INTRODUCTION
Fight Club and Knockout Commitments
“If you set yourself on fire, the world will come to see you burn.”
—DON KING
LOOK DOWN AT YOUR HANDS. HANDS OF LOVE BUT ALSO HANDS of steel—make them into fists. If you take just one thing from this book, let it be this: The left is social, the right is the phone—blended together, they are the social phone, a term coined by Kenny Madden.1 In boxing, you jab with your left to offensively keep yourself safe and set them up for a knockout with your right hook or uppercut. For sales, you jab repeatedly with digital outreach via LinkedIn, email, text messages, Twitter, and even Facebook; you are setting up a knockout with the phone. The prospect or customer is not your enemy; rather, you are combating any apathy, walls, or resistance that may surround them.
Anyone who claims that you can succeed with one hand tied behind your back is just plain wrong. Social and digital alone fail. Phone alone fails. Passive attraction strategies alone fail. Intelligent combinations are the only way to win, and this is the essence of COMBO Prospecting. COMBO refers to this combination, and it is also an acronym for Command Over Maximizing Business Opportunities.
Right now, you may be failing to realize your real potential. There is no question that the Pareto principle applies to sales prospecting. This principle states that 20 percent of the input invested results in 80 percent of the outcome. So how do you stop wasting 80 percent of your time and start landing that 20 percent where the real opportunity is? No matter how passionately you sell, you must still battle the evil forces of competition, commoditization, globalization, disruption, automation, and artificial intelligence (AI) technology—because they all seek to eliminate your very livelihood. Winning requires dramatic changes in how you operate. By embracing technology with real human engagement, you can prosper in the arena of sales. This combination will elevate you and make you hyper-effective in breaking through to engage with the impossible-to-reach people who need your help.
“The number one issue facing sales professionals, sales leaders, and sales organizations is keeping the pipeline full of high-value propects, and keeping those pipelines moving toward positive outcomes.”
BRANDON BRUCE, CO-FOUNDER, CIRRUS INSIGHT
This book will show you exactly how to drive higher levels of effective activity and create quality sales pipeline. Right up front, I want you to know that success will only happen if you commit to doing these 10 things:
1. Accept personal responsibility for consistently creating sales pipeline every day.
2. Realize you will need to put in 10 times the activity you are doing now to be remotely successful, and that’s past the horizon of comfortable. Fear not; this book will show you how to do it by leveraging strategies and technology.
3. Lead with an insightful business value narrative rather than talking about your company, products, services, and solutions.
4. Create an authentic personal brand showing credibility, curiosity, and positive and aligned values.
5. Actively use LinkedIn Sales Navigator. Even if your boss won’t get it for you, buy it yourself because it is an essential tool of trade in the modern age, just like the Bloomberg terminal or a mobile phone.
6. To source email addresses and phone numbers, find a way to gain access to sales intelligence software, such as DiscoverOrg, ZoomInfo, RainKing, Data.com, Lusha, Seamless.ai, or others.
7. Actively use the phone as part of your prospecting strategy. No combination of activities will work unless it includes the phone at the core.
8. Embrace customer relationship management (CRM) and marketing automation to identify and nurture prospects who are not currently ready but who you can follow up with later. Companies that excel at lead nurturing have 9 percent more salespeople making quota.2 According to The Bridge Group, email automation with tracking remains a key part of any nurturing strategy.3
9. Commit to massive consistent action. Relentlessly get into the ring every day, slug it out, be willing to take a beating, and then win by doing what your competition will not.
10. CEOs read dozens of books a year, but most salespeople read none. Rise above the pack by committing to read every book and blog that I reference, and listen to the podcasts I recommend. Especially focus on Mike Weinberg, Anthony Iannarino, Jeb Blount, Mark Hunter, Nic Read, Jim Holden, Jeff Thull, Ben Zoldan, Noah Goldman, Jill Konrath, Trish Bertuzzi, Marylou Tyler, John Smibert, Will Barron, Jeffrey Gitomer, Craig Elias, Tibor Shanto, John Barrows, Jonathan Farrington, Lee Bartlett, Graham Hawkins, Gerhard Gschwandtner, and Tim Hughes.
If you’re not up for the challenge or if your success and livelihood is just not that important to you, spare yourself the aggravation of reading on and give this to someone who will actually take the necessary action. If you are serious, commit to actually doing rather than merely trying. I promise you will be very glad that you did.
In this book, I attempt to make the content “eclectically snackable,” so feel free to browse and jump around based upon the biggest challenges you face. This book is an in-the-trenches handbook for dealing with the entrepreneur’s and salesperson’s number-one problem: not enough opportunity pipeline. A lack of closable deals is really just a symptom of deeper issues, and you must not solely rely on others to generate your leads and opportunities. Being successful means taking control over prospecting yourself—you’re not really a leader or a salesperson unless you do!
Please understand that it is out of respect that I assume you already have a solid understanding of professional selling. Also note that I cite many technologies but acknowledge that there are hundreds more that could have been included. I mention those with which I am familiar through personal use or the work I’ve done with clients. I am especially passionate about LinkedIn and Salesforce because they are the leaders in creating business-to-business sales pipeline and end-to-end customer experience to drive sales. Since completing the draft of this book in early 2017, Sales-force became my client.
If you don’t understand something I reference, simply Google it or ask me on my LinkedIn blog at www.linkedin.com/today/posts/hughestony. I am deliberately provocative about the things that matter, and my goal is to cattle-prod you into action. All the stories in this book are real, and the use of repetition for key concepts is designed to inspire intelligent action and help you remember what’s important. The Jason Bourne–meets–Monty Python writing style is intended to evoke emotion and to interrupt your habitual thinking patterns and mindset.
Finally, if you think I’m full of hot air after reading this book, write to me via LinkedIn, and I’ll refund what you paid for it. I could go bankrupt since I only receive a small royalty from the publisher, but I’m passionate about everything you’re about to read. I’m putting my money where my mouth is because my hope is that you also put your full effort where your mouth is to realize your real potential as a salesperson, business leader, or entrepreneur.
COMBO Explained and Calls to Put Me in Jail
Jeb Blount is a true sales hero, and his book, Fanatical Prospecting, completely changed my attitude toward selling. That’s even after being in the field for 30 years in the United States and running entire technology companies in the Asia-Pacific region. Jeb stirred the pot tremendously with this quote that I shared in my LinkedIn profile:
I closed a $2.5 million deal after leaving the exact same voice mail for a C-level exec every morning for 52 consecutive days. He finally called me back and said, “You’re not going to stop are you?” I responded, “Not until you meet with me.” The meeting opened a dialogue that, six months later, resulted in my company replacing his incumbent vendor. Persistence is the fuel of winners.
This quote spawned more than 1 million views, more than 5,000 likes, and over 600 comments.
Many missed the fact that I was merely quoting Jeb, and they decided to attack me, thinking I had done this. I wish—it’s the stuff of legend! One man said I should be locked up in jail for harassment! Another lady threatened to send two former NFL linebackers to beat me up! The level of emotion was off the charts. The irony is that Jeb did not harass anyone. He simply stayed the course, knowing he could help his customer and staying determined to do so despite the customer’s apathy. Customers really can be their own worst enemies, but in this case there are 2.5 million proof points that they ultimately awoke from their slumber and agreed with Jeb. I know that his customers are grateful for his polite and professional persistence. Jeb passionately believes in the value he offers . . . do you believe in yours?
I have become the most-read blogger globally on the topic of buyer-to-buyer (B2B) selling within LinkedIn, and that’s where I’ve researched and tested the concepts within this book. Jeb’s quote lit the fuse that ignited a powder-keg realization: Sellers have become too passive, quiet, fearful, and lazy. I discovered the best way to start a fight of mixed martial arts (MMA) proportions, in any sales community, is simply to tell people that they’ve “gotta pick up the phone and call someone!” Yet fear of rejection and fear of the phone can be transformed and become your best friends if you know the secret to breaking through. Emotion can be harnessed if you have the right thought process.
Again, look down at your hands. The left is social, the right is the phone. Without them both, you can’t possibly win the fight for sales success. Their powers together make you unstoppable. Imagine if you can master this right combination? If you grasp this concept alone, you can eventually execute it, and then you can ascend to the top echelons of your company as a sales leader.
Combinations of the right activity, done the right way, with the right people, through the right channels, and at the right time can create world-champion success. This is the heart of COMBO Prospecting. You could also simply see COMBO as the ultimate blended approach for bringing old school and new school together. It is the combination of timeless truths with contemporary engagement that will break through with the maximum prospects. It is the only way to drive sales success in markets where there is increased competition, well-informed buyers, ferocious procurement departments, moats, razor wire, land mines, Barry Manilow music piped to the perimeters, giant walls, and pit bulls preventing any form of seller engagement.
We will cover COMBOs of multichannel outreach where Kenny Madden’s social phone is the weapon of choice. We will also address the COMBO for having the right narrative:
Stating why it matters
Positioning a hypothesis of value
We will cover the COMBO for next steps after you’ve initially broken through:
Engage the most senior person
Be sponsored down
Build consensus and a compelling business case
Then, we will explore the COMBO for creating a powerful personal platform:
A strong personal brand
A network that empowers
Tools and templates that enable high performance
Next, we will look at the COMBO for knockout success:
Trigger events
Referrals
Customer advocacy
Finally, we will go over the COMBO for closing:
Setting the right agenda
Creating trust and confidence
Demonstrating commitment and leadership
Some COMBOs are a blend of strategies or tools; others have a one-two-three knockout technique or a series of jabs. I have clients that drive six-touch COMBOs that make it impossible for any potential customer to ignore them. My good friend at LinkedIn, Matt Loop, talks about Linked-In’s own combination of systems for execution: system of record (CRM), systems of communication (phone and email), and system of engagement (LinkedIn). Think of these systems as concentric circles, all integrated and overlapping.
Everything you’re about to read here has been tested in the real world. Combinations are not new in sales and marketing, with Gary Vaynerchuk and others previously writing on the topic. Research and advisery firm TOPO highlights the power of “the triple touch,” and Jeb Blount uses the term “the triple threat.” But timeless winning strategies can be refreshed and enhanced to spectacular effect. The concepts and practices here go to the next level of execution and are already driving spectacular results in the United States, Canada, United Kingdom, Australia, Asia, and all over the world. I know this from the global reach of my blog within LinkedIn and the tremendous feedback I’ve received.
If you believe you’ve already got it all together, and you just want to know exactly what to do to accelerate sales pipeline creation, skip to Chapter 4, where we take the gloves off and give you everything you need to know for hands-on execution.
I make no apology for getting in your face about what it is really going to take for you to become a sales world champion. But before I do, I want to briefly share my journey into sales, along with some lessons about over-confidence and why a winning attitude needs to be blended with realism and humility.
Misplaced Confidence and My Journey into Sales
Everyone sells and needs to make a living, but you desperately also want to make a difference. Leadership and politics are simply sales and negotiation in a social context. No one can succeed as a leader unless they can positively influence or—put another way—unless they can sell. But few do this masterfully, and even fewer drive the necessary levels of intelligent activity to fill their opportunity pipeline.
This is the true story about confidence and how I landed in a sales career 30 years ago. I had been living in Los Angeles for 18 months, after selling my previous company in Australia, which had dominated the local market. I was confident about my new international business venture and convinced that I was going to be a gazillionaire by the time I was 30.
In hindsight, I should have remembered my flying instructor Peter’s words when he sent me solo in a Cessna three years earlier. He asked what I thought being confident meant. I said something about skills and experience. He shook his head soberly, “No. Confidence is the feeling you have . . . just before you understand the real situation. Most dead pilots were wrongly confident. Don’t be one of them.” He went on to describe the combinations of things that conspire against all pilots. Wasps in instrument tubes, water in fuel, weather, haste, miscommunication—the list was extensive. His advice later saved my life.
Throughout my flying career, I followed his advice and always flew looking for somewhere I could glide to in the event of an engine failure. When I lost my engine above a pine forest in my aerobatic biplane, I had already identified my landing zone, and that enabled me to walk away alive.
IMAGE I-1.TONY HUGHES PLANE CRASH
Two years after the plane crash, I was living in Los Angeles. Starting a business from scratch in a foreign country was tough, but I was determined . . . and very naive. It was my 25th birthday when the phone rang. It was my stepdad, and I jumped in, “Thanks for calling to wish me happy birthday!” Silence, then choked words, “I’m sorry mate, your mum is in a bad way. It’s liver cancer—there’s nothing they can do.”
Some believe that bad things come in threes; others may tell you that things can’t get any worse. They’re dead wrong. My mother died seven weeks later at age 42 in our family home in Sydney. I had returned home to be with her up until the end. Within a week of her death, my sister’s relationship with our stepfather, already fractured, broke completely and they would never speak again. Grief-struck and shattered, she imploded and was hospitalized. Our dog was run over and killed. My car was stolen. Then my stepfather went out on his first social outing and got into a fight over something trivial with, of all people, a man who had been at my mother’s funeral. They argued, went outside, and as they grappled and fell to the ground my stepfather put him in a headlock and squeezed too hard and for too long. Anger simmers within raw grief, as Johnny Cash knew. My stepdad came home and woke me saying he’d done something bad. The police arrived two hours later and took him away to be interviewed. He was eventually charged with murder. I later testified in court . . . relationship over.
In the weeks that followed, our biggest customer in the United States went bankrupt. Then we discovered a large multinational corporation, a trusted partner, had stolen our designs and was manufacturing a copy of our product in a country where we had no patent protection. They fired their manager who had signed a letter of intent with us and introduced their team of in-house lawyers—17 of them! To cap it off, our joint-venture manufacturer in California filed for bankruptcy protection.
I’d already gone icy cold to cope with my grief and the knocks that followed. My business and family had disintegrated, and my wife decided she’d also had enough. She left me . . . marriage over. I didn’t even resist; there was just numbness. My final card to play was my conclusion that God was not worth following—not a good state of mind when you still believe He exists. I was no Job from the Old Testament who steadfastly held to his beliefs, but I was never able to be an atheist like my dad.
With the failure of my U.S. business and the fact that I needed to stay in Sydney to be there for my sister and stepfather, I considered my options for generating an income. The 12-year royalty contract I had signed when we sold the Australian business meant that I could not compete in the same industry during that period, so I needed to do something different. One of the big lessons I learned in America was that you personally had to be able to sell if you wanted to make it as an entrepreneur or businessperson. I confronted the realization that I was not very good. Time for a reboot.
It was in this depressed state that I decided to learn how to sell. WTF! Yes, Wow That’s Fantastic! I knew I needed to develop my sales skills if I was to go to the next level as an aspiring entrepreneur, so I secured a job selling radio paging in the mid 80s. Think Twitter on a device the size of a deck of playing cards before cellular phones were available. This was just before the first Wall Street movie with Michael Douglas, and you had to phone a call center for someone to type your message into a mainframe. That sounds crazy today, but it was revolutionary at the time.
I’m really not sure why they hired me because I had no real sales experience. Two colleagues bet money on how long it would be before I was fired. I wasn’t very good, but I worked harder than anyone else and I had a sales manager who believed in me. Keith rode with me one day a week and resisted the urge to save a sale that I was screwing up with my uncertain language, closed questions, and lack of belief in myself and the value of what we offered. But I improved quickly because I was coachable, reading every book and listening to every recording I could lay my hands on. My only nonnegotiable in pursuing success was my integrity: I promised myself that I’d never sell anyone something that was not in their own best interest.
Although my self-belief was not where it needed to be, I felt I was working for the best service provider in the industry. Most important, I worked harder than any other salesperson, and there were more than 100 in the company. I deliberately treasured my selling time and did administrative work, call reports, and everything else that didn’t result in a sale, before and after prime-time hours with prospective clients.
I never allowed myself to become deluded about cold calling and the need to consistently build sales pipeline. For every appointment, I would plan to arrive early and canvass neighboring businesses. “Hi, I’m Tony and I’m early for my meeting next door. Could you tell me who the sales manager (or service manager) is here? Could I have their card so I can mail them some information? I always got the card or the name. Sometimes the sales manager would come out and I’d say, “Hi, I can help you respond to leads faster and get more sales with your team in the field; how many salespeople have you got on the road?” I learned very early not to lead with a pitch about our company or products but instead talk about the results I could help them achieve.
Always lead with what you think you can do for them and their business. No one is interested in your product or service, and no one wants a sales pitch. Initially, they are only interested in why talking to you could be of any benefit to them. Always answer the unasked questions: Why should I care, and what’s in it for me?
I thanked every customer for their business and asked them who else they thought could benefit from improving sales or service by being contactable anytime and anywhere (that’s what radio paging did). I would phone them two weeks later and ask the same question. A referral is the fastest path to revenue, and being introduced to a potential client by someone they trust creates the highest probability of a sale.
Referrals are your most important source of leads, so it is vitally important that you always deliver for your clients and build an extensive, high-quality network.
I was later promoted to a city territory filled with skyscrapers. Awesome! Prospecting will be much easier and more efficient with high-density white-collar businesses, I thought. Confidence—the feeling you have just before you understand the situation. I learned later that this territory was a graveyard for reps, and no one had ever made their target there. Every building had a sign in the lobby and in the elevators: No hawkers or canvassers! That applied to others—nothing was going to stop me. We had at least one customer in most buildings, so, in my mind, I was not canvassing. I was simply visiting a customer and just dropping in since I was early for my meeting.
I did five months in a row above 200 percent of target and moved up into larger enterprise accounts. But I never forgot the importance of continuously building a sales funnel, always and without excuse every day. It’s the only way to avoid the roller-coaster of pipeline versus performance. I became the most successful person in the industry and made the largest-ever deal by selling to IBM at 70 percent higher prices than they were paying the incumbent, who had a bigger network and stronger brand. I even had to convince our own CEO not to drop the price! He was focused on the minimum price we would accept rather than walking in the customer’s shoes to determine the highest price they would happily pay for quality service and support. Had I lost the IBM deal, I still would have overachieved my annual target. I later moved into the computer industry, and then into software. The rest is history.
Many times over the years, I’ve lived the bipolar existence that is professional selling, and I’ve stared into the abyss of what seemed an impossible revenue target. Most companies have periods of insanity where they thrash around and demand relentless growth. In this pursuit, they hire like crazy, reduce the size of territories, increase the targets, fire up the team with a punchy sales kickoff, and then unleash the flamethrower to blast sellers. They exhort salespeople to step up or face the wrath of blowtorch pressure from stack ranking and performance improvement programs (PIPs) to manage out those who fail. The irony is that many good sellers are chewed up and spat out because of management’s inability to analyze the data and provide viable territories and positive reference clients; or its failure to deliver the right tools, such as coaching and support, to enable sales; or its lack of intrinsic value without the right product-to-market fit.
In contrast, the best companies know that nothing good happens unless someone sells something, and they respect and value those on the front line who provide this service. Selling can make a person soar, and I’ve watched sellers excel as they helped their customers achieve success. Intent is important, and so is work ethic. To succeed, you can’t be a snoozer, and you can’t be hung up about how others perceive you. Selling is a blue-collar trade dressed up in Wall Street clothing. You must put in an honest day’s work, day in and day out, and be able to look yourself in the eye and know that you actually deserve success. No matter how well sales are currently going, no matter how much you feel like it or not, no matter if there is time pressure and others are screaming at you to do non-selling activity, you must prospect every day. You must know that the only thing that creates a consistent sales funnel is consistent prospecting activity.
Just as I’ve seen the best, I’ve also seen the worst in people, as they tried to manipulate, lie, cheat, or steal their way to the top. Don’t do it—your integrity is everything. Selling is not something you do to someone; it’s something you do for someone. Your brand and reputation is your most precious asset. We live in an age where any client or employer can peel back the facade. You must be the real deal and be able to look at yourself in the mirror. Take social media seriously, and invest in creating a strong and authentic personal brand.
Selling, like boxing or MMA, is both scientific and mystical, both art and brutality. Real selling demands that you give yourself completely to what you pursue. You can’t make it unless you are actually the person worthy of the success you seek. You must step into the ring and face your fears, passionately speaking up for what you believe. You must be willing to be pummeled and fall to the canvas with everyone watching. Then to get back up, knowing you’ll be pounded again.
I’ve shared a little about the dark times in my own life to let you know that, regardless of the deep hole you may be in, you too can pick yourself up and rise to the top. The best salespeople are heroic, passionate, curious, and driven by positive intent for their customers. But it’s never been more difficult to make it in sales, and the majority quietly fail behind their polished online image. Dangerous lies about passive selling and social media distractions are luring people into sales career oblivion. Real success, the kind that makes you a legend in your field, demands masterful skills and the right levels of activity—but you also need to be the hottest one in your business who can win the hottest one in your market.
Why You Need to Be the Hottest One at the Bar
Gisele walks into a bar, and every guy and girl there hits on her—end of story. If I were female, that story would star Brad Pitt or David Beckham. But why is this relevant for sales? The Fortune 1000 is just 1,000 winning companies, the highest revenue generators in the world. Sellers have become so desperate to connect with them that they literally send bottles of fine French champagne to CXOs. Those prospects have become so used to this behavior that they are numb to it—they give away the champagne to their neighbors and complain about it on LinkedIn. Everyone is trying to do a deal with Coca-Cola; everyone is trying to date a 12 out of 10.
So if desired people and companies are like magnets attracting everyone, and you try to do something heroic to generate their interest, you will get two forces that repel. If you reach, they will withdraw. If you sound subservient like everyone else, they’ll become bored and lose interest. If you bend over backwards to accommodate their every whim in your sales process, you’ll fail. If you send them flowers, chocolates, and roses after one meeting, you’ll look weak or desperate.
We all know that the dynamics that play out in interpersonal relationships also govern sales relationships. In fact, InsideSales.com conducted a study that highlighted conclusive evidence from 10 million anonymized sales interactions showing that high-pressure closing tactics, at the end of each quarter, actually cut deal sizes in half and extended sales cycles unnecessarily. Why? Hunger, interest, and neediness cause the opposite polarity: repulsion.
You need to practice something that I call the Law of Principled Disinterest. You need to be present to communicate compelling business value and insight, but you cannot be aggressive like the face-humping alien leaping from the egg in the movie Alien. You can’t be like a golden retriever running at a Frisbee. You can’t be like David Duchovny in Californication, and you can’t be “winning” like Charlie Sheen.
So how can you do the opposite? You drive pull marketing to catch your prospects upstream. You do this by writing insight-laden content to hook the fish rather than relentlessly hunting them with a spear. The right way to market is with guerrilla activations, truly exclusive events, and “building a garden that attracts the right queen bees.”4
Create desire, attract attention, and become interesting rather than interested. Radiate confidence, and always be willing to walk away. You don’t need the business, and they know that you know it. This is why it’s essential for you to have a massive sales pipeline!
How can you get to the hottest one at the bar, aka the profitable business prospect that all your competitors are calling, emailing, InMailing, and trying to get referred to? Here are some questions to ask yourself:
Have you performed a Google search on the prospect name and clicked on News to find excerpts where they are quoted? Have you sent that quote to them, referenced in an email, InMail, Twitter direct message (DM), or voice mail?
Have you read the prospect company’s annual 10-K report and the CEO’s letter to the shareholders? Have you then tied this in to an ROI business case that presents your solution?
Have you spent the money to appear at the kind of events they attend? This includes holding your own VIP dinner, without any product pitching, at a Michelin Star restaurant with a roomful of CXOs. The event is built by the presence of peers with whom your prospect wishes to rub elbows. Get your tickets to Davos, Switzerland, and TED Monterey. I’m serious!
Have you had a courier or FedEx deliver a plain manila envelope marked only with the name of your prospect in your best handwritten cursive? Does this VITO envelope contain a super precise value proposition and case study, with a time that you will call to follow up? VITO was created by Anthony Parinello, and the acronym stands for Very Important Top Officer.5
Have you built groundswell with the company’s team, demonstrating how much your solution would benefit them if implemented? Have you then had them champion you to the decision-maker internally?
Have you built a lead-generation engine through native advertising on LinkedIn with vertically targeted white papers to drive form fills (aka opt-in email captures)?
Have you worked with highly successful lead generators, such as Mike Scher at Frontline Selling or Chris Beall from ConnectAnd-Sell? They can break through the noise and set meetings for you with difficult-to-reach prospects in the Fortune 1000, almost auto-magically.
Are you running retargeting on Facebook? Are you adding prospects on Facebook, using Facebook Messenger, or sending text messages? Or are you too scared?
Have you convinced your own CEO to reach out to theirs? Your VCs to reach out to theirs? Your CMO, CFO, CIO, CTO, COO, and other executives to connect with theirs? Have you asked your best customer to be a reference and introduce you (as long as they’re not competitive)? Have you used LinkedIn Sales Navigator to find the weak ties between your organization and theirs so that your administration or engineers can connect with theirs?
Are you running a cadence of touch points across multiple mediums with a system that holds you accountable to your activities and improves your messaging and timing with analytics? (Kudos, Kyle Porter.)6
You must magnetize your prospects to you. Build content, forums, events, and spheres of influence that radiate authority and thought leadership to pull C-levels toward you—for your company and as an individual seller. Educate prospects in a detached fashion before you seek to persuade. Run a 3–5X pipeline, and project confidence that you don’t need their business. Read them the riot act when they demand a free pilot because they are actually increasing their own risk by not being committed. Practice nonhunger and leverage strategic disinterest.
You may be wondering how to reconcile this paradox: You must passionately believe in how you can help your customer, but you cannot be desperate in any way.
Think about it like this. If a CEO, president, or even CFO were to authorize investing $1 million in your solution today, how risky would it be for them? And if you had to spend $1 million, how much risk would you feel? Now magnify that that with some slick, fast-talking, people-pleasing yes-man who is telling you everything you want to hear. He’s buttering you up, promising the world, and sounding just like the countless other salespeople you’ve had to deal with in your career. You can see the 7.2-magnitude nature of this problem.
“Mrs. Customer, our product may or may not be a fit, but I’d like to share what some of our similar customers in your industry are doing that might be relevant—it’s positively impacting their bottom line. We can go from there; how does that sound?” Disarming, nonhungry, powerful.
Be in the habit of telling prospective customers about things they don’t expect to hear, such as flaws in your solution. The truth is powerful. Vulnerability and transparency open magnificent doors and accelerate trust. Honesty, rather than rhetoric, is the best policy—it’s how the trusted adviser is born.
Charles H. Green teaches about doing and saying the right things within the process of good business. “Sales and trust rarely inhabit the same sentence. Customers fear being sold because they suspect sellers have only selfish interests at heart. Is this a built-in conflict or can sellers serve the buyer’s interests as well as their own? The solution is simple to state, hard to live—and totally worth the effort.”7 The answer is to always act with transparency and integrity.
Reverse psychology drives everything in sales, and David Sandler knew this. The more desperation you project as a seller, the more you repel. Some prefer not to look at it like dating, but it truly is. Are you one of the guys in the bar dressed in glittering Ed Hardy, lining up to buy the same girl a drink? Or perhaps you are the gal flirting with the hunkiest guy who wears an Armani suit? You will both fail. If you’re Gisele or David Beckham and many want you, your stock goes up. If you are building sales AI software right now, you are probably one of the hottest at the bar for VC money. Robert Cialdini talked about social proof. This concept dictates that if Coca-Cola is doing it, Pepsi will be interested.
As Dr. Chester Karrass said best, “In business, as in life, we don’t get what we want, we get what we negotiate.”8 So how do you become beautiful, exclusive, exotic, and noncommoditized when all the solutions look the same? The answer is not to put on an air of confidence, hit the gym, and go to the tanning salon because this is the same strategy everyone is using. It is not dubious marketing with 3,000 percent ROI case studies. How can a customer actually believe anything good will come from displays of exaggerated confidence?
I recently dealt with an overconfident seller who told me he was the Ferrari of the roadway. He expected me to buy, quoted me an impossibly high price, and then didn’t check in for two weeks. This is the wrong way to use the Law of Principled Disinterest. You cannot swagger up to Gisele and brazenly give her your cell number, with Tom Brady standing right next to her, and expect her to call you.
So many enterprise sellers take this tactic when they approach the Fortune 1000. They do not realize that what draws the customer in is a sense of intrigue and exclusivity—the idea that the customer can get in on something special and cutting edge. CMOs, for example, are looking for an edge. They want to find young, hot start-up companies that can reflect well on their business. They like to install them as turbochargers for curb appeal and street cred alongside their current legacy infrastructure. It’s not unlike using these companies as arm candy!
Know that what you’ve got is special. Tell people what you can and cannot do. Underpromise and overdeliver. Put in conservative ROI claims. You don’t need to go over the top with your white paper.
Now, how can you be the hottest one at the bar? Here are some simple tips:
Maintain a polished image. Professionalism, like chivalry, is not dead.
Be humble and listen more than you talk. This exudes real gravitas.
When you ask for an on-site, say something like: “Let’s brainstorm some ideas, whether it’s a fit or not, so that both our teams will get a great deal out of the time together.”
Make your communications to prospects about edutainment and empowerment. Tell them how they’ll gain a competitive advantage for their brand. You must educate your nascent market especially if you’re promoting a new category.
Secure the arm candy. In exchange for some smaller paid pilots, push for a case study in your go-to-market strategy. Get somebody like Coca-Cola to agree to trumpet you with some fanfare. You can march into the rest of the target accounts backed with this social proof. Any negotiation should include securing this from the buyer, as it costs them nothing and is hugely valuable for you.
Give good phone. Ultimately, fewer and fewer salespeople are using their voices. It’s all gone passively digital. A relaxed, confident, nonhungry tone is the way in—be helpful like a friend, family member, or someone you actually trust. The sound of this tone soothes the savage beast of fear in the prospective buyer, whether it’s on a voice mail, over Skype, or face-to-face.
Intent. It is a universal law: When one knows they’re hot, they’re hot. Maybe she’s born with it. Maybe it’s Maybelline. Beauty radiates from within. Happiness is a decision just as confidence is a decision. You radiate what you feel internally.
What you just read went viral as a blog, and one reader even wrote in declaring that he used the exact principles to “get lucky.” Another attested to running an elite management consultancy for 25 years based on its principles. In both cases, it was very eye-opening; the content really struck a chord.
All this is important because you must stand out from the crowd. It’s important to maximize the quality of your interaction with buyers, but also the quantity of time with them. But ask yourself these questions: Can you control your pipeline? Can you control your customer, your prospect, your spouse, or your boss? Absolutely not! That’s like Siegfried & Roy’s tame tigers that inevitably went on the attack. Ultimately, it’s not about control. It’s about resilience, cunning, and goodwill as you step into the arena of competitive sales. It’s about giving everything you’ve got to win for the sake of your customer and those who depend on your success for their livelihoods or prosperity.