Featured Coaching Excerpt - Notes & Transcript, Part 1
Lesson Nugget: When addressing concerns with your business or employees, it's important to be candid.
Notable Quotable: "People don't buy just on logic. They justify with logic, they buy with emotion."
Lesson Nugget: Customers and buyers can tell when you are actually trying to help them, and when you are just trying to make the sale.
[MUSIC PLAYING] -Jim, how are you doing there, friend?
-I'm wonderful, thank you.
-I am so excited to be sitting down with you.
-I love mail bag time.
-This is fun.
-This is cool. Yeah, because we're getting specific.
-Exactly. I mean these are questions--
-And I'm coming after you, Akron, Ohio.
-That's right, the next question is from Akron, Ohio.
-That's right. I used to be on the Fisher School of selling, the University of Akron School of Management Advisory Board.
-Yeah. I've got friends in Akron.
-There you go. See that's--
-That's where Soap Box Derby is held. The big one.
-I did not know that.
-The big one. Akron, Ohio.
-And that's a little bonus tip right there from Jim Cathcart. A little bonus fact. I love it. So today we're diving into this. This is a question that a Thriver wrote in, like you said, from Akron, Ohio. And I'm just going to read it to you. Here's what they said.
"I manage a bunch of freaks who are always freaking out about little things. Every time someone gets upset about something, they start spreading rumors that our whole staff is going to quit and that the sky is falling. Seriously, last week I told the staff that I'd be making a few small changes to help improve the conversion percentage on our inbound sales floor and by the next morning two people were almost in tears because they thought I was going to lay them off.
I love Napoleon Hill's book and I love his teachings on accurate logical thinking. But how can I get my people to remain calm and get their crap together instead of freaking out all the time? Thanks in advance and Thrive on."
JIM CATHCART: Wow. Wow.
-What do you say here to this Thriver? I'd say it's time for a meeting.
-It's time for a meeting.
-Yes, it's time for a meeting. I'd get the staff together and say folks here are my concerns. You know, this is something that's freaking me out and I need your help. And then listen to them. Ask them, now tell me, what can I do, what can we do? Two separate questions. What can I do? What can we do?
CALEB TAYLOR: Differently. What can I do? What can we do?
-Yeah. Differently. To give you more confidence in what you're doing and more of a sense of security in doing it. Because I'm not here to make everybody feel like they have to behave, have to perform in order to avoid losing their job, I'm here to inspire you to do your best and to help the maximum number of people that we can.
Because, you know, when we're doing sales and marketing like that, emotion is everything. People don't buy just on logic. They justify with logic. They buy with emotion. And if the emotions are, you're afraid and you're selling out of desperation, they're going to feel it and they're not going to buy.
-So you're saying the fact that your team might be emotionally unstable, acting out of fear, will actually have an impact on buyers?
-Yeah. I remember years ago I was working for a motorcycle dealership in Little Rock, Arkansas, Doug Reynolds Suzuki, and I was working part time for Doug and they were having a sales contest. And it was a big deal to get the maximum number of bikes sold before the end of the month.
CALEB TAYLOR: OK.
-And a guy, Jim Corens, came in and he was interested in a little Suzuki 120 dual purpose bike.
CALEB TAYLOR: OK.
-I remember this vividly. And I did my best to tell them about the bike and show him the benefits of it and give him the test drive on it and all that. He thought, yeah this is good and that's about the right price. And so he was hesitating and I was urging him to go ahead and buy. And he resisted and I was using all the old power closed techniques that they teach you, you know, the old school of selling And it was all about intimidation.
And he said, well that's just a little bit too much mon-- I understand how you feel, others felt the same way. However, they have found, duh, duh, duh. Well you know, I don't know Jim, I'm thinking I'll decide next week. Well you know that's the very reason you should go ahead and decide today because. Well let's just outline it here, these are the reasons to buy today and these are the reasons not to, OK? And here, these are the reasons to and then you fill out the reasons not to. OK. And so.
-You tried it all.
-All of it. All of it. And he finally just said, I'm not going to buy. And he left. I felt like a failure. Well I was. Failure on the task. I failed to sell him a bike and he was ready to buy. But I was over-selling. I was selling out of desperation. I was trying to get the numbers for that month end. I was not trying to help him make a good decision on a motorcycle.
And he could tell. So why are you selling? Why are you doing what you're doing? Look for every meaningful bit of what you do and why it would benefit someone else. Think of your product, think of your service in terms of how it serves other people. What it's like to own or use that product or service.
Featured Coaching Excerpt - Notes & Transcript, Part 2
Lesson Nugget: Selling is helping people solve their problems.
Lesson Nugget: The clearer your product's benefits are to you, the more clear they will be to your customers.
Lesson Nugget: Find out what it is causing your customer not to buy.
Action Step: Celebrate the big and small victories.
[MUSIC PLAYING] -And get that really, really clear in your own mind. Because the clearer it is to you, the more it will be felt by them, and the less desperate you will sound as you're selling. You don't have to urge people. You don't have to do all the kind of old power manipulations that were known.
-But the emotional state has a huge impact on everything.
-Let me ask you this then, what do you say to this Thriver that's written in that needs to clearly alter the emotional state of their office? I guess they would probably ask you, how do you get them to start thinking logically and not emotionally? Is that the right question, how to get them to think logically, my employees, or what's the right question here?
-Get them to realize the value of what they're doing and to focus on helping people because selling is helping people. And if you don't do it profitably, you can't keep on doing it. So you have to make a profit, obviously. So profit's a noble thing, not a greedy thing. But the main thing is to enlist their support in finding a way to get past what's freaking them out.
If they're getting easily spooked, then either they don't feel safe, or they don't find meaning in what they're doing, or they're afraid of you or something. So let's just say, hey, guys, it's truth time. Let's talk. And this is not a confrontation. This is a dialogue. I want your help. We are the organization, not me-- we. So let's figure out how to make this a place that is even more beneficial to you that work here.
-But the emotional state is something worth spending time on?
-Absolutely, but you don't isolate the emotional state as a separate thing. You just approach it as a genuine collaboration among people and then make it a fun thing. Keep your goals up so everybody sees them and give the feedback on that and celebrate the little moments of victory. And then if somebody's not having a good day or week or whatever, then get some counseling and some feedback for them.
Let's role play. So Caleb's had five days straight with a low production. Caleb, clearly the problem isn't you, but there's something you're doing that's not paying off. So let's look at what you're doing and see what we can change. Because you've got it, but the payoffs aren't happening, so let's role play. And then I go through a role play. And maybe we get a third party observer to say, you know something I noticed in that role play? Every time you talked about X, Caleb's voice would drop. Aha, what's up with that? And Caleb says, well, I really don't believe that that's-- aha, so it's a belief that's showing up as a tone that's killing the impulse to buy.
-It's just building that whole team work atmosphere.
-Yeah, you just get surgical,
-I love it. Thank you so much. You've given us so many nuggets and action items here that you, as a Thriver, can do to improve the culture of your office. And I hope that now it's time, I guess, to actually turn it off and go do it and implement it. But I love this.
| you guys have any other questions, I hope you realize that we take these seriously, and we're here to help. So click that Ask The Guru button, and we'll fill it out, and we will answer the questions. Thank you so much for your time here, Jim. I appreciate it.