Podcast appearances and mentions of Neil Rackham

En este episodio de "Con Licencia Para Vender", Jorge Zamora te introduce en el Spin Selling, una metodología revolucionaria para ventas de alto valor.

Neil Rackham's groundbreaking research uncovered what separates skilled negotiators from the average. Drawing insights from real-world negotiation sessions involving union disputes, management decisions, and high-stakes contracts, this episode unpacks the actual behaviour of skilled negotiations.  You'll learn: The specific ways skilled negotiators prepare differently from average negotiators (feat. 48 skilled negotiators). Why immediate counterproposals can ruin a negotiation (feat. insight from 102 negotiations).  The critical role of long-term thinking in effective negotiations.  Key behaviours that skilled negotiators use to foster collaboration and transparency. Practical tips you can use.  ---- Sign up to my newsletter: https://www.nudgepodcast.com/mailing-list Connect on LinkedIn: https://www.linkedin.com/in/phill-agnew-22213187/ Watch Nudge on YouTube: https://www.youtube.com/@nudgepodcast/ ---- Sources: Rackham, N. (2003). The behavior of successful negotiators. McGraw Hill/Irwin, New York. Reb, J., Luan, S., & Gigerenzer, G. (2024). Smart management: Why successful leaders must embrace simple strategies in an increasingly uncertain and complex world. MIT Press. https://mitpress.mit.edu/9780262548014/smart-management/

¡Bienvenidos a un nuevo episodio de "Con Licencia Para Vender"! En este capítulo, nuestro host Jorge Zamora aborda uno de los temas más cruciales en el mundo de las ventas: las objeciones típicas que pueden surgir durante el cierre de grandes ventas. ¿Alguna vez te has preguntado por qué algunos cierres se complican más de lo necesario? Descubre las diferencias entre objeciones y preocupaciones, cómo identificarlas y, lo más importante, cómo abordarlas efectivamente.

Sign Up For The Newsletter: https://jonathanraymond.com/#newsletter In today's episode of Good Authority, Jonathan sits down with Matt Dixon, a renowned sales researcher and author, for a deep dive into modern sales strategies. They explore how sales is not just a profession but a way of showing up authentically in life, whether you're a business leader, coach, or parent. Matt shares insights from his extensive research, debunking outdated sales tactics and emphasizing the importance of authenticity, trust, and empathy in today's sales environment. This episode is a masterclass in how to approach sales conversations with integrity and make meaningful connections. Whether you're in sales or simply interested in improving your communication skills, this conversation is packed with valuable lessons. About Matt Dixon: Known for his ground-breaking research, he is a frequent contributor to Harvard Business Review and is the author of some of the most important business books of the past decade.  He is a founding partner of DCM Insights, a boutique consultancy focused on using data and research-backed frameworks to help companies attract, retain and grow their customers. His first book, The Challenger Sale: Taking Control of the Customer Conversation (Portfolio/Penguin 2011), was a #1 Amazon and Wall Street Journal bestseller and has sold nearly a million copies worldwide and has been translated into a dozen languages.  The Challenger Sale has won acclaim as “the most important advance in selling for many years” (SPIN Selling author Neil Rackham) and “the beginning of a wave that will take over a lot of selling organizations in the next decade.” (Business Insider).  He is also the author of The Effortless Experience: Conquering the New Battleground for Customer Loyalty (Portfolio/Penguin 2013), which introduced the concept of customer effort reduction and the Customer Effort Score to companies around the world, as well as The Challenger Customer: Selling to the Hidden Influencer Who Can Multiply Your Results (Portfolio/Penguin  2015), the celebrated sequel to The Challenger Sale.  His newest book, The JOLT Effect: How High Performers Overcome Customer Indecision, was released by Penguin in September 2022.  Matt's work has been published in the print and online editions of Harvard Business Review on more than twenty occasions.  Among his noteworthy HBR articles are “Dismantling the Sales Machine” (November 2013) and “The End of Solution Sales” (July-August 2012), both of which appear in HBR's 10 Must-Reads on Sales.  He is also the author of some of the most widely cited HBR articles on customer experience and customer service, including “Reinventing Customer Service” (November-December 2018), “Kick-Ass Customer Service” (January-February 2017), and “Stop Trying to Delight Your Customers” (July-August 2010).  In addition to his research and writing, Matt is a seasoned practitioner having held executive leadership roles in strategy, new product development, product management, research and innovation for companies like Tethr, Korn Ferry Hay Group and CEB (now Gartner). He is a sought-after speaker and advisor to management teams around world, having presented his findings at a wide range of industry conferences as well as to hundreds of senior executive teams around the world, including those of many Fortune 500 companies.  Matt holds a Ph.D. from the Graduate School of Public and International Affairs at the University of Pittsburgh as well as a B.A. in International Studies from Mount Saint Mary's University in Emmitsburg, Maryland.  He currently resides in the Washington, D.C. area with his wife and four children.  Connect with Matt: https://www.linkedin.com/in/matthewxdixon/   Try Ren, the AI Leadership Coach: https://rencoach.com/

Matt Dixon is one of the world's foremost experts in sales and the author of The Challenger Sale, which sold over a million copies worldwide and was a #1 Amazon and Wall Street Journal bestseller. His most recent book, The JOLT Effect, focuses on overcoming customer indecision—one of the biggest challenges to closing deals. Outside of writing, Matt co-founded DCM Insights, a boutique consultancy helping organizations understand customer behavior, and is a frequent contributor to the Harvard Business Review, with more than 20 print and online articles to his credit. In our conversation, we discuss:• Why 40% to 60% of qualified sales opportunities are lost due to customer indecision• Why dialing up FOMO doesn't work, and what to do instead• The “pings and echoes” technique to catch issues early• The JOLT method for overcoming indecision• Key lessons from The Challenger Sale• Practical examples of how to apply these principles to close more deals—Brought to you by:• Enterpret—Transform customer feedback into product growth• Webflow—The web experience platform• Heap—Cross-platform product analytics that converts, engages, and retains customers—Find the transcript at: https://www.lennysnewsletter.com/p/close-more-deals-matt-dixon—Where to find Matt Dixon:• LinkedIn: https://www.linkedin.com/in/matthewxdixon• Website: https://www.jolteffect.com/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Matt's background(01:57) The research behind Matt's books(06:08) Insights from The JOLT Effect(10:15) FOMO vs. FOMU(18:18) An example of selling software(26:04) The JOLT method Step 1: Judge their level of indecision(29:41) The “pings and echoes” technique(34:49) Step 2: Offer a recommendation(38:36) Step 3: Limit the exploration(41:43) Step 4: Take risk off the table(45:58) When to hit the pause button with a customer(47:27) Insights from The Challenger Sale(49:07) An example of a challenger sale(55:23) Where to find Matt—Referenced:• A step-by-step guide to crafting a sales pitch that wins | April Dunford (author of Obviously Awesome and Sales Pitch): https://www.lennysnewsletter.com/p/a-step-by-step-guide-to-crafting• The Challenger Sale: Taking Control of the Customer Conversation: https://www.amazon.com/Challenger-Sale-Control-Customer-Conversation/dp/0670922854• The JOLT Effect: How High Performers Overcome Customer Indecision: https://www.amazon.com/JOLT-Effect-Performers-Overcome-Indecision/dp/0593538102• Gartner acquires CEB: https://www.gartner.com/en/about/acquisitions/history/ceb-acquisition• Tiger King on Netflix: https://www.netflix.com/title/81115994• Why sourdough went viral: https://www.economist.com/1843/2020/08/04/why-sourdough-went-viral• Neil Rackham: https://en.wikipedia.org/wiki/Neil_Rackham• Status quo bias in decision-making: https://en.wikipedia.org/wiki/Status_quo_bias• Omission bias: https://thedecisionlab.com/biases/omission-bias• Gartner Magic Quadrant & Critical Capabilities: https://www.gartner.com/en/research/magic-quadrant• Dunning-Kruger effect: https://en.wikipedia.org/wiki/Dunning%E2%80%93Kruger_effect• Stop Losing Sales to Customer Indecision: https://hbr.org/2022/06/stop-losing-sales-to-customer-indecision• Dentsply Sirona: https://www.dentsplysirona.com/• “We happy?” Briefcase scene from Tarantino's Pulp Fiction: https://www.youtube.com/watch?v=FGchDuOpbhE• Nupro Freedom Cordless Prophy System: https://www.dentsplysirona.com/en-us/discover/discover-by-category/preventive/hygiene-handpieces.html—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

This episode of Built to Sell Radio features Matt Dixon, author of the global bestseller, The Challenger Sale. Dixon became the de facto leader of the sales training world when Neil Rackham, author of "SPIN Selling," praised The Challenger Sale as "the most important advance in selling for many years.” If you're wondering how to get your people to sell as well as you do, this is your master class.

Featuring best-selling author, Matt Dixon, this part one of a two-part episode (part two is available now) that answers the question so many B2B marketers and sales professionals are asking: how come that perfect-fit prospect died?Matt co-authored a book we've mentioned many times on Unicorny; The Jolt Effect.Nothing is more important right now than what you'll find in this book. So, whatever you're doing today, cancel it until you've listened to this episode and read the book. Here's why. If you're in B2B sales and marketing, you've got a pipeline... right now... today... this minute... that's suffering from the curse of the moment; the no-decision sale outcome. No purchase order, no sale, no win. This was already a thing, pre-pandemic, but now it's worse. This pod has answers that might save the sale... and save your bacon too.About Matt Dixon Matt Dixon is one of the world's foremost experts in business development and customer experience. Known for his ground-breaking research, he is a frequent contributor to Harvard Business Review and is the author of some of the most important business books of the past decade. He is a founding partner of DCM Insights, a boutique consultancy focused on using data and research-backed frameworks to help firms attract, retain and grow client relationships. His first book, The Challenger Sale: Taking Control of the Customer Conversation (Portfolio/Penguin 2011), was a #1 Amazon and Wall Street Journal bestseller and has sold nearly a million copies worldwide and has been translated into a dozen languages. The Challenger Sale has won acclaim as “the most important advance in selling for many years” (SPIN Selling author Neil Rackham) and “the beginning of a wave that will take over a lot of selling organizations in the next decade.” (Business Insider). He is also the author of The Effortless Experience: Conquering the New Battleground for Customer Loyalty (Portfolio/Penguin 2013), which introduced the concept of customer effort reduction and the Customer Effort Score to companies around the world, as well as

Featuring best-selling author, Matt Dixon, this part two of a two-part episode (did you listen to part 1?) that answers the question so many B2B marketers and sales professionals are asking: how come that perfect-fit prospect died?Matt co-authored a book we've mentioned many times on Unicorny; The Jolt Effect.Nothing is more important right now than what you'll find in this book. So, whatever you're doing today, cancel it until you've listened to this episode and read the book. Here's why. If you're in B2B sales and marketing, you've got a pipeline... right now... today... this minute... that's suffering from the curse of the moment; the no-decision sale outcome. No purchase order, no sale, no win. This was already a thing, pre-pandemic, but now it's worse. This pod has answers that might save the sale... and save your bacon too.About Matt Dixon Matt Dixon is one of the world's foremost experts in business development and customer experience. Known for his ground-breaking research, he is a frequent contributor to Harvard Business Review and is the author of some of the most important business books of the past decade. He is a founding partner of DCM Insights, a boutique consultancy focused on using data and research-backed frameworks to help firms attract, retain and grow client relationships. His first book, The Challenger Sale: Taking Control of the Customer Conversation (Portfolio/Penguin 2011), was a #1 Amazon and Wall Street Journal bestseller and has sold nearly a million copies worldwide and has been translated into a dozen languages. The Challenger Sale has won acclaim as “the most important advance in selling for many years” (SPIN Selling author Neil Rackham) and “the beginning of a wave that will take over a lot of selling organizations in the next decade.” (Business Insider). He is also the author of The Effortless Experience: Conquering the New Battleground for Customer Loyalty (Portfolio/Penguin 2013), which introduced the concept of customer effort reduction and the Customer Effort Score to companies around the world, as well as

Featuring best-selling author, Matt Dixon, this part two of a two-part episode (did you listen to part 1?) that answers the question so many B2B marketers and sales professionals are asking: how come that perfect-fit prospect died?Matt co-authored a book we've mentioned many times on Unicorny; The Jolt Effect.Nothing is more important right now than what you'll find in this book. So, whatever you're doing today, cancel it until you've listened to this episode and read the book. Here's why. If you're in B2B sales and marketing, you've got a pipeline... right now... today... this minute... that's suffering from the curse of the moment; the no-decision sale outcome. No purchase order, no sale, no win. This was already a thing, pre-pandemic, but now it's worse. This pod has answers that might save the sale... and save your bacon too.About Matt Dixon Matt Dixon is one of the world's foremost experts in business development and customer experience. Known for his ground-breaking research, he is a frequent contributor to Harvard Business Review and is the author of some of the most important business books of the past decade. He is a founding partner of DCM Insights, a boutique consultancy focused on using data and research-backed frameworks to help firms attract, retain and grow client relationships. His first book, The Challenger Sale: Taking Control of the Customer Conversation (Portfolio/Penguin 2011), was a #1 Amazon and Wall Street Journal bestseller and has sold nearly a million copies worldwide and has been translated into a dozen languages. The Challenger Sale has won acclaim as “the most important advance in selling for many years” (SPIN Selling author Neil Rackham) and “the beginning of a wave that will take over a lot of selling organizations in the next decade.” (Business Insider). He is also the author of The Effortless Experience: Conquering the New Battleground for Customer Loyalty (Portfolio/Penguin 2013), which introduced the concept of customer effort reduction and the Customer Effort Score to companies around the world, as well as

Featuring best-selling author, Matt Dixon, this part one of a two-part episode (part two is available now) that answers the question so many B2B marketers and sales professionals are asking: how come that perfect-fit prospect died?Matt co-authored a book we've mentioned many times on Unicorny; The Jolt Effect.Nothing is more important right now than what you'll find in this book. So, whatever you're doing today, cancel it until you've listened to this episode and read the book. Here's why. If you're in B2B sales and marketing, you've got a pipeline... right now... today... this minute... that's suffering from the curse of the moment; the no-decision sale outcome. No purchase order, no sale, no win. This was already a thing, pre-pandemic, but now it's worse. This pod has answers that might save the sale... and save your bacon too.About Matt Dixon Matt Dixon is one of the world's foremost experts in business development and customer experience. Known for his ground-breaking research, he is a frequent contributor to Harvard Business Review and is the author of some of the most important business books of the past decade. He is a founding partner of DCM Insights, a boutique consultancy focused on using data and research-backed frameworks to help firms attract, retain and grow client relationships. His first book, The Challenger Sale: Taking Control of the Customer Conversation (Portfolio/Penguin 2011), was a #1 Amazon and Wall Street Journal bestseller and has sold nearly a million copies worldwide and has been translated into a dozen languages. The Challenger Sale has won acclaim as “the most important advance in selling for many years” (SPIN Selling author Neil Rackham) and “the beginning of a wave that will take over a lot of selling organizations in the next decade.” (Business Insider). He is also the author of The Effortless Experience: Conquering the New Battleground for Customer Loyalty (Portfolio/Penguin 2013), which introduced the concept of customer effort reduction and the Customer Effort Score to companies around the world, as well as

Kein Sales-Profi wird als Sales-Profi geboren. Es ist das gleiche, wie in der Medizin. Kein Chirurg wird als Chirurg geboren. Chirurgen durchlaufen eine jahrelange Ausbildung, um ihr Handwerk zu meistern. Sales ist da nicht anders. Es ist ein Handwerk, das jeder lernen kann. Dies ist der dritte Teil der Sales-Masterclass für Ingenieure. Show Notes: >> Mission Engineer Workshop: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠mission-engineer.de⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ >> Crashkurs Intrapreneurship: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠mentorwerk.de/creashkurs⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ >> Mentornotes Newsletter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠mentorwerk.de/mentornotes⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ >> Tim Schmaddebeck auf LinkedIn: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Hier klicken⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ >> Buchempfehlungen: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠mentorwerk.de/buecher⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Stichworte zur Folge: Sales-Masterclass, Ingenieure, Sales lernen, Selbstbild, Identitätsbasierte Gewohnheiten, Realer Sales, Komfortzone, Persönliche Entwicklung, Durchhaltevermögen, Feedback, Sparring, Resilienz, Umgang mit Ablehnung, Verkaufsfähigkeiten, Praxiserfahrung, Identität und Sales, James Clear, Dale Carnegie, Neil Rackham, Rob Fitzpatrick, Matthew Pollard, Robert Cialdini, Alex Hormozi, Jeb Blount, „Wie man Freunde gewinnt“, „The Introvert's Edge“, „SPIN Selling“, „The Mum Test“, „Challenger Sales“, „Pitch Anything“

Episode Summary This episode of Sunny Side Up discusses revenue alignment at UserGems. Christian Kletzl, CEO of UserGems, and Trinity Nguyen, VP of Marketing, discuss how they align their sales and marketing teams to work towards shared goals and metrics. They highlight challenges like differing objectives but emphasize removing ego and prioritizing company goals. Champion tracking is also discussed as a way to focus sales and marketing efforts on key accounts and individuals. Setting OKRs and transparency in goals are identified as ways to build alignment. About the guest Christian KletzlChristian Kletzl is CEO and co-founder of UserGems, a pipeline generation software that helps teams boost pipeline and reduce churn by monitoring job changes of your most valuable buyers and then automating the next steps. He is a software engineer turned seller, so even though most of his days are spent with customers and prospects, he still applies an engineering mindset to sales processes to optimize and achieve more with less. Connect with Christian Kletzl Trinity NguyenTrinity is VP of Marketing at UserGems. She has 10+ years of experience in go-to-market strategy, product marketing, demand generation, and account-based marketing. She is passionate about helping technology companies accelerate their growth and building great teams while doing it. Connect with Trinity Nguyen Key takeaways - Revenue alignment is important for sales and marketing to work together toward the same customers and goals - Shared success metrics and KPIs help align sales and marketing teams   - Transparency in setting goals across the organization builds alignment - Removing ego and prioritizing company goals over personal objectives is important - Champion tracking can help align account-based marketing and sales outreach - Setting OKRs and reviewing them regularly can help teams stay aligned Recommended Resource Books - "SPIN Selling" by Neil Rackham.- "Crossing the Chasm" by Geoffrey Moore. - "Busting Silos" by Hillary Carpio.- "Amp It Up" by Frank Slootman. Shout-outs -Hilary Headlee, Advisory Leader, Insight Partners. ⁠Connect with ⁠⁠⁠⁠⁠⁠Christian Kletzl & Trinity Nguyen | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow us on LinkedIn ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

En el competitivo mundo de los negocios, dominar el arte de cerrar ventas es la llave maestra que desbloquea el éxito. Este proceso va más allá de simples transacciones; se trata de forjar relaciones sólidas y entender las necesidades del cliente para ofrecer soluciones que resuenen. En este episodio, exploramos estrategias ganadoras diseñadas para impulsar resultados significativos junto con Edilson Ribeiro, que es especialista en ventas, negocios y desarrollo humano. Cuenta con más de 10 millones de dólares en ventas en América Latina y actualmente brinda su curso de Alta Perfomance en Ventas. “Para ser un buen vendedor primero tienes que entender para atender”, remarca nuestro invitado, y eso implica “entender cómo vive la otra persona y cómo podemos encajar nuestro producto en su rutina”. Al comprender a los clientes, las empresas también pueden personalizar sus productos o servicios, adaptando sus ofertas para satisfacer demandas específicas. La información detallada sobre los clientes facilita la segmentación de mercados, permitiendo a las compañías dirigirse de manera más efectiva a grupos específicos. “El cliente que no entiende tu valor como vendedor nunca va a pagar tu precio. Entonces primeramente es importante calificar bien al cliente para no perder tiempo con un prospecto que no está interesado en tu producto. Tengo que saber cuál es mi cliente ideal, dónde vive, si tiene hijos o pareja, cuánto es su sueldo mensual para ser más específicos en nuestra búsqueda”, enseña nuestro especialista. La habilidad para transmitir ideas de manera clara y comprensible no sólo facilita la transacción comercial, sino que también construye relaciones a largo plazo. Una comunicación efectiva implica escuchar de manera activa, comprendiendo las necesidades y preocupaciones del cliente. “Una venta no es hablar poco, pero sí es estar atento a lo que el cliente está diciendo”, aclara Edilson. Según nuestro invitado, hay 2 maneras que nos facilitarán comenzar a ser vendedores: “Primero capacitar mi técnica para crear fuertes conexiones con mis clientes y segundo leer el libro “SPIN Selling” de Neil Rackham. Tenemos que entender que una venta es una construcción, por lo que si yo no hago bien mi base, mi casa se va a tumbar. Entonces tengo que comenzar bien, creando una conexión con el cliente, hablando de cosas que son interesantes para él”. Hoy Edilson cuenta con varios clientes en Latinoamérica y en más de 15 países y afirma que llegó a conseguir esa cartera gracias a que estuvo interesado en los consumidores: “Hoy tengo amigos, no sólo clientes”, destaca. Llegar a ese punto no es fácil, pero tampoco imposible. “Existen técnicas que nos ayudan a crear conexión con el cliente. La primera es saber el nombre de la persona, es la palabra más importante que un cliente puede escuchar. Cuanto más repites su nombre en tu speech, más veces conectas. Lo segundo es ser el espejo de mi cliente, repetir sus movimientos, no de manera tan directa, y el cliente va a ver un parecido con el vendedor”, enumera nuestro especialista, y advierte: “Para repetir movimientos debes comenzar a hacerlo con tu pareja o amigos, porque sino queda muy robótico. Es una técnica muy poderosa, pero debemos ser muy efectivos”. El speech debe durar entre 10 y 15 minutos. “Para saber si está funcionando haz un movimiento distinto. Si la persona lo repitió puedes seguir la venta tranquilamente. Pero al comienzo necesitamos estar al mismo nivel que el cliente, no tenemos que presentar poder frente al consumidor”,  subraya nuestro invitado, y agrega: “Hoy en día las ventas son más consultivas. Cuando sabes hacer las preguntas indicadas puedes controlar la conversación y eso te da poder sobre el cliente”. Como último consejo, Edilson nos recomienda ser persistentes, especialmente cuando sabemos que el cliente es potencial. “Cuando los vendedores hablan con un cliente nunca cuelgan una llamada sin tener una nueva reunión agendada y debes enviarle un recordatorio de ese encuentro. No tengo que ejercer presión, sino llegar a un acuerdo. Para esto tienes que tener un control de Excel para cumplir con los acuerdos”, indica nuestro especialista. Aunque no existe una frecuencia exacta para contactarse con el cliente, existe un límite para continuar la venta. Cuanto el tiempo se excede demasiado, tenemos que aclararle al cliente que no continuaremos la negociación si no hay un cierre, una decisión terminante que, en varias ocasiones, le ha dado buenos resultados a Edilson, consiguiendo finalmente la venta. Instagram: @eddiribeiro Youtube: Eddiribeiro

As a consultant, author, advisor, and speaker, Scott K. Edinger creates positive change for clients and is recognized as an expert in the intersection of leadership, strategy, and sales. He is the author of The Growth Leader: Strategies to Drive the Top and Bottom Lines. In this episode, Scott delves into the powerful link between good selling and good leadership. He highlights the significance of persuading others to embrace your vision and strategies as a leader, much like enabling people to invest in the desired outcomes that your product can potentially offer them.   Why you have to check out today's podcast: Deep dive into how selling and leadership closely interrelate with each other Find out why sales experience is the underrated differentiator Learn how expanded solutions make way for higher margins   “If you really want to think about pricing, then it's not a spreadsheet exercise. It's an exercise in thinking about how do we create value in the sales process. And that will determine how much you can charge.” - Scott K. Edinger   Topics Covered: 01:24 - How Scott found himself in pricing 02:48 - A backstory of how he started in HR and landed in pricing 03:09 - A deep dive into why selling and leadership are closely related 08:06 - How to sell at a higher margin without too much discounting 10:15 - Questions to ask your team to uncover if they're bringing value to people's sales experience 12:11 - Making customers find aha moments in your offer/service 13:49 - How you make people choose you over competing options 15:16 - Building trust and what it takes to build it at this point in time 17:26 - Discussing about a faulty assumption on the idea of 'land and expand' 19:47 - Sales experience in relation to customer experience in the concept of 'land and expand' 22:08 - What drives expansion 23:51 - The 3 Cs of inspiring and communicating 25:31 - Scott's response to Mark's comment: Here's what I love about those three C's. They ought to be in chapter one 26:04 - Scott giving his best pricing advice   Key Takeaways: "The sales experience is the first mile of the customer experience highway. And if it's not good, people get off at exit one and have a customer experience someplace else." - Scott K. Edinger "If you want to sell at a higher margin, sell at greater margins or sell expanded solutions, then your ability to help customers to think differently, to help them to see problems that they hadn't anticipated or solutions that they hadn't considered, that part of the sales experience has to be a priority. That can become a differentiator." - Scott K. Edinger "One of the things that I think really drives it [expansion] is if you recognize the sales execution in your business; sales becomes the execution of your strategy." - Scott K. Edinger   People/Resources Mentioned: The Growth Leader: Strategies to Drive the Top and Bottom Lines by Scott K. Edinger: https://www.amazon.com/Growth-Leader-Strategies-Drive-Bottom/dp/1799746208 Sell Is Human: The Surprising Truth About Moving Others by Daniel H. Pink: https://www.amazon.com/Sell-Human-Surprising-Moving-Others/dp/1594631905 Rethinking the Sales Force: Redefining Selling to Create and Capture Customer Value by Neil Rackham: https://www.amazon.com/Rethinking-Sales-Force-Redefining-Customer/dp/0071342532 McKinsey: https://www.mckinsey.com Gartner Research: https://www.gartner.com/en/products   Connect with Scott K. Edinger: Website: https://www.scottedinger.com/ LinkedIn: https://www.linkedin.com/in/scott-edinger/   Connect with Mark Stiving: LinkedIn: https://www.linkedin.com/in/stiving/ Email: mark@impactpricing.com  

Le vendeur est souvent reconnu par ses techniques pour jouer sur les émotions et mettre de la pression pour conclure au plus vite sa vente. Toutefois, ce qui fonctionne pour des petites ventes n'a rien à voir avec les grosses ventes, les ventes se situant à un niveau stratégique. Il s'agit vraiment de deux mondes complètement différents.   Dans cet épisode, je me penche sur l'ouvrage du Spin Selling de Neil Rackham qui révèle les résultats d'une étude scientifique portant sur 35,000 appels de vente. À travers une analyse rigoureuse, il est ressorti ce qui fonctionne et ce qui ne fonctionne pas afin d'en venir à des règles à appliquer.   Le Spin Selling est un modèle applicable et très accessible. Il permet de comprendre les actions à poser pour développer un véritable partenariat avec son client. Si dans la petite vente, le produit est central, dans la grosse vente, la relation devient l'élément prioritaire. Pour ma part, ça m'a ouvert les yeux sur un tout autre univers.   Afin d'accompagner cette réflexion, j'ai fait appel à Sylvain Renaud, directeur des ventes de l'est du Canada qui travaille depuis 20 ans pour la Quincaillerie Richelieu qui a un chiffre d'affaire de près de 2 milliards. Il nous fait part de sa vision de la vente et ce qui le passionne dans ce domaine. Ordre du jour 0m23: Introduction 7m05: Présentation du livre 10m18: Le modèle du Spin Selling 40m37: Sylvain Renaud nous fait part de ses pistes d'expert 50m28: Mes réflexions personnelles Pour encore plus de détails, consulte la page web de l'épisode

Navegue pelo universo do livro "SPIN Selling" de Neil Rackham, neste episódio explosivo de Analogias Atômicas. Descubra como as quatro perguntas cruciais de SPIN Selling – Situação, Problema, Implicação e Necessidade de Solução – podem transformar completamente seu processo de vendas. Aplique essas táticas imediatamente e veja seus lucros decolarem. Evite o erro comum de autopromoção excessiva e saiba como fazer perguntas que realmente importam. Descubra mais episódios que expandirão sua mente em todas as plataformas de podcast, incluindo Youtube e Spotify. Para um ecossistema rico com startups, investidores e infinitas oportunidades, visite ResumoCast.com.br --- Send in a voice message: https://podcasters.spotify.com/pod/show/resumocast/message

Join Elevate for a captivating episode as Tyler interviews Michael Glaspie, an exceptional real estate investor and Green Beret. Discover Michael's inspiring journey and gain insights into success strategies, personal growth, and development. Explore the fusion of combat experience and investing principles, unlocking powerful problem-solving approaches.    ✅ KEY POINTS ✅  ✅ Recognize your legitimacy, expand limited resources and education on subject 2 for real estate investing.   ✅ Identify seller motivations, continuously seek advice, and be creative in deal structures.   ✅ Define and align business plans with personal goals, focus on long-term objectives.   ✅ Utilize the level of fear in the marketplace to capitalize on opportunities, time block sections of the day, and treat others as they want to be treated.  ✅ Develop a plan for execution and take massive action.   ✅ Understand how to apply problem-solving and creative thinking in real estate investing.   ✅ Create compound growth for yourself and the people you care about.     LINKS  Keep up with the Elevate Podcast: https://elevatepod.com/  Interested in investing with Tyler? Visit https://www.cfcapllc.com/    FIND MICHAEL:  Visit his website: https://michaelsglaspie.com/  Facebook: https://www.facebook.com/michael.s.glaspie/   Twitter: https://twitter.com/michaelsglaspie   Instagram: https://www.instagram.com/michael.s.glaspie/?hl=en   LinkedIn: https://www.linkedin.com/in/michael-glaspie/   YouTube: https://www.youtube.com/channel/UC2sBtB4DJVkOF4zvvDqqn9w   Download Michael's “The Eight Real Estate Finance Killers” guide https://theeliteinvestorbook.com/finance-killers     NAMES AND BOOKS  “The Elite Invester” by Michael Glaspie https://www.amazon.com/Elite-Investor-Military-Approach-Problem/dp/B088GL5XQX   “SPIN Selling” by Neil Rackham https://www.amazon.com/Spin-Selling-Neil-Rackham/dp/0566076896/ref=sr_1_5?keywords=spin+selling+by+neil+rackham&qid=1684411682&s=books&sprefix=spin+selling%2Cstripbooks%2C136&sr=1-5   “The Compound Effect” by Daron Hardy https://www.amazon.com/Compound-Effect-Darren-Hardy/dp/159315724X   “The Millionaire Mindset” by Paul J. Stanley https://www.amazon.com/Millionaire-Mindset-Simple-Thinking-Success/dp/1720821461   “The Miracle Morning for Real Estate Agents: It's Your Time to Rise and Shine” by Hal Elrod, et al. https://www.amazon.com/Miracle-Morning-Real-Estate-Agents/dp/194258900X      

Dans ce nouvel épisode "ça part en live ! sur la vente"  on reçoit une experte avec plus de 20 ans d'expérience dans la vente  : Mariama Barry, gérante et directrice du cabinet Barry Conan Conseil. Elle répond à nos questions très concrètes sur la vente  :

If you are a student of sales, then you will know all about SPIN Selling developed by Neil Rackham, based on his 1970s and 1980s research involving 30 researchers who studied 35,000 sales calls in 12 countries.  The acronym stands for S- Situation, P- Problem, I-Implication and N-Need Payoff.  The concept was not to be just packaging up the details of the solution and then jamming it down the throat of the buyer- the preferred method of most salespeople at that time - but to become a trusted advisor, someone who would act as a consultant to the firm to help them improve their performance.  The consultancy part required an analysis of the client's current situation and gaining clarity around what was the problem inhibiting their growth.  Rackham's insight was that this wasn't enough to be successful in sales.  We know that the human condition leans in favour of pain avoidance more than gain. For example, if I wrote two articles, one titled “How I Made $20 million” and another titled “How I Lost $20 million”, the latter is bound to get more attention than the former.  This is where the Implication component of the formula comes in – what will be the downside, if the firm doesn't solve this problem.    Drawing out the implication is key, because the easiest decision for any buyer is to do nothing.  Keeping the same supplier is easy, making no changes inside the firm is easy, trying to incrementally improve what is already being done is easy.  The key to success with the implication question is in how we ask it. It is also the most complex part of the formula.  Asking about the client's current situation and what are their problems are relatively straightforward questions.  If the implication question is done too aggressively then it will fail. For example, “Aren't you concerned about going bankrupt (or losing market share or running out of cash) if you don't fix this problem, which you told me was holding the firm back?”.  Another too strong question would be, “Aren't you worried about your own job security if you cannot overcome this problem?”.  Buyers will not react well to what sounds to them like a sad attempt at blackmail. They don't like the hard sell approach in Japan and this will backfire if attempted here. The implication question has to be subtle and considered.  For example, “I am sure that over time, you can solve this problem you have outlined for me.  I guess the question then is can the organisation afford to wait for that long or is there a greater benefit to making some changes now, to reap more immediate rewards?”.  This is a good question because it doesn't say the buyer's company is stupid or that the buyer is stupid or that they are not capable to fixing their own problems.  It just raises the issue of time and of course in business time is of the essence, so it is easier to conclude that taking action now is the wiser course. We are still faced with the problem though that although the buyer knows they should act, the inertia drag is so strong they still don't do anything about it and just procrastinate on taking any steps to fix the issue.  When we see that this is what is going on in the mind of the buyer, we have to join them there and push them to take a more urgent approach, without tipping the scales too far toward panic.  We can now say, “Change is always hard, however we know that progress requires change and there is always a big advantage to be gained over competitors who cannot make any changes.  Rivals however may stir and steal a march on us and we don't want that do we? Increasing market share because of internal agility translates into better financial outcomes and quickly justify the changes needed to reap the greater rewards.  When we think of it, on balance, doesn't it make sense to take the opportunity presented now, to gain the tangible benefits available?”. We have to drive in a sense of urgency around the decision to buy from us, otherwise they just never get around to making it happen.  Japanese buyers in particular are very sensitive to what their competitors are doing and do worry about being outfoxed by their rivals. Certainly questioning skills are an important tool in the salesperson's toolbox, but the implication tool in particular, is one which must be fully mastered.  The delivery is key and this requires practice and always remember never practice on the buyer!  Clients vary in personality style, so we have to be sensitive to how we communicate with the buyer.  Some prefer a more direct approach and others want to have a cup of tea and get to know each other first.  Very detailed buyers enjoy data, proof, testimonials, evidence while others find all that boring and prefer the think in big picture terms.  The important point is to know who we are talking to and then adjust our delivery to suit the way they prefer to communicate.

In this episode, Steve Fretzin and Jordan Spear discuss:Common pitfalls lawyers make in digital marketing. The unique challenges to marketing for your unique way of doing business. Creative content creation to stand out in the market. What to look for in a marketing agency.  Key Takeaways:Marketing can help you to stabilize your inflow pipeline and allows you to bring in clients beyond just the referrals. Every law firm sees their business differently, even when they are in the same practice area. You need to know the firm to know how to market appropriately to their audience. When working with a marketing firm, they need to understand your firm - if they have a recommendation right out of the gate, they may not be the right one for you. You want to be able to trust that the marketing team behind you understands what your goal is and is bringing information to you about the market.  "Marketing is not just about placement in front of everybody. It's about strategic placement in front of people that want to do business with that type of firm." —  Jordan Spear Thank you to our Sponsors!Legalese Marketing: https://legaleasemarketing.com/Moneypenny: https://www.moneypenny.com/us/Practice Panther: https://www.practicepanther.com/Episode References: Book: Don't Sweat the Small Stuff by Richard Carlson - https://www.amazon.com/Dont-Sweat-Small-Stuff-Its/dp/0786881852SPIN Selling by Neil Rackham - https://www.amazon.com/SPIN-Selling-Neil-Rackham/dp/0070511136Connect with Jordan Spear:  Website: https://www.bolddigitalventures.com/Email: jordan@bolddigitalventures.comLinkedIn: https://www.linkedin.com/in/jordan-spear-69a059a2/Connect with Steve Fretzin: LinkedIn: Steve FretzinTwitter: @stevefretzinFacebook: Fretzin, Inc.Website: Fretzin.comEmail: Steve@Fretzin.comBook: Legal Business Development Isn't Rocket Science and more!YouTube: Steve FretzinCall Steve directly at 847-602-6911  Show notes by Podcastologist Chelsea Taylor-Sturkie Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

If your definition of a marketing budget is "spend money until I get a deal", this episode is for you. Mike Otranto consistently brings in high-quality motivated seller leads from SEO, PPC, and direct mail, while keeping his business profitable and predictable. We break down how to understand the effectiveness of each marketing channel, the specific ROI of each of Mike's marketing channels, how to outsource your SEO wisely, and mistakes to avoid when managing SEO & other marketing channels. Mentioned in this Episode:Mike on Instagram: https://www.instagram.com/mike_otranto/Mike's Carrot Site: https://www.mikeotranto.com/Spin Selling by Neil Rackham: https://www.amazon.com/SPIN-Selling-Neil-Rackham/dp/0070511136Never split the difference by Chriss Voss: https://amzn.to/3VoMgzr

Sales productivity software is a tool that helps salespeople to be more efficient and effective in their jobs. It can automate repetitive tasks, help to manage customer data, and provide insight into sales processes.A positive mental attitude is essential for sales success. In this episode you will learn:1. How to improve sales productivity through technology2. The importance of maintaining a positive attitude in the face of rejection3. How recent global trends changed buyer behavior"One of the strongest indicators of sales success is actually positive mental attitude and the ability to sort of keep going."Joel Stevenson is the CEO of Yesware, a leader in sales productivity software. Prior to Yesware, Joel was the GM and founder of Wayfair's B to B division. Joel earned an MBA from the Yale School of Management, A-B-S. In Business Administration from the University of Illinois, and studied Chinese at Harvard Beijing Academy.Joel is the CEO of Yesware, a leader in sales productivity software. He was formerly the GM and founder of Wayfair's B to B division. Joel has an MBA from the Yale School of Management, A-B-S. in Business Administration from the University of Illinois, and studied Chinese at Harvard Beijing Academy. Resources:Amazon link for Spin Selling by Neil Rackham: https://a.co/d/hLte7JZConnect with Joel:Free Sales Advice on the Yesware blog: https://www.yesware.com/blog/The Hard Sell Podcast: https://www.yesware.com/podcastConnect with Joel: jstevenson@yesware.comConnect with me:Instagram: https://www.instagram.com/makethatmoney.hunni/LinkedIn: https://www.linkedin.com/in/sandrajoe/Website: https://www.sandrajoe.com/

Use this Formula to Pitch Investors - SPIN: Situation - Problem - Implication and Need-Payoff. SPIN was developed by Neil Rackham and explained in his book SPIN Selling.  #spinselling #neilrackham #investorpitch   http://www.VictorAntonio.com http://www.SalesVelocityAcademy.com

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Shahin chats with Greg Nutter, Principal Consultant and Founder of Soloquent Inc., about Marketing in complex sales environments and what marketers should know from the sales side of the equation. Greg helps business owners and senior sales and marketing executives solve revenue growth problems through direct, indirect, or multi-channel sales models. With over thirty-five years of experience, he has worked with a wide range of companies to develop strategies, programs, processes, and tools to grow revenues, enter new markets, increase sales consistency, and develop skilled sales, channel, and management personnel. Resources mentioned in this episode: Greg has read and was impacted by SPIN Selling by Neil Rackham. His book P3 Selling focuses on the powerful and proven strategies for today's B2B seller. ______ Join the Slack channel: https://growthcolony.org/slack Hosted & Produced by Shahin Hoda & Alexander Hipwell, from xGrowth We would love to get your questions, ideas and feedback about Growth Colony, email podcast@xgrowth.com.au

Eliminar prácticas de presión para intentar cerrar más ventas puede ser útil para conseguir alguna venta puntual, pero es muy contraproducente para la satisfacción del cliente en el corto y en el largo plazo.Es mucho más productivo utilizar una secuencia de preguntas precisa, que aumenta la información que obtienes de tu cliente y le puedes guiar mucho más fácilmente en el proceso de cerrar esa compra.Esa secuencia de preguntas se conoce como el Método Spin Selling.Y son claves extraídas del libro del mismo nombre, "El Método SPIN Selling" de Neil Rackham.Recuerda que sólo con escucharlo no es suficiente. Aplícalo y obtendrás resultados, sí o sí. ¡¡Pasa a la Acción!!En esta página encuentras las notas del episodio y todos los enlaces mencionados:https://librosparaemprendedores.net/257 ¿Quieres saber cómo aumentar tu velocidad de lectura? Mírate este vídeo y quizás hasta la dupliques en sólo 20 minutos: https://www.youtube.com/watch?v=V0VqCZlLuEc¿Cómo conseguir levantarse temprano? 10 consejos... también apps útiles, para conseguirlo: https://www.youtube.com/watch?v=TJPmqy6Qi1cEn Youtube y en Instagram estamos publicando también contenido exclusivo. Suscríbete ahora:Youtube: http://www.youtube.com/c/LibrosparaemprendedoresNetInstagram: https://instagram.com/librosparaemprendedores Esta es nuestra página oficial de Facebook: http://librosparaemprendedores.net/facebook Además, recuerda que puedes suscribirte al podcast en:- Nuestra página: http://librosparaemprendedores.net/feed/podcast- iTunes: https://itunes.apple.com/mx/podcast/libros-para-emprendedores/id1076142249?l=es- Spotify: https://open.spotify.com/show/0qXuVDCYF8HvkEynJwHULb- iVoox: http://www.ivoox.com/ajx-suscribirse_jh_266011_1.html- Spreaker: http://www.spreaker.com/user/8567017/episodes/feed- Stitcher: http://www.stitcher.com/s?fid=81214 y seguirnos en Twitter ( https://twitter.com/EmprendeLibros ) y en Facebook ( https://www.facebook.com/EmprendeLibros/ ). See acast.com/privacy for privacy and opt-out information.

Eliminar prácticas de presión para intentar cerrar más ventas puede ser útil para conseguir alguna venta puntual, pero es muy contraproducente para la satisfacción del cliente en el corto y en el largo plazo.Es mucho más productivo utilizar una secuencia de preguntas precisa, que aumenta la información que obtienes de tu cliente y le puedes guiar mucho más fácilmente en el proceso de cerrar esa compra.Esa secuencia de preguntas se conoce como el Método Spin Selling.Y son claves extraídas del libro del mismo nombre, "El Método SPIN Selling" de Neil Rackham.Recuerda que sólo con escucharlo no es suficiente. Aplícalo y obtendrás resultados, sí o sí. ¡¡Pasa a la Acción!!En esta página encuentras las notas del episodio y todos los enlaces mencionados:https://librosparaemprendedores.net/257 ¿Quieres saber cómo aumentar tu velocidad de lectura? Mírate este vídeo y quizás hasta la dupliques en sólo 20 minutos: https://www.youtube.com/watch?v=V0VqCZlLuEc¿Cómo conseguir levantarse temprano? 10 consejos... también apps útiles, para conseguirlo: https://www.youtube.com/watch?v=TJPmqy6Qi1cEn Youtube y en Instagram estamos publicando también contenido exclusivo. Suscríbete ahora:Youtube: http://www.youtube.com/c/LibrosparaemprendedoresNetInstagram: https://instagram.com/librosparaemprendedores Esta es nuestra página oficial de Facebook: http://librosparaemprendedores.net/facebook Además, recuerda que puedes suscribirte al podcast en:- Nuestra página: http://librosparaemprendedores.net/feed/podcast- iTunes: https://itunes.apple.com/mx/podcast/libros-para-emprendedores/id1076142249?l=es- Spotify: https://open.spotify.com/show/0qXuVDCYF8HvkEynJwHULb- iVoox: http://www.ivoox.com/ajx-suscribirse_jh_266011_1.html- Spreaker: http://www.spreaker.com/user/8567017/episodes/feed- Stitcher: http://www.stitcher.com/s?fid=81214 y seguirnos en Twitter ( https://twitter.com/EmprendeLibros ) y en Facebook ( https://www.facebook.com/EmprendeLibros/ ). Hosted on Acast. See acast.com/privacy for more information.

Dan Englander, Founder at Sales Schema discusses with Charlotte navigating the path to agency new business when you've 'exhausted' referrals and 'milked' existing clientsListen into this episode for topics like:Beyond referrals and personal networks , what do you recommend agencies look to do next?Any advice on how an agency of under 20 people can build an effective sales team?How do you find the right balance between personalisation and scale in sales and marketing?What's the right ‘order of operations' for hiring and training salespeople?What are you excited about within the new business and sales space in the next few years?Show notes:>> www.salesschema.com>> dan@salesschema.com>> Breakthrough Advertising by Eugene Schwartz >> Spin Selling by Neil Rackham>> https://agencymanagementinstitute.com/

Stop Drinking Garbage! Get out of the candy store you're not a kid anymore. # great boo reviews: "Radical Candor" by Kim Scott, "Traction" by Gabriel Weinberg and Justin Mares, "Spin Selling" by Neil Rackham.

Stéphane Joanis started his career as a Chemical Engineer. It is with Thermo Fisher that he got involved in business and pricing, and just this January, Stephane launched his own consulting business which he calls SJ Performance, LLC. This is where he practices his expertise in B2B Instrumentation Pricing as he and his team provides coaching to help you build a strong pricing culture in a way that provides confidence and leads to trust. In this episode, Stéphane educates us on the importance of achieving organizational transformation in a company as you value the trust in the relationship you have with your customers.   Why you have to check out today's podcast: The importance of having people from different functional groups to talk about and practice value-based pricing and keep each other in check How the creation of strategies that inspire trust with your customers help your sales velocity to go up The power organizational transformation has in shifting from conventional pricing practices to having a value-based mindset in pricing   “The data is a means to the answer, towards getting insights. But it's a foundation. Only data can trump politics. So, I think it's important to get your data and extract value from that data. Out of the specifications, go and get what is that value to your customer.” – Stéphane Joanis   Topics Covered: 01:40 – How Stephane got into pricing; the importance of trust 03:32 – On building trust: Attack the processes, not the people 05:55 – Starting his business to guide people towards organizational transformation 06:28 – What organizational transformation is all about 08:56 – The trick to see something as a loss vs. as a gain 11:13 – How to help people have a value-based mindset: Specification language vs. value language 14:00 – Talking to customers and splitting up win-loss 16:07 – Formula of sales velocity and how that relates to trust 19:31 – “I will raise your price to the extent that I'm not breaking your trust” 23:12 – Intuitive/statistical hearing as a way to talk to customers 25:01 – Stéphane's pricing advice   Key Takeaways: “Everybody has a different point of view. There's so much psychology behind it. As you pointed out, there's a trust element. We have to agree to disagree. We have to have a certain level of trust, because everybody has a different objective with price. And so, how do you get everybody together, and how do you get prices aligned between them? It requires a certain level of trust if you want to do it well.” – Stéphane Joanis “That's the key to organizational transformation. It's not just about a process; it's about the people as well.” – Stéphane Joanis “You have to show what the customer is losing for them to truly appreciate what you have to offer and the value of your product and service.” – Stéphane Joanis “There's a price to trust.” – Stéphane Joanis   People / Resources Mentioned: SJ Performance, LLC: https://sjperformancecoach.com/ Pricing with Confidence: 10 Ways to Stop Leaving Money on the Table: https://www.amazon.com/Pricing-Confidence-Leaving-Money-Table/dp/0470197579 SPIN Selling by Neil Rackham: https://www.amazon.com/SPIN-Selling-Neil-Rackham/dp/0070511136 Selling Value by Mark Stiving: https://www.amazon.com/Selling-Value-Deals-Higher-Prices/dp/1737655217 The Speed of Trust by Stephen Covey: https://www.speedoftrust.com/#the-book Data and/or Value (blog): https://impactpricing.com/blog/data-and-or-value/ Focus on insights and not data (blog): https://www.sjperformancecoach.com/blog/focus-on-insights-and-not-data   Connect with Stéphane Joanis: Website:https://sjperformancecoach.com/ LinkedIn:https://www.linkedin.com/in/st%C3%A9phane-joanis-6509921a/ Email: sjoanis@sjperformancecoach.com   Connect with Mark Stiving: LinkedIn: https://www.linkedin.com/in/stiving/ Email: mark@impactpricing.com  

Vous vous demandez peut-être : - Qu'est ce que la méthode spin selling de Neil Rackham ? - Quelle est la définition du spin selling en français ? - Comment utiliser le spin selling en entretien de vente ? Dans cet épisode, nous décortiquons en détail les 4 étapes de la méthode spin selling de Neil Rackham. Vous découvrirez quelle est la définition de la méthode de vente spin selling, ainsi qu'un exemple d'application commerciale pour structurer votre processus de vente. En suivant ces conseils, vous allez muscler votre technique de vente consultative pour vendre plus efficacement au quotidien. Car la méthode spin selling se différencie de bon nombre d'autres techniques de vente ... Les 4 phases du spin selling permettent d'impliquer et d'engager le client dans le processus de vente sans avoir à faire de forcing commercial. C'est le client qui prend naturellement la décision d'acheter en phase de closing commercial ! À vous de jouer ...     ▬▬▬▬ ENVIE D'ALLER + LOIN ? ▬▬▬▬ ➡️ PROGRAMMES ACCÉLÉRÉS : https://www.technique-de-vente.com/formation-commerciale-vente-negociation/ ➡️ FACEBOOK : https://www.facebook.com/techniquedevente/ ➡️ BLOG : https://www.technique-de-vente.com ➡️ TELEGRAM : https://t.me/techniquedevente

Kirsten is a people development consultant, with 30 years of experience in both medium and blue-chip multi-site operations including 13 years within a FTSE 100 Global organisation. Kirsten's experience has been gained from a diversity of industries including; professional and financial services, pharma insurance, retail, utilities, business services, and education. She focusses on people development, facilitation, delivery of transformational leadership and organisational cultural development. Mostly achieving these results through one-to-one coaching at all levels in organisations and team-based interventions. In the episode, we examine Cialdini's theory of influence and his seven principles of influence. We examine the concepts of reciprocity, consistency, social proofing, liking, scarcity, authority, and finally the unity principle. We also examine Professor Neil Rackham's Behavioural Analysis Framework and his proposal on colour-centered behaviours. Kirsten also examines: Privileged Moments Priming Magnetizers Associations Places Commitment This wide-ranging conversation involves work from Robert Caldini and Neil Rackham which can be found here: https://www.pnahfoo.com/image/pnahfoo/image/data/images/learning/cialdini.pdf Professor Neil Rackham: https://www.red10dev.com/making-more-of-meetings/ Kirsten Campbell can be found here: https://www.red10dev.com/kirsten-campbell/ I hope you enjoy this interview with an insightful and engaging guest.

In this Pocket Sized Pep Talk, you'll learn:Stuart's unique approach to podcasting.Lessons he learned as a scientist that helps him mentor CEO's. large teams. Broadening your view of selling to incorporate not just  sales reps, but managers as well.  Common mistakes client are making when it comes to selling. Stuart's approach to providing feedback using - and LOTS of it!For more information on Stuart Webb, and to receive his free e-book:link to his book: https://link.thecompleteapproach.co.uk/5stepsbooklink to his website: https://the-complete-approach-profit-maximiser.comlink to his podcast: https://link.thecompleteapproach.co.uk/podcast

Victoria: Hey everyone, it's Sensei Victoria Whitfield here, your journey partner in business, welcoming you back to episode193 of the Journeypreneur Podcast. This is your source for channeled holistic stress management techniques, guidance, inspiration and motivation to stay on your path to rapid financial ascension and massive impact as a conscious entrepreneur. The title of this podcast episode is Making Your Sales and Marketing Pop. So I get to have my friend John Golden from sales pub. Welcome to the podcast.   John: Thank you. Thank you. I bought an introduction in the past. Well, I hope I live up to this to this billing.   Victoria: I'm sure of it. So what I love about your personality, John, is that you are so positive and you have a really great CRM that also backs up our entrepreneurs being able to serve more people. So with that in mind, could you tell us like this, this could be you know, the very first time that someone is getting you here you learn about what you do in the world. And so with that in mind, if you could tell us in your own words, what it is you do, and especially what are the three things that you're known for?   John: Yeah. So what I do today is I'm today I'm the Chief Marketing Strategy Officer with Pipeliner CRM and I'm also the the editor in chief or executive editor of sales pop online sales. I do the podcast that I was delighted to have sensei Victoria on and yeah and so to be honest, I'm known for, for business strategy for marketing for sales. I was fortunate earlier in my career. I ran. I was CEO of a couple of companies. One was international sales training, consultancy how Thwaites been selling the Neil Rackham book. So, that gave me a great background and grounding it also I was fortunate to work for a parent company that owned all of these businesses, but they allowed you this this this is an entrepreneur's dream in some ways, right? They allowed you to run the business as your own. But But you did but you had their backing, you know, so but but you have to deliver, right? And so that was a great grounding.  And after that, then I started my own management consulting business. And one of my larger customers was Nicholas Kim, who had started Pipeliner CRM. He moved over from Austria to this state. We started collaborating it was going great and he then he asked me, come on, come partner with me. And that's kind of where I ended up today. I've worked at I've worked at startup companies. I worked in Silicon Valley during the.com. I'm originally Irish and that's where I ended up. I came to Silicon Valley in the mid 90s. I moved over there. And you know, that was a bit of a wild introduction, I have to say to to the States because that was as we know, that was a bubble. And so over the years, I think, yeah, I like to look I like to look at myself as having a lot of experience in different areas. And that I think, is the essence of if you're going to start or run your own business, you need to have at least a good foundation in each of those in, in business strategy in general, in sales and in marketing, and you don't have to be you don't have to be a super expert at all of them. But you do need some kind of grounding in those   Victoria: 100% So like, what I found is that a lot of people who so we've been in the game for a while like I'm entering year 12 Right. - Let's talk about it! - Thanks for stopping by! While you're here, let me ask you a question: Do you ever feel like you're having a hard time sustaining the level of energy you need in order to keep up with the demands of your business? Or do you find yourself struggling to stay consistent with your self care - like meditation, movement, and nutrition - because you're so busy and distracted at work? Searching for safe spaces to celebrate your wins and work through your sh*t as an energy sensitive entrepreneur? If that resonates, know this: you are in the right place; in fact your intuition has lead you here to the gateway for your next breakthrough: GO HERE NOW.

O LEVANTAMENTO DE NECESSIDADES é a etapa mais importante da VENDA CONSULTIVA você já sabe... Agora... Você conhece as principais formas de se fazer o levantamento de necessidades? Já ouviu falar de BANT, o GPCT e o SPIN Selling?

When you meet with a  potential client for the first time, you need to find out what they really want in order to close the deal. Mike suggests using the method described in Neil Rackham's book “SPIN Selling” This book is available on Amazon and the audio book is available at the Aurora Public Library. 

00:36 - Panelist Consulting Experience and Backgrounds * Debugging Your Brain by Casey Watts (https://www.debuggingyourbrain.com/) * Happy and Effective (https://www.happyandeffective.com/) 10:00 - Marketing, Charging, and Setting Prices * Patreon (https://www.patreon.com/) * Chelsea's Blog (https://chelseatroy.com/) * Self-Worth by Salary 28:34 - GeePawHill Twitter Thread (https://twitter.com/GeePawHill/status/1478950180904972293) - Impact Consulting * Casey's Spreadsheet - “Matrix-Based Prioritization For Choosing a Job” (https://docs.google.com/spreadsheets/d/1qVrWOKPe3ElXJhOBS8egGIyGqpm6Fk9kjrFWvB92Fpk/edit#gid=1724142346) * Interdependence (https://www.merriam-webster.com/dictionary/interdependence) 38:43 - Management & Mentorship * Detangling the Manager: Supervisor, Team Lead, Mentor (https://dev.to/endangeredmassa/detangling-the-manager-supervisor-team-lead-mentor-gha) * Adrienne Maree Brown (https://adriennemareebrown.net/) 52:15 - Explaining Value and Offerings * The Pumpkin Plan: A Simple Strategy to Grow a Remarkable Business in Any Field by Mike Michalowicz (https://www.amazon.com/Pumpkin-Plan-Strategy-Remarkable-Business/dp/1591844886) * User Research * SPIN Selling: Situation Problem Implication Need-payoff by Neil Rackham (https://www.goodreads.com/book/show/833015.SPIN_Selling) 55:08 - Ideal Clients Reflections: Mae: The phrase “indie”. Casey: Having a Patreon to help inspire yourself. Chelsea: Tallying up all of the different things that a given position contributes to in terms of a person's needs. This episode was brought to you by @therubyrep (https://twitter.com/therubyrep) of DevReps, LLC (http://www.devreps.com/). To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode (https://www.patreon.com/greaterthancode) To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps (https://www.paypal.me/devreps). You will also get an invitation to our Slack community this way as well. Transcript: CHELSEA: Welcome to Greater Than Code, Episode 267. I'm Chelsea Troy, and I'm here with my co-host, Mae. MAE: And also with us is Casey. CASEY: Hi, I'm Casey. And today's episode, we are our own guests. We're going to be talking to you about our experiences in consulting. To get this one started, how about we share what got us into consulting and what we like, don't like about it, just high-level? Chelsea, would you mind going first? CHELSEA: Sure. So I started in consulting, really in a full-time job. So for early in my programming career, I worked for several years for a company called Pivotal Labs and Pivotal Labs is chiefly, or was chiefly at the time, a software engineering consulting organization. My job was to pair program with folks from client teams, various types of clients, a lot of health insurance companies. At the time, there was a restaurant loyalty app that we did some work for. We did some work for General Motors, various clients, a major airline was also a client, and I would switch projects every three to six months. During that time employed by Labs, I would work for this client, pair programming with other pivots, and also with client developers. So that was my introduction to consulting and I think that it made the transition to consulting later, a little bit easier because I already had some consulting experience from under the Labs' umbrella. After I worked for Labs, I moved on to working at a product company for about 2 years and my experience at that product company burned me out on full-time programming for a little while. So in my last couple of months at that job, I realized that I was either going to have to take some time off, or I was going to have to find an arrangement that worked better for me for work, at least for the next little while. And for that next little while, what I decided I wanted to try to do was work part-time because I was uncomfortable with the idea of taking time off from programming completely. I felt that I was too early in my career and the skill loss would be too great if I took time off completely, but I knew I needed some space and so, I quit my full-time job. After I quit the full time—I probably should have done this before I quit the job, but I didn't—I called an organization that I had previously done some volunteer work with, with whom I discussed a job a couple of years prior, but for a couple of different reasons, it didn't work out. I said to them, “I know that you're a grant-funded organization and you rarely have the funding and capacity to bring somebody on, but just so you're aware, I like working with you. I love your product. I love the stuff that you work on. All our time working together, I've really enjoyed. So if you have an opening, I'm going to have some time available.” The director there emailed me that same day and said, “Our mobile developer put in his two weeks' notice this morning. So if you have time this afternoon, I'd really like to talk to you,” [chuckles] and that was my first client and they were a part-time client. I still work with them. I love working with them. I would consider them kind of my flagship client. But then from there, I started to kind of pick up more clients and it took off from there after that summer. I spent that summer generally working 3 days a week for that client and then spending 4 days a week lying face down in a park in the sun. That helped me recover a little bit from burnout. And then after that, I consulted full-time for about 2 years and I still consult on the side of a full-time job. So that's my story. Is anyone feeling a penchant for going next? MAE: I can go. I've been trying to think how am I going to say this succinctly. I've had at least two jobs and several club, or organization memberships, or founding, or positions since I was 16. So wherever I go, I've always been saying, “Well, I've done it these 47 ways already [laughs] even since I was a teenager.” So I've sort of always had a consulting orientation to take a broader view and figure out ways in which we can systematize whatever it is that's happening around me. Specifically for programming, I had been an administrator, like an executive leader, for many years. I just got tired of trying to explain what we as administrators needed and I just wanted to be able to build the things. I was already a really big Microsoft access person and anybody who just got a little [laughs] snarky in there knows I love Microsoft Access. It really allowed me to be able to offer all kinds of things to, for example, I was on the board of directors of my Kiwanis Club and I made a member directory and attendance tracker and all these things. Anyway, when I quit my executive job and went to code school in 2014, I did it because I knew that I could build something a lot better than this crazy Access database [laughs] that I had, this very involved ETL things going on in. I had a nonprofit that I had been involved with for 15 years at that point and I had also taken a database class where I modeled this large database that I was envisioning. So I had a bunch of things in order. I quit my full-time job and went to an income of $6,500 my first year and I hung with that flagship customer for a while and tailored my software. So I sort of have this straddling of a SaaS situation and a consulting situation. I embed into whoever I'm working with and help them in many ways. Often, people need lots of different levels of coaching, training, and skills development mixed with just a place to put things that makes sense to them. I think that's the brief version [laughs] that I can come up with and that is how I got where I am and I've gone in and out of also having a full-time job. Before I quit that I referenced the first year I worked a full-time job plus at least 40 to a 100 hours on my software to get it ready for prime time. So a lot of, a lot of work. CASEY: Good story. I don't think I ever heard these fuller stories from either of you, even though I know roughly the shape of your past. It's so cool to hear it. Thanks for sharing them. All right, I'll share about me now. So I've been a developer, a PM, and I've done a lot of design work. I've done all the roles over my time in tech. I started doing programming 10, 15 years ago, and I'm always getting burnt out everywhere I go because I care so much and we get asked to do things that seem dumb. I'm sure anyone listening can relate to this in some organization and when I say dumb, I don't use that word myself directly. I'm quoting a lot of people who would use that word, but I say either we're being asked to do things that don't make sense, aren't good ideas, or there are things that are we're being asked to do that would make sense if we knew why and it's not being communicated really well. It's poor communication. Either one, the other, or both. So after a lot of jobs, I end up taking a 3-month sabbatical and I'm like, “Whatever, I got to go. I can't deal with caring so much anymore, and I'm not willing to care less either.” So most recently, I took a sabbatical and I finished my book, Debugging Your Brain, which takes together psychology ideas, like cognitive behavioral therapy and programming ideas and that, I'm so proud of. If you haven't read it yet, please check it out. Then I went back to my job and I gave them another month where I was like, “All right, look, these are things need to change for me to be happy to work here.” Nothing changed, then I left. Maybe it's changing very slowly, but too slowly for me to be happy there, or most of these past companies. [laughs] After I left, this last sabbatical, I spent three to six months working on a board game version of my book. That's a lot of fun. And then I decided I needed more income, I needed to pay the bills, and I can totally be a tech consultant if I just deal with learning marketing and sales. That's been my… probably six months now, I've been working on the marketing in sales part, thinking a lot about it. I have a lot of support from a lot of friends. Now I consult on ways to make teams happier and more effective and that's my company name, Happy and Effective. I found it really easy to sell workshops, like diversity, equity, and inclusion workshops to HR departments. They're pretty hungry for those kinds of workshops and it's hard to find good, effective facilitators. It's a little bit harder to get companies to pay for coaching for their employees, even though a new EM would love coaching and how to be a good leader. Companies don't always have the budget for that set aside and I wish they would. I'm working with a lot of companies. I have a couple, but not as many as I'd like. And then the hardest, my favorite kind of client is when I get to embed with the team and really work on seeing what's going on me on the ground with them, and help understand what's going on to tell the executives what's happening and what needs to change and really make a big change. I've done that once, or twice and I'd love to do that more, but it's the hardest. So I'm thinking about easy, medium, hard difficulty of selling things to clients. I would actually make plenty of money is doing workshops, honestly, but I want the impact of embedding. That's my bigger goal is the impact. MAE: Yeah. I basically have used my software as a Trojan horse for [laughs] offering the consulting and change management services to help them get there because that is something that people already expect to spend some money on. That, though has been a little problematic because a few years in, they start to think that the line item in the budget is only for software and then it looks very expensive to them. Whereas, if they were looking at it as a consultant gig, it's incredibly inexpensive to them. CASEY: Yeah. It's maybe so inexpensive that it must not be a quality product that they're buying. MAE: Yes. CASEY: Put it that way implicitly. MAE: Definitely, there's also that. CASEY: When setting prices, this is a good general rule of thumb. It could be too low it looks like it'll be junk, like a dollar store purchase, or it can be too high and they just can't afford it, and then there's the middle sweet spot where it seems very valuable. They barely can afford it, but they know it'll be worth it, and that's a really good range to be in. MAE: Yeah. Honestly, for the work that I do, it's more of a passion project. I would do it totally for free, but that doesn't work for this reason you're talking about. CASEY: Yeah. MAE: Like, it needs to hurt a little bit because it's definitely going to be lots and lots of my time and it's going to be some of their time and it needs to be an investment that not hurt bad [laughs] but just be noticeable as opposed to here's a Kenny's Candy, or something. CASEY: I found that works on another scale, on another level. I do career coaching for friends, and friends of friends, and I'm willing to career coach my friends anyway. I've always been. For 10 years, I've reviewed hundreds, thousands of resumes. I've done so many interviews. I'm down to be a career coach, but no one was taking me up on it until I started charging and now friends are coming to me to pay me money to coach them. I think on their side, it feels more equitable. They're more willing to do it now that I'm willing to take money in exchange for it. I felt really bad charging friends until I had the sliding skill. So people who make less, I charge less for, for this personal service. It's kind of weird having a personal service like that, but it works out really well. I'm so happy for so many friends that have gotten jobs they're happy with now from the support. So even charging friends, like charging them nothing means they're not going to sign up for it. MAE: Yes, and often, there is a bias of like, “Oh, well, that's my friend.” [laughs] so they must not be a BFD.” CASEY: Yeah. But we are all BFDs. MAE: Exactly! How about you Chelsea? How did you start to get to the do the pricing thing? CHELSEA: Yeah, I think it's interesting to hear y'all's approaches to the marketing and the pricing because mine has been pretty different from that. But before I get off on that, one thing I do want to mention around getting started with offering personal services at price is that if it seems too large a step to offer a personal service to one person for an amount of money, one thing that I have witnessed folks have success with in starting out in this vein is to set up a Patreon and then have office hours for patrons wherein they spend 2 hours on a Sunday afternoon, or something like that and anyone who is a patron is welcome to join. What often ends up happening for folks in that situation is that people who are friends of theirs support their Patreon and then the friends can show up. So effectively, folks are paying a monthly fee for access to this office hours, which they might attend, or they might not attend. But there are two nice things about it. The first thing about it is that you're not – from a psychological perspective, it doesn't feel like charging your friends for your time with them. It feels more indirect than that in a way that can be helpful for folks who are very new to charging for things and uncomfortable with the idea. The second thing is that the friends are often much more willing to pay than somebody who's new to charging is willing to charge. So the friends are putting this money into this Patreon, usually not because they're trying to get access to your office hours, but because they want to support you and one of the nice things about Patreon is that it is a monthly amount. So having a monthly email from Patreon that's like, “Hey, you we're sending you—” it doesn't even have to be a lot. “We're sending you 40 bucks this month.” It is a helpful conditioning exercise for folks who are not used to charging because they are getting this regular monthly income and the amount is not as important as receiving the regular income, which is helpful psychological preparation for charging for things on your own, I think. That's not the way that I did it, but I have seen people be effective that way. So there's that. For me, marketing was something that I was very worried about having to do when I started my business. In fact, it was one of those things where my conviction, when I started my consulting business, was I do not want to have to sell my services. I will coast on what clients I can find and when it is no longer easy, I will just get a full-time job because selling traditionally conceptualized is not something that I enjoyed. I had a head start on the marketing element of things, that is sort of the brand awareness element of things, my reputation and the reason for that is that first of all, I had consulted at Labs for several years, which meant that every client team that I had ever worked with there, the director remembered me, the product owner remember me. So a lot of people who had been clients of Labs – I didn't actually get anybody to be a client of mine who was a client of Labs, but the individuals I had worked with on those projects who had then changed jobs to go to different companies, reached out to me on some occasions. So that was one place that I got clients from. The other place that I gotten clients from has been my blog. Before I started my business, I had already been writing a tech blog for like 4, or 5 years and my goal with the tech blog has never actually been to get clientele, or make money. My goals for the blog when I started it were to write down what I was learning so that I would remember it and then after that, it was to figure out how to communicate my ideas so that I would have an easier time communicating them in the workplace. After that, it became an external validation source so that I would no longer depend on my individual manager's opinion of me to decide how good I was at programming. Only very recently has it changed to something like, okay, now I'm good enough at communicating and good enough at tech that I actually have something to teach anybody else. So honestly, for many years, I would see the viewership on my blog and I would be like, “Who are all these people? Why are they in my house?” Like, this is weird, but I would get some credibility from that. CASEY: They don't expect any tea from me. CHELSEA: Yeah. I really hope. I don't have enough to go around, [laughs] but it did help and that's where a lot of folks have kind of come from. Such that when I posted on my blog a post about how I'm going to be going indie. I've quit my job. I didn't really expect that to go anywhere, but a few people did reach out from that and I've been lucky insofar is that that has helped me sustain a client load in a way that I didn't really expect to. There's also, I would be remiss not to mention that what I do is I sling code for money for the majority of my consulting business, at least historically and especially in the beginning was exclusively that, and there's enough of a demand to have somebody come in and write code that that helped. It also helped that as I was taking on clients, I started to niche down specifically what I wanted to work on to a specific type of client and to a specific type problem. So I quickly got to the point where I had enough of a client load that I was going to have to make a choice about which clients to accept, or I was going to have to work over time. Now, the conventional wisdom in this circumstance is to raise your rates. Vast majority of business development resources will tell you that that's what you're supposed to do in this situation. But part of my goal in creating my consulting business had been to get out of burnout and part of the reason for the burnout was that I did not feel that the work that I was doing was contributing to a cause that made me feel good about what I was doing. It wasn't morally reprehensible, but I just didn't feel like I was contributing to a better future in the way that my self-identity sort of mandated that I did. It was making me irritable and all these kinds of things. MAE: I had the same thing, yeah. CHELSEA: Yeah. So it's interesting to hear that that's a common experience, but if I were to raise my rates, the companies that were still going to be able to afford me were going to be companies whose products were not morally reprehensible, but not things that coincided with what I was trying to get out of my consulting business. So what I did instead was I said, “I'm specifically looking to work with organizations that are contributing to basic scientific research, improving access for underserved communities, and combating the effects of climate change,” and kept my rates effectively the same, but niche down the clientele to that. That ended up being kind of how I did it. I find that rates vary from client to client in part, because of what you were talking about, Casey, wherein you have to hit the right price in order to even get clients board in certain circumstances. CASEY: Right. CHELSEA: I don't know a good way to guess it. My technique for this, which I don't know if this is kosher to say, but my technique for this has been whoever reached out to me, interested in bringing me on as a consultant for that organization, I ask that person to do some research and figure out what rate I'm supposed to pitch. That has helped a lot because a lot of times my expectations have been wildly off in those circumstances. One time I had somebody say to me, this was for a custom workshop they wanted. I was like, “What should I charge?” And they were like, “I don't know, a few thousand.” I was like, “Is that $1,200? Is that $9,000? I don't know how much money that is,” and so they went back and then they came back and they were able to tell me more specifically a band. There was absolutely no way I would've hit that number accurately without that information. CASEY: Yeah, and different clients have different numbers. You setting your price standard flat across all customers is not a good strategy either. That's why prices aren't on websites so often. CHELSEA: Yeah. I find that it does depend a lot. There's similarly, like I said, a lot of my clients are clients who are contributing to basic scientific research are very often grant funded and grants funding is a very particular kind of funding. It can be intermittent. There has to be a skillset on the team for getting the grant funding. A lot of times, to be frank, it doesn't support the kinds of rates that somebody could charge hourly in a for-profit institution. So for me, it was worth it to make the choice that this is who I want to work with. I know that my rate is effectively capped at this, if I'm going to do that and that was fine by me. Although, I'm lying to say it was completely fine by me. I had to take a long, hard look in the mirror, while I was still in that last full-time job, and realize that I had become a person who gauged her self-worth by the salary that she commanded more than I was comfortable with. More than I wanted to. I had to figure out how to weaken that dependency before I was really able to go off and do my own thing. That was my experience with it. I'm curious whether y'all, well, in particular, Casey, did you find the same thing? CASEY: The self-worth by salary? CHELSEA: Yeah. CASEY: I felt that over time, yeah. Like I went from private sector big tech to government and I got a pay cut and I was like, “Ugh.” It kind of hurt a little and it wasn't even as much as I was promised. Once I got through the hiring process, it was lower than that and now I'm making way less. When I do my favorite impact thing, the board game, like if I made a board game about mental health for middle schoolers, which is something I really want to do, that makes less than anything else I could with my time. I'll be lucky to make money on that at all. So it's actually inverse. My salary is inversely proportional to how much impact I can have if I'm working anyway. So my dream is to have enough corporate clients that I can do half-time, or game impact, whatever other impact things I'm thinking about doing. I think of my impact a lot. Impact is my biggest goal, but the thing is salary hurts. If I don't have the salary and I want to live where I'm living and the lifestyle I have, I don't want to cut back on that and I don't need to, hopefully. CHELSEA: Right. CASEY: I'm hoping eventually, I'll have a steady stream of clients, I don't need to do the marketing and sales outreach as much and all those hours I kind of recoup. I can invest those in the impact things. I've heard people can do that. I think I'll get there. CHELSEA: No, I think you absolutely will. Mae, I'm curious as to your experience, because I know that you have a lot of experience with a similar calculation of determining which things are going to provide more income, which things are probably going to provide less income, and then balancing across a bunch of factors like money, but also impact, time spent, emotional drain, and all that stuff. MAE: Well, Chelsea. [laughter] I am a real merry go round in this arena. So before I became a programmer, I had a state job, I was well paid, and I was pretty set. Then I was a programmer and I took huge pay cut because I quit. I became a programmer when I was 37 years old. So I already had a whole career and to start at the beginning and be parallel with 20-year-old so it's not just like my salary, but also my level and my level of impact on my – and level of the amount of people who wanted to ask me for my advice [laughs] was significantly different. So like the ego's joking stopped and so when you mentioned the thing about identity. Doing any kind of consulting in your own deal is a major identity reorganization and having the money, the title, the clout, and the engagement. Like a couple years, I have spent largely alone and that is very different than working at a place where I have colleagues, or when I live somewhere and have roommates. But I have found signing up for lots and lots of different social justice and passion project things, and supporting nonprofits that I believe in. So from my perspective, I'm really offering a capacity building grant out of my own pocket, my own time, and my own heart and that has been deeply rewarding and maybe not feel much about my identity around salary. Except it does make me question myself as an adult. Like these aren't the best financial decisions to be making, [chuckles] but I get enough out of having made them that it's worth it to me. One of the things probably you were thinking of, Chelsea, we worked together a little bit on this mutual aid project that I took on when the pandemic started and I didn't get paid any dollars for that and I was working 18 hours a day on it, [chuckles] or something. So I like to really jump in a wholeheartedly and then once I really, really do need some dollars, then I figure something else out. That is kind of how I've ebbed and flowed with it. But mostly, I've done it by reducing my personal overhead so that I'm not wigged about the money and lowering whatever my quality-of-life spending goals [chuckles] are. But that also has had to happen because I have not wanted to and I couldn't get myself to get excited about marketing of myself and my whole deal. Like I legit still don't have a website and I've been in operation now since 2014 so that's a while. I meet people and I can demonstrate what it is and I get clients and for me, having only a few clients, there's dozens of people that work for each one. So it's more of an organization client than a bunch of individuals and I can't actually handle a ton. I was in a YCombinator thing that wanted me to really be reporting on income, growth rates, and all of these number of new acquisition things, and it just wasn't for me. Those are not my goals. I want to make sure that this nonprofit can help more people this year and that they can get more grant money because they know how many people they helped and that those people are more efficient at their job every day. So those are harder to measure. It's not quite an answer to your question, [laughs] but I took it and ran a little. CHELSEA: No, I appreciate that. There is a software engineer and a teacher that I follow on Twitter. His name is GeePawHill. Are y'all familiar with GeePawHill? MAE: No. CHELSEA: And he did a thread a couple of days ago that this conversation reminds me of and I found it. Is that all right if I read like a piece of it and paraphrase part of it? MAE: Yes, please. CHELSEA: Okay. So this is what he says. He says, “The weirdest thing about being a teacher for young geek minds: I am teaching them things…that their actual first jobs will most likely forbid them to do. The young'uns I work with are actually nearly all hire-able as is, after 18 months of instruction, without any intervention from me. The problem they're going to face when they get to The Show isn't technical, or intellectual at all. No language, or framework, or OS, or library, or algorithm is going to daunt them, not for long. No, the problem they're going to face is how to sustain their connection to the well of geek joy, in a trade that is systematically bent on simultaneously exploiting that connection while denying it exists and refusing any and all access to it. It is possible, to stick it out, to acquire enough space and power, to re-assert one's path to the well. Many have done it; many are doing it today. But it is very hard. Very hard. Far harder than learning the Visitor pattern, or docker, or, dart, or SQL, or even Haskell. How do you tell people you've watched “become” as they bathed in the cool clear water that, for some long time, 5 years or more, they must…navigate the horrors of extractive capitalist software development? The best answer I have, so far, is to try and teach them how and where to find water outside of work. It is a lousy answer. I feel horrible giving it. But I'd feel even more horrible if I didn't tell them the truth.” CASEY: I just saw this thread and I really liked it, too. I'm glad you found it. MAE: Oh, yeah. I find it honestly pretty inspiring, like people generally who get involved in the kinds of consulting gigs that we three are talking about, which is a little different than just any random consulting, or any random freelancing. CASEY: Like impact consulting, I might call that. MAE: Yeah. It's awesome if the money comes, but it's almost irrelevant [chuckles] provided that basic needs are meant. So that's kind of been my angle. We'll see how – talk to me in 20 more years when I'm [chuckles] trying to retire and made a lot of choices that I was happy with at the time. CASEY: This reminds me of a conversation I had with a friend who's an executive director of an orchestra in the nonprofit space and he was telling me that so many nonprofits shoot themselves in the foot by not doing enough fundraising, by not raising money, and that comes from not wanting to make money in a way because they're a nonprofit, money is not a motive, and everybody's very clear about that. That's noble and all, but it ends up hurting them because they don't have the money to do the impactful things they would as a nonprofit. Money is a necessary evil here and a lot of people are uncomfortable with it. Including me a lot of the time. Honestly, I have to tell myself not to. What would I tell a friend? “No, charge more money.” Okay, I guess I'll tell myself to do that now. I have this conversation with myself a lot. MAE: Yeah. I've been very aware that when I become anti-money, the well dries up. The money well. [laughs] CASEY: Yeah. MAE: And when I am respectful of and appreciative of money in the world, more comes my way. There is an internal dousing, I think that happens that one needs to be very careful about for sure. CASEY: One of the techniques I use with myself and with clients is a matrix where I write out for this approach, this thing that I'm thinking about how much money will it make, how much impact will it have on this goal, and all the different heuristics I would use to make the decision, or columns and all the options arose. I put numbers in it and I might weight my columns because money is less important than impact, but it's still important. It's there. I do all this math. In the end, the summary column with the averages roughly matches what's in my head, which is the things that are similar in my head are similar on paper, but I can see why and that's very clarifying for me. I really like being able to see it in this matrix form and being able to see that you have to focus on the money some amount. If you just did the high impact one, it wouldn't be on the top of the list. It's like, it's hard to think about so many variables at once, but seeing it helps me. CHELSEA: It is. GeePaw speaks to that some later in the thread. He says, “You've got to feed your family. You've got to. That's not negotiable. But you don't got to forget the well. To be any good at all, you have to keep finding the well, keep reaching it, keep noticing it. Doesn't matter whether it's office hours, or after hours. Matters whether you get to it. The thing you've got to watch, when you become a professional geek, isn't the newest tech, and it sure as hell isn't the org's process. You've got to watch whether, or how you're getting to the well. If you're getting to the well, in whatever way, you'll stay alive and change the world.” I think I'm curious as to y'all's thoughts on this, but like I mentioned earlier, I have a full-time job and I also do this consulting on the side. I also teach. I teach at the Master's program in computer science at University of Chicago. I do some mentoring with an organization called Emergent Works, which trains formerly incarcerated technologists. The work situation that I have pieced together for myself, I think manages to get me the income I need and also, the impact that I'm looking for and the ability to work with people and those kinds of things. I think my perspective at this point is that it's probably difficult, if it's realistic at all, to expect any one position to be able to meet all of those needs simultaneously. Maybe they exist, but I suspect that they're relatively few and far between and I think that we probably do ourselves a disservice by propagating this idea that what you need to do is just make yourself so supremely interview-able that everybody wants to hire you and then you get to pick the one position where you get to do that because there's only one in the entirety of tech, it's that rare. Sure, maybe that's an individualist way to look at it. But when we step back and look more closely, or when we step back and look more broadly at that, it's like, all right, so we have to become hypercompetitive in order to be able to get the position where we can make enough while helping people. Like, the means there seem kind of cutthroat for the ends, right? [laughs] CASEY: This reminds me of relationships, too and I think there's a lot of great parallels here. Like you shouldn't expect your partner to meet all of your needs, all of them. MAE: I was thinking the same thing! CASEY: Uh huh. Social, emotional, spiritual, physical, all your needs cannot possibly by one person and that is so much pressure to put on that person, CHELSEA: Right. CASEY: It's like not healthy. CHELSEA: Right. CASEY: You can choose some to prioritize over others for your partner, but you're not going to get a 100% of it and you shouldn't. CHELSEA: Well, and I find that being a conversation fairly regularly in monogamous versus polyamorous circles as well. Like, how much is it appropriate to expect of a partner? But I think it is a valid conversation to have in those circles. But I think that even in the context of a monogamous relationship, a person has other relationships—familial relationships, friend relationships—outside of that single romantic relationship. CASEY: Co-workers, community people, yeah. CHELSEA: Right. But even within that monogamous context, it's most realistic and I would argue, the most healthy to not expect any one person to provide for all of your needs and rather to rely on a community. That's what we're supposed to be able to do. CASEY: Yeah. MAE: Interdependence, not independence. CHELSEA: Right. CASEY: It's more resilient in the face of catastrophe, or change in general, mild, more mild change and you want to be that kind of resilient person for yourself, too. Just like you would do a computer system, or an organization. They should be resilient, too. MAE: Yes. CASEY: Your relationship with your job is another one. MAE: Totally. CHELSEA: Right. And I think that part of the reason the burnout is so quick – like the amount of time, the median amount of time that somebody spends at a company in tech is 2.2 years. MAE: I know, it's so weird. CHELSEA: Very few companies in tech have a large number of lifers, for example, or something like that. There are a number of reasons for that. We don't necessarily have to get into all of them, although, we can if you want. But I think one of them is definitely that we expect to get so much out of a full-time position. Tech is prone. due to circumstances of its origin, to an amount of idealism. We are saving the world. We, as technologists, are saving the world and also, we, as technologists, can expect this salary and we, as technologists, are a family and we play ping pong, and all of these things – [laughter] That contribute to an unrealistic expectation of a work environment, which if that is the only place that we are getting fulfillment as programmers, then people become unsatisfied very quickly because how could an organization that's simultaneously trying to accomplish a goal, meet all of these expect for everybody? I think it's rare at best. CASEY: I want to bring up another example of this kind of thing. Imagine you're an engineer and you have an engineering manager. What's their main job? Is it to get the organization's priorities to be done by the team, like top-down kind of thing? We do need that to happen. Or is it to mentor each individual and coach them and help them grow as an engineer? We need that somewhere, too, yeah. Or is it to make the team – like the team to come together as a team and be very effective together and to represent their needs to the org? That, too, but we don't need one person to do all three of those necessarily. If the person's not technical, you can get someone else in the company to do technical mentorship, like an architect, or just a more senior person on, or off the team somewhere else. But we put a lot of pressure on the engineering managers to do that and this applies to so many roles. That's just one I know that I can define pretty well. There's an article that explains that pretty well. We'll put in the show notes. MAE: Yes! So what I am currently doing is I have a not 40 hours a week job as an engineering manager and especially when I took the gig, I was still doing all of these pandemic charity things and I'm like, “These are more important to me right now and I only have so many hours in the day. So do you need me to code at this place? I can, but do you need me to because all those hours are hours I can go code for all these other things that I'm doing,” and [laughs] it worked. I have been able to do all three of the things that you're talking about, Casey, but certainly able to defer in different places and it's made me – this whole thing of not working full-time makes you optimize in very different ways. So I sprinkle my Slack check-ins all day, but I didn't have to work all day to be present all day. There's a lot that has been awesome. It's not for everyone, but I also have leaned heavily on technical mentorship happening from tech leads as well. CASEY: Sounds good. MAE: But I'm still involved. But this thing about management, especially in tech being whichever programmer seems like the most dominant programmer is probably going to be a good needs to be promoted into management. Just P.S. management is its own discipline, has its own trajectory and when I talk to hiring managers and they only care about my management experience in tech, which is 6 years, right? 8, but I have 25 years of experience in managing. So there's a preciousness of what it is that we are asking for the employees and what the employees are asking of the employer, like you were talking about Chelsea, that is very interesting. It's very privileged, and does lead a lot of people to burnout and disappointment because their ideas got so lofty. I just want to tie this back a little bit too, something you read in that quote about – I forget the last quote, but it was something about having enough to be able to change the world and it reminded me of Adrienne Maree Brown, pleasure activism, emergent strategy, and all of her work, and largely, generations of Black women have been saying, “Yo, you've got to take care [chuckles] of yourself to be able to affect change.” Those people have been the most effective and powerful change makers. So definitely, if you're curious about this topic, I urge you to go listen to some brilliant Black women about it. CASEY: We'll link that in the show notes, too. I think a lot about engineering managers and one way that doesn't come up a lot is you can get training for engineering managers to be stronger managers and for some reason, that is not usually an option people reach for. It could happen through HR, or it could happen if you have a training budget and you're a new EM, you could use your training budget to hire coaching from someone. I'm an example. But there's a ton of people out there that offer this kind of thing. If you don't learn the leadership skills when you switch roles, if you don't take time to learn those skills that are totally learnable, you're not going to have them and it's hard to apply them. There's a lot of pressure to magically know them now that you've switched hats. MAE: And how I don't understand why everyone in life doesn't have a therapist, [laughs] I don't understand why everyone in life doesn't have multiple job coaches at any time. Like why are we not sourcing more ideas and problem-solving strategies, and thinking we need to be the repository of how to handle X, Y, Z situation? CASEY: For some reason, a lot of people I've talked to think their manager is supposed to do that for them. Their manager is supposed to be their everything; their boss. They think the boss that if they're bad, you quit your job. If they're good, you'll stay. That boss ends up being their career coach for people, unless they're a bad career coach and then you're just stuck. Because we expect it so strongly and that is an assumption I want everyone listening to question. Do you need your manager at work to be that person for you? If they are, that's great. You're very fortunate. If not, how can you find someone? Someone in the community, a friend, family member, a professional coach, there's other options, other mentors in the company. You don't have to depend on that manager who doesn't have time for you to give you that kind of support. CHELSEA: So to that end, my thinking around management and mentorship changed about the time I hit – hmm. It was a while ago now, I don't know, maybe 6 years as a programmer, or something like that. Because before that, I was very bought into this idea that your manager is your mentor and all these types of things. There was something that I realized. There were two things that I realized. The first one was that, for me, most of my managers were not well set up to be mentors to me and this is why. Well, the truth is I level up quickly and for many people who are managers in a tech organization, they were technologists for 3 to 5 years before they became managers. They were often early enough in their career that they didn't necessarily know what management entailed, or whether they should say no based on what they were interested in. Many managers in tech figure out what the job is and then try to find as many surreptitious ways as possible to get back into the code. MAE: Yeah. CHELSEA: Additionally, many of those managers feel somewhat insecure about their weakening connection to the code base of the company that they manage. MAE: Yeah. CHELSEA: And so it can be an emotionally fraught experience for them to be mentor to someone whose knowledge of the code base that they are no longer in makes them feel insecure. So I learned that the most effective mentors for me – well, I learned something about the most effective mentors for me and I learned something of the most effective managers for me. I learned that the most effective managers for me either got way out ahead of me experience wise before they became managers, I mean 10 years, 15 years, 20 years, because those are not people who got promoted to management because they didn't know to say no. Those are people who got promoted to management after they got tired of writing code and they no longer staked their self-image on whether they're better coders than the people that they manage. That's very, very important. The other type of person who was a good manager for me was somebody who had never been a software engineer and there are two reasons for that. First of all, they trended higher on raw management experience. Second of all, they were not comparing their technical skillset to my technical skillset in a competitive capacity and that made them better managers for me, honestly. It made things much, much easier. And then in terms of mentors, I found that I had a lot more luck going outside of the organization I was working for mentors and that's again, for two reasons. The first one is that a lot of people, as they gain experience, go indie. Just a lot of people, like all kinds. Some of my sort of most trusted mentors. Avdi Grimm is somebody I've learned a lot from, indie effectively at this point. GeePawHill, like I mentioned, indie effectively at this point. Kenneth Mayer, indie effectively at this point. And these are all people who had decades of experience and the particular style of programming that I was doing very early in my career for many years. So that's the first reason. And then the second reason is that at your job, it is in your interest to succeed at everything you try—at most jobs. And jobs will tell you it's okay to fail. Jobs will tell you it's okay to like whatever, not be good at things and to be learning. But because if I'm drawing a paycheck from an organization, I do not feel comfortable not being good at the thing that I am drawing the paycheck for. MAE: Same. CHELSEA: And honestly, even if they say that that's the case, when the push comes to shove and there's a deadline, they don't actually want you to be bad at things. Come on! That doesn't make any sense. But I've been able to find ambitious projects that I can contribute to not for pay and in those situations, I'm much more comfortable failing because I can be like, “You know what, if they don't like my work, they can have all their money back.” And I work on a couple projects like that right now where I get to work with very experienced programmers on projects that are interesting and challenging, and a lot of times, I just absolutely eat dirt. My first PR doesn't work and I don't know what's wrong and the whole description is like somebody please help and I don't feel comfortable doing that on – if I had to do it at work, I would do it, but I'm not comfortable doing it. I firmly believe that for people to accelerate their learning to their full capacity for accelerating their learning, they must place themselves in situations where they not only might fail, but it's pretty likely. Because that's what's stretching your capacity to the degree that you need to get better and that's just not a comfortable situation for somewhere that you depend on to make a living. And that ended up being, I ended up approaching my management and my mentorship as effectively mutually exclusive things and it ended up working out really well for me. At this particular point in time, I happened to have a manager who happened to get way out ahead of me technically, and is willing to review PRs and so, that's very nice. But it's a nice-to-have. It's not something that I expect of a manager and it's ended up making me much more happy and manage relationships. MAE: I agree with all of that. So well said, Chelsea. CHELSEA: I try, I try. [laughs] Casey, are there things that you look for specifically in a manager? CASEY: Hmm. I guess for that question, I want to take the perspective inward, into myself. What do I need support on and who can I get that from? And this is true as also an independent worker as a consultant freelancer, too. I need support for when things are hard and I can be validated from people who have similar experiences, that kind of like emotional support. I need technical support and skills, like the sales I don't have yet and I have support for that, thank goodness. Individuals, I need ideally communities and individuals, both. They're both really important to me and some of these could be in a manager, but lately, I'm my own manager and I can be none of those things, really. I'm myself. I can't do this external support for myself. Even when I'm typing into a spreadsheet and the computer's trying to be a mirror, it's not as good as talking to another person. Another perspective that I need support on is how do I know what I'm doing is important and so, I do use spreadsheets as a mirror for that a lot of the time for myself. Like this impact is having this kind of magnitude of impact on this many people and then that calculates to this thing, maybe. Does that match my gut? That's literally what I want to know, too. The numbers aren't telling me, but talking to other people about impact on their projects really kind of solidifies that for me. And it's not always the client directly. It could be someone else who sees the impact I'm having on a client. Kind of like the manager, I don't want to expect clients to tell me the impact I'm having. In fact, for business reasons, I should know what the impact is myself, to tell them, to upsell them and continue it going anyway. So it really helps me to have peers to talk through about impact. Like that, too types of support. What other kinds of support do you need as consultants that I didn't just cover? MAE: I still need – and I have [laughs] hired Casey to help me. I still need a way to explain what it is that I am offering and what the value of that really is in a way that is clear and succinct. Every time I've gone to make a website, or a list of what it is that I offer, I end up in the hundreds of bullet points [laughs] and I just don't – [overtalk] CASEY: Yeah, yeah. MAE: Have a way to capture it yet. So often when people go indie, they do have a unique idea, a unique offering so finding a way to summarize what that is can be really challenging. I loved hearing you two when you were talking about knowing what kinds of work you want to do and who your ideal customer is. Those are things I have a clearer sense of, but how to make that connection is still a little bit of a gap for me. But you reminded me in that and I just want to mention here this book, The Pumpkin Plan, like a very bro business book situation, [chuckles] but what is in there is so good. I don't want to give it away and also, open up another topic [laughs] that I'll talk too long about. So I won't go into it right now, but definitely recommend it. One of the things is how to call your client list and figure out what is the most optimal situation that's going to lead toward the most impact for everybody. CASEY: One of the things I think back to a lot is user research and how can we apply that this business discovery process. I basically used the same techniques that were in my human computer interaction class I took 10, or 15 years ago. Like asking open ended questions, trying to get them to say what their problems are, remembering how they said it in their own words and saying it back to them—that's a big, big step. But then there's a whole lot of techniques I didn't learn from human computer interaction, that are sales techniques, and my favorite resource for that so far is called SPIN selling where SPIN is an acronym and it sounds like a wonky technique that wouldn't work because it's just like a random technique to pull out. I don't know, but it's not. This book is based on studies and it shows what you need to do to make big ticket sales go through, which is very different than selling those plastic things with the poppy bubbles in the mall stand in the middle of the hallway. Those low-key things they can manipulate people into buying and people aren't going to return it probably. But big-ticket things need a different approach than traditional sales and marketing knowledge and I really like the ideas in SPIN selling. I don't want to go into them today. We'll talk about it later. But those are two of the perspectives I bring to this kind of problem, user research and the SPIN selling techniques. I want to share what my ideal client would be. I think that's interesting, too. So I really want to help companies be happier and more effective. I want to help the employees be happier and more effective, and that has the impact on the users of the company, or whoever their clients are. It definitely impacts that, which makes it a thing I can sell, thankfully. So an organization usually knows when they're not the most happy, or the most effective. They know it, but my ideal client isn't just one that knows that, but they also have leadership buy-in; they have some leader who really cares and can advocate for making it better and they just don't know how. They don't have enough resources to make it happen in their org. Maybe they have, or don't have experience with it, but they need support. That's where I come in and then my impact really is on the employees. I want to help the employees be happier and more effective. That's the direct impact I want, and then it has the really strong, indirect impact on the business outcomes. So in that vein, I'm willing to help even large tech companies because if I can help their employees be happier, that is a positive impact. Even if I don't care about large tech companies' [chuckles] business outcomes, I'm okay with that because my focus is specifically on the employees. That's different than a lot of people I talk to; they really just want to support like nonprofit type, stronger impact of the mission and that totally makes sense to me, too. MAE: Also, it is possible to have a large and ever growing equitably run company. It is possible. I do want to contribute toward that existing in the world and as much as there's focus on what the ultimate looking out impact is, I care about the experience of employees and individuals on the way to get there. I'm not a utilitarian thinker. CASEY: Yeah, but we can even frame it in a utilitarian way if we need to. If we're like a stakeholder presentation, if someone leaves the company and it takes six months to replace them and their work is in the meantime off board to other people, what's the financial impact of all that. I saw a paper about it. Maybe I can dig it up and I'll link to it. It's like to replace a person in tech it costs a $100K. So if they can hire a consultant for less than a $100K to save one person from leaving, it pays for itself. If that number is right, or whatever. Maybe it was ten employees for that number. The paper will say much better than I will. CHELSEA: I think that in mentioning that Casey, you bring up something that businesses I think sometimes don't think about, which is some of the hidden costs that can easily be difficult to predict, or difficult to measure those kinds of things. One of the hidden costs is the turnover costs is the churn cost because there's how much it takes to hire another person and then there's the amount of ramp time before that person gets to where the person who left was. CASEY: Right, right, right. CHELSEA: And that's also a thing. There's all the time that developers are spending on forensic software analysis in order to find out all of the context that got dropped when a person left. CASEY: Yeah. The one person who knew that part of the code base, the last one is gone, uh oh. CHELSEA: Right. CASEY: It's a huge trust. And then engineering team is often really interested in conveying that risk. But if they're not empowered enough and don't have enough bandwidth time and energy to make the case, the executive team, or whoever will never hear it and they won't be able to safeguard against it. MAE: Or using the right language to communicate it. CASEY: Right, right. And that's its own skill. That's trainable, too thankfully. But we don't usually train engineers in that, traditionally. Engineers don't receive that training unless they go out of their way for it. PMs and designers, too, honestly. Like the stakeholder communication, everybody can work on. MAE: Yeah. CASEY: That's true. MAE: Communication. Everyone can, or not. Yes. [laughs] I learned the phrase indie today. I have never heard it and I really like it! It makes me feel cool inside and so love and – [overtalk] CASEY: Yeah, I have no record label, or I am my own record label, perhaps. MAE: Yo! CASEY: I've got one. I like the idea of having a Patreon, not to make money, but to have to help inspire yourself and I know a lot of friends have had Patreons with low income from it and they were actually upset about it. So I want to go back to those friends and say, “Look, this prove some people find value in what you're doing.” Like the social impact. I might make my own even. Thank you. MAE: I know I might do it too. It's good. That's good. CHELSEA: Absolutely. Highly recommended. One thing that I want to take away is the exercise, Casey, that you were talking about of tallying up all of the different things that a given position contributes in terms of a person's needs. Because I think that an exercise like that would be extremely helpful for, for example, some of my students who are getting their very first tech jobs. Students receive a very one-dimensional message about the way that tech employment goes. It tends to put set of five companies that show remain unnamed front and center, which whatever, but I would like them to be aware of the other options. And there is a very particular way of gauging the value of a tech position that I believe includes fewer dimensions than people should probably consider for the health of their career long-term and not only the health of their career, but also their health in their career. CASEY: One more parting thought I want to share for anyone is you need support for your career growth, for your happiness. If you're going to be a consultant, you need support for that. Find support in individuals and communities, you deserve that support and you can be that support for the people who are supporting you! It can be mutual. They need that, too.

DIAGNÓSTICO GRATUITO GROWTH MACHINE: https://bit.ly/diagnosticogratuitoanchor PRESENTE PARA OS OUVINTES: https://bit.ly/3ScUNnK LINK DO YOUTUBE: https://bit.ly/3pQd0M8 . No programa de hoje vamos bater um papo sobre o livro Spin Selling, a verdadeira bíblia do mundo de vendas! . Nesse episódio, vamos conversar com Davi Botelho, que hoje atua como Sales Enablement Specialist na Growth Machine e é responsável pela capacitação e treinamento de toda equipe de vendas. Botelho já foi encarregado pelas áreas de prospecção da Psafe (unicornio brasileiro) e da própria Growth. Hoje ele é o detentor do record da taxa de converção da Growth Machine, com um percentual de conversão de 100% do funil de vendas. . Host: Thiago Reis Convidado: Davi Botelho Time Growth: Caio Lima e Lucas Gaspar. . Concurso no Instagram: Comente, marque 3 colegas e compartilhe no post que estará no @growthmachinebr e tenha a chance de ganhar o livro Spin Selling de Neil Rackham!

DIAGNÓSTICO GRATUITO GROWTH MACHINE: https://bit.ly/diagnosticogratuitoanchor PRESENTE PARA OS OUVINTES: https://bit.ly/3ScUNnK LINK DO YOUTUBE: https://bit.ly/3pQd0M8 . No programa de hoje vamos bater um papo sobre o livro Spin Selling, a verdadeira bíblia do mundo de vendas! . Nesse episódio, vamos conversar com Davi Botelho, que hoje atua como Sales Enablement Specialist na Growth Machine e é responsável pela capacitação e treinamento de toda equipe de vendas. Botelho já foi encarregado pelas áreas de prospecção da Psafe (unicornio brasileiro) e da própria Growth. Hoje ele é o detentor do record da taxa de converção da Growth Machine, com um percentual de conversão de 100% do funil de vendas. . Host: Thiago Reis Convidado: Davi Botelho Time Growth: Caio Lima e Lucas Gaspar. . Concurso no Instagram: Comente, marque 3 colegas e compartilhe no post que estará no @growthmachinebr e tenha a chance de ganhar o livro Spin Selling de Neil Rackham!

Stop Drinking Garbage! Get out of the candy store you're not a kid anymore. # great boo reviews: "Radical Candor" by Kim Scott, "Traction" by Gabriel Weinberg and Justin Mares, "Spin Selling" by Neil Rackham.

Brian talks about the advantages to slow selling fro Neil Rackham's book, SPIN Selling. https://www.youtube.com/watch?v=smEDWeDjMVY Transcription Advantages to Slow Selling, SPIN Selling a review. Hi I'm Brian Pombo, welcome back to Brian J. Pombo Live. Today we're going to be talking a little bit about this and a little bit about the concepts that were brought out by this book SPIN Selling, by Neil Rackham. You could tell this isn't a book, this is a collection of CDs, an abridged version of his book is just something I had available in front of me here that this was a real and I have to thank Sam Ovens was the one that tipped me off to how good this one was, it came out in 88. And it's one of those that isn't brought up very often SPIN Selling, it's an acronym, SPIN, it's for Situation, Problem, Implication, Need. And what that means is, it's a process that he takes people through to do consultative selling. So it's all about the slow sale and he talks about that early on discussing how, if you have certain products that are made for everybody that are impulse buys, then it doesn't take a whole lot of salesmanship to sell them. It doesn't take that long if it takes a conversation, it takes a quick conversation, it takes, you know, a little bit of a demonstration, it takes some shown showing you why you need it. And you either want it or you don't want it and you buy it. That's all fine and good. There's a huge value to that as soon as you go up in price, and further in how much time the product or service takes to complete or to be able to move on. Or let's say it's an ongoing product, some type of deal where you're going to be paying forever, you know, if you're talking about that, then a lot of times you're going to need some form of consultative selling, you're going to take a longer time to go about selling something to someone, explain it to them probably take more than one touch. It'll probably take more than one situation when people talk about selling they talk about as if it's all the same thing. Where if you're selling something that's very simple and very straightforward, and it's a low price, that's a whole different situation than selling somebody on something that is a larger price is going to take more commitment. It's going to take a whole lot of back and forth from the person that's purchasing or from their company or what have you. Then you've got a longer process on your hands. And you've got to be open to having a longer process, you got to be open to willing to have a little bit of a back and forth. Like I talked about being relationship reliant is a huge piece of this. And so you're going to want to develop some type of relationship long-term with the potential customer or client. Now that's where this comes in. He was one of the first ones to really talk about this in mass nowadays, it's talked about all over the place. But this is great if just for the historical benefit of going back and reading or listening to spins online. Excellent, excellent book. And there's a lot of pieces in it that I would say, have possibly changed, but it's very principle-based. So the ideas in it are very useful, especially if you don't have any salespeople, direct salespeople in your organization. If you have an e-commerce website, and you have no one on salespeople whatsoever. I highly recommend that you read books, and listen to conversations about selling one on one selling because you can take that and develop it into your marketing into your website into all the things that do the selling for you. But if you don't have any concept of that if you have no background in that, then it's a little bit more difficult. So that's why I always tend to mix one on one sales with marketing because in the end marketing is nothing more than one on one sales. I think it was Gary Bencivenga says, sales multiplied its sales in many different forms and able to reach...

Brian talks about the advantages to slow selling fro Neil Rackham’s book, SPIN Selling. Transcription Advantages to Slow Selling, SPIN Selling a review. Hi I’m Brian Pombo, welcome back to Brian J. Pombo Live. Today we’re going to be talking a little bit about this and a little bit about the concepts that were brought […] The post Advantages To Slow Selling

Einwandbehandlung und Abschlusstechniken sind die Königsdisziplinen im Vertrieb. Nicht. Grundlage für jeden persönlichen Verkauf ist vielmehr die Sales und Lead-Qualifizierung: Nur wenn ich alle wichtigen Infos über den Kunden habe, kann ich: Entscheiden, ob es Sinn macht, ein Angebot zu erstellen und bewerten, ob der Kunde auch ein zufriedener Nutzer oder Anwender meiner Lösung wird.   Für Sales Teams ist eine gute und systematische Sales Qualifizierung entscheidend für den Erfolg: Sie führt zu mehr Umsatz durch höhere Produktivität Sie erlaubt genauere Prognosen und Sales-Forecasts Sie reduziert den Aufwand für falsche Kunden und Angebote Sie führt damit zu höherem Profit Durch ein gemeinsames Verständnis für Kunden und Vertriebsprozess schweißt sie Vertriebsteams zusammen   In dieser Folge erfährst Du, warum die Kundenergründung entscheidend für den Erfolg im Vertrieb ist. Warum der Verkauf über den Preis in Verderben führt und nicht alle Leads gleich sind.

En este episodio te compartiré lo que aprendí del mejor libro de ventas que he leído en toda mi vida «SPIN Selling». Este libro y este método fue desarrollado por Neil Rackham, quien dirigía una agencia de ventas por llamadas de teléfono. SPIN Selling es el mejor método de venta validado disponible hoy. Desarrollado a […] La entrada Episodio 89: SPIN Selling – Incrementa tus ventas se publicó primero en Moises Leon. Su autor es Moisés León.

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Why another podcast on sales? Surely out of the 500 million podcasts humanity has covered all there is on sales right? Well no.... here's the problem: Research tells us the average sales teams look like this: 57% of reps miss targets 66% have no intelligent forecasting 85% have no data on propensity to purchase The problem is massive in small to medium enterprise, sales people are often thrown into the deep end with any methodology of play books. Often sales people are either left to their own devices or worse they ignore the implemented sales playbooks thinking 'i know best' - which only results in underperformance. What is a sales playbook? A methodology + technology that is personalised to your people and business. It is a playbook that all in the business can understand, use and execute together in synchronicity. Let's get practice - the three methodologies we cover in the podcast are below. Note - we believe a methodology should be memorable and if a rep can remember it, they can do it. If they can't or don't learn it, then they clearly won't be using the methodology. Three examples that I think can be really useful for SMEs: 1/ Spin Selling A great book by Neil Rackham, go get it rom iTunes or Amazon. SPIN is an acronym for the four types of questions salespeople should ask their clients: Situation, Problem, Implication, and Need-Payoff. These questions help reps identify pain points and challenges and use their own creativity around these topics to explore and build rapport with the customer. 2/ 6 Steps to Sales (Or any agreed outcome via a meeting) Agenda: Global & Specific Position: Check In Fact Find: Identify Anchors / Problems Presentation: Solutions to Anchors, Specifics Summary: Services, Fees, Actions Open: Confirm steps, agreement & alignment 3/ MEDDIC During the sales process catalogue information against these 6 criteria Metrics: What economic metrics tell us we've achieved success? Economic buyer: Who holds the signature to sign off? Decision process: How will this purchase be made? What are the mutually agreed steps or the steps the purchase needs to follow? Decision criteria: What are the specific criteria the decision will be made against (both formal and informal)? Identify pain: What pain in the organisation is causing this purchase? Champion: Who is selling on your behalf when you are not there? How can a business leader apply this? Find out what your teams are currently doing, see what works, what doesn't. Ask different team members what the sales process is, see what aligns. Build your own! Take the best of many methodologies and apply to your own situation. Talk to us! Visit www.blirt.com.au

En este episodio hablamos con Gerardo Rodríguez, autor del podcast Cállate y Vende, el podcast de ventas más escuchado en México. Experto vendedor con años de experiencia, Gerardo nos comparte consejos y mucha energía vendedora en nuestra charla, además de ver: La habilidad que necesita tener sí o sí un emprendedor Cómo manejar objeciones y qué es la 'objeción real' Qué actitud debes aplicar para no intimidar a tu cliente 2 Tips indispensables para aumentar tus ventas La herramienta que Gerardo recomienda para todo vendedor y empresario     ENLACES DE INTERÉS: Libros recomendados:  - Little Red Book of Selling, de Jeffrey Gitomer: http://amzn.to/2DBa1zH - Spin selling, de Neil Rackham: http://amzn.to/2DDojzD - El poder del ahora, de Eckhart Tolle: http://amzn.to/2n9vTIf   Herramienta recomendada: CRM de Hubspot: https://www.hubspot.es/products/crm   Dónde encuentras a Gerardo: - En su Facebook: @cabrondelasventas - En su Instagram: @cabrondelasventas - En su web: http://callateyvende.com/   En esta página encuentras las notas del episodio de hoy: https://librosparaemprendedores.net/mpe014 ________ Episodio patrocinado por Instituto de Emprendedores: Conoce el Plan Midas, 5 fases y 10 pasos para pasar de no tener ni siquiera una idea de negocio a tener una empresa de éxito, funcionando, generando ingresos y calidad de vida para ti y los tuyos. Enfócate en conseguir tus metas con una empresa que te proporcione los mejores resultados. El Instituto de Emprendedores te da el plan de ruta para alcanzarlo. Contenidos, cursos y coaching grupal con Luis Ramos, de Libros para Emprendedores. Consigue tus metas, ¡AHORA!  ________ ¿Necesitas un hosting de garantías para tu página web? ¿Rápido y con el mejor servicio al cliente? En Libros para Emprendedores utilizamos Siteground, porque nos da flexibilidad, rapidez en el servidor y rapidez en el servicio. Habiendo probado muuuuchas otras opciones, nos quedamos con Siteground, porque por muy poco más, obtienes mucha más calidad y tranquilidad. Haz click aquí para obtener un 60% de descuento al contratar tu servidor Siteground: https://librosparaemprendedores.net/siteground   _______________      Esta es nuestra página oficial de Facebook: https://librosparaemprendedores.net/facebook  Además, recuerda que puedes suscribirte al podcast en: - Nuestra página: https://librosparaemprendedores.net/feed/podcast - iTunes: https://itunes.apple.com/mx/podcast/libros-para-emprendedores/id1076142249?l=es - Youtube: http://www.youtube.com/c/LibrosparaemprendedoresNet - Spotify: https://open.spotify.com/show/0qXuVDCYF8HvkEynJwHULb - iVoox: http://www.ivoox.com/ajx-suscribirse_jh_266011_1.html - Spreaker: 

Existe un método de ventas que te permite no ser agresivo con tu cliente al intentar cerrar una venta, te permite ser un consultor que se preocupa por su cliente y ofrece soluciones a los problemas del cliente, consiguiendo así tener clientes agradecidos.Ese método lo vamos a revisar hoy con nuestro primer libro de ventas, SPIN Selling, de Neil Rackham, en el que veremos como el resultado de más de 35,000 estudios sobre ventas son analizados durante 12 años, y dan como resultado el primer libro de ventas respaldado científicamente, y de revisión obligatoria por todo aquel que se dedique a vender y a estar en contacto con clientes. Hosted on Acast. See acast.com/privacy for more information.

Existe un método de ventas que te permite no ser agresivo con tu cliente al intentar cerrar una venta, te permite ser un consultor que se preocupa por su cliente y ofrece soluciones a los problemas del cliente, consiguiendo así tener clientes agradecidos.Ese método lo vamos a revisar hoy con nuestro primer libro de ventas, SPIN Selling, de Neil Rackham, en el que veremos como el resultado de más de 35,000 estudios sobre ventas son analizados durante 12 años, y dan como resultado el primer libro de ventas respaldado científicamente, y de revisión obligatoria por todo aquel que se dedique a vender y a estar en contacto con clientes. Hosted on Acast. See acast.com/privacy for more information.

Existe un método de ventas que te permite no ser agresivo con tu cliente al intentar cerrar una venta, te permite ser un consultor que se preocupa por su cliente y ofrece soluciones a los problemas del cliente, consiguiendo así tener clientes agradecidos.Ese método lo vamos a revisar hoy con nuestro primer libro de ventas, SPIN Selling, de Neil Rackham, en el que veremos como el resultado de más de 35,000 estudios sobre ventas son analizados durante 12 años, y dan como resultado el primer libro de ventas respaldado científicamente, y de revisión obligatoria por todo aquel que se dedique a vender y a estar en contacto con clientes. Hosted on Acast. See acast.com/privacy for more information.