaker 3: so when we step in and disrupt that assumption that
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  Speaker 3: we've made and have that mindset of curiosity, it puts
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  Speaker 3: us in a place to better understand this particular client needs.
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  Speaker 3: And it's not to say that we're dismissing our previous assumptions,
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  Speaker 3: like a lot of times they can be accurate, But
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  Speaker 3: for this particular client, I want to know what's their situation,
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  Speaker 3: what's important to them, what are challenges are they facing?
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  Speaker 3: And so when I begin to go in with that
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  Speaker 3: curious mindset of saying, what do I not understand yet?
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  Speaker 3: And I'm asking myself that question, that allows me to
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  Speaker 3: internally be curious. So now my questions are reflecting of
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  Speaker 3: that individual as well. And so I think that's like
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  Speaker 3: that's almost even the foundation of the entire book and
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  Speaker 3: where it kind of where it begins with and it
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  Speaker 3: kind of it's it's specifically and intentionally in the beginning
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  Speaker 3: of the book.
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  Speaker 2: Okay, right, and should be at the beginning of every
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  Speaker 2: engagement with prospects can you give us an example of
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  Speaker 2: what may be a good forcing function to help people
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  Speaker 2: get in that mindset? You know, it's great to say, hey,
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  Speaker 2: be in the mindset, but how do we actually force
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  Speaker 2: ourselves to do that? Is there some easy way or
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  Speaker 2: some tactical way that you would advise for folks to do,
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  Speaker 2: maybe write down a question before or set of questions
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  Speaker 2: going into the initial engagement with the prospect. I don't know,
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  Speaker 2: I'm just throwing some things out there, but what do
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  Speaker 2: you recommend?
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  Speaker 3: I would actually recommend those two things that we can do.
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  Speaker 3: One is in the preparation, like you mentioned, before the conversation,
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  Speaker 3: but then I think also is during the conversation. So
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  Speaker 3: when we look at it before the conversation, we begin
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  Speaker 3: to look at, you know, maybe who we're speaking with.
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  Speaker 3: If I have an engagement with, for example, somebody in procurement,
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  Speaker 3: what are my preconceived assumptions that I have about procurement,
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  Speaker 3: what's been my experience in the past, what's been my
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  Speaker 3: what was my most recent experience and how did that
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  Speaker 3: play out? And and almost too, you're reflecting to make
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  Speaker 3: sure that I don't bring those previous assumptions into this call.
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  Speaker 3: And then like you mentioned write down a question of Okay,
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  Speaker 3: what's my internal question that I'm asking myself or what's
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  Speaker 3: my internal story I'm telling myself about this person or
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  Speaker 3: about this situation. What's a question I can reframe to
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  Speaker 3: actually ask them? And so if I have the internal
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  Speaker 3: belief that well, procurement just always stalls deals, well I
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  Speaker 3: need to then say, Okay, what where does that belief
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  Speaker 3: come from? And I need to work through that and
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  Speaker 3: reflect through it, And what's a better question that I
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  Speaker 3: can ask or reframe to go back into it and say, Okay,
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  Speaker 3: procurement just cares about and they're protecting the company. That's
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  Speaker 3: their role. And so if I come at it from
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  Speaker 3: that perspective, now I've shifted my mind from well, they
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  Speaker 3: just care about stalling the deal to they're trying to
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  Speaker 3: protect the company. Now what question can I ask, Hey,
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  Speaker 3: I fully understand that you're wanting to protect the company.
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  Speaker 3: That's important to you, but it's important to me too.
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  Speaker 3: How can we work together to move this forward? And
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  Speaker 3: so now it's complete change and how I've asked a
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  Speaker 3: question and I'm creating a safe place for that person.
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  Speaker 2: Yeah. I like what you said there, Trevor, because that
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  Speaker 2: fundamentally encapulates, encapsulates. The initial part of the business development
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  Speaker 2: body of knowledge where we talk about the importance of
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  Speaker 2: business development is trust building. And in order to build trust,
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  Speaker 2: it's based on neuroscience. You have to have purpose, empathy
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  Speaker 2: and truth. And so your question in your curiosity mindset
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  Speaker 2: is really rooted in understanding what is the purpose, having
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  Speaker 2: the empathy to understand what is the purpose and the
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  Speaker 2: mission of the person I'm talking to. So it may
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  Speaker 2: be procurement and it's easy. Yeah, sure, it's easy to say,
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  Speaker 2: oh boy, here we go, just another gatekeeper or another
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  Speaker 2: roadblock on my way to progress and getting this deal closed.
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  Speaker 2: But you're saying, approach it from an empathetic standpoint, Understand
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  Speaker 2: what's their purpose, what's their mission, and then asking the
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  Speaker 2: questions so that you can get to the truth, whether
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  Speaker 2: it's the extrinsic requirements or the true intrinsic requirements that
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  Speaker 2: often a lot of people don't know. So really powerful
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  Speaker 2: mindset shift that you're talking about, and it makes sense
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  Speaker 2: you have it front loaded in the book. So Trevor,
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  Speaker 2: let's jump on to key tactic or takeaway number two
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  Speaker 2: from your book.
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  Speaker 3: Yeah, yeah, and to your empathy point, it's stepping into
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  Speaker 3: their shoes. That's really what it comes down to, is
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  Speaker 3: understanding their world. And yeah, tactic tactic number two and
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  Speaker 3: this is this is controversial, you know, and and I
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  Speaker 3: think part of the reason I included this in the book.
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  Speaker 3: And it's nothing new, it's nothing that is, it's not
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  Speaker 3: my idea. I just expanded on it because I've seen
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  Speaker 3: a lot in the sales space that some salespeople are
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  Speaker 3: completely on board with it, and other salespeople are like, Nope,
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  Speaker 3: it's old, outdated. Nobody wants to use it anymore. And
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  Speaker 3: I even had somebody said they would adamantly never use it.
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  Speaker 3: It's a horrible philosophy. And it's the idea in business
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  Speaker 3: development is no different. It's a band and you know,
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  Speaker 3: a lot of listeners and I and I joke in
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  Speaker 3: Jason's narrative in the beginning of the book, and you know,
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  Speaker 3: Jason announces it as he's doing one of the trainings
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  Speaker 3: and Zoe, one of the characters or those salespeople, leans
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  Speaker 3: forward and laughs, She's like, really, is that like fifty
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  Speaker 3: years old? And I do that intentionally because I want
• 12:28
  Speaker 3: people to know that, yes, I understand that some people
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  Speaker 3: view this whole idea of budget and authority, timing, need
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  Speaker 3: and they're like, that's a horrible sales process. But what
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  Speaker 3: I also want people to understand is well, it depends.
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  Speaker 3: It depends on how you use it. And when I
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  Speaker 3: was in you know, retail sales years ago, bant was awesome,
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  Speaker 3: like do you have the money now? Are you going
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  Speaker 3: to buy now? Is it you or your kid that
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  Speaker 3: wants this? And if you leave the store, yeah, timing's
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  Speaker 3: done that you're probably never coming back. And so in
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  Speaker 3: that moment, ban was used phenomenally, but it was more
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  Speaker 3: of a very quick qualification do you have the money?
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  Speaker 3: Are you ready to buy now? Is there a need? Yeah?
• 13:12
  Speaker 3: Your kids screaming, so you want to get out of
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  Speaker 3: the store and you just want to buy it. That's yeah,
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  Speaker 3: that's a need for you as a parent. But when
• 13:18
  Speaker 3: we begin to shift and we begin to look at
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  Speaker 3: enterprise sales, business to business sales, and the sales process
• 13:24
  Speaker 3: is longer, and even now sales processes is far more complex.
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  Speaker 3: I think where we begin to struggle and the challenge
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  Speaker 3: becomes is that we have all these sales methodologies out there,
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  Speaker 3: but at the baseline of it, when it comes down
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  Speaker 3: to it. BAN is still incredibly relevant, and so in
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  Speaker 3: the book, I walk through how it's just we need
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  Speaker 3: to expand it into more of a system instead of
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  Speaker 3: a checklist of do they have the money, do they
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  Speaker 3: have the authority? Do they have the timing? And need?
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  Speaker 3: It's really coming down to asking the questions aroout, Okay,
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  Speaker 3: let's talk about budget, what where's priority lie? And there's
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  Speaker 3: different idea and mindset and even questions around priority because
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  Speaker 3: budget comes down to priority. It comes down to who
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  Speaker 3: holds who holds it, and it's also inter connected to
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  Speaker 3: the other pieces. If they don't have a high enough
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  Speaker 3: need and if there's not a high enough business problem,
• 14:15
  Speaker 3: then yeah, budget is not going to become priority. And
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  Speaker 3: so when BAND operates in silos and we use it
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  Speaker 3: as that checklist, we don't ultimately follow a sales process
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  Speaker 3: that's that's efficient and that's going to get us to
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  Speaker 3: where we want to go. But when we start looking
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  Speaker 3: at BAN as an interconnected system and we start saying okay,
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  Speaker 3: budget and timing, you're going to impact authority and need
• 14:38
  Speaker 3: and we start expanding it and that from that lens,
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  Speaker 3: that's where I think that BAN actually can be really
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  Speaker 3: powerful and it's it's an anchor that we can return
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  Speaker 3: to on a regular basis to make sure that our
• 14:48
  Speaker 3: deal is actually grounded. And when it comes to authority,
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  Speaker 3: it means you know, like I mean, especially since COVID
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  Speaker 3: buying decisions and authority is no longer with one, two,
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  Speaker 3: three different people, its entire buying committees, eight, ten, fifteen,
• 15:02
  Speaker 3: twenty people. And so when we start looking at authority,
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  Speaker 3: it's asking the questions of Okay, who signs off on this,
• 15:10
  Speaker 3: who who in the company is going to be an influencer,
• 15:13
  Speaker 3: who's the antagonist, who can say no? And who's that
• 15:18
  Speaker 3: silent person in the background, for example, that said that's
• 15:21
  Speaker 3: not going to say anything, but behind closed doors, they're
• 15:23
  Speaker 3: the one that closes out the deal. And so the
• 15:26
  Speaker 3: chapter walks through different tactics and ways to be able
• 15:29
  Speaker 3: to walk through a van in a totally different way
• 15:32
  Speaker 3: than just simply qualifying a lead, for example, on a
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  Speaker 3: very first phone call, which I believe that that farm
• 15:38
  Speaker 3: of ban is not actually helpful unless you're in a
• 15:42
  Speaker 3: very quick, twenty second, low cost, five hundred dollars sale,
• 15:46
  Speaker 3: then yeah, sure, use ban all day long and qualify
• 15:49
  Speaker 3: the heck out of it. But for longer enterprise sales
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  Speaker 3: B to B sales. BAN is more of a system
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  Speaker 3: than it is a qualification.
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  Speaker 2: Yeah, well, and you know you have BAN, you have MEDIC,
• 15:59
  Speaker 2: you have med pick, you have.
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  Speaker 3: Does.
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  Speaker 2: Yeah. And in the Business Development Body of Knowledge, we
• 16:07
  Speaker 2: actually list a lot of them to include BAND, and
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  Speaker 2: we talk about the history of them and how they've
• 16:13
  Speaker 2: influenced sales over the past fifty plus years. And there's
• 16:20
  Speaker 2: a chart in the Business Development Body of Knowledge where
• 16:23
  Speaker 2: you can see what each one of them covers. And
• 16:27
  Speaker 2: you know, the funny thing is a lot of them
• 16:29
  Speaker 2: overlap and they're fundamentally getting to the same things, and
• 16:34
  Speaker 2: they just approach it from a different angle. And what
• 16:36
  Speaker 2: you're saying is, don't necessarily use it as a rigid
• 16:40
  Speaker 2: checklist to qualify prospects, but use it as a framework
• 16:46
  Speaker 2: and a guiding system. And you know, you could potentially
• 16:52
  Speaker 2: mix in other methodologies as well, but as an overarching architecture.
• 16:57
  Speaker 2: You're saying, Hey, it's still works well as long as
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  Speaker 2: you don't use it rigidly. And so, okay, great, we're
• 17:07
  Speaker 2: we're we're talking about band as tactic number two and
• 17:11
  Speaker 2: can he take away what's he take away? Number three?
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  Speaker 3: Yeah? And you know in this uh this to the
• 17:17
  Speaker 3: chapter or the title of this chapter is called the
• 17:19
  Speaker 3: lost skill. I think it's a it's a skill that
• 17:23
  Speaker 3: we talk a lot about in sales, but we don't
• 17:26
  Speaker 3: practice it nearly as much. And you even talk about marriage.
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  Speaker 3: I think it's incredibly and powerful in relationships and marriage
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  Speaker 3: as well. And it's it's listening, you know, is you
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  Speaker 3: probably know Gong has done a lot of studies, and
• 17:40
  Speaker 3: you know, I looked up one of their studies from
• 17:42
  Speaker 3: last year, and still they say that top performers the
• 17:46
  Speaker 3: talk list in ratio sixty percent listening forty percent talking,
• 17:51
  Speaker 3: and which I actually believe that it should be a
• 17:52
  Speaker 3: lot more than that. I think I believe that especially
• 17:55
  Speaker 3: in initial conversations with the client, we should be listening
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  Speaker 3: about seventy percent of the time. But our default as
• 18:02
  Speaker 3: human beings, I think, is to talk. We like the
• 18:05
  Speaker 3: sound of our own voice, and we like to be
• 18:08
  Speaker 3: able to say everything, and we think we know the
• 18:11
  Speaker 3: direction we're going and we want to jump in. But
• 18:14
  Speaker 3: in sales, is you know, the learning and the information
• 18:18
  Speaker 3: comes in the listening. And you know, years ago in
• 18:22
  Speaker 3: one of my sales roles was when I first heard
• 18:25
  Speaker 3: the phrase, if you want a better answer, ask a
• 18:27
  Speaker 3: better question, and I believe that that's still true, but
• 18:32
  Speaker 3: I add to it, it's like, but you can't have
• 18:35
  Speaker 3: a better question if you're not willing to listen to
• 18:37
  Speaker 3: the answer, because the answer is where the information resides
• 18:42
  Speaker 3: to inform us of what question to go next and
• 18:45
  Speaker 3: where to lean next. And so the chapter talks about
• 18:49
  Speaker 3: passive listening versus active listening and the power of a
• 18:52
  Speaker 3: silent pause. Pauses are so awkward, but one of the
• 18:58
  Speaker 3: things I would encourage listeners to do is that when
• 19:00
  Speaker 3: your client is talking, pause and count to three before
• 19:04
  Speaker 3: when you feel that they're finished, before responding. It's awkward.
• 19:08
  Speaker 3: The first time I was introduced to that, I started
• 19:11
  Speaker 3: doing it on my calls. It was probably ten years ago,
• 19:14
  Speaker 3: and my sales director at the time, I was having
• 19:17
  Speaker 3: a hard time of responding real quick. I'm a fast talker.
• 19:20
  Speaker 3: He's like, Trevor, what I want you to do is
• 19:22
  Speaker 3: when your client finishes, I want you to count to
• 19:24
  Speaker 3: three and then respond. I had client after client like
• 19:31
  Speaker 3: come back while I was on the phone with them,
• 19:33
  Speaker 3: like are you still there? You're still there? And I
• 19:36
  Speaker 3: was like, yep, yep, I just wanted to make sure
• 19:38
  Speaker 3: I allowed you the chance to finish your thought. Doing
• 19:43
  Speaker 3: that is incredibly powerful because it allows them to finish,
• 19:47
  Speaker 3: and it allows us to process what we just said
• 19:50
  Speaker 3: and gives me the ability to either decide do I
• 19:53
  Speaker 3: respond with a question or are we ready to move
• 19:55
  Speaker 3: forward with a solution or the next step. So I
• 19:58
  Speaker 3: would say the biggest advice that I would give else
• 20:00
  Speaker 3: people just in general is I mean, and this is
• 20:03
  Speaker 3: very direct, pause and shut up when when it comes
• 20:07
  Speaker 3: to discovery, because that's where we begin to learn. If
• 20:11
  Speaker 3: we're talking, we're not learning. And I think that's where
• 20:12
  Speaker 3: the challenge comes.
• 20:15
  Speaker 2: One one thousand, two, one thousand and three, one thousand,
• 20:19
  Speaker 2: How am I doing? How am I doing? Trevor?
• 20:21
  Speaker 3: You did great? Good job?
• 20:24
  Speaker 2: Hey uh Tactic number three, folks, count to three seconds
• 20:28
  Speaker 2: after your You know your prospect is done saying something
• 20:32
  Speaker 2: because there's probably something else there, and including those strategic
• 20:38
  Speaker 2: pauses in the conversation really can lead to some more
• 20:43
  Speaker 2: powerful information sharing. And I think you know the other
• 20:47
  Speaker 2: great thing about that, to Trevor, is it gives you
• 20:52
  Speaker 2: the space, your conscious brain the time to process what
• 20:58
  Speaker 2: your prospect was saying, and that may open up the
• 21:03
  Speaker 2: door for you to ask an even more insightful question. Wow,
• 21:10
  Speaker 2: great stuff packed into this book, Trevor. I think, folks,
• 21:14
  Speaker 2: if you really want to grab yourself a copy of
• 21:17
  Speaker 2: the book, it's called Sales Discovery, Ask better questions, uncover
• 21:22
  Speaker 2: client need and close more deals. It's part of Trevor's series.
• 21:28
  Speaker 2: You'll also find that he's had two previous books. One's
• 21:33
  Speaker 2: called The Fundamentals of Selling and then the other one
• 21:36
  Speaker 2: is The Sales Discovery Field Manual. So when you go
• 21:40
  Speaker 2: to Amazon you can see all three of those, add
• 21:42
  Speaker 2: them to your collection and follow this series. Trevor, let
• 21:47
  Speaker 2: me just kind of summarize what we talked about today. Now,
• 21:50
  Speaker 2: key take away from your book Number one is have
• 21:56
  Speaker 2: the questioning mindset, the mindset to ask better questions that
• 22:02
  Speaker 2: focus on empathy, purpose, and then that way you can
• 22:06
  Speaker 2: get to the truth. And then the second thing is,
• 22:12
  Speaker 2: you know, you really want to engage the prospects and
• 22:18
  Speaker 2: understand what they are fundamentally trying to address. When it
• 22:25
  Speaker 2: comes to BANT, you know, and band has been around
• 22:28
  Speaker 2: for a long time and some have challenged it and
• 22:33
  Speaker 2: said it's no longer a modern methodology for engaging with prospects.
• 22:38
  Speaker 2: But what you're saying is, look, that may be the
• 22:41
  Speaker 2: case if you follow it rigidly, but if you use
• 22:44
  Speaker 2: it as a framework, if you use it as a system,
• 22:48
  Speaker 2: then it can really lead to great opportunities with your prospects,
• 22:53
  Speaker 2: particularly in the complex enterprise B to B sales, however
• 22:56
  Speaker 2: you want to characterize it. And then the final key
• 23:00
  Speaker 2: takeaway is create that strategic space, that pause in the discussions.
• 23:08
  Speaker 2: Don't rush into the next question, don't rush into what
• 23:12
  Speaker 2: you want to say next. Give your prospect that space
• 23:16
  Speaker 2: to pause three seconds. A three second pause with these
• 23:21
  Speaker 2: three tactics can lead to some great opportunities. And folks,
• 23:26
  Speaker 2: if you want to read more, it's all packed into
• 23:29
  Speaker 2: Sales Discovery available on Amazon. Ask better questions, uncover client needs,
• 23:34
  Speaker 2: and close more deals with Trevor Weber. Trevor, how can
• 23:38
  Speaker 2: folks follow your work and connect with you?
• 23:41
  Speaker 3: Yeah, thanks, Tony, Well again, thank you for having me, Tony,
• 23:44
  Speaker 3: And it's been it's been an honor. And you know,
• 23:46
  Speaker 3: with this book, at the baseline of it is what's
• 23:49
  Speaker 3: your mindset around discovery. That's really the biggest question is
• 23:53
  Speaker 3: you know, when we when we begin to move away
• 23:54
  Speaker 3: from tactics and training and everything is is do you
• 23:59
  Speaker 3: have a foundational mindset of curiosity and how does that
• 24:03
  Speaker 3: drive your discovered process? And I would love to connect
• 24:06
  Speaker 3: with people on LinkedIn. You can find me there. The
• 24:10
  Speaker 3: Seller's Framework dot com is the website for all of
• 24:14
  Speaker 3: the books from everything from the Fundamentals of selling to
• 24:17
  Speaker 3: the from Seller to Sales Leader Sales Discovery book, and
• 24:21
  Speaker 3: I've got both of them here, both the Field Manual
• 24:24
  Speaker 3: which is over a thousand questions that in different stages
• 24:28
  Speaker 3: of the sales process. And then I'll be publishing some
• 24:32
  Speaker 3: future books on mindset and client research, business acumen, how
• 24:37
  Speaker 3: to sell a value. There's simple reads you can do
• 24:41
  Speaker 3: in a single sitting and that's my goal of them
• 24:44
  Speaker 3: is something you can sit down, you can read. It's
• 24:46
  Speaker 3: a narrative, so it's story, so it's fun and not
• 24:50
  Speaker 3: simply a lot of theory and a lot of it
• 24:53
  Speaker 3: comes from my experiences in the field of twenty years.
• 24:56
  Speaker 3: And so grateful for you having Amy on Tony It's
• 24:59
  Speaker 3: been as all it's an honor and looking forward to
• 25:01
  Speaker 3: see where everything goes.
• 25:03
  Speaker 2: Yeah, well, Trevor, it was great to have you back
• 25:05
  Speaker 2: on the show and we can't wait to have you
• 25:07
  Speaker 2: back again when you publish your next book. Trevor, thank
• 25:10
  Speaker 2: you so much for joining us.
• 25:11
  Speaker 1: Thanks Tony, thank you for listening to the Business Development Podcast.
• 25:19
  Speaker 1: Join our free community of corporate partners and business development
• 25:23
  Speaker 1: professionals advancing the art, science, and ethics of the business
• 25:27
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