The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 3 years ago

Darren Stordahl on 3 Ways to Get Your Team On Board With a New Sales Method

ABOUT THIS EPISODE

Is your selling method not working anymore? Have you and your sales team been doing the same thing without any new results? It’s probably time to pick a new method of approach.

But picking a new sales method for your company is hard enough with the countless options available.

Darren Stordahl, VP of Sales and Marketing at FMT Consultants, joined us to talk about when FMT was looking for new alternatives. He said the most important thing he and his team had to remember is that: people buy from people. Listen to our conversation to learn the 3 ways you can get your team on board with a new sales method.

You're listening to the BTB revenueexecutive experience, a podcast, dedicated elpe executives, train theirsales and marketing teams to optimize growth, whether you're looking fortechniques and strategies were tools and resources. You come to the rightplace: Let's accelerate your growth in three to one: welcome everyone to the Btob revenue executive experience. I'm your host Chad Sanderson today we'retalking about why anyone in their right mind in the sales AF marketing gamewould take the time, expend the energy to reinforce, implement and utilizeesales methodology. There's a lot of quick fixes out there today everybody'stalking about a text going to revolutionize the sales game in it. Itis an important piece, but the end of the day having that sales methodologyis something that we still see. Companies generate massive amounts ofresults with to help us. We have Darran, storedall, Vpsales, ARD marketing atFMT to consultance. Now Fair disclosure daren is someone I have sold to in aprevious life. We have become friends over time because we are bothmotorcycle fanatics and we also enjoy laughing and we work and sunset walkson the beach, and he is also a current client of our.So I want put that up there for everybody thereand. Thank you fortaking time to welcome to the show thanks chat, glad to be here excellent.So before we jump into the topic f the day, like start with the question toprovide value or audience help them understand you a little bit more. Whenyou look back over your career, can you tell us about a defining moment oreventto that, provided you insights, that you continue to leverage today arperhaps maybe change it projectory or your perspective on your career? I wishI could point to a single moment that would make for an easier answer, but you know it's a combination of thing.I've had the good luck of working with a number of different companies up anddown the West Coast here, different people, different customers and whenyou kind of Mush on all together, I think it's that the fundamentalqualities of buying and selling involve quality communication. You really haveto listen, have to be real and straight up most people. First, they know thatthey're being sold and most of them don't like it, so don't wake up in the moning. Hey.Please sell me today right right, people want to buy. Theywant to acquire things they wouldn' want to build their business. Orheirlives together, but what they don't want to do is have somebody come andpush them right, excellent, excellent, so little context around FMT and yourrole there just to the audience understands kind of perspective. Excellent. I hope we have about thirtyminutes ATFMT. WE ARE AVAR A consulting companyout here in cars, Bad California, and we focus on helping companies inmanufacturing an distribution primarily, but we were across the spectrum, reallymake the most out of kind of that next generation technology. There's threeplatforms that we work with. Primarily, Microsoft, non sweetend sales force andwe use those platforms really in the Financan operations, Erp side of thingscrm. We do a lot in he collaboration space, we shareiff point and then wemix it a healthy dose of kind of it. Consulting in structure, cloudprogression and customer support mentioned Carls ban great place to liveand work out here, and seventy two and senty all the time. So what a snowne inDenver I can call chat and- and- and let him know at the motorcycles- arestill warm out here on the roads and he does that guys. He does that quitehonestly, because he needs that and my role hereis BPAN sales and marketing. I think thetitles are kind of in a lot of case there throw back to another age, butcustomer engagement right. It's from first contact all the way throughtransaction into repeav engagement, that's kind of the environment that Iwork in. I have a good team of folks and small focus, diverse, really complexbusiness model and that's our story.

Perfect, perfect, so topic of the day,sales methodologies. So before we get too deep into the woods, let's ask theobvious question the one that honestly, I don't hear enough people ask at allwhy choeses sales methodology atd all right. Artificial intelligence is theanswer: Machine learnings out there they're wonderful tools, so with allthat tech, why? Why would you suggest people listening still invest in asales methodology? Well, Mike Ome is a surprise, but notonly am I a podcast guest, but I also use value sewing and one of the thingswe say is people buy from people and whether you'res, Eziglar or Lesheoa, orany of the guys that have come before somebody needs to stick out their handbeing what they say and follow through, and I think there's a way of doing thatthat allows you to scale and there's a way of doing that that allows you tolearn from your senior people. I help your junior people progress and helpthe senior people gain perspective from the junior people, but that onlyhappens if there's consistency, if there's a structure that you can buildon and if everybody's left their own devices, there is a certain chaoticaspect: Some people rise, some people fall, but if you level the playingfield create a structure, invest in it over time. I think it's the surest wayto scale as surest way to deliver value to the clients and really connect thatproduct side through this fuzzy interface to folks that need Muse inour case technology, and when you decided to standardize on one salesmethodoogy. When you started the look, what were some of the problems that youwere attempting to address inside of the organization that that made it getto that critical point? Where said you know what we've got to do somethingdifferent? I think number one was complexity, so we at FMT we have eight differentconsulting practices and we just added a new one: Tou an acquisition of asales force practice and the net result is. You havefundamentally different option solutions, approaches that areavailable to our clients, eight of them small package. We also have a fairlysmall sales team and trying to mix and match and map across multiple motile variations, proving tobe almost impossible for the company impossible to scale really reallydifficult to grow as a business, because, of course we all folcus ongrowth and then I think the last part is customer alignment. So if I put asalesperson out there that isn't confident and clear that what they aresaying can be delivered, but not sure how to move through an engagement,because each one is different because there's so many practices, you knowit's just it's super hard for Forus to be successful. Okay and so here's the loaded questionright. You've obviously made the investment we have. As I said earlier,we have been working with you guests for a while, and I know just Hoeverybody out. There doesn't think it was a blue bird, as we say in sales,dare to do avaluation of other things in the market. So when you look at youknow the pleaterof options out there. Why choose valuselling framework andBor text prospecting while you sold me, I actually use tour framework wow. Itwere youous tha framework, so seriously that is part of it. I think you have totrust the peope that you work with use the framework. That's cool part of itsyou part of it's a toal part of it's a fluency of product that you're bringingforward. There are lots of options by valueselling. We talked about a littlebit early about the customer engagement spectrum. This one connects more- andthis is that's kind of fundamental to my approach to business, and what we'retrying to do here at AFMT is not necessarily to breakdown silos, but todeconstruct them. We don't want to cause damage and there's benefit infocus, but in connecting everything from the first touch through engagementto follow through and reengagement requires really understanding what thecustomers all about, and if I'm telling them what they're all about we're goingto go in Ta Different Directions, value,...

...soing valueselling allows me, and ourteams here to really collect information. T's FOCUSD on listening,it's focued on the customer, that's a big effort for us to reinvigerate kindof a customer, centric approach to business. So it gives me theflexibility. I need it's scalable, there's good training. I think thematerials are on point. It was much less about tricks and techniques andmore about finding that genuine conversation where each salesperson intheir own way can follow a structure if they have the flexibility, but theyhave support. So I think those are the things that kind of differentiated it from some ofthe other good ones that we were looking at excellent and so a big chunkof any sales transformation, more implementation of this scale. Itrequires internal byin right and you were the you know. You were ourchampion to use our ourbenacular, you are champion and you ran into thebreach and and carried the carred the message internally. This is a standardchallenge that sales executives see. You know, even if theyre one hundredpercent bought into something getting other elements to tha organizationbehind it can often be challenging and we went through several cycles and thatsome kind of curious. What advice you would give anyone in a sales ArMarketing Wole? That's thinking about doing this. You know something thatwill help them reduce that friction of getting that internal alignment wow.You know that one there is no magic bullet. I think there is the approachthat I've used is. You know, I think, started a very fundamental logic level.So what do we have? What's working? What's not working will what we haveand our approach allow us to reach our goals and objective and service ourcustomers appropriately. If they answers yes, then maybe you don't needa methodology, but if it's not- and I think most of the time- it's not that'syour first step. So what we have isn't working the way we want to do. We allagree? Yes, yes, yes, all right! That socialization is super important andthen beyond that. I think there is a very pragmatic, logical sort ofuncovering of potential and value in the program. I know we went through a fairly long, pre engagement. I knowwe talk to some other folks that have been using valueselling and it was thatblend of recognizing at there was an issue getting by and that yes, it's anissue understanding that if we continue doingthe things the same way, we can get better okay great. So we need to changesales methods, there's a lot of them, there's a reason. There's a lot of themis because they're necessary- and, I think, leaning on some of the tools, some of the messaging that'scoming out of valueselling- was really helpful in getting people on board here and then it's just time and beingpersistent. You know. Otherwise you know if there's just a quick way to doit. There isn't, but you know, ther, just isn't it's. Youcan accelerate. I A little bit by being focused, but getting people to buy inand the cool thing is in the process. Getting people to buy into the method is once they do. We need all those people to support itgoing forward. So it's not a really something Ha. You do ith asomething you are and once you really get people invested in the system, andthese are the same people that are making decisions to purchase it, then those the ones that are yourchampions going forward and I think that's an extremely critical point. Youjust made that sales transormation market cinsformation putting in thistype of methodology. It's not a check. The box thing right, a lot of people werun into clentals ans, like Oh this year. I have on my list. I must trainmy salespeople and so come in for two days and then we'll see you in twoyears and we have to do it again and you know our goal is never to be thereforever. We want to empower the managers and you guys to be out andwhen Gon your own, but it's a it's, not...

...a check the box. It is a journey not adestination and and we've been through several iterations and worked withseveral eements O your team. So when you look back kind of where you've comeover last year and a half and where we're headed, what have you found to bethe largest challenges to speaerheading this initiative? Maybe adoptionvisibility, consistency? What are the ones that kind of float to the top thatother people should keep in mind as they embark on this journey? You knowit's again, God. I wish I was profound, butI would say it's this one. This one is really simple and people areuncomfortable, not just with change. That's a nice platitude, but with usingthe words using the words using hey. What iswhat's a qualified prospect? What's the QP formula, have you done your mutualplan? Those are brand new and when they come with an expectation of fulfilmentand typically our sales guys, work really hard, but it's a challengebecause you're changing the way that they are used to engaging with theirclients, they're used to making money they're used to working overall, and sothere is it's like a new suit of clothe. It's arough new pair of shoes. They they look sharp ut. They have it city and justright, so it takes repetition and it also takes in our case we have a salesmanager. He said all right, I'll, carry this flag up the hill and he was absolutely committed, andthat was the big difference, there's compliance and pretend compliance and anirst commitment, and it's every pipeline, every scrum, everyreview. We look at the tools that are necessary to move the method forward.We work and stay within the method, and that takes some time and that takessome time as an organization. It take some time for each endofv, vigualperson to say: Oh all, right that actually works. Okay did it work twice,did no three times yeah wor three times right and S it's at every level in theorganization. Because again, this is not something you do it's something youare so for us value selling and the tools, O techniques artifacts atcreation, the metaphor, the language, the lexicon, that's to run all throughthe organization. So it's can start with like or our catalyst, our sales manager,catalyst or a marking manager, catalyst. And then we have the executive team.That says yes will play along and then a few of our sales people and all ofour salespeople and then a few of our consultants, then all of ourconsultants and then eventually it becomes really vital and to your point,it's not training is not something you do and forget about it. It's you get toa certain state and then you work for a while and then you bring in and you goto the next level and you work that for a while go the next. I E' only do somecorrection, then you go to the next level, so I guess that would be my kind of view of the challenge o the Lang which was it'sfunny. It's a Languag is a big thing because it's change and you can't getbetter without change. So I guess there you go well. Nobody in like said earlier:Nobody likes to change, you don't wake up in the morning, Sai O. I hope I havea fundamental change in the way I do business today or the way I have totalk at work. The adoption of it is is one of the challenges for any salesmetthas your marketing approach. It's not just us, then one of the thingsthat you know we' prie ourselves on is the simplicity of it. Right is once youget the core language, it is rather simple. I know, as we've gone throughthis journey together, you've had some turnover. You've brought ont some newpeople kind of curious. That has you seen that simplicity playout, wherethose New People can at least get enough of an understanding to not bedisruptive, if perhaps not additive right out of the gate. I like thatquestion. I think that's a really good one. Everyone knows nature the beasttechnology. People move through companies, otheir families drive itbusiness opportunity drives it. We try to keep our people as long as we canbecause hey we like them, and we...

...we get along well but either throughgowth or through natural attrition. We have the optortune to bring on newfolks the change that we've seen in and westill have a ways to go. I mean anybody that works in sales and marketing knowsthat. There's opportunity to improve the playbook: it gets old after threemonths. New offers new opportunities, new methods, new tools happens all thetime, but this method once it's introduced, it allows our new peopleand we've brought in a couple of new folks, both in marktingand sales. In the last three months and a couple brand new, I can honestly sayI think it has shortened our ramptime from probably six to nine months againwored complex sale. We got a lot of practices, deep tech, ERPC, not simple,but there you go. Probably we can get them effective for our clients withinthree months and that's a that's a big difference. Yeah no kidding! That's I'Mgonna! I'M gonna write that down right now, there's a whole bunch of things. Wecould talk about elements of this, but let's go back to my Qlo cliche journeyversus destination, and so when somebody listens to this, I want themto have three takeaways. You know that really kind of summarized why you madethe choices you made and lessons learn. So if we had three takeaways that wecould leave people with, what would your first one be? You know I think concept of journey, soyou need to understand how valuou something works. Take some time getcomfortal with the language. One of the things that were now doing with intensity isincorporating the valueselling approach methods deliverbols into our internalcrm. We want to make sure that, as ouraccount exacts move through an engagement, that there are prompts resources all of the prompsvalue, prompters close to hand readily accessible and that they can constantlyimprove them, because that's a huge huge thing is if we find a way to get to keyinformation quickly and accurately and that can be replicated across the teamusing value prompters, prompting questions a thought, an appropriateapproach. Great. I want to do that over and over again so getting into the CRM.That's a big one again incorporating into the playbook so making it part ofthe documented structure of the bisiness so I's, not part of the DNAyeah Makit, a part of the DNA make sure they have the support. They need thetools at the ready maps to the way that they naturally are interacting withcustomers yeah. I think, beyond that, we are, anddo quite a lot with training repetition, Cross team support of weekly planningsessions where we review valueselling as part of a specific CCOUNT orspecific stage or specific part of the prospecting effort, whether it'sbuilding, cadences or building the content that goes into cadances. So inthe system, consistent training and the next thing for us really- and it'swhat's great about it- is it's requested. It's not something his beingpushed onto our delivery teams or our practice managers is something thatthey're saying. Oh, this is good. This helps me focus on what the customerwants outside or the context that allows me to deliver technology andmake good balancing decisions about where we can emphasize, which productsand services so that they get what they expect out of the engagement and we'redoing at an initial level, which is very, very helpful bout. It's going toget deeper and once it's built in an we start doing that more often I'd saythose three are kind of the big things that we would point to thatlast one for me before I started selling and implementing it when I wasactually using it. When I was I in positions like Yeurs, that was a thingthat always amazed me. The most was the...

...minute you say: bally selling, to theconsulting of the or the executions ou of the house. You know you can just seetheir eyes glaze over, but then once they start to hear it and see it, theygo hohd, wait a minute. This is really just about consistently managing andfocusing on the buyers perspective and connecting with that and then all oftae sudden they start to adopt it because its tream lines the amount oftime they first because they have to talk to sa people less, but thenbecause it actually helps them to execute their jobs in a consistent way.So it s takes a nice layover for the entire work yeah. I mean we joke about it becausewe're in the profession but sales and marketing folks. What is our value in atechnology industry? Don't laugh the technology space. You know. I haveabsolute confidence in our consultants to deliver solutions that are wellbeyond what most of my sales team would even conceive of Rigan. There's a lotof training lot of cerpification special mindset. SOS An marking side iswhat can we do O and value to the engagement, and it is if we canunderstand and set the stage for the deliveryof the technology in a way,that's meaningful, that's accurate that helps inform that technology delivery,my consultants they want to win. They want to build the best systems for ourcustomers so that our customers are stoked. That's CARLS bad term by theway. So, if that's the case- and we can helpthem do that by really helping them understand, the business need what theoutcome of the solution needs to deliver, and we put that in adocumented form. With a timeline, I mean we're helping the clients werehelping our delivery teams. There's a many many winds all the way throughthat excellent excellent Al Right. So let'schange thirection a little bit here, ask Guess Two standard questions in ofeach interview. The first is simply as a vpfsels and marketing in our savesparlance that makes you wa quote unquote, target or politicallycorrectly, a prospect so always like to understand from our guests. Whensomebody doesn't know you doesn't have a relationship doesn't have a referralin, but they believe they have a solution. That is worth the time totalk to you. How do they build how they capture your attention and build thecredibility enough that you'd be willing to give them ten fifteenminutes your time? What works the best? For Your perspective, this is that's a that's. A fun questionappreciate it. I tell you what I get thirtysolicitation Thoday, maybe more is folks are Listenin to the podcast. Iwould spect youre all Koun in the same boat. Legon lead. Here's a list, thosealways goet deleted flat out. You can't you can sell me a list next would be recruiters offering tosell resource those get deleted, and I talked my teams about this, which is,if somebody's reaching out to you. The first question is: Are youcurrently looking for their service or product? If, yes, have you exhaustedyour network of referred resources? If yes, have you heard of them? Can youvalidate ha they're real? If, yes take a call, if it's no an any point alongthat chain, it's Belete, because we don't have time- I mean he just don'tand and prospects don't have time so and I've bitten. I think I hopeeveryone has, because you know that's what'. What keeps business going roundand round the one that have gone through are they have to be on point for needs ofmy business that are specific and there's some lock involved there, butthey better understand what my business is doesn't take much, but just hey wason your side. saw this: Hey see that you're having an event coming up inOctober Elevenh. Why don't we have a conversation about sponsoring orparticipating in that something that is specific? And if it's not visible, youknow it's best guest stuff and it has to be on point. I don't care aboutlists of Microsoft users. For Heaven's...

...sakes I mean that everybody on theplanet. What I care about is making sure that my proposals are efficiently delivered,had a great cold call on that that I took so very specific, very timely hasto tie to my business there's a lot of noise out there persistence matters,human being IFYF. You show up in my inbox ten times over eight weeks. I will you at least have abetter shot than if you're a one and done make it short, make it simple,make it clean honestly, I'm not one of those guys that likes that sort ofsequence that ends with Oh, you must pend to your desk or dad so you're, notresponding to me I's like no I'm still busy and I'm still not responding toyou, because I don't want to have another trigger added to my name andyour distribution list like okay, genuine super, genuine, find theproblem Nai. The problem tell me the value prop, tell me half a dozen times.If I'm hunting for you, I will find you if I'm not. You can't force me intowhatever hit's you're doing excellent exellel all right last question: Wecall it our acceleration insight. There's one thing: You could tell salesmarketing or professional services people one thing that if they listenedthat, you believe would help them hit their targets or achieve their goals.What would it be, and why again I find myself wishing that I wasprofound because boy, how D Yad cash that one in with my team every singleday, you know, there's no substitute forhard work and then I would carefully send that off with its brother, smartwork and the last part would be stay. Humble there's so much we don't know,and even when we think we know, we don't know what is motivating theclient. What is motivating the prospect? Why, when how they will move and theminute that we think we know, we don't and cycles, get extended clients spinoff in an unpredictable direction. So it's in that kind of that constantconnection, always looking always digging in you know, you could say: Hey do ten more things! Five more in themorning, five more before you go home, focus on keeping r your work space tidy. Keep Your Chin Down,keep your left up. You know, there's a lot perfect, so felisters interested inreaching out learnn more about FMT ere. Talking about some of the topics wetalked about today. Best Way to do that, you know, remark Alo! You have awebsite. We welcome. I've heard tewe welcome allof your visitors to come to our website FMT consultantcom. If someone wants toreach out to me specifically and reference this Odgas Hey, heard JonChad's podcast put hout the subject line. I will absolutely respond toeveryone and that's d: storedall Te Stor da hl at SMT, Consultantscom, mant, otherwise, hut me on linked in orwhatnot unless you're selling lists, in which case I will slitely decline, all right Dan, Hey, I can't think enougfor being on the showman. It's been great to have you appreciate it always good to talk toyou and best of luck to you in the Vallu selling crew. Thank you all right.Everybody that does 't fhithis episode. Please check us out a btob revezaccom.You know the drill write is review on. I Tun Shor, the upsome of friends,families cotworkers. If you like what you heare and until next time we have'Sou nothing, but the greatest success. You've been listening to the BTBrevenue executive experience to ensure that you never miss an episodesubscribe to the show in Itunes or your favorite podcast player. Thank you somuch for listening until next time.

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