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

Mo asks John Tigh: What is your personal definition of business development? For John, business development begins and ends with acts of service. It's all about following up and finding ways to help people. The fastest way to build a relationship is to deliver value and not necessarily in a commercial fashion. By being useful and helpful to other people, there are often second, third, and fourth order connections that come as a result of that. John aims to put a pause in people's fight or flight response when they hear the word sales, and just focuses instead on being human. By asking what makes someone special and giving them space to answer, John is trying to help them identify where their T-shape uniqueness is and how he can broaden the conversation from there. People always have areas of commonality. The more John knows about what makes people unique and special, the more opportunity he has to connect them with other people that need their products, services, or talent. Whenever John finds one person that they believe should know another person, he goes out of his way to find them interesting people to connect with. He sends an email that he refers to as a gusher about what makes those people awesome and why they would be even greater if they knew each other. If you think of business development as acts of service, it's about learning what's important to the other person and that creates a great buying process by showing you're trustworthy and you care. The habit that John tries to cultivate everyday is around being uncomfortable. The practice of discomfort and stretching his personal and professional boundaries is what put him on the growth path he is on today. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] linkedin.com/in/johntigh clevercognitive.com

Mo asks John Tigh: Tell me of the moment that you realized growth is great. Eleven years ago, John was bit by a radioactive statement of work and has since gained the superpower of bringing in business. Being a consultant is all about having one foot in the work and the other in finding the next gig. John considers himself a relationship person rather than a salesperson. The better you can cultivate relationships, the more likely it is that you will have a chance to be of service to those people in the future. Business development is a heart and people centered sport. For John, if he can be of service to someone, that really energizes him. In the first meeting, John is looking for disturbances in the force. John is on the lookout for something that the other person hesitates about or expresses disappointment in a particular area. Those are places to dig deeper. Mission, Vision, and Values should apply at all levels of the organization. At the top of the enterprise, within the work group, and at the level of the individual. Where the gaps are is where John can help the most so that's where he focuses his effort. John is looking for moments of clarity and polarization. Whether you're selling ideas, products, or services, asking how you might be able to get it done together gets buy-in and accelerates momentum. John is a collector of interesting people. You can't talk heart-centered without being empathetic, and you can't get into someone else's shoes without being curious about them. John believes in connecting others. By giving away information of value, he generates reciprocity in the future. John goes out of his way to connect awesome people with other awesome people because it makes everything about those relationships better. By connecting people, you can generate potentially dozens of interactions. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] linkedin.com/in/johntigh clevercognitive.com

Jane Allen shares how she built a brand new category of business by taking a chance on trying to solve a problem she saw lawyers facing every single day. Find out about how Jane grew her initial client base for Counsel on Call, how proactive problem solving can be developed into a growth system for business, and why the most important thing you can do in sales is take a chance and ask for what you want. Mo asks Jane Allen: Tell me of the moment where you realized you wanted to focus on business development. Jane originally went to law school because she had read Death of a Salesman in college, and she didn't want to end up like Willy Loman. It turned out that to be a successful lawyer, you had to be a really good Willy Loman. Jane loved working with clients to solve their problems, and when you do that, they want you to solve more problems. Her natural approach of getting to know her clients in order to solve their problems made her realize that she loves the relationship building aspect of the business. There are a lot of women leaving the profession of being a lawyer. Prior to launching Counsel on Call Jane started looking for women who were exiting the industry to help her solve client problems in a different way. The business became a hybrid solution for meeting a need in the marketplace as well as the lawyers that serviced clients. Jane had three children in three years while also working as a lawyer full time. She was never the person that went to networking events, but she did have the advantage of working with very well-respected partners. Jane started her business by dialing for dollars out of the Nashville Bar Association book. She committed to making ten phone calls each day, started tracking her metrics, and landing meetings. Many said no, but most people said yes and the momentum started to snowball. When it comes to extremely technical professions, many people struggle with asking for help. Jane's approach was the reverse, and focused specifically on asking for help in creating a company that would change her prospect's business for the better. As an entrepreneur trying to solve a problem, Jane needed the voices of people in the industry to understand that a problem really existed and what the possible solution would be. To start off, Jane began with one lawyer and one law firm, and after the first few years the company had three offices helping lawyers practice in a way they couldn't before. By the time Jane sold the company, there were 1,200 lawyers on the team. Jane recalls the story of how she helped one lawyer in particular in a relatively minor way, and how her advice allowed his career to flourish, simply by being willing to help. Mo asks Jane Allen: What is your personal definition of business development? Jane's definition is simply proactive problem solving. If you are trying to sell something, it should be something they need and may not know they need it. It's about showing them a problem they have as well as the solution. People don't like to be sold to, but they do like to buy. If you're struggling with being proactive, realize that it's not the job of the prospect to call you or respond to your email. It's your job to get the meeting. One of the best kinds of meetings is when someone says that they are not going to work with you, then at least you're not going to waste your time. Don't waste their time. Even if you think you have all the answers, you don't. The goal of the first meeting is to ask thought provoking questions and to determine whether you have a solution to their problem. If you can't resolve everything in one meeting, the goal is to secure the next. The prospect should understand the importance of the next meeting and you should give them enough of a cliffhanger that they anticipate it. Mo asks Jane Allen: What is your favorite science, step, or story from the GrowBIG Training or Snowball System? The personality test was the most fascinating element of the GrowBIG Training that completely transformed the way Jane's company thought about meetings and communicating with other people. Jane has a systems mindset that allows her to scale a business that served her very well in Counsel on Call. Efficiency is a major driver for Jane, and she is always looking for ways to grow that don't lose the elements of a personal relationship. Jane set communication as a priority from the start and then developed systems around that central principle. Jane also spent a lot of time developing databases to track metrics like the number of Give-to-Gets completed, objections, and asking for the next steps. Practice and having fun were also built into the system. The business has to be bigger than the individual. You have to capture the data to help you learn and evolve and keep yourself and your team accountable. If you're not meeting people who are decision makers or can't help you get to that point, is it really a good use of your time? You have to get honest about how you spend your

Mo asks Jane Allen: If you could record a message to your younger self around business development or growth skills, what would it say? Jane would tell herself to embrace it. Embrace your intrinsic drive to connect with people. Jane wouldn't have referred to herself as an extrovert, but when it came to her work and her business, she committed herself to getting the job done and connecting with people. Jane likes to solve people's problems and connect them with what they need. Creating systems in her life that drive those actions and allow her focus on that has been the key to her success. Before becoming a lawyer, Jane was a school teacher where she loved helping kids understand complex problems. That trait has been a common thread throughout her life. Jane now works with entrepreneurs and helps them find resources and mentors through the Nashville Entrepreneur Center. Mentioned in this Episode: GrowBIGPlaybook.com ec.co [email protected]

Mo asks Jane Allen: Tell us a business development story that you are really proud of. Jane tells the story from the early 2000's during a time when the people they were serving in corporate America were being overwhelmed by the explosion of data. One fateful dinner and "what if" scenario later, Jane started collaborating with a firm to solve real world problems with a solution that was unheard of at the time. As an entrepreneur, Jane didn't take time to reflect on the success since she was so focused on the execution. Looking back now, finding a partner that was willing to take a risk and then deliver something that enabled her clients to practice law in a completely different way is something she's very proud of. In terms of her career, Jane is most proud of the incredible people she worked with and learned from, as well as being willing to take the chance on herself and her vision for her business. Reach for your goals and take the chance. Rejection is a part of life, but you will never achieve anything if you don't try. Mentioned in this Episode: GrowBIGPlaybook.com ec.co [email protected]

Mo asks Jane Allen: What is your favorite science, step, or story from the GrowBIG Training or Snowball System? The personality test was the most fascinating element of the GrowBIG Training that completely transformed the way Jane's company thought about meetings and communicating with other people. Jane has a systems mindset that allows her to scale a business that served her very well in Counsel on Call. Efficiency is a major driver for Jane, and she is always looking for ways to grow that don't lose the elements of a personal relationship. Jane set communication as a priority from the start and then developed systems around that central principle. Jane also spent a lot of time developing databases to track metrics like the number of Give-to-Gets completed, objections, and asking for the next steps. Practice and having fun were also built into the system. The business has to be bigger than the individual. You have to capture the data to help you learn and evolve and keep yourself and your team accountable. If you're not meeting people who are decision makers or can't help you get to that point, is it really a good use of your time? You have to get honest about how you spend your time and then get really deliberate about how you spend the time you have. Focus first on how you're different, and then how you're going to eliminate the prospect's risk of change. Measuring the quantity and quality of your business development efforts is the key to seeing an increase in your results. Try to get one metric of each that matches your book of business and relationships you're trying to build. Mentioned in this Episode: GrowBIGPlaybook.com ec.co [email protected]

Mo asks Jane Allen: What is your personal definition of business development? Jane's definition is simply proactive problem solving. If you are trying to sell something, it should be something they need and may not know they need it. It's about showing them a problem they have as well as the solution. People don't like to be sold to, but they do like to buy. If you're struggling with being proactive, realize that it's not the job of the prospect to call you or respond to your email. It's your job to get the meeting. One of the best kinds of meetings is when someone says that they are not going to work with you, then at least you're not going to waste your time. Don't waste their time. Even if you think you have all the answers, you don't. The goal of the first meeting is to ask thought provoking questions and to determine whether you have a solution to their problem. If you can't resolve everything in one meeting, the goal is to secure the next. The prospect should understand the importance of the next meeting and you should give them enough of a cliffhanger that they anticipate it. Mentioned in this Episode: GrowBIGPlaybook.com ec.co [email protected]

Mo asks Jane Allen: Tell me of the moment where you realized you wanted to focus on business development. Jane originally went to law school because she had read Death of a Salesman in college, and she didn't want to end up like Willy Loman. It turned out that to be a successful lawyer, you had to be a really good Willy Loman. Jane loved working with clients to solve their problems, and when you do that, they want you to solve more problems. Her natural approach of getting to know her clients in order to solve their problems made her realize that she loves the relationship building aspect of the business. There are a lot of women leaving the profession of being a lawyer. Prior to launching Counsel on Call Jane started looking for women who were exiting the industry to help her solve client problems in a different way. The business became a hybrid solution for meeting a need in the marketplace as well as the lawyers that serviced clients. Jane had three children in three years while also working as a lawyer full time. She was never the person that went to networking events, but she did have the advantage of working with very well-respected partners. Jane started her business by dialing for dollars out of the Nashville Bar Association book. She committed to making ten phone calls each day, started tracking her metrics, and landing meetings. Many said no, but most people said yes and the momentum started to snowball. When it comes to extremely technical professions, many people struggle with asking for help. Jane's approach was the reverse, and focused specifically on asking for help in creating a company that would change her prospect's business for the better. As an entrepreneur trying to solve a problem, Jane needed the voices of people in the industry to understand that a problem really existed and what the possible solution would be. To start off, Jane began with one lawyer and one law firm, and after the first few years the company had three offices helping lawyers practice in a way they couldn't before. By the time Jane sold the company, there were 1,200 lawyers on the team. Jane recalls the story of how she helped one lawyer in particular in a relatively minor way, and how her advice allowed his career to flourish, simply by being willing to help. Mentioned in this Episode: GrowBIGPlaybook.com ec.co [email protected]

Andrew Cogar shares the internal and external business development lessons he learned during his career at Historical Concepts and how he knocked Mo off his feet with his approach to building a professional relationship. Find out why the secret to relationships and business development is focusing on the long-term goals and the small-ball tactics, why you have to be true to yourself to be able to connect with someone else in an authentic way, and what it means to be proactive instead of reactive during client meetings. Mo asks Andrew Cogar: When did you realize that business development was really important? It really clicked when Andrew started thinking about business development not as a means of getting business but as a means for the firm to get the business they need to forge their own path. After one particular project that went exceedingly well, Andrew understood that those kinds of projects could become a habit rather than a lucky break. The GrowBIG System is essentially about doing the right things so that you have control over the kinds of clients you work with. Being proactive gives you so much work that you can pick and choose the projects that you want most. It's easier to be reactive on the front end because you don't have to do the introspective work it takes to shape your vision and be proactive on finding the right business. It's easier in the long term to adopt the right principles to attract the right clientele. Mo and Andrew do a review of their recent experience working together. In terms of business development, Andrew was simply looking to get to know Mo and the family and understand what he was looking for. As an architect, Andrew is hoping to gauge how open someone is to suggestions and that's an intentional part of the conversation. At the end of the day, who Andrew works for and who he works with, has become more important to him and the firm than what he works on. Do a little research before a client meeting and come with a set of questions and follow-up questions for them. Don't be afraid to give some ideas away during the meeting. When you give away a little, you get value back in the things you learn. If you go in with a sales pitch, you don't learn anything. Show up with questions, not qualifications. Mo asks Andrew Cogar: What is your personal definition of business development? Andrew's definition has evolved to simply mean fulfilling relationships on a personal and professional level and not making it any more transactional than that. You need to know where you want to go and what the vision of the firm is to know which prospects should be pursued. With a focus on relationships first, even if one project is not the right one at the right time, the next one might be. You have to be true to yourself as well as honest and open. Selling a project to someone that doesn't fit their needs or isn't in their budget doesn't do anyone any good. Focusing on relationships is focusing on the long term. Doing the right things in the long term comes around ten fold. The founder of Historical Concepts baked in the values of vision and integrity, and as the president, Andrew wanted to double down on what Jim taught him. Andrew took the set of axioms they operated on and took it to the rest of the team to make it their own and allow them to add to it. This gave Andrew the confidence to speak for the firm and articulate it to prospects. Your purpose is your North Star. Your mission is the external voice of what you're trying to share. Your vision is your five-year, big, hairy, audacious goal. Articulating those values gives you the lens to see if a client or project aligns with your purpose. Mo asks Andrew Cogar: What is your favorite science, step, or story in the GrowBIG Training or Snowball System? For Andrew, building out their Give-to-Get toolkit stands out the most. Showing genuine interest in a prospect and how you can help them got Andrew and the team really excited. The Give-to-Get helps you create demand for your expertise by offering a person the experience of working with you. A good metaphor is watching the trailer for the movie before going to the movie theater to watch the whole thing. Each town and community are unique, so for Andrew the Give-to-Get is about documenting what excites his team about the town and helps the prospect appreciate the gems in their own backyard. It builds trust while showing that Andrew's team has done their research and some listening and dreaming on what's possible for their home. Robert Cialdini created the framework for influence that people use everyday and he decoded the six most influential factors in a relationship: likability, reciprocity, authority, scarcity, social proof, and commitment. The Give-to-Get checks all those boxes. We only have a limited number of hours in the day, and by spending time on something valuable, reaching out is an honest expression of the excitement and enthusiasm of your firm. If you figure out who you want to work

Mo asks Andrew Cogar: If you could record a video around business development and send it to your younger self, what would it say? Andrew would tell himself two things. Focus on building meaningful, real relationships as early as possible with as many respected peers and people in your industry as you can. The second thing is to figure out what drives you, what you find value in, and what work is meaningful to you. Doing the work early can save you a lot of time and there is no reason you can't start sooner. Young people often have a hesitation to reach out but there is no downside. More often than not, they can connect you with someone else who can help even if they say no. There really is nothing to lose. There are tons of people out there that want to mentor someone with energy and enthusiasm. Potential mentors want to help high achievers. Start with good questions. The more you can question yourself, the more accurate and insightful answers you will come across. Asking those questions leads to a better dialogue with yourself and the mentors you're asking for advice from. Journaling is a key practice that Mo wishes he had started earlier. Reviewing your progress once a week is an easy and simple step that keeps you accountable and honest. Having a tool to take a mental inventory of where you want to go and to remind yourself of your big picture goals, it allows you to let go of the small things and stay focused. Write down the relationships you would like to go after. Mentioned in this Episode: GrowBIGPlaybook.com historicalconcepts.com Visions of Home

Mo asks Andrew Cogar: Tell us a business development story that you are particularly proud of. There was one project that stands out for Andrew, where he and the founder of his firm, Jim Strickland, had the chance to not only create an awesome property but also restore and support the local ecology as well. During the meeting, Jim and the client discovered they shared a mutual friendship and instead of talking about the project they started geeking out on chicken coops. That kind of interest was exactly what the client was looking for, a firm that was completely authentic to themselves. Andrew set the table for that approach that allowed Jim to be Jim to the fullest. It's all about being true to yourself, listening, and then connecting. The way that you win work is to actually start doing the work. The right thing to do is to start adding value. When you do those things, you aren't competing anymore. This gets the client excited about the person who is facilitating their vision. It takes them from a leap of faith to "When can we start?" Mentioned in this Episode: GrowBIGPlaybook.com historicalconcepts.com Visions of Home

Mo asks Andrew Cogar: What is your favorite science, step, or story in the GrowBIG Training or Snowball System? For Andrew, building out their Give-to-Get toolkit stands out the most. Showing genuine interest in a prospect and how you can help them got Andrew and the team really excited. The Give-to-Get helps you create demand for your expertise by offering a person the experience of working with you. A good metaphor is watching the trailer for the movie before going to the movie theater to watch the whole thing. Each town and community are unique, so for Andrew the Give-to-Get is about documenting what excites his team about the town and helps the prospect appreciate the gems in their own backyard. It builds trust while showing that Andrew's team has done their research and some listening and dreaming on what's possible for their home. Robert Cialdini created the framework for influence that people use everyday and he decoded the six most influential factors in a relationship: likability, reciprocity, authority, scarcity, social proof, and commitment. The Give-to-Get checks all those boxes. We only have a limited number of hours in the day, and by spending time on something valuable, reaching out is an honest expression of the excitement and enthusiasm of your firm. If you figure out who you want to work with, you can free up time by not chasing work you don't care about, and use the Give-to-Get method to pursue work that you have a greater chance of winning and that you love working on. Think small ball. Going for the grand slams makes learning harder, and more often than not, small projects lead to bigger projects. Mentioned in this Episode: GrowBIGPlaybook.com historicalconcepts.com Visions of Home

Mo asks Andrew Cogar: What is your personal definition of business development? Andrew's definition has evolved to simply mean fulfilling relationships on a personal and professional level and not making it any more transactional than that. You need to know where you want to go and what the vision of the firm is to know which prospects should be pursued. With a focus on relationships first, even if one project is not the right one at the right time, the next one might be. You have to be true to yourself as well as honest and open. Selling a project to someone that doesn't fit their needs or isn't in their budget doesn't do anyone any good. Focusing on relationships is focusing on the long term. Doing the right things in the long term comes around ten fold. The founder of Historical Concepts baked in the values of vision and integrity, and as the president, Andrew wanted to double down on what Jim taught him. Andrew took the set of axioms they operated on and took it to the rest of the team to make it their own and allow them to add to it. This gave Andrew the confidence to speak for the firm and articulate it to prospects. Your purpose is your North Star. Your mission is the external voice of what you're trying to share. Your vision is your five-year, big, hairy, audacious goal. Articulating those values gives you the lens to see if a client or project aligns with your purpose. Mentioned in this Episode: GrowBIGPlaybook.com historicalconcepts.com Visions of Home

Mo asks Andrew Cogar: When did you realize that business development was really important? It really clicked when Andrew started thinking about business development not as a means of getting business but as a means for the firm to get the business they need to forge their own path. After one particular project that went exceedingly well, Andrew understood that those kinds of projects could become a habit rather than a lucky break. The GrowBIG System is essentially about doing the right things so that you have control over the kinds of clients you work with. Being proactive gives you so much work that you can pick and choose the projects that you want most. It's easier to be reactive on the front end because you don't have to do the introspective work it takes to shape your vision and be proactive on finding the right business. It's easier in the long term to adopt the right principles to attract the right clientele. Mo and Andrew do a review of their recent experience working together. In terms of business development, Andrew was simply looking to get to know Mo and the family and understand what he was looking for. As an architect, Andrew is hoping to gauge how open someone is to suggestions and that's an intentional part of the conversation. At the end of the day, who Andrew works for and who he works with, has become more important to him and the firm than what he works on. Do a little research before a client meeting and come with a set of questions and follow-up questions for them. Don't be afraid to give some ideas away during the meeting. When you give away a little, you get value back in the things you learn. If you go in with a sales pitch, you don't learn anything. Show up with questions, not qualifications. Mentioned in this Episode: GrowBIGPlaybook.com historicalconcepts.com Visions of Home

Brian Caffarelli shares his decades of experience in sales and consulting and what he learned about the art and science that is business development. Learn why becoming a guide that inspires trust is one of the most important things you can do to sell more, why success in business development comes down to good habits, and why setting expectations at the beginning is crucial to making the right sale to the right client. Mo asks Brian Caffarelli: When was the moment that you realized that business development was something you wanted to focus on? Brian's first job out of college was in selling automobiles as a wholesaler to dealerships. Everything began for Brian with his first sale, and how that came about because of developing a relationship with another human being. Seeing salespeople that were successful and respected helped Brian navigate what it took to grow in a sales career. So much of success is simply about being in the environment and paying attention. If you want to grow your skills, start with the fundamentals of communication and psychology. It's also important to apply what you learn along the way instead of just taking it in. Consider what you've done well and what you could have done better. Translating his business development skills to a virtual environment is something that Brian is working on, as well as working on learning new things and being open to seeing things differently. A recent study revealed the Learned Dogmatism effect and how people tend to become more closed-minded the more expert they become in a specific domain. One of the keys to Brian's success is striving against that and always being willing to learn. Mo asks Brian Caffarelli: What is your personal definition of business development? Brian likes to think of business development as the art and science of guiding the buyer through their journey to an informed and confident decision. Just because you know the science, that doesn't mean you'll be great at business development. It's equal parts the art of empathy and flexibility, and science of habits and communication. Mountain climbing guides are great metaphors for business development. Really good salespeople are helping people reach their own personal summit and get what they need to experience from the mountain. The defining characteristic of a guide is the ability to inspire trust. Trust comes before the sale. You need to be able to see ahead of corners for your buyers, and to challenge their thinking where appropriate. The challenge for the guide is in focusing on what the buyer needs over their own needs. Work on the skills and behaviors that inspire trust in you and live your life with integrity so you are worthy of that trust. Study why people buy, because that is going to be your biggest point of leverage for creating a great buying experience. Mo asks Brian Caffarelli: What is your favorite science, step, or strategy from the GrowBIG Training or Snowball System? Whole brain thinking stands out the most to Brian. When trying to communicate, it's easy to over index on the message and under index on the individual receiving the message. The Herrmann Brain Dominance model allows you to understand the preferences of the receiver so you can craft a message that will resonate with them. Good questions are the prompt that people need to think out loud and identify the problems they are facing. If you're in a conversation with a prospect, one of your goals should be to reduce the amount of words that are open to interpretation. The more you know exactly what they are saying the better. Success in business development often comes down to simply forming really good habits. One habit that Brian works hard on is always finding something of value to the client that he holds most dear. This habit keeps them top of mind and helps him identify new opportunities for adding value. Brian spends a half an hour each morning scanning for new research with another hour each Saturday. Think like your buyer and make that habitual so that becomes the way you enter the conversation. Mo asks Brian Caffarelli: Tell me of a business development story that you are really proud of. Brian's most proud of the lesson he learned from his story. Early in his career, Brian was part of a major sales effort with a world-class brand. Negotiations went very well until there was one intractable snag with the contract. Brian learned that it wasn't just about making a sale, it was about making a quality sale. Some clients aren't right for your organization. You will never regret the client you didn't get, as much as the wrong client you did get. Brian had to step up in two dimensions: In being with the buyer through all the steps of the process, and in bridging the gap between the seller's needs and the buyer's needs. Shared expectations are important. You should be diligent around creating shared expectations before a sale is made so that everyone is on the same page and you can avoid making painful mist

Mo asks Brian Caffarelli: If you could record a video around business development and send it back to your younger self, what would it say? If you think selling is hard, buying is harder. Brian would want to tell his younger self that if he was more in tune and empathetic to the struggles of the buyer, sales wouldn't be as hard. When you feel stuck with sales, realize that the buyer is even more stuck. To create a great buying experience, deconstruct as many of the little decisions that need to be made before the purchase decision. Get a sense of where you are in the process and the personal motivations of the other person for the stage they are at. As the guide, it's your job to help the buyer understand what the next step is and move them forward when they are ready. Look into the past and see if your organization or you personally did something similar before. You might find challenges that were overcome and lessons that can be applied right now. In the early stages of the buying journey, the buyer doesn't necessarily realize the enormity or the complexity of the problem they are trying to solve. When trying to create demand, it's problem knowledge and not product knowledge that moves the needle. Empathy is the keyword. Buyers are trying to make a really hard decision and the better you understand the buying challenges the more likely you are to being able to solve their problem. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] linkedin.com/in/briancaffarelli

Mo asks Brian Caffarelli: Tell me of a business development story that you are really proud of. Brian's most proud of the lesson he learned from his story. Early in his career, Brian was part of a major sales effort with a world-class brand. Negotiations went very well until there was one intractable snag with the contract. Brian learned that it wasn't just about making a sale, it was about making a quality sale. Some clients aren't right for your organization. You will never regret the client you didn't get, as much as the wrong client you did get. Brian had to step up in two dimensions: In being with the buyer through all the steps of the process, and in bridging the gap between the seller's needs and the buyer's needs. Shared expectations are important. You should be diligent around creating shared expectations before a sale is made so that everyone is on the same page and you can avoid making painful mistakes down the road. If something isn't a fit, it's better to find that out sooner rather than later. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] linkedin.com/in/briancaffarelli

Mo asks Brian Caffarelli: What is your favorite science, step, or strategy from the GrowBIG Training or Snowball System? Whole brain thinking stands out the most to Brian. When trying to communicate, it's easy to over index on the message and under index on the individual receiving the message. The Herrmann Brain Dominance model allows you to understand the preferences of the receiver so you can craft a message that will resonate with them. Good questions are the prompt that people need to think out loud and identify the problems they are facing. If you're in a conversation with a prospect, one of your goals should be to reduce the amount of words that are open to interpretation. The more you know exactly what they are saying the better. Success in business development often comes down to simply forming really good habits. One habit that Brian works hard on is always finding something of value to the client that he holds most dear. This habit keeps them top of mind and helps him identify new opportunities for adding value. Brian spends a half an hour each morning scanning for new research with another hour each Saturday. Think like your buyer and make that habitual so that becomes the way you enter the conversation. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] linkedin.com/in/briancaffarelli

Mo asks Brian Caffarelli: What is your personal definition of business development? Brian likes to think of business development as the art and science of guiding the buyer through their journey to an informed and confident decision. Just because you know the science, that doesn't mean you'll be great at business development. It's equal parts the art of empathy and flexibility, and science of habits and communication. Mountain climbing guides are great metaphors for business development. Really good salespeople are helping people reach their own personal summit and get what they need to experience from the mountain. The defining characteristic of a guide is the ability to inspire trust. Trust comes before the sale. You need to be able to see ahead of corners for your buyers, and to challenge their thinking where appropriate. The challenge for the guide is in focusing on what the buyer needs over their own needs. Work on the skills and behaviors that inspire trust in you and live your life with integrity so you are worthy of that trust. Study why people buy, because that is going to be your biggest point of leverage for creating a great buying experience. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] linkedin.com/in/briancaffarelli

Mo asks Brian Caffarelli: When was the moment that you realized that business development was something you wanted to focus on? Brian's first job out of college was in selling automobiles as a wholesaler to dealerships. Everything began for Brian with his first sale, and how that came about because of developing a relationship with another human being. Seeing salespeople that were successful and respected helped Brian navigate what it took to grow in a sales career. So much of success is simply about being in the environment and paying attention. If you want to grow your skills, start with the fundamentals of communication and psychology. It's also important to apply what you learn along the way instead of just taking it in. Consider what you've done well and what you could have done better. Translating his business development skills to a virtual environment is something that Brian is working on, as well as working on learning new things and being open to seeing things differently. A recent study revealed the Learned Dogmatism effect and how people tend to become more closed-minded the more expert they become in a specific domain. One of the keys to Brian's success is striving against that and always being willing to learn. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] linkedin.com/in/briancaffarelli

Mark Harris went from selling books door-to-door in 1994 to one of the most effective rainmakers at Guardian Life Insurance and he shares the exact framework he used to become great at business development. Learn about the difference between following up on a work level versus an emotional level and why an emotional connection always wins, how to create small wins every single day that snowball into big accomplishments, and why doing business development right leads to happiness and long-term success. Mo asks Mark Harris: Tell me a story of when you realized that you needed to focus on business development. Mark takes us back to the summer of 1994 when he took on a job selling books door-to-door, a path that some of the most successful rainmakers have followed. It started off as a way to make more money than working at the local McDonald's but it became a skill that Mark learned he could get better at. All skills are both learned and earned. Mark was initially not good at sales at all and after 12 hours of hearing no, he decided to flip his approach and try to make a connection with the person first. He also learned that he needed to create little wins throughout the day to manage his energy and motivation. The steps to a purchase are the same no matter what you're selling. Connect with the person first and find out if you can solve their needs. Mark also learned how to deal with his emotions at that time, and when he figured out how to do that he became a lot more relatable and fun to be around. That whole first summer was all about being more relatable to people immediately after meeting them. After a couple sales, Mark figured out what he was really providing people with, and it wasn't a book. When he took the focus off the money and made it about helping the other person, the sale became much easier. By breaking the process into each individual piece, Mark created a series of small wins that were under his control. Even a rejection can be a learning experience. When you put yourself outside your comfort zone, you become more capable emotionally of handling the experience and more likely to overcome the next hurdle, and every hurdle you jump builds your confidence. Think about what you can do every single day to get you closer to your ultimate win. You don't know when your next sale is going to happen, but if you can focus on what you can control it will happen. Mo asks Mark Harris: What is your personal definition of business development? Business development means something different to everybody. For Mark, it's all about helping people understand what their needs are (teaching) and then once you find that out it's helping them find the solution they need. Mark focuses on one phrase when going into the first meeting with someone, specifically being "humbly curious". He's simply looking to understand what motivates someone and where they are coming from, and what's going to help them. Nobody wants to be sold, but everybody likes to buy, especially from people they like. Focusing on the sale is a short-term strategy. Sometimes the right thing is to not sell something. If things aren't a good fit now but might be later, being upfront and telling the prospect the truth is how you can build trust and empathy and secure a valuable long-term relationship. Ask as many questions as you can. When you can train your mind to ask questions and be humbly curious, the world is your oyster and you can bring value to that organization at all times. Mo asks Mark Harris: What is your favorite science, step, or story when it comes to the GrowBIG Training or the Snowball System? Without a doubt, the four brain quadrants are the key to connecting to almost anyone. Mark taught his daughter how to pinpoint the four quadrants within the family and use it immediately to connect with each person. Out in the marketplace, you're going to encounter all four different colors. When Mark speaks to a broker that's in the yellow quadrant, it's easy to tailor the conversation to speak their language. Putting the framework into practice makes getting the next step easy and natural. Asking people how to help them simply elicits a better response. Any decision maker you speak to has goals so get comfortable asking people those questions. Being open-ended and flexible gets people thinking about where they want to be, and that often leads to the other person starting to sell you on helping them. If you can follow up on a personal level, you are creating a friend and a relationship for the long-term. When you win on the emotional side, it pays dividends on the work side for eternity. Once you put yourself out there and see the success of the emotional wins, it makes it much easier to keep doing it in the future. Mo asks Mark Harris: Tell me of a business development story that you are particularly proud of. Mark typically works with brokers or consultants, and they typically shop the market as part of their offer. One of Mark's work friends we

Mo asks Mark Harris: If you could record a message around business development for your younger self, what would it say? The first thing Mark would say is that business development is a marathon, not a sprint. The second thing is that the role is a learned skill. People are not born great sales, it's something you can learn and master. The third thing is to help others when you can. You'll be happier helping others with their success than you will ever be with your own success. When people first get into sales they often sprint towards their first sale, but when they do that they forget about the long-term marathon of relationship building. When you build relationships on that level, the tiny sprints toward each sale become easier over time. Sales didn't come naturally to Mark, but when he realized that he was getting better each day that became a big motivation and opened the door to becoming excellent at it. Helping others when you can helps you be happier, which cycles back to building trust and reinforces the first three lessons. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] linkedin.com/in/mark-harris-9ba1b53

Mo asks Mark Harris: Tell me of a business development story that you are particularly proud of. Mark typically works with brokers or consultants, and they typically shop the market as part of their offer. One of Mark's work friends went out on his own to start his own business and reached out to him to talk about what Mark could do to help. When Mark sat down with him, he started off by asking questions about the future of the business and where the other person saw things going. Mark ended the initial conversation by actually recommending he talk to Mark's competitors! By starting the conversation off from a teaching and helping perspective, Mark helped him create an efficient business that now sells only Guardian insurance. You can always help someone accomplish their goals, and if that's your framework you will always be able to help someone. If you truly understand how to help someone and approach them from that aspect, you're not selling them. When you help them, they want to buy. Mark is most proud of having the integrity and courage to recommend the other person look elsewhere. Turning down a possible sale is hard, but being willing to make that decision when it was right for the client showed them that Mark cared and ultimately created the foundation for a genuine relationship. People who make more relationships are also generally happier, and that's one of the best aspects of business development. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] linkedin.com/in/mark-harris-9ba1b53

Mo asks Mark Harris: What is your favorite science, step, or story when it comes to the GrowBIG Training or the Snowball System? Without a doubt, the four brain quadrants are the key to connecting to almost anyone. Mark taught his daughter how to pinpoint the four quadrants within the family and use it immediately to connect with each person. Out in the marketplace, you're going to encounter all four different colors. When Mark speaks to a broker that's in the yellow quadrant, it's easy to tailor the conversation to speak their language. Putting the framework into practice makes getting the next step easy and natural. Asking people how to help them simply elicits a better response. Any decision maker you speak to has goals so get comfortable asking people those questions. Being open-ended and flexible gets people thinking about where they want to be, and that often leads to the other person starting to sell you on helping them. If you can follow up on a personal level, you are creating a friend and a relationship for the long-term. When you win on the emotional side, it pays dividends on the work side for eternity. Once you put yourself out there and see the success of the emotional wins, it makes it much easier to keep doing it in the future. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] linkedin.com/in/mark-harris-9ba1b53

Mo asks Mark Harris: What is your personal definition of business development? Business development means something different to everybody. For Mark, it's all about helping people understand what their needs are (teaching) and then once you find that out it's helping them find the solution they need. Mark focuses on one phrase when going into the first meeting with someone, specifically being "humbly curious". He's simply looking to understand what motivates someone and where they are coming from, and what's going to help them. Nobody wants to be sold, but everybody likes to buy, especially from people they like. Focusing on the sale is a short-term strategy. Sometimes the right thing is to not sell something. If things aren't a good fit now but might be later, being upfront and telling the prospect the truth is how you can build trust and empathy and secure a valuable long-term relationship. Ask as many questions as you can. When you can train your mind to ask questions and be humbly curious, the world is your oyster and you can bring value to that organization at all times. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] linkedin.com/in/mark-harris-9ba1b53

Mo asks Mark Harris: Tell me a story of when you realized that you needed to focus on business development. Mark takes us back to the summer of 1994 when he took on a job selling books door-to-door, a path that some of the most successful rainmakers have followed. It started off as a way to make more money than working at the local McDonald's but it became a skill that Mark learned he could get better at. All skills are both learned and earned. Mark was initially not good at sales at all and after 12 hours of hearing no, he decided to flip his approach and try to make a connection with the person first. He also learned that he needed to create little wins throughout the day to manage his energy and motivation. The steps to a purchase are the same no matter what you're selling. Connect with the person first and find out if you can solve their needs. Mark also learned how to deal with his emotions at that time, and when he figured out how to do that he became a lot more relatable and fun to be around. That whole first summer was all about being more relatable to people immediately after meeting them. After a couple sales, Mark figured out what he was really providing people with, and it wasn't a book. When he took the focus off the money and made it about helping the other person, the sale became much easier. By breaking the process into each individual piece, Mark created a series of small wins that were under his control. Even a rejection can be a learning experience. When you put yourself outside your comfort zone, you become more capable emotionally of handling the experience and more likely to overcome the next hurdle, and every hurdle you jump builds your confidence. Think about what you can do every single day to get you closer to your ultimate win. You don't know when your next sale is going to happen, but if you can focus on what you can control it will happen. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] linkedin.com/in/mark-harris-9ba1b53

Kim Davenport shares the role relationship building has played for her and why BD is much more than just selling. Learn more about the three steps to D&I, how you would want to be seen when it comes to BD, and Kim's advice to a younger self. Mo asks Kim Davenport: Tell me the moment when you decided that business development is something that you wanted to focus on, as well as how to connect with prospects and create wins for clients. There isn't a particular point in time in which Kim said to herself, 'This is development, I need to focus on clients' – it's just something that has always been part of her. Focusing on helping people and building relationships with people has been with her pretty much since day one. For Kim, inclusion, diversity and having a passion for helping clients are all components of the same equation. She's always seeking ways to help others, to build relationships with different people. This is part of diversity and inclusion, and you can't do one without the other. Being seen as someone who's helping somebody make their way and get better, and as someone who creates opportunities for clients that allow them to be better, is the golden crown of business development. Understanding how to get a prospect from a meeting to needing her help and wanting to hire her has been the hardest thing Kim had to learn. The answer lies in connecting, being curious and having conversations that bring prospects on a journey. Becoming someone they can lean on, someone who listens to them, and who just lets them get it all out, can be transformational. It's about asking questions and taking prospects on the journey first. Kim has a current client, who has been her friend for years. After having a long conversation, Kim realized that what her friend was struggling with in her business was something that Kim could help her with. The key is to engage in actively listening to who you're having a conversation with. Mo asks Kim Davenport: What is your personal development of business development? And he asks Kim how she goes about addressing D&I. Kim looks at business development as a three-part concept. There's helping the client, then there's building a relationship with them. And, lastly, there's helping a client or an organization get better. Kim goes beyond the dollar sign. She focuses not only on how a potential opportunity might impact an organization or a client in general terms, but individual people too. It's important to understand the impact of different projects and how they could impact the individual person or contributor. Being proactive and staying on top of things isn't easy, as Kim admits, but you need to carve out time. Kim, for instance, blocks out time in her calendar from time to time, and spends that time sitting down, thinking about the conversations she has been having and where everything is headed toward. When it comes to getting things done in D&I, Kim uses a three-step approach. First, it's about truly making that a passion and a priority. Step two is about doing whatever is needed – surveys, focus groups, etc. to talk to people and try to figure out where things are at. And, thirdly, try to close the gap. Focusing on D&I makes people feel as if they're operating in an environment where they can be successful, feel valued, and where they want to give it all to the organization they're part of. Mo asks Kim Davenport: What is your favorite science, step, or story from GrowBIG or the Snowball System? Kim's favorite science is the four-color quadrant – green (the one Kim identifies with the most), blue, red, and yellow. She keeps it at the back of her mind whenever she's about to have an interaction, with the purpose of trying to approach and connect with the person in the way that best suits their personality and where they're "positioned" in the color quadrant. Different people require you to connect with them in different ways, so it's important to always be listening and be attentive to that. Despite her engineering background and being someone who is process-driven, Kim understands the importance of realizing that, even when it comes to work that includes processes, there are emotions involved there. As she puts it, you open up a person when you're able to also relate to them and don't simply come in with a "black and white" approach. Mo asks Kim Davenport: What is one moment around business development that you are really proud of? Kim's most proud moment was the first real significant opportunity she brought into her firm – the friend, who's a vice president at an energy company, who she had a conversation with and who realized Kim and the firm she's part of could help her business. Kim is proud of what she did, of having the courage to go outside of her comfort zone a little bit to bring business into a conversation among friends. This was her first success story, and it happened before Kim was a partner at her firm. That's one of the moments that made her realize that BD isn

Mo asks Kim Davenport: If you could record a business development tip and send it to your younger self, what would it be? In a video she would record for a younger self, Kim would tell her to toss doubts aside and to believe in herself. To prepare her prior self, Kim would want her to get smart, be curious, and to be intentional. BD is more than just selling business, it's about trying to be a guide, an advisor, and about trying to be someone that somebody would like to partner with when they need help or counseling. Kim recommends to focus less on titles and positions, but to focus more on skills and what you're getting out of wherever you are now, instead. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/kim-davenport-7732751 [email protected]

Mo asks Kim Davenport: What is one moment around business development that you are really proud of? Kim's most proud moment was the first real significant opportunity she brought into her firm – the friend, who's a vice president at an energy company, who she had a conversation with and who realized Kim and the firm she's part of could help her business. Kim is proud of what she did, of having the courage to go outside of her comfort zone a little bit to bring business into a conversation among friends. This was her first success story, and it happened before Kim was a partner at her firm. That's one of the moments that made her realize that BD isn't about going around knocking on doors trying to sell something, but it's about helping people, about leveraging and building relationships… and, yes, it's fun! Even though she's process-driven, Kim recommends not to overthink things too much. Her advice is to just be a little courageous, and give it a try. Just ask the first question, make it natural. Don't worry about what comes after that, just take the first step and see where it takes you. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/kim-davenport-7732751 [email protected]

Mo asks Kim Davenport: What is your favorite science, step, or story from GrowBIG or the Snowball System? Kim's favorite science is the four-color quadrant – green (the one Kim identifies with the most), blue, red, and yellow. She keeps it at the back of her mind whenever she's about to have an interaction, with the purpose of trying to approach and connect with the person in the way that best suits their personality and where they're "positioned" in the color quadrant. Different people require you to connect with them in different ways, so it's important to always be listening and be attentive to that. Despite her engineering background and being someone who is process-driven, Kim understands the importance of realizing that, even when it comes to work that includes processes, there are emotions involved there. As she puts it, you open up a person when you're able to also relate to them and don't simply come in with a "black and white" approach. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/kim-davenport-7732751 [email protected]

Mo asks Kim Davenport: What is your personal development of business development? And he asks Kim how she goes about addressing D&I. Kim looks at business development as a three-part concept. There's helping the client, then there's building a relationship with them. And, lastly, there's helping a client or an organization get better. Kim goes beyond the dollar sign. She focuses not only on how a potential opportunity might impact an organization or a client in general terms, but individual people too. It's important to understand the impact of different projects and how they could impact the individual person or contributor. Being proactive and staying on top of things isn't easy, as Kim admits, but you need to carve out time. Kim, for instance, blocks out time in her calendar from time to time, and spends that time sitting down, thinking about the conversations she has been having and where everything is headed toward. When it comes to getting things done in D&I, Kim uses a three-step approach. First, it's about truly making that a passion and a priority. Step two is about doing whatever is needed – surveys, focus groups, etc. to talk to people and try to figure out where things are at. And, thirdly, try to close the gap. Focusing on D&I makes people feel as if they're operating in an environment where they can be successful, feel valued, and where they want to give it all to the organization they're part of. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/kim-davenport-7732751 [email protected]

Mo asks Kim Davenport: Tell me the moment when you decided that business development is something that you wanted to focus on, as well as how to connect with prospects and create wins for clients. There isn't a particular point in time in which Kim said to herself, 'This is development, I need to focus on clients' – it's just something that has always been part of her. Focusing on helping people and building relationships with people has been with her pretty much since day one. For Kim, inclusion, diversity and having a passion for helping clients are all components of the same equation. She's always seeking ways to help others, to build relationships with different people. This is part of diversity and inclusion, and you can't do one without the other. Being seen as someone who's helping somebody make their way and get better, and as someone who creates opportunities for clients that allow them to be better, is the golden crown of business development. Understanding how to get a prospect from a meeting to needing her help and wanting to hire her has been the hardest thing Kim had to learn. The answer lies in connecting, being curious and having conversations that bring prospects on a journey. Becoming someone they can lean on, someone who listens to them, and who just lets them get it all out, can be transformational. It's about asking questions and taking prospects on the journey first. Kim has a current client, who has been her friend for years. After having a long conversation, Kim realized that what her friend was struggling with in her business was something that Kim could help her with. The key is to engage in actively listening to who you're having a conversation with. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/kim-davenport-7732751 [email protected]

Tyler Sweatt shares a series of powerfully concise lessons on business development he's picked up over the years consulting in a wide range of industries. Find out how Tyler and his team solve incredibly complex compliance problems while making the buying process as frictionless as possible, why saying no to some prospects is critical to find the customers, and how planning is the easiest way to set yourself apart from your competition. Mo asks Tyler Sweatt: When did you realize that business development was great? When Tyler transitioned out of the military, he wasn't sure which direction to take his career. He cut his teeth at Deloitte where he learned the two basic functions of a business: value creation and value protection. You have to figure out which one you need to focus on from a career standpoint. Tyler started thinking about how to build relationships and establish trust since that was the fastest way to grow. Tyler found a few partners within the organization that helped him learn the ropes of value creation, and in the process, he got in touch with Toffler Associates. That was where he learned a new approach to consulting that opened up a huge number of opportunities for him. Those experiences became unique information that Tyler could share simply by being exposed to it. There is no better time than now to invest in yourself and your education. Focusing on your technical expertise, getting exposed to how other businesses work, and growth skills. When you're learning, you should always have the last part be a practical implementation. Test your knowledge and put it into practice. Value creation and growth skills are highly transferable. Mo asks Tyler Sweatt: What is your personal definition of business development? Simply put, it's all about value creation. The entire spectrum of taking a prospect from completely cold to raving fan is the process of growth. Content creation is part of the effort, similar to an at-scale give-to-get. When someone hits the pipeline, Tyler focuses on qualifying them immediately and moving quickly on closing the deal. For marketing and lead generation, you need to figure out the three most important metrics you need to cover and orient on those. That will make everything else easier. Referrals are a big indicator of both effectiveness and product-market fit. Try to avoid measuring too many metrics at the same time. You need to think about business development from the customer's buying process and how you can remove as much friction from their buying process as possible. Make it as easy to buy from you as possible. Focus on a positive buying experience and make it easy for the customer. Being customer-centered will be extremely valuable in everything you work on. Mo asks Tyler Sweatt: What is your favorite science, step, or story from the GrowBIG Training or Snowball System? Too many people focus on just having a meeting and following the script they have in their mind. Dynamic Meeting Prep is one of Tyler's favorite strategies that solves that problem. Using the process, you can solidly prepare for a meeting in under 10 minutes which is a great way to bring many of the other Snowball System strategies. Have a goal in mind, but be flexible on how you get there. The value is not in the plan, it's in the planning. You are creating a plan to operate fluidly depending on the situation. You can completely separate yourself from your competition in the way that you approach meetings. Tyler's second favorite strategy is Asking For The Advance. Moving along opportunities ties into the Dynamic Meeting Prep and makes the buying process much easier. You are 34x more likely to get a yes in person than you are over email. This is why it's so important to get the next step or next meeting nailed down during your current meeting. There are four main reasons you might not win. It's usually either not a strategic fit, a technical fit, a timing fit, or not a relational fit. You should try to eliminate those potential obstacles during the qualifying process. Think about who stands to benefit from the purchase, how to make the purchase as easy as possible, or how you can get the prospect to build the solution with you. Seek early victories. Mo asks Tyler Sweatt: Tell me a business development story that you are really proud of. At Second Front, Tyler is working to solve some ridiculously complicated problems and building something that has never existed before. Tyler has been in several different industries, all of which involve emerging technology and security. In most of those industries, compliance burdens were always an issue and Second Front is working on solving that. They have figured out a solution that solves a pressing national security problem and has opened new doors of opportunity that could be saving lives. The Second Front team is the best team he's been a part of since leaving the military, and he loves the fact that he's proving people wrong. When somebody tells him th

Mo asks Tyler Sweatt: If you could record a video around business development and send it to your younger self, what would it say? Don't fall in love with titles. Identify character traits that you don't want to emulate. Don't lose sight of the value of saying no. No is the most strategic word in your arsenal. Don't feel obligated to stick around in an organization. You are your own client. Tyler is a fan of being brutally transparent. The easiest way to make sure your message is heard the way you want it to be heard is to make it as simple and plain as possible. You are doing the other person a favor by being honest. No is a decision, yes is a commitment. Saying yes to something you don't want to do only creates negative energy and sabotages the relationship over time. Figure out what you're doing that you don't want to do right now, and start cutting them out so you can focus on the activities that have the highest value to you. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/tylersweatt secondfront.com

Mo asks Tyler Sweatt: Tell me a business development story that you are really proud of. At Second Front, Tyler is working to solve some ridiculously complicated problems and building something that has never existed before. Tyler has been in several different industries, all of which involve emerging technology and security. In most of those industries, compliance burdens were always an issue and Second Front is working on solving that. They have figured out a solution that solves a pressing national security problem and has opened new doors of opportunity that could be saving lives. The Second Front team is the best team he's been a part of since leaving the military, and he loves the fact that he's proving people wrong. When somebody tells him that something can't be done, that motivates Tyler to go and prove them wrong. It's a lot easier to maintain things than it is to create things. At its core, business development is always new and always different, which is something that Tyler appreciates. Know what your why is, and it's okay if that changes over time. For Tyler, being able to set examples for his sons and have teachable moments is the core of why he does what he does in his season of life. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/tylersweatt secondfront.com

Mo asks Tyler Sweatt: What is your favorite science, step, or story from the GrowBIG Training or Snowball System? Too many people focus on just having a meeting and following the script they have in their mind. Dynamic Meeting Prep is one of Tyler's favorite strategies that solves that problem. Using the process, you can solidly prepare for a meeting in under 10 minutes which is a great way to bring many of the other Snowball System strategies. Have a goal in mind, but be flexible on how you get there. The value is not in the plan, it's in the planning. You are creating a plan to operate fluidly depending on the situation. You can completely separate yourself from your competition in the way that you approach meetings. Tyler's second favorite strategy is Asking For The Advance. Moving along opportunities ties into the Dynamic Meeting Prep and makes the buying process much easier. You are 34x more likely to get a yes in person than you are over email. This is why it's so important to get the next step or next meeting nailed down during your current meeting. There are four main reasons you might not win. It's usually either not a strategic fit, a technical fit, a timing fit, or not a relational fit. You should try to eliminate those potential obstacles during the qualifying process. Think about who stands to benefit from the purchase, how to make the purchase as easy as possible, or how you can get the prospect to build the solution with you. Seek early victories. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/tylersweatt secondfront.com

Mo asks Tyler Sweatt: What is your personal definition of business development? Simply put, it's all about value creation. The entire spectrum of taking a prospect from completely cold to raving fan is the process of growth. Content creation is part of the effort, similar to an at-scale give-to-get. When someone hits the pipeline, Tyler focuses on qualifying them immediately and moving quickly on closing the deal. For marketing and lead generation, you need to figure out the three most important metrics you need to cover and orient on those. That will make everything else easier. Referrals are a big indicator of both effectiveness and product-market fit. Try to avoid measuring too many metrics at the same time. You need to think about business development from the customer's buying process and how you can remove as much friction from their buying process as possible. Make it as easy to buy from you as possible. Focus on a positive buying experience and make it easy for the customer. Being customer-centered will be extremely valuable in everything you work on. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/tylersweatt secondfront.com

Mo asks Tyler Sweatt: When did you realize that business development was great? When Tyler transitioned out of the military, he wasn't sure which direction to take his career. He cut his teeth at Deloitte where he learned the two basic functions of a business: value creation and value protection. You have to figure out which one you need to focus on from a career standpoint. Tyler started thinking about how to build relationships and establish trust since that was the fastest way to grow. Tyler found a few partners within the organization that helped him learn the ropes of value creation, and in the process, he got in touch with Toffler Associates. That was where he learned a new approach to consulting that opened up a huge number of opportunities for him. Those experiences became unique information that Tyler could share simply by being exposed to it. There is no better time than now to invest in yourself and your education. Focusing on your technical expertise, getting exposed to how other businesses work, and growth skills. When you're learning, you should always have the last part be a practical implementation. Test your knowledge and put it into practice. Value creation and growth skills are highly transferable. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/tylersweatt secondfront.com

Kevin Clem shares his charm and personality while discussing the biggest business development lessons he's learned over the years. Learn about the three ways to build and develop a new relationship, how to impress a prospect by doing your homework, and why it's okay to make the ask. Mo asks Kevin Clem: When was the moment you realized growth is great and you wanted to focus on business development? Kevin has been doing business development for 20 years, but he didn't always call it that. Kevin realized that he had a knack for business development after a repeat client said to him that they keep coming back to work with him, but they never felt sold. Eventually, the CEO offered to make that a formal role. Sales became a natural progression of Kevin's career. Business development is an extension of helping clients solve their problems, and making connections with people allowed Kevin to transition into a more client-focused role. Finding ways to form the connection with a client is crucial. Connections are how relationships grow, and when relationships grow, revenue follows. Some of the connection effort is organic, but there is a lot of research involved. Kevin will always look for a point of connection that goes beyond the business transactional relationship. There is a goldmine of information on LinkedIn that you can bring up when it makes sense. The foundation of all good relationships is connection where you have alignment with someone or can build on their relationship with other people. Peppering in the details as your talking about what they are working on is the key to not coming in too strongly. It's not about manipulating, it's about organically connecting on some shared experience. Business development is like interviewing. It shouldn't feel weird that you are doing a little homework on the other person. Thoughtful follow up questions on the other person's written content is great. Mo asks Kevin Clem: What is your personal definition of business development? Simply put, making connections and solving problems. It's always about how you can solve a problem, whether or not there is a direct transaction involved. When you solve someone's problem, either directly or through your network, they will probably come to you first to solve a similar problem in the future. Kevin is always listening for an issue that his organization may be able to help with, but he's also looking for third party connections and resources that may help as well. There is always some aspect of a prospect's experience that you can use as a hook to follow up. One of the best pieces of advice that Kevin received was to either make an introduction, bring an insight, or give an invitation to something else. Don't assume that a conversation that doesn't result in a closed deal is a loss. Business development is about playing the game, and if you can help a person solve their problem, they will probably come to you in the future. A successful meeting is when you add value, and a really successful meeting is when you book another meeting. Mo asks Kevin Clem: What's your favorite science, step, or story from the GrowBIG Training or the Snowball System? Kevin discovered the Snowball System from the podcast after being referred to it by the CEO of HBR Consulting. The Most Important Things is one of the key principles that Kevin has embraced. He and his team have made the idea of the top three things as a guiding framework for how they operate. Raving fans and assessing the level of the relationship with each client is another big strategy. There is power in language. Just by entering the GrowBIG world and embracing the terminology, Kevin and his team have changed the way they think about business development and growth. Take a page out of your creative marketing playbook and come out with a theme for your internal program to get your team to buy in. Kevin's team has tried a number of different incentives to get the team excited. They found that recognition and reward among high achievers is a good base to start with, combined with accountability. Create and celebrate short-term wins to spotlight things that are going well and to build momentum. Celebrating the small wins is an important piece of creating progress. Doing what you can do today is what leads to the championship. Mo asks Kevin Clem: Tell us a business development story that you are really proud of. Kevin tells the story of a completely cold lead that turned into a full-fledged prospect after five years of near silence. By helping the prospect without asking for anything in return at the beginning, Kevin kicked off a relationship where when the timing was right, the client asked for him to sell him on working with him. Of the four parts of the relationship building process, the listen and learn stage is one of the most important. Kevin brought his prospect into a round table conversation that showed how HBR has worked with other clients in the past, and that created the curiosi

Mo asks Kevin Clem: If you could record a business development focused video and send it back to your past self, what would it be? One of the biggest lessons that Kevin has learned in his career is that people want to connect and it's okay to make the big ask. If you've built the relationship, it's okay to ask about working together. In many cases, your clients are looking for people that can help solve their problems. They might say no, and that's okay, but if they say yes, you have an opportunity to work with someone sooner than you would otherwise. How you ask matters. Make it clear that working together is a way for the other person to win. Selling is an act of service. Some of the greatest leaders in the history of humanity were servant leaders. Know your prospect's goals, and make your ask by referencing what they are trying to achieve. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/kevinclem [email protected] hbrconsulting.com hbrconsulting.com/events "Most Wackiest Kind of a Year" video – tinyurl.com/ClemWacky

Mo asks Kevin Clem: Tell us a business development story that you are really proud of. Kevin tells the story of a completely cold lead that turned into a full-fledged prospect after five years of near silence. By helping the prospect without asking for anything in return at the beginning, Kevin kicked off a relationship where when the timing was right, the client asked for him to sell him on working with him. Of the four parts of the relationship building process, the listen and learn stage is one of the most important. Kevin brought his prospect into a round table conversation that showed how HBR has worked with other clients in the past, and that created the curiosity that led to the sale. When you build enough curiosity and do the process the right way, the client is pulling you towards taking the next step instead of you pushing them. The best result you can get in professional services is a warm referral. If your client is willing to do that, that shows a huge amount of trust. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/kevinclem [email protected] hbrconsulting.com hbrconsulting.com/events

Mo asks Kevin Clem: What's your favorite science, step, or story from the GrowBIG Training or the Snowball System? Kevin discovered the Snowball System from the podcast after being referred to it by the CEO of HBR Consulting. The Most Important Things is one of the key principles that Kevin has embraced. He and his team have made the idea of the top three things as a guiding framework for how they operate. Raving fans and assessing the level of the relationship with each client is another big strategy. There is power in language. Just by entering the GrowBIG world and embracing the terminology, Kevin and his team have changed the way they think about business development and growth. Take a page out of your creative marketing playbook and come out with a theme for your internal program to get your team to buy in. Kevin's team has tried a number of different incentives to get the team excited. They found that recognition and reward among high achievers is a good base to start with, combined with accountability. Create and celebrate short-term wins to spotlight things that are going well and to build momentum. Celebrating the small wins is an important piece of creating progress. Doing what you can do today is what leads to the championship. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/kevinclem [email protected] hbrconsulting.com

Mo asks Kevin Clem: What is your personal definition of business development? Simply put, making connections and solving problems. It's always about how you can solve a problem, whether or not there is a direct transaction involved. When you solve someone's problem, either directly or through your network, they will probably come to you first to solve a similar problem in the future. Kevin is always listening for an issue that his organization may be able to help with, but he's also looking for third party connections and resources that may help as well. There is always some aspect of a prospect's experience that you can use as a hook to follow up. One of the best pieces of advice that Kevin received was to either make an introduction, bring an insight, or give an invitation to something else. Don't assume that a conversation that doesn't result in a closed deal is a loss. Business development is about playing the game, and if you can help a person solve their problem, they will probably come to you in the future. A successful meeting is when you add value, and a really successful meeting is when you book another meeting. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/kevinclem [email protected] hbrconsulting.com

Mo asks Kevin Clem: When was the moment you realized growth is great and you wanted to focus on business development? Kevin has been doing business development for 20 years, but he didn't always call it that. Kevin realized that he had a knack for business development after a repeat client said to him that they keep coming back to work with him, but they never felt sold. Eventually, the CEO offered to make that a formal role. Sales became a natural progression of Kevin's career. Business development is an extension of helping clients solve their problems, and making connections with people allowed Kevin to transition into a more client-focused role. Finding ways to form the connection with a client is crucial. Connections are how relationships grow, and when relationships grow, revenue follows. Some of the connection effort is organic, but there is a lot of research involved. Kevin will always look for a point of connection that goes beyond the business transactional relationship. There is a goldmine of information on LinkedIn that you can bring up when it makes sense. The foundation of all good relationships is connection where you have alignment with someone or can build on their relationship with other people. Peppering in the details as your talking about what they are working on is the key to not coming in too strongly. It's not about manipulating, it's about organically connecting on some shared experience. Business development is like interviewing. It shouldn't feel weird that you are doing a little homework on the other person. Thoughtful follow up questions on the other person's written content is great. Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/kevinclem [email protected] hbrconsulting.com

Sandy Lutton talks about business development and what she learned landing world-class speakers and executives as clients. Find out why you should be treating prospects as clients right from the get-go, the top four business development strategies she uses every single day, and why taking the fear out of the initial meeting can open the doors to building great relationships. Mo asks Sandy Lutton: When was the moment that you realized that you wanted to focus on business development? At the beginning of Sandy's career she started off in a job at a call center doing customer service and she learned that sales were an integral part of success. She realized that she loved solving people's problems and enjoyed building relationships. This led to diving into the world of sales within the telecom industry and eventually software and consulting. The opportunity to engage deeply with a client and understand what their business needs and goals were only made the work more attractive. A prospect is not just a prospect, they are in the client process, and Sandy acts accordingly. The prospect stage is about building trust and adding value in a way they need at that point in the relationship. Sandy has a passion for helping storytellers get their story out into the world. Sandy is working with a prospect right now by helping get him in touch with writers that can get his story down on paper. Treating a prospect like a client and providing the value they need at the stage they are in is how you build the relationship from the ground up. Start with strategy and making introductions while communicating that process early on and getting their buy in on the process. As a sole proprietor, it's important to know at what point they need you specifically and when you can be the most valuable to them. Mo asks Sandy Lutton: What is your personal definition of business development? We think of business development as a necessary evil way too often, but it's simply human interaction. Think of business development as an opportunity to get to know someone, understand what they need from you, and how you can bring value to them. Sandy is a firm believer in having a reason to pick up the phone and call a prospect. You need to understand what value you can bring to the other person and then deliver on that. Sandy created an informal CFO network for prospects she was working on building relationships with. This kind of value group is a great resource for the prospects and naturally leads to the prospects wanting to do business for you. If you have value to add, that gives you license to reach out. Put yourself in the potential client's shoes. The people they take the time to connect with are the ones that are bringing their uniqueness and value to the relationship. It can be as simple as a book recommendation. Once you start to invest in a relationship, it's much easier to find ways to add value. Sandy and Mo list a ton of different ways you can help a prospect and add value to their life. Everybody makes the assumption that technical expertise is all the same (even if it's not), but they always pay attention to the people that care. Mo asks Sandy Lutton: Tell us your favorite science, step, or story from the GrowBIG Training or Snowball System. Sandy's favorite science is the Herrmann Brain Dominance Model because it opened her eyes to understanding how her pitch was communicated to other people. The Protemoi List is another strategy that stands out. Knowing who the most important people are in regards to your business and your success, and building a process around it, is a key element to success. Relationships are paramount, and the Protemoi List puts them front and center. Before the Protemoi List, relationships were unstructured. When you have someone on your list, it becomes intentional and mutually beneficial. Sandy's list used to be longer, but over time she narrowed it down as she learned her limitations and the precise value you can bring to the relationship. How many people can you proactively reach out to in a month in a helpful way that you don't get paid for. Ten is a great place to start. Give To Get is another favorite strategy. For Sandy, she lays out the overall plan and the steps where the client can engage her to take the next steps. A great Give To Get instills trust in the vision and endears the prospect into working solely with you. The last step that Sandy appreciates is the idea of a value group. By building a network of CFOs and building those relationships over time, she has created a group of raving fans that turn into valuable business. Mo asks Sandy Lutton: What is a business development story that you are really proud of? One moment in particular stands out from Sandy's career in regards to business development. Part of her role at the Speaker's Bureau was to secure talent, and Sandy was working on securing a famous world leader. The twist in the story was that the first in-person meeting with the CEO didn't

Mo asks Sandy Lutton: If you could record a message around growth and business development and send it to your younger self, what would it say? Early in her career, Sandy was intimidated by business development and felt that she had to win them over while being perfect, but it doesn't have to be an intimidating process. Business development is simply about building relationships. Sandy would want to help her younger self take the fear out of the process. It can be fun and engaging, and you will learn a lot along the way. Practice for perfection, but play for progress. You start to see how brilliant your team is when you plan ahead, and even if you don't win the business, you improve for the next one. When you're in a meeting, look for the little wins and what the next step along the way is. Make sure you tackle all the issues and break things down into small steps. Moving anything forward during a meeting is a win, so keep that in mind. Instead of trying to wow the prospect, just give them what they are looking for. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] Her Journey Told Podcast

Mo asks Sandy Lutton: What is a business development story that you are really proud of? One moment in particular stands out from Sandy's career in regards to business development. Part of her role at the Speaker's Bureau was to secure talent, and Sandy was working on securing a famous world leader. The twist in the story was that the first in-person meeting with the CEO didn't go well which made landing this client much harder than they expected. They spent too much time talking about who they represent. The big influencer in the decision was the Chief of Staff, and by uncovering their goals it changed the dynamic of the relationship. In listening to them and finding out what they needed, Sandy was able to put the right team in place to support them. Understanding what they ultimately wanted to achieve was critical in the decision-making Just like the Snowball System teaches, keeping them involved in the process was crucial, and in the end they won the business without giving everything away for free. Many people fold too quickly when it comes to high pressure proposals. Challenge yourself when you feel like you have to go in at your lowest price in order to win the business, because it might not be true. Sandy is most proud of the fact that they landed the client by identifying the right team and making it clear that going to the lowest price wasn't the right move. Resist the urge to discount your service by negotiating too soon. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] Her Journey Told Podcast

Mo asks Sandy Lutton: Tell us your favorite science, step, or story from the GrowBIG Training or Snowball System. Sandy's favorite science is the Herrmann Brain Dominance Model because it opened her eyes to understanding how her pitch was communicated to other people. The Protemoi List is another strategy that stands out. Knowing who the most important people are in regards to your business and your success, and building a process around it, is a key element to success. Relationships are paramount, and the Protemoi List puts them front and center. Before the Protemoi List, relationships were unstructured. When you have someone on your list, it becomes intentional and mutually beneficial. Sandy's list used to be longer, but over time she narrowed it down as she learned her limitations and the precise value you can bring to the relationship. How many people can you proactively reach out to in a month in a helpful way that you don't get paid for. Ten is a great place to start. Give To Get is another favorite strategy. For Sandy, she lays out the overall plan and the steps where the client can engage her to take the next steps. A great Give To Get instills trust in the vision and endears the prospect into working solely with you. The last step that Sandy appreciates is the idea of a value group. By building a network of CFOs and building those relationships over time, she has created a group of raving fans that turn into valuable business. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] Her Journey Told Podcast

Mo asks Sandy Lutton: What is your personal definition of business development? We think of business development as a necessary evil way too often, but it's simply human interaction. Think of business development as an opportunity to get to know someone, understand what they need from you, and how you can bring value to them. Sandy is a firm believer in having a reason to pick up the phone and call a prospect. You need to understand what value you can bring to the other person and then deliver on that. Sandy created an informal CFO network for prospects she was working on building relationships with. This kind of value group is a great resource for the prospects and naturally leads to the prospects wanting to do business for you. If you have value to add, that gives you license to reach out. Put yourself in the potential client's shoes. The people they take the time to connect with are the ones that are bringing their uniqueness and value to the relationship. It can be as simple as a book recommendation. Once you start to invest in a relationship, it's much easier to find ways to add value. Sandy and Mo list a ton of different ways you can help a prospect and add value to their life. Everybody makes the assumption that technical expertise is all the same (even if it's not), but they always pay attention to the people that care. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] Her Journey Told Podcast

Mo asks Sandy Lutton: When was the moment that you realized that you wanted to focus on business development? At the beginning of Sandy's career she started off in a job at a call center doing customer service and she learned that sales were an integral part of success. She realized that she loved solving people's problems and enjoyed building relationships. This led to diving into the world of sales within the telecom industry and eventually software and consulting. The opportunity to engage deeply with a client and understand what their business needs and goals were only made the work more attractive. A prospect is not just a prospect, they are in the client process, and Sandy acts accordingly. The prospect stage is about building trust and adding value in a way they need at that point in the relationship. Sandy has a passion for helping storytellers get their story out into the world. Sandy is working with a prospect right now by helping get him in touch with writers that can get his story down on paper. Treating a prospect like a client and providing the value they need at the stage they are in is how you build the relationship from the ground up. Start with strategy and making introductions while communicating that process early on and getting their buy in on the process. As a sole proprietor, it's important to know at what point they need you specifically and when you can be the most valuable to them. Mentioned in this Episode: GrowBIGPlaybook.com [email protected] Her Journey Told Podcast