The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 3 months ago

The Sales Trainer's Happy Hour: Credibility


It’s late in the sales cycle and suddenly a bunch of your reps develop a new superpower for giving BS excuses — my buyers all went on vacation, they’d buy us if we weren’t so expensive, my dog ate their key decision-maker. How did this happen? Were they bit by a radioactive liar?

Late-cycle excuses usually mean early-cycle mistakes. One of the biggest ones? Failing to establish credibility.

This week, we’re trying something a little different — and there’s booze involved. Lisa Schnare, Natalie Pitchford, and Carlos Nouche join me for drinks to discuss why credibility matters and how to build it fast. Pour yourself a drink and strap in for a B2B Revenue Executive… Experiment?

In this episode, we break down what it takes to quickly establish credibility, including:

  • Personalization
  • Preparation
  • Authenticity
  • Overcoming anxiety

Now that you know the secrets to establishing credibility, are you ready to crack the code to effective outbound marketing or learn more about the entrepreneurial journey for women? Check out the full list of episodes: The B2B Revenue Executive Experience. 

You're listening to the BDB revenue executiveexperience, a podcast dedicated to helping executives train their sales and marketing teams tooptimize growth. Whether you're looking for techniques and strategies or tools and resources,you've come to the right place. Let's accelerate your growth in three, two, one. Welcome everyone to the vay revenue executive experience. I'm your host, Chad C Anderson. Today we're trying something different and full warning, thisis a not safe for work episode. There is alcohol involved, so cheersto everybody that's with me today. We're going to just have kind of ariff and we brought in three of our other associates and experts, from NataliePitchford, Lista Snar, Carlos Noche, and today we're just going to havesome drinks and we're going to talk about how important it is to have acredibility introduction, build credibility right out of the gate and all of the thingsthat go into that and then the interconnectivity of it. So to start I'mgoing to kick at the Lisa, since it was her idea and her topic. So tell us what you think about this. Yeah, so thanks Chad, I think when we talk about credibility we don't connect it down into allof the things that actually make up the equation of credibility. So when we'retalking about things like personalization and research and account planning, all of those thingsare elements of our credibility introduction. And why is that important? It's importantbecause people today, buyers today, expect us to have a certain level ofunderstanding of them and their business and their issues before we even get on thephone. Otherwise, how do we actually earn a fraction of their attention whenwe're one of thousands of vendors trying to get their time? So the importanceof that gets boiled down into a tactic. Often Times, when we're talking tosalespeople and and sales development reps, it's Oh, I have to personalizebecause then I get a better response rate. Well, that's that's way too inthe weeds. Actually, the reason we want to personalize is because itbuilds credibility and trust in us and our business as a trusted partner for theirbusiness. So I think that topic is something that I'm looking at Carlos.Sorry, I'm sorry. I'm looking at Carlos's faith that I'm dying over herebecause he's got this like grumpy professor. THAN GOING ON? Are you disagreeing? Are you agreeing with her? What's going on? What was just goodto know that I ever get captured by terrorists, they won't be able toget it out of me just based on my facial expressions. So thank you. I am completely agreeing with her. In fact, Lesa, you knowthere's a saying that you know, people will remember how you made him feelmuch longer than anything that you say. So when you think about that initialengagement with someone, if you can talk about things that they care about,that they can relate to or it's not about us in our products, Ithink you're right on the money. So sorry if this is this is nothappy face day. Tomorrow, Tomorrow's podcast will have happy face day. Wethink about that credibility nowe. Why is it so important? Why is itso important? What are we trying to overcome right out of the gate andthe first, first meeting? And how long do we have to do it? You know, in terms of and we not a lot of time.You know, and this is one of those interesting points, right, isthat when we talk to various people about how much time do you think youhave when you establish credibility? We get a wide range of responses, butreally you've got less than sixty seconds to establish that credibility. And it's reallyimportant because what you're doing there is you're actually trying to earn the right frommore time. You're trying to earn the right to spend more time with them, you know, you know, having conversations about what you do and howyou can impact their business. So it's really critical that those you're prepared tolease this point. You've got to do the research ahead of time. You'vegot to be prepare to have those conversations... establish that credibility and sixty secondsare less. And when we think about doing it, well, we allknow, I mean we've all worked with so many companies. We know thatnot many people excel at this, to put it nicely. What kind ofwhat goes into it? I'm just going to throw it out to the group. What goes into it to make it successful? I mean, we allknow we have to overcome the stereotypes of being in sales and it's even morecritical today because of the virtual and all the mental health impacts. The COVIDhas had pushing everybody virtual. So how do you? How do you doit well? What makes it? What makes for a good credibility introduction inthe ability to get it right and connect right out of the gate well throughall that's har jump in for a second here, because I often work closelywith with sales development teams, so SDRs bed ours, and they feel thatI hear so often, and you know who you are, that they don'tactually want their teams spending time doing research because it affects the quantity or theyeah, the quantity of calls and emails that are going out. So they'reso concerned about not being able to hit that one hundred calls a day numberthat they don't want the team doing research. Well, okay, if that's thecase, then your enablement team better step up and actually provide like personabased messaging and at the very least industry based messaging that makes it more availableand and keep it updated. Don't do it once the industries and persona likeconcerns change on such a regular basis. We talked about it all the timehow two thousand and twenty everyone's business issues and focus change during the pandemic andin the link of an eye. So guess what, you can't just buildor like build a grid of this once and think, okay, I canuse this research from ten years ago and give my teens this and enable themwith this. No, it has to be updated, it has to beregular and if you want to personalize at scale, you should at the veryleast to be providing persona based messaging that touches on those points of like whatthat role really gives a crap about. HMM, and it's a really goodpoint, right. We have leadership that thinks activity over quality is going tobe more effective and we don't want people spending reach or the scrs themselves,or even as that are, which you all should be prospecting as well.Let's just be really freaking blond. You're not what you should be. Sothe companies want, you know, want the activity but don't necessarily understand theconnection with the prep or the practice, and so, as a result ofthat has some serious negative impact not only on the individual but on the brand, and we've all seen this. So I'm curious from me perspective, withthe clients that you've worked with and just for the audience, we're talking aboutglobal here now at he's in Jamaica, Lisa's in Canada, Carlos is outsideof the US and Georgia, and I'm in Colorado. So when we talkabout this, we're talking about a global impact, global perspective. Why isit that leadership, what is it that's driving leadership to not allow or inpower or enable their individuals to do the job the right way? All right, so to chat. I might disagree with the just the tinge, becauseyou know, I just love to do that. I don't think that theydon't want you to spend the time energy. I think leadership gets lost a littlebit in the weeds. Like Lisa said, the way they'll say,hey, you know, we need to really connect with folks. However,as soon as a rep pushes back, he said, well, WHA,WHA, if I ask more questions about them and their business, if Ispend time for fairness, I'm going to have less time to really work thedeal. And that is the big false the reality is you got to slowdown to speed up. People miss these incredible support and as steps. Iknow this is all about credibility. This is what this podcast was about andwe're trying to establish some so that we can get them to open up,to try to share with us about them, their companies, what's working, what'snot, so we can find do...

...we have a match here? Canwe work together? But let me fast forward to the end of the quarter. If we don't spend the time researching them a little bit, least thesegment, you know, trying to understand them a little bit better, right, making an effort to not make it about us, this is what happensat the end of the quarter when it's time to, you know, toget this thing forecast. Hey, yeah, they love us, they think we'regreat. I don't know who really signs. Oh, they're on vacation. Yeah, it's still a dog fight. They would really buy us if youjust weren't so expensive. I mean the list of Molarkey excuses is amile long. So, folks, if you're seeing any of that late cycle, think early cycle. We didn't put in the effort, that's the word, the effort to really try to connect with someone early on a cal cycle. And it all starts with a credibility introduction. Call in the value,a story, call it a credibility intro. Hey, can we share something withthem in our early conversation, and I'm talking about seconds, not minutes. That gets them to go hey, you know what, this is kindof interesting. I'm willing to spend a little bit more time with you.We were, you know, we've all heard this before. People like peoplethat are most like themselves. So you got to be talking about the challengeis. The problem is the situations that these people are facing, which,folks, is not about our product or services and how great it is.So I don't know, kind of got we're full circle. But Hey,putting in the effort early on days huge dividends later on. It could bethe reason why they don't include another vendor in the competition. It could bethe reason why they sponsor here to meet with ultimate power, because they haveconfidence in you. Those little things make a huge difference at the end ofthe day. Well, all right, so leadership plays a role in thisand we say, you know, I say, they don't give the roomfor it, and I agree with you. They probably want you to do it. There's don't think about the ramifications of it. What about the individual? I mean, the end of the day, we're all responsible for whatwe're bringing to the table. The things that we're doing. Leaders should bedamned. I mean we have to be good corporate citizens, we have bepart of the team. Well, what is it that's keeping what an whatdo you think from your perspective or what you've seen, Natalie? What keepspeople from doing this basic step of just putting some thought into it so theycan, in sixty seconds, capture the attention and captivate somebody connect with themin a way that will actually establish credibilities? What keeps the individual from doing it? You know, I think it ties back to cows this point.Right. It's time that I don't think I have to spend because I don'tconnect the ducks to see how impactful it can be. But the flip sideof that is, can you afford not to do it? So if yougo back and you know we analyze those successful these and those six figure deals, right, a lot of that has to be doing with you did somethingright up from the establish yourself or your organization as a credible and a differentiatedplayer in the market, right, and it's so important that we connect tothem and they're just I think a lot of folks are just not seeing thatconnection between spending the time and the end results, as cowls mentioned earlier.And you know, if I think about it, if we even flip it, why do we buy? You know, as individuals is basic individual who doyou give your time to? Write as an individual, and I thinkthat's the connection me Nei to make. At the end of the day,we're engaging with people, right. Why would you give someone your time?Why would you spend that much more with someone? You know? What isit that they said? How did you establish but how did you actually understandthat this is the first time wanted to spend more time with and a lotof that has to be doing with a good intro? Will it be onthe phone? Would it be email? But having really someone differentiating themselves upfrom so the need chunt that. Your question shot us to why they don'tdo it. I think they do need to see the correlation between doing itand the results at the end of the day. So I'm going to goI'm going to go one step further and say I think there's also generational challenges, right. I think I think you...

...get into baby boomers. This isnot going to know. Baby boomers going to be surprised by this. Theyall understand they have to capture credibility. And I'm not I'm not generational bashingor whatever the non pc term is, but if you think about even Genxers, we started to grow up, I'm Jen, actually started to growup with screens in front of our face. millennials were the first generation to growup completely with screens in their face. Jen'sads going even further with that,and their ability to connect, to be human, to be authentic,can boil down sometimes to a text that says suck. So how do youhelp somebody with that? Maybe he has never been taught about how to condenseyour words and deliver it clearly, concisely, passionately, in a poignant way.How? How where leadership supposed to work with those types of generational differencesto help these team members see the importance of it? Are there things thatthey could be doing, that approaches they could be taking? Anybody have ideason that? So I think you touched on it almost on the head whenyou set authenticity and genuine curiosity has been a line item on my checklist forhiring my entire career. Understanding a business should be a genuine curiosity of yoursand if it's not, you're in the wrong business, because if you don'tactually care or aren't actually interested in how businesses work and the problems they faceddaytoday and how do they think about their performance and growth, then you're justgoing to get stuck in this like line item of research. Oh Yeah,checkbox, whatever research done, and you're going to burn out ultimately because everyday that you spend doing research you're going to resent because you don't actually connectto it, you don't actually find it interesting, and that comes across.I think we can all agree that it very much comes across in the waythat you sell. If you don't Ay, if you don't actually care about theresearch and be if you don't actually care about what you're selling, peoplepick up on that so quickly and so authenticity and genuine curiosity are two ofthe biggest things that are hard to train. But I think connecting like the importanceof it to being a master of your craft. You know, Ithink that's another thing that we just don't translate across enough in sales. Islike, yes, there's still this stigma against us, there's still the stigmathat we're the snake oil salesman or whatever, but if you're a master of yourcraft and you actually give a shit and you are genuinely curious about thosepeople and you're authentic about what you sell in your enthusiastic about what you sellbecause you believe in that too. I don't think you can lose at theend of the day. Carlos and I just turned into a drinking game.Anytime anybody swear as we drink, we did it. We did without Ithink it was the one to swear was that you are. You're the firstone to drop it, but that's okay in the morning of the beginning.This is not safe for this is real. This is perspective that either find iteducation inside trusts, where I am one hundred percent on that bus,one of them. All Right, so we've got so we got generational differences. I'm curious, from your perspective, what do you think the role fearplays for the different generations and the level of experience that these individuals have interms of their ability to say they crafted a beautiful credibility intro, they've workedit out, they'd practice in the mirror and then all of a sudden areon the phone with a sea level executive and there's this the imposter syndrome kicksin right there's this fear in the back of their head. Now the threeof us, well I'll speak for Carlos and I, are jaded and thickskin for multiple divorces. We're not going to be affected by that as much. I won't speak for the other other members of the team, but whenyou think about that, what role do you think fear plays in this?So, Chad, on one hand, I'm a Preestatif that you think I'mthick skinned because I have the divorced twice.

On the other hand, and maybe, since you know, you maybe drink coffee during the session, Idon't think most people realize, I was terrified of talking to people. Youknow, my little voice in my head was you're not good enough, you'renot at their same level. I had a milliion fears. This is notsupposed to be us. I don't want to have to pay people for psychotherapy, but I would just say that look for the people that are listeningto this podcast and have that little voice in the back of their head thateven now. First off, you cadge its import you wrote it out,you thought it through and you practice what you were going to say, okay, let's say you got that far, because some people don't do that andthen they wing it and then it doesn't go so well and then you go, man, yeah, that's that's sucked, that didn't work well. You know, it's like you didn't know how to ride a bike, but youjumped on one and yeah, that first ride really sucked as you ran intothe traits. Okay, you going to have to put a little practice it, but assuming you get past that, if you're like me, I stillhad that fear factor. You know, you got to find your way overit, because if you really want this career, the reality is you're goingto be talking to people at all levels and even as my career blossomed up, hey, you're talking to people that are always senior to you, wealthierthan you, smarter than you. You're also talking to people in generations thatare younger than you, you know, have not seen the same stuff asyou, and that also becomes a fear. Right, how am I going toconnect with this person? My way of overcoming it, and it's funny, you know, is I was thought of it as hey, I'm goingto act like the best sales rap or best manager or best world Wi vpthat I could be in those moments of stress and you could call. I'mgoing to fake it till I make it, and it worked for me. Itgot me over my fear. Now again, we still got a practiceor skill set, but honestly, it was a big challenge for me andI still have that little voice that pops up in my head and I stillgo back to you know what, I'm going to act like the best talyou selling professional that I could be. I'm going to act like that greatentrepreneur that I I know I am and I know I kild be and Iam going to, you know, just try to engage with someone at theirlevel and to get over the fear of making a connection. We all haveit. That's something that I think none of us, you see, talkabout. Yeah, cause us, and it's such a great point that youraise right. I mean a lot of times people look in and they seesuccessful folks and they think, oh my gosh, they were always that way. I was that person and grabbed up to Grad school. I was thatperson when anyone asked a question in a classroom, immediately my pain would fallto the floor. I was petrifyed that someone would actually, you know,say hey, what do you think, just because I just didn't want tospeak in front of people and want broke it from me. In addition topreparing cows, which is such a great point, is developing that confidence thatcame from sharing my style with someone else and getting feedback. So, inaddition doing the prep work, is, you know, playing it out witha buddy, playing it up with someone you know, a mentor someone whocan give you good feedback and help you build that confidence. And I thinkyou know, even as vet, we need to understand that, that youknow, it's great to get that feedback because that's part of the confidence buildingprocess as well. That helps you. That will become that fear out ofpicking up the phone and having those conversations or walking out to the sea suetand having that conversation. So I got my as like the young person inthe group, I guess, yeah, what are you talking about? Wejust get call old fire shot fired.

Hate this great daily. I hopeyou do. But I actually got my start trial by fire, working forenterprise rent a car right out of college, with people screaming in my face thatthey weren't happy with their car rentals or they weren't happy with the waythat I try to sell them insurance that they don't need or whatever, andso getting on the phone was nothing for me after that. And I knowI know a lot of the people that I've hired over the years as partsof my career came out of call centers with the same experience insurance and banking. They they talked to people on their worst possible days, and so you'redealing with people when it's not to do with you, it is nothing personal, it is what's going on in their life in that moment. And sowhen I talk to people about getting on the phone and cold calling, youneed to understand that this is not about you. If you get somebody onthe phone who just size to curse you out, I honestly believe that whateverwent on in their day that day affected that much more than your cold calledit. And I think it's a shift in mindset. Like often times peopleare thinking like I've got to get on this call and close the deal orI've got to get on this call and book the meeting or whatever. Thecall is only to establish more information and if you go in with that mindsetof like I'm gathering more information on this call and not and take the pressureoff yourself of booking the next meeting or closing the deal. It completely changesyour confidence, your mindset. You're just talking to people, and I alsoalso say to people all the time, what if you sat down back inthe day, when we used to sit down on a plane or a trainnext to a stranger for the next six hours? How do you just talkto them? How do you talk to them about their life, what theydo? How do you ask questions? That's all you're doing on this phonecall is being a personable person, sitting at a bar next to a stranger, striking up a conversation. And of course I'm not discounting, yeah,being human and not discounting the that we of course, in sales, wewant to do the research and advance and if you're sitting down next to astranger, you obviously didn't do any research, but you know the idea that thatthe comfort level of the conversation should be. We're all human and,if nothing else, this pandemic leveled us all to the same level. Globally. We all had the same struggle and in sales we started this, theconversations every day with the same question, how are you doing? And weconnected to that. People human, we're sure, and we injected that empathyand humanity back into sales, which is why robots didn't take all of ourjobs. All right. So let's wrap it up here. I'm going togive each of you thirty seconds to give me that one takeaway you want thepeople that are listening to remember when it comes to building credibility, getting overthe fear, bracing the mindset, whatever it is. Give you thirty seconds. I'm gonna go to Carlos First. Man, I was hoping you'd pickme last. All Right, here's my one tick. We off top ofmy head. Hey, make it about them. So when you're there,be truly curious about them and their eyes, and that means, if you're tryingto create that credibility, think about the title, the industry, thebusiness that you're talking to. I like listening to a lot of business newsbecause I can't stand the other news and it allows me to hear about differentbusinesses and what's going on in them. So I use that a lot oftimes as a way to try to engage with someone. That's what my twosets. I love it. All right, Natalie, your turn. Thirty seconds. You know, make it relevant, you know, do the pet.Make sure you understand who you're going to talk to. Yes, andI we've had the competitions about do we spend the time on the PEP.The prep is worth it, because that how you really are going to makeit relevant to who you're speaking to and that increases the Ott you're going tomake that connection. So I think, more than anything else, do thePEP. Make it relevant them. All right, perfect, and Lisa,it's your topics that bring us back to...

...the mountain. Thirty says. NotJudgmental, but if you can see my background. But yeah, so soone of my favorite quotes. And if anybody hasn't watched Ted lasts so yet, do it and you'll see how this connects. But yes, back toyeah, great show. Back to, as Carlos said, be genuinely curious, Natalie, care about the care about the outcome. I'll say again havemore respect for what you do and being a master at your craft, becausethat will elevate your mindset into a totally different level. As an individual.In any sales role, you are directly impacting the bottom line of that company. Think about that, repeat it. You are valuable and remember that.I love it. All right, everybody, that's going to do it for thisepisode. This was our first experiment. So if you like this, byall means give us a review. Send US an email. He'll subscribeto a youtube channel. Until next time. We have value selling associates, forsure. On nothing but the greatest success. You've been listening to theBB revenue executive experience. To ensure that you never miss an episode, subscribeto the show and Itunes or your favorite podcast player. Thank you so muchfor listening. Until next time.

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