Real Relationships Real Revenue - Audio Edition | Invest in Relationships to Build Your Business and Your Career

In this episode of Real Relationships Real Revenue, we are talking about something that is rarely done with service-based offerings. It's a pro-ninja tip that I think is going to help you a lot in certain situations. I'm sharing why from time to time, you want to provide options for your clients to move forward. When it's clear that there's one offer, you want to go down that road. However, there are times when the client isn't sure how they want to proceed so you'll want to give them a few different options to choose from. Topics We Cover in This Episode: When to provide options The power of three when providing options The benefits of providing a good, better, and best option Providing options is a great way to get your client to agree to work with you when they aren't sure what is best for them. Just make sure to avoid providing too many options. Three really is the magic number in this case. When you use this construct, make it as simple as possible. Make it clear what the value, work, and investment is. You want to get into your consulting mode and make it clear what is the best option for them. For more tips on talking about money, make sure to check out my conversation with Maria Kelly linked below. It was an excellent conversation and I know you'll enjoy it. Resources Mentioned: Listen to my conversation with Maria

In this episode of Real Relationships Real Revenue, we are talking about the principle that we need to make everything cost something. We all know that there is no such thing as a free lunch. Many times clients will ask for something at a lower rate or they'll ask for something to be thrown in for free. There will be times when you do that. However, in this episode, we are talking about negotiating a specific project and why you should always ask for something in return. Topics We Cover in This Episode: Healthy negotiations. Why everything has to cost something Why exact prices are trusted more When your client asks for something, you have to ask for something in return. That is the bottom line. If they call and ask for a favor, take your time and think about what you can ask for in return. You don't want to make it too easy for them. This will help you get farther faster. It's also important to remember that you'll get more wins by not rounding the number of your price. Keep it exact and you will build more trust and increase your ability to raise prices going forward. Check out the research on why rounded prices should be avoided at the link below! Resources Mentioned: Check out the research on why you should use exact prices

This week we have been talking all about money. In this episode of Real Relationships Real Revenue, we are talking about the idea that what costs more is worth more. We have all heard the saying "you get what you pay for." In general, what costs more is more desirable, and this is important to keep in mind when you consider your pricing. Topics We Cover in This Episode: What to think about if you are more expensive Why people want you more if you own your pricing Why it's a vote of confidence when people think you're expensive If you own your pricing and talk about it calmly, people will want you more. Do you want a car that is cheaper or more expensive? The mental heuristic is what costs more is more desirable. So don't doubt yourself if you're more expensive. Own your pricing. Get aligned. If you share how great you are and you have high pricing, it all makes sense. It is a wonderful compliment when someone says that you are expensive. That is actually a vote of confidence. Conley's research on this topic is extremely interesting and I highly recommend you read it if you want to dig in deeper. Resources Mentioned: Check out Conley's research on pricing

So far we have covered how to have the right mindset when talking about money, and in this episode of Real Relationships Real Revenue, we are talking about how to price your offers. There are two specific anchors that you want to think about when you talk about the value of your pricing so that clients are compelled to work with you. Topics We Cover in This Episode: What the value anchor is Why estimates are fine when talking with clients What the price anchor is Setting your price anchor at a rate that will keep you in the game This stuff is so important so you don't want to go into the money conversation without thinking of these things beforehand. Get your team together and think long and hard about what your desired price is and set your price anchor at the maximum level. There is so much contextual significance that there's no way I could tell you what's right or wrong. It all depends on the context! If you want to learn more, I highly recommend you check out Galinsky's research on this topic. There's a lot of very good information in there. Resources Mentioned: Check out Galinsky's research on price offers as anchors

This week on Real Relationships Real Revenue, we are talking all about money. In this episode, we are diving into the topic of money mindset. How you talk about money matters. Many people wilt when it comes to the money conversation. It's so important that you're engaged when you talk about money and how great your work is with confidence. Topics We Cover in This Episode: Auditing how you talk about money Why bad experiences outweigh good experiences The importance of speaking with confidence about money You are the expert. You know what clients can do and what they can't do. You should have the same level of confidence when you talk about your expertise as you do when you talk about money. Bring up your pricing just like you do with everything else. Hold your shoulders back, use a calm tone, and just be confident. Make sure to check out the Baumeister study. It's classic peer-reviewed literature, and it's really powerful stuff. Resources Mentioned: Read the Baumeister study

How do you position yourself uniquely so that you can win more often? In this episode of Real Relationships Real Revenue, I'm diving into the topic of positioning. I have found that this is very rarely taught but it's a critical skill to make yourself unique in the mind of the buyer. I'm sharing tips for creating your three key messages, how to become more memorable, pro tips for communicating, and so much more so that you can truly stand out amongst the competition. Topics We Cover in This Episode: The law of positioning Why people don't care about your accolades The three words to use when talking to a client Why three is the perfect number Why you need to include three reasons a client should work with you The research that supports this method Why 3s and 4s are more memorable The three levels at which you might talk about your positioning Why it's up to you to determine how to add more value The five things you need to choose your three key messages The four reasons that clients choose someone else When to be bold in your positioning Using one to two words per message How exactly to word your three messages The benefits of using rhyming or alliteration It is up to you to figure out how you're clearly going to add more value than anybody else. Boil it down to three things, because that's more believable and memorable to your clients. Show how in this exact position, you are going to provide a unique value. Make sure your team is on board so everything is aligned and make sure you learn how to communicate effectively using the tips I shared today so that clients will choose you more often. If you do these things right and embed them in your habits, you can use them forever! Resources Mentioned: Read the Cryder research Read Dr. Suzanne Shu's research Read the Rouder research about 3s Check out the positioning Wikipedia page Get the Al Ries and Jack Trout book on positioning Read the study about rhyming

The last few episodes have been all about positioning yourself uniquely in the mind of your client or decision-maker. You'll want to use these methods and frameworks every time you are speaking with a client and especially when the stakes are high. You want them to see you as the only one who can give them what they are looking for. In this episode of Real Relationships Real Revenue, I'm sharing some pro tips on how exactly you can communicate these three messages more effectively. Topics We Cover in This Episode: Using one to two words per message How exactly to word your three messages The benefits of using rhyming or alliteration You're striving for simplicity, believability, the benefit to your client, and all these other things that we've been talking about in these episodes. The last thing I want is for you to do all of the work to come up with your unique positioning and then not communicate them effectively. If you do these things right and embed them in your habits, you can use them forever. If you want to learn more about the study of why rhyming is so effective, check it out here. It's a super interesting study. Resources Mentioned: Read the study about rhyming

In the last few episodes, we have talked all about the science of positioning. We talked about how to show your clear value and how to be more believable and memorable to clients when you're sharing why they should work with you. In this episode of Real Relationships Real Revenue, we're talking about how to get your team together to have a discussion on the five key elements to arrive at your three key messages. Topics We Cover in This Episode: The five things you need to choose your three key messages The four reasons that clients choose someone else When to be bold in your positioning This is a very important conversation and you want to have it at the very beginning of this process. If you do this, then throughout your communication, proposal, and any other formal or informal process when the stakes are high, you will have your three key messages ready to go which will set you apart. Your team will buy into this better if they're the ones shaping it, so make sure to get everyone involved in the process. When you do it upfront, everything is aligned throughout the entire process. Make sure to check out the Wikipedia page on positioning. You can also grab the Al Ries and Jack Trout book on positioning if you want to go deeper and make sure to get the 20th-anniversary edition NOT the original because it has pictures and illustrations. Resources Mentioned: Check out the positioning Wikipedia page Get the Al Ries and Jack Trout book on positioning

In the last couple of episodes, we talked about the power of positioning. We covered how you can communicate value to your client and the importance of using three reasons to make it more believable. In this episode of Real Relationships Real Revenue, we are diving into how using three is more memorable as well. Topics We Cover in This Episode: Why 3s and 4s are more memorable The three levels that you might talk about your positioning Why it's up to you to determine how to add more value It is up to you to figure out how you're clearly going to add more value than anybody else. Boil it down to three things, because that's more believable and memorable to your clients. Show how in this exact position, you are going to provide a unique value. Don't just rely on simple marketing-driven differentiation. I want you to go up two notches to the "deal" level and help them understand how you are truly unique and how working with you will benefit them. Make sure to check out the research about why 3s are more memorable. Resources Mentioned: Read the Rouder research about 3s

This week we are talking about positioning and how you can communicate your value in a way that's memorable and clearly benefits the client, so you can start getting chosen more often. In this episode of Real Relationships Real Revenue, I'm diving into the Power of Three and why it matters when talking to clients. Topics We Cover in This Episode: Why three is the perfect number Why you need to include three reasons a client should work with you The research that supports this method Having too many reasons a client should work with you is too confusing; having too few reasons can be confusing as well. There is research that shows three is the perfect number of reasons you should include when talking to a potential client about why they should work with you. If you want to learn more about the research about this from Dr. Suzanne Shu, make sure to check it out here. This study is actually quite readable and the concept is incredibly powerful so I highly recommend that you dig in. Resources Mentioned: Read Dr. Suzanne Shu's research: https://doi.org/10.1509/jm.11.0504

How do you position yourself uniquely so that you can win more often? In this episode of Real Relationships Real Revenue, I'm diving into the topic of positioning. I have found that this is very rarely taught but it's a critical skill to make yourself unique in the mind of the buyer. Topics We Cover in This Episode: The law of positioning Why people don't care about your accolades The three words to use when talking to a client People don't care about your accolades, they care about how you are going to impact them. So try to avoid talking too much about yourself when speaking to clients. Simple messages win. You want to shape the decision criteria and convey your messages so that it shows a clear benefit to the client. This may seem nebulous, but I'm going to give you the process of how to accomplish this over the next couple of videos. Make sure to check out the Cryder research that I mentioned in this episode. This research is incredibly powerful and I think you'll really enjoy it. Resources Mentioned: Read the Cryder research: https://doi.org/10.1016/j.obhdp.2012.08.002

Storytelling is an incredibly powerful tool for business growth. It's even more important than most people realize. Studies show that when people create a story around facts, it drastically increases the ability of people to remember those facts. This week on Real Relationships Real Revenue, I'm sharing the elements that make up a compelling story and the most important types of stories that you need to have ready to go to really make an impact on your clients. Topics We Cover in This Episode: Why storytelling is important How stories help people remember what they're told How stories connect people The power of using words that convey the five senses The importance of taking stories seriously What the Call is in a story Using a hero and a villain in your story When the hero accepts the Call How to use the Call when you talk to clients What needs to be included in the Conflict How to choose the elements to highlight in your conflict The most critical part of sharing the Conflict in your story The importance of cutting out the extra detail and only including what's important to the recipient What to cover during the Conclusion Why stories fall flat without the Conclusion Why you should never skip over this part of your story Why you need to have an origin story The elements to include in your origin story Why you need to have a client success story How many client success stories you need How to perfect your stories Storytelling is an incredibly powerful way to get people to remember you and connect with you on a deeper level. When used in business, you can wow your clients by telling compelling stories that illustrate your expertise and experiences. By including the three essential elements of your story: the Call, the Conflict, and the Conclusion, you will deliver more powerful stories that people can't help but remember. It's so important that you don't take these stories for granted. Take the time to figure them out. If you pay attention to the key stories and really tighten the screws, you will use them forever and your time spent will be well worth it. Resources Mentioned: Check out Dr. Bollinger's study Listen to my conversation with Nancy about storytelling Learn more about Joseph Campbell Check out The Power of Myth by Joseph Campbell and Bill Moyers Watch The Power of Myth videos with Joseph Campbell Listen to my origin story

We have covered the three powerful elements of a story - the Call, the Conflict, and the Conclusion. In today's episode of Real Relationships Real Revenue, we are going to learn about the most important types of stories that you'll want to have memorized and ready to go so that you can share them whenever you need a compelling allusion. Topics We Cover in This Episode: Why you need to have an origin story The elements to include in your origin story Why you need to have a client success story How many client success stories you need How to perfect your stories It's important that you really take the time to get these stories right. Your origin story should be only a few minutes but it should give a really compelling story about why you do what you do and how you came to have the expertise you have. You should have as many client success stories as you have offers. That way, no matter what offer you're talking about, you have an engaging and compelling story ready to share with that client. It's so important that you don't take these stories for granted. Take the time to figure them out. If you pay attention to the key stories and really tighten the screws, you will use them forever and your time spent will be well worth it. Resources Mentioned: Listen to my origin story

In the last couple of episodes, we covered the first two elements of storytelling - the Call and the Conflict - and why they are so important to your stories. In today's episode of Real Relationships Real Revenue, I'm talking about the third and final element, the Conclusion. In my opinion, this is the most important piece of the puzzle… but so many people miss it. They all think it ends when the hero accomplishes the goal, but it doesn't! The Conclusion is where you summarize the impact of what really happened. Topics We Cover in This Episode: What to cover during the Conclusion Why stories fall flat without the Conclusion Why you should never skip over this part of your story This part of the story is where you really stick the landing. By sharing everything that came out of the story, you really get to share the massive impact that you were able to achieve. You show the clients what is possible in these types of situations. Now that we have concluded covering the elements of a story and why they all matter, in the next video I'm going to be sharing some important types of stories that you want to have memorized and ready to go so that you can use them over and over again. Resources Mentioned: Watch The Power of Myth videos with Joseph Campbell

This week on Real Relationships Real Revenue, we have been diving into the power and science of storytelling in business. There are three main elements to a great story and they are the Call, the Conflict, and the Conclusion. In the last episode, we talked about the Call, and in this episode, we are talking more about the Conflict and why it matters in your storytelling. Topics We Cover in This Episode: What needs to be included in the Conflict How to choose the elements to highlight in your conflict The most critical part of sharing the Conflict in your story The importance of cutting out the extra detail and only including what's important to the recipient When explaining the Conflict to your client, you want to eliminate the extraneous detail and only highlight the elements of the story that are important to the client and show them how you can move their life forward. This is a critical part of telling a good story. A great conflict helps everyone achieve more than they ever thought possible. The setup is in the Call where everyone is reluctant, but the Conflict is where you can truly show how much is really possible when you work together. Up next, we are diving into the Conclusion. It's extremely powerful but it is the most often missed element of storytelling and I can't wait to share how you can use it in your storytelling. Resources Mentioned: Learn more about Joseph Campbell Check out The Power of Myth by Joseph Campbell and Bill Moyers

For any great story, there are three major elements. Based on Joseph Campbell's work, we know that those three major elements are the Call, the Conflict, and the Conclusion. These elements are all you need to create a great story. In this episode of Real Relationships Real Revenue, I am diving into the Call. Topics We Cover in This Episode: What the Call is in a story Using a hero and a villain in your story When the hero accepts the Call How to use the Call when you talk to clients There's a reason that visionaries like George Lucas use Joseph Campell's strategy for storytelling. It's profoundly impactful and makes your audience feel a deep connection to you and what you're telling them. It's easy to want to skip the Call in your story altogether and go straight to the win, but you have to take the time to set the story up properly for it to have the impact you want it to. In the next couple of episodes, we are going to be diving into the Conflict and the Conclusion and how to use them in your storytelling. Resources Mentioned: Listen to my conversation with Nancy about storytelling

Storytelling is an incredibly powerful tool for business growth. It's even more important than most people realize. Studies show that when people create a story around facts, it drastically increases the ability of people to remember those facts. Topics We Cover in This Episode: Why storytelling is important How stories help people remember what they're told How stories connect people The power of using words that convey the five senses The importance of taking stories seriously Not only do stories help us remember what we're being told, but they also help us become part of the story as we hear it. That makes it hugely connective to the person telling the story and why it is so impactful. In the next couple of episodes, I'm going to be covering how you construct a story, how you get the benefits, the top stories that you need to memorize and practice, and so much more. But today, I want to emphasize the importance of taking this seriously. Don't just wing it! It's so powerful when used correctly. If you do it right, people are going to remember more about you and they're going to feel more connected to you. Check out the Bauer and Clark study: https://www.semanticscholar.org/paper/Narrative-stories-as-mediators-for-serial-learning-Bower-Clark/a0afe969bac3536ec69c15f4a5c499b5473f61d0

This week we are diving into how you can use Building Everything Together or the IKEA effect to win over your clients. This means you're going to co-create the proposals, contracts, and the way that you do business with your clients in a way that gives them some incremental buy-in on how you're going to do the work. This is an incredibly powerful method to use in business. In this episode, we dive into what the IKEA method is, how to use it during formal processes, having the investment conversation, getting incremental yeses, and what to do when things go wrong. These tips will help you stand out from the competition and get those clients to buy-in to your offer. Tune in to find out more about: The optimal way to use the IKEA effect with your clients The four incremental yeses you're looking for What to do if your clients are not engaged Using a call to get the first three yeses Why assumptions made in a formal proposal don't work Tips for co-creating with a client Why you shouldn't avoid the financial conversation How to share your number verbally with your client, not in a proposal Why we want to talk about finances in person with our clients The mindset shift needed when using the IKEA effect The importance of engaging the IKEA effect as much as you can Tips for co-creation within the formal process What to do when priorities change What to do when the timeline changes What to do when the team changes What to do when there are issues around finances By getting your clients involved in the way you do business, you're giving yourself an edge over the competition and ensuring that you stand out. Don't be afraid to utilize the IKEA effect or Building Everything Together. Even if you don't think you have any room to use this method, you probably still do, you just need to shift your mindset. Don't waste your time or your clients' time using methods that don't work. Make the most of your efforts and increase buy-in drastically by co-creating the perfect offer with your clients! Mentioned in this episode: The IKEA effect: when labor leads to love https://dash.harvard.edu/handle/1/12136084 Listen to my interview with Mike Duffy: https://video.realrelationshipsrealrevenue.com/what-business-development-really-means-according-to-mike-duffy/ Check out my talk with Jeff Berardi: https://video.realrelationshipsrealrevenue.com/what-business-development-really-means-according-to-jeff-berardi/ Check out my conversation with Brent Atkins: https://video.realrelationshipsrealrevenue.com/brent-atkins-favorite-business-development-strategy/ Learn from Debby Moorman about how she uses Build Everything Togethe: https://video.realrelationshipsrealrevenue.com/debby-moormans-favorite-business-development-strategy/

Today is the final video on Building Everything Together. In this episode, I want to share the four things that can go wrong, and what to do about them. Just because things go wrong doesn't mean that you give up. There are things you can do to adjust and move forward regardless of the issues that come up.Today we will cover what happens when: 1. Priorities change 2. The timeline changes 3. The team changed 4. There are issues around the finances You have to avoid getting discouraged when things go wrong. These kinds of things come up. You can't control what happens to you, but you can control how you react. So decode which of those four is the issue. And then with grace, empathy, and extreme helpfulness, you go back to the client and you co-create the solution. You can engage the IKEA effect during these solutions to help everybody achieve what they want to achieve. When issues arise, it always comes down to one of these four things. Once you know what it is, you can work with your clients to help them help you come to the right conclusion. Mentioned in this episode: Learn from Debby Moorman about how she uses Build Everything Together: https://video.realrelationshipsrealrevenue.com/debby-moormans-favorite-business-development-strategy/

Many people think that they can't use the IKEA effect with their clients because of their limited access to the decision-makers in the business. It's important that you don't think this way. Though your ability to use the IKEA effect in a formal process is limited, the science is still sound. Here are the things we will be talking about to explain the IKEA effect in formal processes: 1. The mindset shift needed when using the IKEA effect 2. The importance of engaging the IKEA effect as much as you can 3. Tips for co-creation within the formal process Do not compare formal processes against informal processes and just say "I can't do it because I can't do what I can do over here." That's the wrong comparison. Only compare yourself against your competition. The key is to find out how you can engage the IKEA effect in those formal processes more than your competitors are. When you take the time to brainstorm all of the ways you can use the IKEA effect during these processes, that's where you will unlock the winning strategies. You're really smart. You're going to come up with the best solutions, but so is your competition. A bigger differentiator is how you engage in the process rather than the proposal you write. Mentioned in this episode: Check out my conversation with Brent Atkins: https://video.realrelationshipsrealrevenue.com/brent-atkins-favorite-business-development-strategy/

Getting the investment right is an important part of working out a deal. In this episode, we will be building on what we talked about in the last couple of episodes about the framework and science behind the IKEA effect. Today, we are diving into getting the investment right. The conversation that's about the investment is the one that's missed the most, but it is an incredibly important piece that you should face head-on. Here's what you'll learn about the investment conversation today: 1. Why you shouldn't avoid the financial conversation 2. How to share your number verbally with your client, not in a proposal 3. Why we want to talk about finances in person with our clients The way that you talk about money is actually more important than the dollars and cents themselves. The key is to say your numbers with confidence, in person. Avoid writing up a big fancy proposal that has everything and then send it over and hope and pray that it's going to work out. You can lower the scope if the price is too high. You get the verbal commitment if it's good, but either way, have the conversation in person. In the next video, we will be going into the topic of formal processes. Regardless of who you work with, you can use Building Everything Together in your formal processes and I'll show you how to do that. Mentioned in this episode: Check out my talk with Jeff Berardi: https://video.realrelationshipsrealrevenue.com/what-business-development-really-means-according-to-jeff-berardi/

In the last episode, I talked about engaging your clients using the IKEA effect. In this episode, I'm going to be drilling deeply into the first three incremental yeses you want to get: the goals, the processes, and the team. People buy into what they help create, and these tips I'm sharing with you today will help you make it happen. Here's what you'll learn in this episode: 1. Using a call to get the first three yeses 2. Why assumptions made in a formal proposal don't work 3. Tips for co-creating with a client It is so easy to think for different reasons that you shouldn't engage the client in co-creation. Maybe it's you want to retain your expertise and you want to be the ones that should tell them what to do. Maybe you're afraid to ask. There can be 100 reasons, and you need to let them go. If this is important to the client, they will engage. Not only will they engage, but they will like the output even better. You also get to show your expertise more powerfully in a live setting. If something is preventing you from trying this out. Get rid of it, because this stuff works. Mentioned in this episode: Listen to my interview with Mike Duffy: https://video.realrelationshipsrealrevenue.com/what-business-development-really-means-according-to-mike-duffy/

This week we are talking about what I like to call "Building Everything Together." Essentially this is how you're going to co-create the proposals, the contracts, and the way you're going to do business with your client. It's called the IKEA effect, and it's incredibly powerful. Today we will be talking about 1. The optimal way to use the IKEA effect with your clients 2. The four incremental yeses you're looking for 3. What to do if they're not engaged The moral of the story is that it doesn't matter the role, the title, or the level of the person in an organization. If working with you is important to them, they will engage in building everything together. If working with you is not important to them, they will tell you they don't want to engage or they'll show it through their actions. Don't judge people by their words, judge them by their actions. If you engage in this idea of the building everything together process or the science called the IKEA effect, you will have massive success because you get out and you quit pursuing. If they do engage, you know you've got something meaty and you're going to have the impact that you want to have. In the next few episodes, I'm going to show you how to engage in those four big yeses that you want and so much more. Mentioned in this episode: The IKEA effect: when labor leads to love https://dash.harvard.edu/handle/1/12136084

This week we are talking about how to create curiosity. This is a really interesting topic because hardly anybody talks about the importance of creating curiosity. In this episode, we'll be going through how to leverage it as a useful business tool and ensure success in our business relations. We'll be discussing things like WHY curiosity is so important, how to create it during and in between meetings, how to use curiosity to make a good first impression, and when to really go the extra mile. Tune in to find out more about: Why curiosity is an intrinsic motivator How curiosity creates a heightened sense of arousal How curiosity allows you to remember more Why you should ask for more data to analyze with the intention to share results during the next meeting When to introduce an idea about process improvement or timeline as a next step How to suggest an introduction to somebody who has experience in the area of discussion Why you should suggest setting up a tailored brainstorming session Ways to hint at something that's coming without fully giving it away How to time these hints strategically throughout your meetings Why you shouldn't ignore using curiosity as a helpful business tool How to frame the problem you solve When to have a dialogue to ensure understanding Why you should state what you do How to use the unexpected to drive curiosity How to add value to your interactions with others The importance of creating enjoyable experiences Retaining the attention of your clients throughout your business relationship (starting even with your very first introduction) is important and vital to the productivity of that relationship. Make the most of your time - and the most of your clients' time - by delivering an experience that keeps your prospects present and involved. Keep the curiosity going! Mentioned in this episode: This is Your Brain on Curiosity: TEDx Talk with Matthais Gruber https://www.youtube.com/watch?v=SmaTPPB-T_s The Top 3 Things You Need to Implement from Luke Burgis, Author of Wanting https://www.bunnellideagroup.com/the-top-3-things-you-need-to-implement-from-luke-burgis-author-of-wanting/ The Top 3 Things You Need to Implement from Ron Tite, Author of Think. Do. Say. https://audio.realrelationshipsrealrevenue.com/the-top-3-things-you-need-to-implement-from-ron-tite-author-of-think-do-say/ How to Use Customer Experience and Marketing to Create and Close More Opportunities, with Jay Baer https://video.realrelationshipsrealrevenue.com/how-to-use-customer-experience-and-marketing-to-create-and-close-more-opportunities-with-jay-baer/ Glen Jackson on Preeminence – What You Need To Succeed https://video.realrelationshipsrealrevenue.com/glen-jackson-on-preeminence-what-you-need-to-succeed/

This week on Real Relationships Real Revenue, we are focusing on relationships. I'm going to give you a ton of steps and mindset tips about how to deepen your relationships. A great deal can make your year, but a great relationship can make your career. In this episode, I'm sharing the science of building relationships and the science of likeability. Topics We Cover in This Episode: Commonality Frequency Mutual benefit Balance Uniqueness Don't fall into the trap of thinking that likeability is innate. It's not! It's a learnable skill and you can get better at it. You can take these tips and dial up your likeability for your most important relationships. Make sure to check out this free mini-course called BD Habits. This will help you dig way deeper into how to create a system to manage your opportunities, manage your relationships, and manage yourself. Resources Mentioned: Check out BD Habits

Today we're talking about how to add value to your interactions with clients when there's nothing to really purchase in the moment. Reliability is important, but sometimes going the extra mile is worth more. Do things without asking. It could be as small as a handwritten note. And because of that small extra effort, that small unexpected gesture, you will add value to yourself in the eyes of your client because they associate you with going above and beyond! This episode will cover things like: Using the unexpected to drive curiosity Adding value to your interactions with others Creating enjoyable experiences Incorporating this "Do the Unexpected" principle into your interactions with other people will help to build your business relationships and encourage loyalty. If you enjoyed listening today, tune in to the next episode of Real Relationships Real Revenue where we'll be wrapping up our series on using curiosity to advance your business! Mentioned in this episode: Glen Jackson on Preeminence – What You Need To Succeed: https://video.realrelationshipsrealrevenue.com/glen-jackson-on-preeminence-what-you-need-to-succeed/

First impressions are a very powerful thing. When you first introduce yourself to a new client or prospect, it's better to avoid simply stating your role within your company or business. Why? It leaves no room for curiosity! There's no conversation or active listening happening in this kind of single-phrase interaction that's going on. Meeting somebody for the first time is where the curiosity should really begin! Here are the three steps to creating a more engaging introduction: Frame the problem you solve Have a dialogue to ensure understanding State what you do Having an exchange about your position and your role allows for the person you're meeting to fully understand the scope of your responsibilities. It also turns a typically one-sided interaction into a conversation, which helps to begin to build that relationship. If you're looking to leverage curiosity in all aspects of your business, be sure to tune in as we get into this curiosity series. Mentioned in this episode: How to Use Customer Experience and Marketing to Create and Close More Opportunities, with Jay Baer: https://video.realrelationshipsrealrevenue.com/how-to-use-customer-experience-and-marketing-to-create-and-close-more-opportunities-with-jay-baer/

In our last episode, we talked about how to introduce cliffhangers to create excitement and anticipation between meetings. Today, we'll be discussing how to create that engagement DURING meetings! Today we'll be talking about: Ways to hint at something that's coming without fully giving it away How to time these hints strategically throughout your meetings Why you shouldn't ignore using curiosity as a helpful business tool Retaining the attention of your clients during your meetings is vital to the success and productivity of those appointments. Make the most of your time - and the most of your clients' time - by delivering a meeting that keeps your prospects present and involved. Don't be afraid to use curiosity as an advantage in your business development meetings. One of the worst mistakes you can make is overlooking it as a useful tool to help you generate enthusiasm and keep the ball rolling! I am looking forward to diving into this even further on the next episode, so be sure to tune in as we get into this curiosity series. Mentioned in this episode: The Top 3 Things You Need to Implement from Ron Tite, Author of Think. Do. Say. https://audio.realrelationshipsrealrevenue.com/the-top-3-things-you-need-to-implement-from-ron-tite-author-of-think-do-say/

Today we're talking about how to break up information into digestible and attractive portions, and how to deliver those portions in ways that intrigue and excite your prospects. The best way to gain that momentum and anticipation in your business development meetings is to end the meeting with a cliffhanger. There a few different kinds of cliffhangers you can utilize in this way, and that's what I'll be covering in this episode: Ask for more data to analyze with the intention to share results during the next meeting Introduce an idea about process improvement or timeline as a next step Suggest an introduction to somebody who has experience in the area of discussion Suggest setting up a tailored brainstorming session As you listen to the ways you can use each of these cliffhangers to your advantage, you'll realize how many opportunities there really are to entice your client and get them excited for their next meeting with you. It's okay to spread your agenda out over multiple meetings instead of crowding every topic into a single appointment. Keep your clients engaged and ready to take next steps with you! I am looking forward to diving into this even further on the next episode, so be sure to tune in as we get started in this curiosity series. Mentioned in this episode: The Top 3 Things You Need to Implement from Luke Burgis, Author of Wanting: https://www.bunnellideagroup.com/the-top-3-things-you-need-to-implement-from-luke-burgis-author-of-wanting/

This week we are talking about how to create curiosity. This is a really interesting topic because hardly anybody talks about creating curiosity. During a normal sales process, everything's about us. Today we are talking about why you should be flipping this to the buyer. Today we are covering the three big scientific elements that allow us to leverage curiosity. 1. Curiosity is an intrinsic motivator 2. Curiosity creates a heightened sense of arousal 3. Curiosity allows you to remember more As you tune in to hear me cover these three elements, you will see why these are the kind of things that you want to give your client. It's a great experience to help them feel the feeling of curiosity. Avoid trying to do too much too fast and you will allow your clients to feel comfortable taking the next step with you. Don't try to close the deal on your first meeting. Spreading out your conversations over a couple of meetings will encourage the buyer to take the next step with you without feeling pushed. I am looking forward to diving into this even further in the next episode, so be sure to tune in as we get started in this curiosity series. Mentioned in this episode: This is Your Brain on Curiosity: TEDx Talk with Matthais Gruber https://www.youtube.com/watch?v=SmaTPPB-T_s

Mo Bunnell reveals the number one skill for creating incredible growth in your career and for deepening relationships in general. Learn the frameworks for asking great questions and how they create a triple win for you and your prospect, the six types of questions you can ask to go deeper and build trust and rapport with anyone, and the biggest mistake you need to avoid for great questions to be effective. Asking Great Questions that Work Hand in Hand with Your Business Growth Strategy Asking great questions gets you a triple win. The first being it creates an enjoyable experience for the other side. When people share information only they know (self-disclosing information), the pleasure center of their brain lights up. The second win is that you also become more likable. As people answer great questions, talking more while you talk less, the more they associate you with feeling great. The third win is that it allows you to become unique in the mind of the buyer. As they begin sharing, you are going to learn their priorities in their words. Being able to talk about what you do in the context of the other person's goals and priorities is way more effective. When at all possible, avoid going first. If you have to, make your intro brief and shift quickly to asking the other person about their goals. People are dying to share their perspective, give that opportunity to them. You're going to win the meeting if the other person talks more than you do. Avoid showing up with a big and clunky Powerpoint, focusing on you. Get to the other person as quickly as possible and offer ways to be helpful. How Asking Past & Future Related Questions Affects the Success of Your Business Growth Strategy Make sure you're getting the other side to share their personal perspective, something that only they know. Questions focused on the past and the future are great starting places for teasing out that information. Past questions include: "What historical data should we use to benchmark the future improvements we're talking about?", "What's your #1 learning from leading teams on initiatives like this from the past?", "What's the most important experience you've had that's gotten you to this role?", "What would you say has historically been the most important characteristics of an external partner like us?" Future questions get people thinking of ways they want to create value and advance things. Examples include: "What do you think this would look like if it was working well?", "How much do you think we can improve that important metric you mentioned in three years?", "How would people feel if we did it the way you would like?", "What would your role look like if there were no restrictions on you?", and "What's the number one thing I can do to be helpful in following up?" Avoid asking stock questions, they just reveal that you haven't done your homework. Customize the questions to show you are paying attention and care about the other person's business. Use This in Your Business Growth Strategy: Ask Elevating Questions During Sales Calls Future questions ask people to articulate what they think a future should look like. Elevating questions explore the present at a high level. Examples include: "How do you think your CEO sees this fitting in with your overall strategy?", "What are the most important personal metrics for you this year, and how does this issue impact them?", "What's your favorite thing about your job right now?", "If you had to choose some personal metrics right now that would elevate your profile and get you a big bonus, what would they be?" For questions around a specific issue, you're focusing on the opposite of elevate and paying more attention to today at a detailed level. Examples include: "If you had to pick one process or step that was the most important to get right, what would it be?", "If you could choose one quick win we could focus on and accomplish, what would it be?", "What one person should we give some extra attention to in the meeting next week?", and "What's the number one thing we can improve in regards to our teams working together?" These style of questions require you to do your homework, but if you can design a great question you will get the other person thinking deeply and helping them understand themselves even better. You will probably only have the opportunity to ask four or five great questions over the course of an hour. Think deeply about the questions you want to ask. How Connection Questions are Key to any Business Growth Strategy Connection questions are all about lateral thinking and how things fit together. The goal is to use them to get hired, develop trust, and be helpful in general. Examples include: "What other projects or teams might benefit from knowing what we're considering?", "What other external partners should we connect with to make things easier?", "What connections can I make for you inside the company?", "What kinds of updates would be most helpful for me to give yo

Research has shown that for commonly used skills, we drastically overestimate our abilities. In one particular study, people's average percentile ability in the test skill was 12%, but they rated themselves on average at 62%. Asking great questions is the lynchpin. Earned dogmatism is a mental heuristic that says that the more we view ourselves as an expert in an area, the more close minded we become. The skills of curiosity and learning that got us our expertise wane over time unless we fight against the tendency. If you want to continue deepening relationships, you need to fight earned dogmatism by asking more questions instead of always talking about answers all the time. Wake up every morning and try to think you don't know everything about your craft so you're open to continuing to learn. If you can walk into every conversation with the beginner's mind, you have a chance to grow your skills and keep getting better. Mentioned in this Episode: Henning Streubel's Favorite Business Development Strategy - podcasts.apple.com/us/podcast/real-relationships-real-revenue-video-edition/id1504330338?i=1000558839387

Connection questions are all about lateral thinking and how things fit together. The goal is to use them to get hired, develop trust, and be helpful in general. Examples include: "What other projects or teams might benefit from knowing what we're considering?", "What other external partners should we connect with to make things easier?", "What connections can I make for you inside the company?", "What kinds of updates would be most helpful for me to give you around the topic?" The next category is more focused on what's missing. Ironically, these kinds of questions are the most interesting and most commonly skipped. Examples include: "What should we have discussed about this potential project but didn't?", "What other data should we begin to collect now so that we have a benchmark to prove success?", "What kinds of people are you looking to meet?", "What can I do to be helpful that we haven't discussed yet?" These sorts of questions are very thought provoking and great to drop into the middle of a meeting or near the end. The trap to avoid is over indexing on your initial questions and not focusing on the questions you will use to wrap up the conversation. Mentioned in this Episode: Debby Moorman on Sales – Time To Get Great At Business Development - podcasts.apple.com/us/podcast/real-relationships-real-revenue-video-edition/id1504330338?i=1000547399956

Future questions ask people to articulate what they think a future should look like. Elevating questions explore the present at a high level. Examples include: "How do you think your CEO sees this fitting in with your overall strategy?", "What are the most important personal metrics for you this year, and how does this issue impact them?", "What's your favorite thing about your job right now?", "If you had to choose some personal metrics right now that would elevate your profile and get you a big bonus, what would they be?" For questions around a specific issue, you're focusing on the opposite of elevate and paying more attention to today at a detailed level. Examples include: "If you had to pick one process or step that was the most important to get right, what would it be?", "If you could choose one quick win we could focus on and accomplish, what would it be?", "What one person should we give some extra attention to in the meeting next week?", and "What's the number one thing we can improve in regards to our teams working together?" These style of questions require you to do your homework, but if you can design a great question you will get the other person thinking deeply and helping them understand themselves even better. You will probably only have the opportunity to ask four or five great questions over the course of an hour. Think deeply about the questions you want to ask. Mentioned in this Episode: What Business Development REALLY Means, According to Mike Duffy - podcasts.apple.com/us/podcast/real-relationships-real-revenue-video-edition/id1504330338?i=1000539740375

Make sure you're getting the other side to share their personal perspective, something that only they know. Questions focused on the past and the future are great starting places for teasing out that information. Past questions include: "What historical data should we use to benchmark the future improvements we're talking about?", "What's your #1 learning from leading teams on initiatives like this from the past?", "What's the most important experience you've had that's gotten you to this role?", "What would you say has historically been the most important characteristics of an external partner like us?" Future questions get people thinking of ways they want to create value and advance things. Examples include: "What do you think this would look like if it was working well?", "How much do you think we can improve that important metric you mentioned in three years?", "How would people feel if we did it the way you would like?", "What would your role look like if there were no restrictions on you?", and "What's the number one thing I can do to be helpful in following up?" Avoid asking stock questions, they just reveal that you haven't done your homework. Customize the questions to show you are paying attention and care about the other person's business. Mentioned in this Episode: What Business Development REALLY Means, According to Brian Caffarelli - podcasts.apple.com/us/podcast/real-relationships-real-revenue-video-edition/id1504330338?i=1000554062611

Asking great questions gets you a triple win. The first being it creates an enjoyable experience for the other side. When people share information only they know (self-disclosing information), the pleasure center of their brain lights up. The second win is that you also become more likable. As people answer great questions, talking more while you talk less, the more they associate you with feeling great. The third win is that it allows you to become unique in the mind of the buyer. As they begin sharing, you are going to learn their priorities in their words. Being able to talk about what you do in the context of the other person's goals and priorities is way more effective. When at all possible, avoid going first. If you have to, make your intro brief and shift quickly to asking the other person about their goals. People are dying to share their perspective, give that opportunity to them. You're going to win the meeting if the other person talks more than you do. Avoid showing up with a big and clunky Powerpoint, focusing on you. Get to the other person as quickly as possible and offer ways to be helpful. Mentioned in this Episode: "Disclosing information about the self is intrinsically rewarding" - research article by Diana I. Tamir - pnas.org/doi/10.1073/pnas.1202129109 "It Doesn't Hurt to Ask: Question-Asking Increases Liking." Huang, Karen, et al. Journal of Personality and Social Psychology, vol. 113, no. 3, 2017, pp. 430–452. - doi.org/10.1037/pspi0000097

Mo Bunnell breaks down the Herrmann Brain Dominance Instrument and reveals the key insights into how you can tailor your communication to win with anyone and everyone. Learn about the one thing that analytical thinkers care about more than anything, why the top priority of relational thinkers is safety, how to build and convey trust with relational thinkers, and what makes experimental thinkers say yes. Breaking Down the Herrmann Brain Dominance Instrument to Understand 4 Communication Styles How the brain is wired is an emerging science. What we learned in the 40's, 50's, and 60's no longer applies. Research has shown that the brain has a hub and spoke model and is very elastic and flexible. This is the way that the Herrmann Brain Dominance Instrument views the brain and explains how we communicate. The four hubs of how the brain operates act in opposing pairs. Analytical/Blue thinking is all about logic, running the number, and making sure everything makes sense. The opposite hub is Relational/Red. That's where you think about others and the people on your team and is more emotive. The other pair is Experimental/Yellow and Practical/Green. When we think experimentally, we think in big visions and very intuitively. Practical thinking is about coming up with the details of getting something done. When you put the stats together, 95% of people have more than one strong preference. The vast majority of people have two, three, or all four ways of thinking. Avoid the trap of communicating in the way you would purchase something because you aren't going to connect with them as well as you could if you can flex into their way of communicating. Listen for the clues and identify what the other side prioritizes, then adapt your communication to that. 4 Communication Styles: How to Win Over Analytical Thinkers When you're dealing with a high analytical thinker, you should get to the point. To know someone is an analytical thinker, they are often brief and to the point and focus more on the numbers. Make it clear that your solution is the highest ROI option available. You may not know what else they are looking at but you can make it very clear about how much money they will save or how much value they will get, and present your price with confidence. Make it clear to talk about outcomes and pricing and have a great ROI, and you will win. In terms of flexing into this space, it's not about being ridiculously precise. It's more about the way you talk than the exact numbers. Discuss things in numbers, KPIs, outcomes, and fee structures. As long as you're discussing logic and numbers with analytical thinkers, you're going to win the day. 4 Communication Styles: How to Win Over Practical Thinkers Practical thinkers want details and all their questions drive around one thing: making a safe choice. Give them everything they need to make you the safe choice, whether that's timelines, hours invested, or the list of things that can go wrong and what you will do when that happens. Be early on everything. Arrive to meetings early, and deliver work ahead of schedule. If you're doing things early, you're sending a message that you are the safe choice. Avoid the trap of skipping over the details. Engage on the details and dive into them to reassure the other person that you are the safe and correct choice. This doesn't always have to be done by you as long as the person who's responsible for the client communicates that. 4 Communication Styles: How to Win Over Relational Thinkers For high Relational/Red thinkers, you're going to hear a lot of questions around trust and connectivity. Relational decision-makers are looking for answers to three questions: Do I trust you personally? Do I trust your team is going to make my team better? Do I trust that you are going to deliver an amazing result for everyone involved? Prioritize showing and building trust in those three ways. Do things that are trustworthy. Share what you're not good at or what you won't do as part of the project if someone else would be better, and guide them to the right investment. Play the long game at every turn and communicate to them that you have their back, and you will help them achieve their goals. The biggest opportunities to build trust are when there is not something to purchase. Stay in touch in the off-season and invest in the relationship even when there is no commercial opportunity. If you can do that and be helpful all the time, not just when you're being paid, you are going to always be the first consideration. 4 Communication Styles: How to Win Over Experimental Thinkers Experimental thinkers are looking for the big picture. You're going to see clues around themes, outcomes, brand, and vision. They are looking for the right strategic fit. For the work that needs to be done, are you known for that thing? Once you find that you're talking to an Experimental thinker, talk about a clear vision around what you're known for, and the high-level future state

Experimental thinkers are looking for the big picture. You're going to see clues around themes, outcomes, brand, and vision. They are looking for the right strategic fit. For the work that needs to be done, are you known for that thing? Once you find that you're talking to an Experimental thinker, talk about a clear vision around what you're known for, and the high-level future state of what you can provide them. Doing things in a fresh, new, or innovative way will get you some bonus points. A clever way or alliteration to describe what you do appeals directly to the way Experimental people think. Leave things at a high level but let them know that your team will take care of the details. Strive for simplicity when you are talking to an Experimental thinker and it will go a long way. Avoid the trap of letting them zig and zag too much. Give them the flexibility to change the order but also try to bring them back in. Offer new ideas and approaches and always tie the work back into the strategic fit with clever and crisp messaging. Mentioned in this Episode: Henning Streubel's Favorite Business Development Strategy - podcasts.apple.com/us/podcast/real-relationships-real-revenue-video-edition/id1504330338?i=1000558839387

For high Relational/Red thinkers, you're going to hear a lot of questions around trust and connectivity. Relational decision-makers are looking for answers to three questions: Do I trust you personally? Do I trust your team is going to make my team better? Do I trust that you are going to deliver an amazing result for everyone involved? Prioritize showing and building trust in those three ways. Do things that are trustworthy. Share what you're not good at or what you won't do as part of the project if someone else would be better, and guide them to the right investment. Play the long game at every turn and communicate to them that you have their back, and you will help them achieve their goals. The biggest opportunities to build trust are when there is not something to purchase. Stay in touch in the off-season and invest in the relationship even when there is no commercial opportunity. If you can do that and be helpful all the time, not just when you're being paid, you are going to always be the first consideration. Mentioned in this Episode: Mark Harris' Favorite Business Development Strategy - podcasts.apple.com/us/podcast/real-relationships-real-revenue-video-edition/id1511029567?i=1000553415818

Practical thinkers want details and all their questions drive around one thing: making a safe choice. Give them everything they need to make you the safe choice, whether that's timelines, hours invested, or the list of things that can go wrong and what you will do when that happens. Be early on everything. Arrive to meetings early, and deliver work ahead of schedule. If you're doing things early, you're sending a message that you are the safe choice. Avoid the trap of skipping over the details. Engage on the details and dive into them to reassure the other person that you are the safe and correct choice. This doesn't always have to be done by you as long as the person who's responsible for the client communicates that. Mentioned in this Episode: Brian Caffarelli's Favorite Business Development Strategy - podcasts.apple.com/us/podcast/real-relationships-real-revenue-video-edition/id1511029567?i=1000554179371

When you're dealing with a high analytical thinker, you should get to the point. To know someone is an analytical thinker, they are often brief and to the point and focus more on the numbers. Make it clear that your solution is the highest ROI option available. You may not know what else they are looking at but you can make it very clear about how much money they will save or how much value they will get, and present your price with confidence. Make it clear to talk about outcomes and pricing and have a great ROI, and you will win. In terms of flexing into this space, it's not about being ridiculously precise. It's more about the way you talk than the exact numbers. Discuss things in numbers, KPIs, outcomes, and fee structures. As long as you're discussing logic and numbers with analytical thinkers, you're going to win the day. Mentioned in this Episode: How to Use Whole Brain Business Development to Create and Close More Opportunities, with Karim Nehdi - podcasts.apple.com/us/podcast/real-relationships-real-revenue-video-edition/id1504330338?i=1000528709233

How the brain is wired is an emerging science. What we learned in the 40's, 50's, and 60's no longer applies. Research has shown that the brain has a hub and spoke model and is very elastic and flexible. This is the way that the Herrmann Brain Dominance Instrument views the brain and explains how we communicate. The four hubs of how the brain operates act in opposing pairs. Analytical/Blue thinking is all about logic, running the number, and making sure everything makes sense. The opposite hub is Relational/Red. That's where you think about others and the people on your team and is more emotive. The other pair is Experimental/Yellow and Practical/Green. When we think experimentally, we think in big visions and very intuitively. Practical thinking is about coming up with the details of getting something done. When you put the stats together, 95% of people have more than one strong preference. The vast majority of people have two, three, or all four ways of thinking. Avoid the trap of communicating in the way you would purchase something because you aren't going to connect with them as well as you could if you can flex into their way of communicating. Listen for the clues and identify what the other side prioritizes, then adapt your communication to that. Mentioned in this Episode: Karim Nehdi on Whole Brain Business Development – What You Need To Succeed - podcasts.apple.com/us/podcast/real-relationships-real-revenue-video-edition/id1504330338?i=1000528586505

Mo Bunnell breaks down the perfect buy-in process and how you can create a magnetic and enjoyable buying process that clients love. Learn about the key components of a successful buy-in process, the four big "yeses" you need to get to make closing deals easier, how to use curiosity as a purchasing accelerator, and how to make it 34 times more likely your prospect will say yes. Closing Deals by Understanding the Major Steps of the Perfect Buy-in Process There is an optimal order for how we like to buy. Step one is listening and learning. Break the ice, then quickly flip the conversation to the other person. As a buyer, you want to feel heard, and like the person on the other side of the table, understand the unique needs in your situation. You want to avoid beginning by talking about yourself because that triggers the fight-or-flight response most people have when being sold to. Step two is create curiosity. Find a way to be helpful that creates curiosity around going deeper. Step three is build everything together. People buy into what they help create. Talk about the basic steps of what it would be like were they to hire you to solve their problem. By engaging them in the process of solving their problem, you get the advantage of incremental buy-in. If you create a proposal without the prospect's feedback, the only feedback they can give you is negative. Step four is gain approval and get the final yes to the project. You want to avoid selling and skipping straight to yourself and your presentation. If you can construct a buying experience that starts with the other side, you will have far more success. Why Listening and Learning is Key for Closing Deals There is a triple-win when asking good questions. A person's pleasure center in the brain lights up when people offer self-disclosing information. You learn your prospect's priorities in their words. This would be impossible if you didn't begin by listening to them talk. Sharing self-disclosed information is highly correlated to likeability. Asking great questions gives the other person more opportunity to talk. Great questions could look like: "If you could wave a magic wand and change your organization, what kinds of changes would happen?," "If one of your metrics could meaningfully move, which would it be?," or "If you could have a broken process fixed, what would the outcome look like?" Well-designed questions give the other person the opportunity to share something that only they know. With the bulk of your conversations, your prospect or client should be doing most of the talking. Closing Deals is Easier When Creating Curiosity Through the Perfect Buy-in Process Curiosity is an intrinsic motivator. You should try to create curiosity for your services as soon as you can in a conversation. People are highly motivated to experience curiosity and it's one of the key elements of a great buy-in process. Consider your favorite serialized show. It probably ends each episode with an irresistible cliffhanger. This is a great metaphor for what you can do within and between meetings. At the end of your next meeting, talk about the impacts of the next step and how you can't wait to go over the results. If you move too quickly, you squash curiosity. You want things unresolved to give people something to look forward to in the next meeting. Think about what you can leave unresolved at the end of your next meeting. Why You Need the Four Key Incremental "Yeses" for Closing Deals Building a project with the prospect taps into the Ikea Effect; we buy into what we help create. Making incremental decisions and blending your ideas with a potential client allows you to arrive at the best solution to their problem. There are four incremental yeses you need to obtain to secure a project. The first is clarifying the outcome of the project and giving the prospect the opportunity to modify the goals. The second is getting agreement on the process timeline.. The third is the team. At what level does the client want to interact with your team? The fourth is all about the numbers. Understanding this element is the only way the prospect can finally understand the value of the outcome. Depending on the project, you can get those answered all in one meeting or conversation. Even in a really formal situation involving RFPs, there is usually opportunity to engage with the prospect. If you can make some of the building-things-together decisions simple, people will engage. We all want to add value, so give your prospect a way to engage with the work. Speeding Up the Perfect Buy-in Process and Closing Deals Like a Champ The fastest way to get to the next step is to ask for it. A face-to-face ask is 34x more likely to get a yes than a request over email. The key point is being able to see each other, whether that's in person or on Zoom. Make the ask in person and in a manner with which everybody wins. When things go wrong, or you hear an objection, you have to be flexible, act with grace,

The fastest way to get to the next step is to ask for it. A face-to-face ask is 34x more likely to get a yes than a request over email. The key point is being able to see each other, whether that's in person or on Zoom. Make the ask in person and in a manner with which everybody wins. When things go wrong, or you hear an objection, you have to be flexible, act with grace, then ask a follow up question to pin down the issue. Keep asking questions until you are certain of the underlying issue. Once you know that with true specificity, that's when you can address the issue. There are four major objections that people present: not seeing the return on investment, not believing the process is safe, not trusting the team, and failing to understand the strategic value at that moment. Almost everything will boil down to one of those four. Ask for next steps in person, if possible, and make sure you dig into any objections before jumping into a resolution. You're in control of the process and how fast things go. You can create a buy-in process that is enjoyable and magnetic. Mentioned in this Episode: hbr.org/2017/04/a-face-to-face-request-is-34-times-more-successful-than-an-email

Building a project with the prospect taps into the Ikea Effect; we buy into what we help create. Making incremental decisions and blending your ideas with a potential client allows you to arrive at the best solution to their problem. There are four incremental yeses you need to obtain to secure a project. The first is clarifying the outcome of the project and giving the prospect the opportunity to modify the goals. The second is getting agreement on the process timeline.. The third is the team. At what level does the client want to interact with your team? The fourth is all about the numbers. Understanding this element is the only way the prospect can finally understand the value of the outcome. Depending on the project, you can get those answered all in one meeting or conversation. Even in a really formal situation involving RFPs, there is usually opportunity to engage with the prospect. If you can make some of the building-things-together decisions simple, people will engage. We all want to add value, so give your prospect a way to engage with the work. Mentioned in this Episode: hbs.edu/ris/Publication%20Files/11-091.pdf

Curiosity is an intrinsic motivator. You should try to create curiosity for your services as soon as you can in a conversation. People are highly motivated to experience curiosity and it's one of the key elements of a great buy-in process. Consider your favorite serialized show. It probably ends each episode with an irresistible cliffhanger. This is a great metaphor for what you can do within and between meetings. At the end of your next meeting, talk about the impacts of the next step and how you can't wait to go over the results. If you move too quickly, you squash curiosity. You want things unresolved to give people something to look forward to in the next meeting. Think about what you can leave unresolved at the end of your next meeting. Mentioned in this Episode: wikipedia.org/wiki/Curiosity

There is a triple-win when asking good questions. A person's pleasure center in the brain lights up when people offer self-disclosing information. You learn your prospect's priorities in their words. This would be impossible if you didn't begin by listening to them talk. Sharing self-disclosed information is highly correlated to likeability. Asking great questions gives the other person more opportunity to talk. Great questions could look like: "If you could wave a magic wand and change your organization, what kinds of changes would happen?," "If one of your metrics could meaningfully move, which would it be?," or "If you could have a broken process fixed, what would the outcome look like?" Well-designed questions give the other person the opportunity to share something that only they know. With the bulk of your conversations, your prospect or client should be doing most of the talking. Mentioned in this Episode: ncbi.nlm.nih.gov/pmc/articles/PMC3361411/ The Snowball System by Mo Bunnell - amazon.com/Snowball-System-Business-Clients-Raving/dp/1610399609

There is an optimal order for how we like to buy. Step one is listening and learning. Break the ice, then quickly flip the conversation to the other person. As a buyer, you want to feel heard, and like the person on the other side of the table, understand the unique needs in your situation. You want to avoid beginning by talking about yourself because that triggers the fight-or-flight response most people have when being sold to. Step two is create curiosity. Find a way to be helpful that creates curiosity around going deeper. Step three is build everything together. People buy into what they help create. Talk about the basic steps of what it would be like were they to hire you to solve their problem. By engaging them in the process of solving their problem, you get the advantage of incremental buy-in. If you create a proposal without the prospect's feedback, the only feedback they can give you is negative. Step four is gain approval and get the final yes to the project. You want to avoid selling and skipping straight to yourself and your presentation. If you can construct a buying experience that starts with the other side, you will have far more success. Mentioned in this Episode: teachthought.com/critical-thinking/the-cognitive-bias-codex-a-visual-of-180-cognitive-biases/

Mo explores the key business development mindset shifts that you need to make to become great at business development. Find out why business development skills are both learned and earned, how anyone can become great at business development, and how to stay motivated and driven to keep doing the work of building relationships the right way. Business Development Mindset Is A Learnable Skill Dr. Kay Anders Ericsson spent over 30 years studying high-end expertise and discovered that every complex skill is both learned and earned. You can look at any expert and you would find decades of deliberate practice that got them to that level. No one is born with all the skills they need to be great at business development. Business development is a learnable skill that anyone can build on. If you take each individual lesson and apply them to your life, you will be successful. If someone tries to tell you that business development skills are not learnable or only for natural born conversationalists, they're wrong. They just haven't seen the research. If you want to be great at business development, break things down into bite- sized pieces. Break complex tasks down into individual pieces and practice each one as it comes. Business Development Mindset Rule - You Don't Have To Be An Extrovert To Succeed Adam Grant did a study on salespeople and put them on a spectrum of introversion to extroversion. For most people they land right in the middle and end up being a mix of both introvert and extrovert, and most successful salespeople were exactly the same way. Ambiverts were the most successful at making sales, not extroverts like people assumed was the case. Full-on extroverts might actually have some disadvantages when it comes to making a sale. Their desire to be around people all the time may prevent them from following up effectively or being direct with someone when they need to challenge them. Extreme introverts likely just aren't putting themselves around other people most of the time, but that doesn't mean they don't get energy from interacting with them or can't be effective salespeople. The magic in sales and business development happens at the middle of the curve, where you can connect with people in the moment and follow up thoughtfully later. Luckily for most people, that's where they fall. You don't have to be extroverted to be successful at sales. Great business developers have a wonderful mix of being around people, getting energy from the interactions, asking great questions, and giving great ideas. They can also go back to their quiet surroundings and find ways to follow up thoughtfully. Becoming Great At Anything By Creating a Business Development Mindset Every expertise, no matter the field, is both learned and earned. You can become great at anything if you break it down into little pieces and practice each piece. You may not become world-class or be able to play in the NBA, but you can certainly become very good at that particular skill, and the key is deliberate practice. By breaking down the big skill into smaller micro-skills and deliberately practicing those individually, you build your overall skill set. The second component of deliberate practice is having a mentor guide you along the path towards expertise. When it comes to business development, what kinds of attractive content can you create to get your name out there? What valuable thing do you have to offer the world that you can get out there and expose others to your way of thinking? Once you've got a system for generating content and attracting leads, it becomes a matter of turning those connections into one-to-one conversations. This is where the Give to Get comes in. Start solving client problems in a small, bite-sized way, and it can open the door to bigger opportunities. If you think you can't do what someone else is doing, toss that out of your mind. Narrow what they do down to a specific skill that you can improve on and get to work. Don't worry about how you stack up with others. It doesn't matter. Focus on your own skills, always getting a little bit better all the time. Having a Business Development Mindset Means Knowing What Motivates a Buyer When you're being sold to, you almost want to run away. You can tell the salesperson has only their best interests in mind, not yours. We are happy to buy when the reverse is true. When we're learning and we feel like the other person is helping us discover the option that's right for us, the experience is wonderful. When we buy something, we're important. We are being catered to and we're learning in the process. It's like having a birthday experience where you feel like the people you're interacting with really care. If you don't like selling, you need to reframe your perspective. Instead of selling, think that you're someone that creates wonderful buying experiences that make people feel good. Flush the idea of selling and focus on the idea of creating a wonderful buying experience. That

Business development can be hard. You've got to figure out a reason to persevere and keep adding value to your relationships, even when it feels like you're not making much progress. To discover your why, ask yourself the Five Whys? Go deeper into the core reasons you do what you do until you discover the truth. Start with the question: "Why is getting great at Business Development important to me?" When you've got your answer, add a why to the beginning and ask why that thing is important. Your fifth answer is where the rubber meets the road, and you discover what's really driving you. Once you have it, write it down and put it somewhere that will remind you daily why you put in the work. Avoid staying too superficial with your motivation and realize that your why might change over time, so it's a good practice to repeat the exercise every few years or when you feel like you're not as motivated as you used to be. Mentioned in this Episode: The Snowball System by Mo Bunnell - amazon.com/Snowball-System-Business-Clients-Raving/dp/1610399609