January 5

Sales Logic-Thrive


e, but Speaker 5: At the end of the day, salogic. Meridith Elliott Powell: It is sales logic. So again, welcome Saturday morning 9:00 AM Eastern. Welcome to sales logic. The show where we dive into the strategies, discuss the steps, everything that you need to know know to even be more effective at sales. I’m here with my co-host Mark Hunter. Good morning mark. Mark Hunter: Good morning. Good morning. Good morning. And it’s been a big week. Hey, you had your book launched this week, a thrive and it’s doing absolutely terrific. I, I, I did do a little sneak on Amazon this morning and saw you’re up to 26 reviews. Got a lot of people like a in the book. It’s great. Meridith Elliott Powell: Yeah, it has, uh, it has really come out of the gate, uh, strong, even stronger than, uh, than I’d hoped. So, uh, so pretty, pretty excited, um, about it. But have you had a Mark Hunter: Good week? I’ve had, I’ve had a great week and I’ll tell you what, it’s amazing. How things continue to pick up more and more. I mean, it really is amazing. Um, as things, you know, there’s still a lot of wiggles and shakes out there in the economy, but it’s looking bright. Meridith Elliott Powell: Yeah. I think that, I think things are looking good. You know, mark, we are headed into what I know are my, but probably yours as well. Favor two quarters of the year, a third and fourth. And we’ve got something special on tap, um, for third and fourth or why don’t you tell our listeners Mark Hunter: About it? Well, yeah, what we’ve done is we have a mastermind group where you get to mastermind with Meredith and, and myself every month through now and the end of the year. And it really is an opportunity for you to up your gain and to make sure that you make the last two quarters of the year and set yourself up for a strong 20, 22. So, Hey, we want you to get registered. We want you to get enrolled in it, jump out to sales, logic, podcast.com. You’ll see the link there and get registered. Meridith Elliott Powell: Yeah. Oops. I’m having a little bit of trouble this morning, Jacqueline. I’m so glad you were here. Thank you so much. Um, uh, on the, uh, on the book, super, super excited, um, about it and really glad you’re here with us this morning, but let’s go ahead and dive into the show. I’m just gonna go ahead and do an overview of how the show works and then Mark’s gonna tell you what we’ve got on tap for today. Please always remember as the audience, you are a part of this show. We love when that call box goes, um, goes wild. So if you put something up there, we’ll not only address it, but we’ll give you a little bit of stage time as well every week. Um, we go live with sales logic and we split the show into four parts. Number one is we always have a topic, a really relevant topic. Um, we take a question from you, the audience. So if you ever have a question, please go to sales, logic, podcast.com or simply put it out there on social media, hashtag sales logic. We cover a book that we think you need to be reading and last but not least, because we want you to get return on investment. We do a lightning round, those key takeaways that you can have to really put some things in action. Mark Hunter: Well, with that, let me jump into the topic. The topic today is qualities and strategies, sales leaders, and sales people need to thrive in uncertain times. And it is certainly uncertain times. We got a question and a book, okay, let’s do the question. Cuz John from Boston writes, we’re in the transportation industry and have been in business about 40 years. I thought we were diversified. I see where this is going. As we serve the college market, tourist, professional sports weddings, et cetera. But when COVID hit, I learned not a single industry we were in was safe. Is there something else I could be doing to protect my company from uncertainty or forces outside of my control? What other markets should I be directing my salespeople to? And I’ll tell you what, you can put almost any business into this equation because at least minimally part of your business was absolutely impacted because of COVID. And what are the lessons learned for? So jump in Meredith some ideas. Meridith Elliott Powell: Well, first I wanna say thank you Glenda. I’m so glad you’re here and thank you so much. Um, uh, on the, uh, on the congratulations we’re, we’re excited about it as well. Mark. I love this question. When I saw it, when I saw it come across the, uh, the wire, I was really excited about it because this is the pressure of uncertainty, right? Air you as a business, do everything you’re supposed to do. You didn’t count on just travel and tourism. You didn’t count just on the college market. You were so clear to diversify all the different areas you were in COVID hits and you still get caught, um, in the fact that, you know, in the fact that every industry you get out your toe in. So let’s just start by saying, first of all, good job on diversifying smart, smart, smart. If you are anybody listening to us right now, and you’re not diversified, you need to, the second is, um, COVID was an extreme. Meridith Elliott Powell: So the very fact that you got hit, not your fault. I mean, that is, this is an extreme that it would wipe out, you know, anybody getting near anybody, which would take the transportation industry at the same time. There are some things that you need to be thinking about from an uncertain marketplace. I would say a couple of things is you need to, we call it conditioning yourself for change in the, um, in the, uh, in the book. But you know, we call it also crisis management or contingency planning, working into your quarterly meetings with your executive team, or at least twice a year, or making it part of your, your strategic plan. What if scenarios, what if something happened to the entire transportation industry, what would, how would you make an income? How would you stay afloat? How would you, you know, do things like that in, in giving yourself some brainstorming time to really start to think about what is is the worst case scenario? The power of that is number one is you have a plan. If something like this ever happened again, the second is, um, you are, you are, you are prepared. And if nothing happens, at least you’re a flexible and a nimble company that is always thinking about the outside forces. Mark Hunter: Yeah, there there’s so much there to what you said, and I’m gonna add. And, and I presume that this gentleman has a bus charter limo, charter, that type of, of a business. And I think what you have to do is you have to take a step back and say, what are the outcomes that you deliver? What are the outcomes? And then how do those outcomes fit into other segments? He’s in the business of moving people, time sensitive, people looking at the kind of the types of industries he happens to be in. So then you sit there and say, where else does this apply? Now I’m gonna take a little bit of a counter move because we can all play the, um, go back years ago, GE GE was incredibly diversified go before that there was this company called ITT and they were incredibly diversified. And then over the years, uh, the financial markets began to, mm, uh, punish too much diversification, cuz I’ll argue that I can be diversified and I wanna be diversified, but be careful that you’re not too diversified because then what you’re doing is you don’t have the ability to marsh enough resources around any one thing. Mark Hunter: I work with a company right now out of the Pennsylvania, uh, uh, area. And they have like nine different business units. And I’m really trying to tell ’em, you know what, nine different business units, it may sound good, but you can, can’t put enough muscle behind any more than about three or four of ’em. So maybe you need to look at contracting them, but as you contract them, make sure they’re diversified enough so that you can have the yang and the yang, the left and the right. All coming together. Meridith Elliott Powell: Yeah. I wanna add to that. Sometimes if you’re in business, it’s good to look at markets and how they would be impacted differently. Like government a lot is one that keeps going no matter, um, how markets and things get, um, you know, get, get impacted. So you may want to be in the public sector and in the, um, you know, in the, in the, in the government, um, uh, sector, the other thing I’m gonna say too, is I’m gonna retract a little bit of what I just said a minute ago. Cuz mark, I was thinking about our business, you know, we’re professional speakers. And I said, you know that, um, that COVID was kind of an extreme, but I think since, you know, since nine 11, our tree has been wiped out three times, three times we got wiped out nine 11, we got wiped out in 2018, we got wiped out. Meridith Elliott Powell: Um, you know, when, when COVID hit, if you’re a professional speaker or you’re like us in your industry has been greatly impacted by all three of those it’s time to really start diversifying, uh, uh, your business and contingency planning because no diversification, even at best diversification, probably going lose a third to a half of your income and you have to think about that. Can you still function? Can you still move? Can you still be in business? If, if parts of your business get greatly impacted the key to thriving and uncertainty, the whole key to everything is really being prepared, not waiting for change, to happen, but anticipated and having a plan in place because even if you were wrong, just the very fact that you’re thinking about preparing you can flex and change pretty easily. Mark Hunter: Oh the, the, again, there’s so, so much in there. Uh, go back to this whole speaking thing, for instance, uh, we may be speakers, but is that what we do? No, that’s just what we do to deliver the outcome that we create. And again, I, I, I, I can’t stress this enough. You have to go to the outcome. What is the outcome you create? And then step back into how can you deliver it? Hey, we should go ahead and jump kind of into the topic cuz we’re kind of morphing into, into it. This is a great topic. Cuz I, I, boy, I was in a board meeting yesterday where this was so real qualities and strategies, sales leaders, and sales people need to thrive in uncertain times. Meridith Elliott Powell: Yeah. Well first of all, um, number one is as sales professionals and sales leaders understand that you need a plan and you need a strategy to thrive at uncertain times because two things happened when COVID hit. You were either in what our friend, bill back rack calls a COVID blessed business where your business actually grew in COVID or you got decimated. And there was really, probably not a whole lot of, um, of in between. And you need a plan for, um, both, how are you gonna handle the volume? How are you gonna handle the increase? How are you gonna handle the surge? The second is, um, if, if it gets completely wiped out, what is your plan around that? So number one I would say is you need a plan and you need a plan for it. Either case scenario, Mark Hunter: Oh, spot on. Um, I, I’m gonna share a very quick story. IER. I serve on the board of directors of a nonprofit healthcare group that is establishing that number of countries around the world. And we’ve had two situations in the last 24 months. One was China where we’ve virtually been locked out and we have lost some assets, another one in another country. And unfortunately I cannot mention the name of the country, but where the government has completely taken control and our healthcare function, all the hospital and our clinics are thriving in that particular country. Now why? Because part of the sustainability model that we create is one where we raise up local leaders to administer and control and do everything on site. So there’s no people needed from any other country. And it’s interesting, but the sustainability model we created is works all over. And in this particular country, we were not anticipating the government to collapse three years ago. We did not anticipate the government to collapse, but we’ve stayed firm to the business model and it’s held true and it’s working well in a very unstable country. Yeah, Meridith Elliott Powell: That’s, that’s a, that’s fantastic Patrick. So glad to have you from, uh, from Buckhorn and Adam, uh, welcome on board cuz you are exactly right. Disrupt yourself before you are disrupted. I gotta tell you another strategy that I tell sales teams and sales leaders to do is that you need, um, when uncertainty hits, the very first thing you need to do is to talk to your customers, not to sell them a single thing, but first out to reach out and say, I get it. Show empathy, empathy. Oh my gosh, mark, did we talk about empathy at outbound or what? Um, you know, that empathy is so important, but the other is when you do, you’re gonna understand what your customers are going through. And if you wanna sell in an uncertain marketplace, even if you are in an, an industry that is decimated like, like, like we were, um, maybe like the restaurant industry, um, talk to your customers because they’re gonna help you understand what the current problem is. I say this over and over again, the product and service you sell may be the same, but the problem you’re solving changes. And the only way to sell effectively to leave your competition in the dust is to solve the right problem. The only way to know what the right problem is, is to talk to your Mark Hunter: Customer, see, and, and that does require, are you to understand what are those potential outside forces that could impact you? So you do need to be a student of your environment and you do need to be a student, but here’s what I do encourage don’t get yourself so caught up in outside forces, oh, my business could get hit by an asteroid. Uh, the probability of that happening is about the same as you winning the lottery. Don’t bother to build a strategy around either of those, but what you can do. And again, I’m gonna go back to this. I, I sat in this board meeting yesterday and, and the sustainability model and, and that’s one of the, the, the key things that we used to go out and raise funds is because we create a sustainable model that works despite disruption around us. What does that do? That allows us to thrive in situations. And it’s funny because China was the first country we went into and we did not establish that model and boom lesson learned. Yeah, Meridith Elliott Powell: I gotta, I, I missed, um, Adam’s comment here. I think it’s, uh, Adam, I am going to use that. I’m going to quote it and I am going to credit you with it. Um, Uber yourself, before you get Kodak, what a, uh, what a fabulous, fabulous line. We got a friend Larry LA, uh, Larry Levine here, our, um, our, uh, colleague, our really good friend and our outbound buddy. The more you know about your customers, the more you grow with your customers. So true. So true, Larry. So another strategy that, um, that I love around that I really believe sales leaders and sales people should be doing. And, you know, mark and I are saying sales people and sales lead, because if your sales leader does it great, lucky you, if they don’t, don’t wait on your sales leader, do to do this. You’re a salesperson. Meridith Elliott Powell: Do these strategies for yourself. You can totally control your own destiny, but, um, but it’s another strategy from the book and it’s called shed fast and keep moving. You know, mark keeps talking about these outside forces and the truth is the reason. And he is talking about them is because there’s more outside of your control than inside your business. That can impact your success. When you live in an environment like we do, that’s uncertain, there is so little you can control and the outside forces can impact you. So that means by no fault of your own, you’re not doing anything wrong, but maybe the strategy you’re using aren’t working anymore because the environment around you change, and we call this shed fast and keep moving, which means you take the time 30 minutes on a Friday, once a month and ask yourself, what am I doing? That’s really getting me business. What did I do in the last three weeks that landed customers? What, what is weighing me down? What’s been a waste of my time and what do I need to be doing that I’m not doing that could really take me to another level Mark Hunter: And see something about that that’s recalibrating slightly on a regular basis when you recalibrate slightly on a regular basis, it’s, it’s saved you from having to do total disruption when times are difficult. Yeah. That’s the key piece. I, I, I’ve always found if I can just pivot just slightly every month, every month, it’s amazing how I can remain focused. And what happens is I really, I remain far more efficient because the organization just continues to move at a, a much better clue. Hey, we should use this to really set up the great book that we have because it’s right on the screen behind you. And that is thrive. It was written by this person by the name of Meredith Elliot Powell. Yeah, it is, is a good book. And I’ll tell you what, because I mean, I think it’s about three or four books in one, but the history lessons that you share from the companies you talk about are mind blowing because you know what, each one of those companies went through far more difficult times and we’ve gone through with this pandemic and yet they’ve come out the other end, thriving. Why? Because they remain focused on what their long-term mission is. And they had a culture in place that could weather the storm of change. I I’m sure you got some more comments. Ju I mean, I, I, I can’t, I can’t recommend the book enough. Well, Meridith Elliott Powell: I’m, I’m just, I’m so excited about this book. I, I tell people all the time, I’m kind of on a mission. I get a little soap boxed down and stand and downtown Nashville where I live and just help people understand. I want people to see uncertainty as opportunity, something that propels growth rather than prevents it. And I got on that bandwagon because everybody, I would talk to, even in good economic times, we worry about uncertainty so much that it actually prevents us from growing. And, um, so I got on this mission to find companies. I uncover nine that have been in business since late 17 hundreds, early 19 hundreds. They’re still in business thriving today. And from that, I wrote a nine step formula that anybody, small business, large business individual corporation, you need to put these into both in your professional, personal life. And they will help you know, what to do, no matter the challenge that you’re facing. Mark Hunter: Oh yeah. And, and again, there’s so much cuz you, you Chronicle those companies, you have the nine steps, you have all the other commentary. And what I like about it is when you talk about a company, you, you, you share, share your insights and you share your thoughts with it. So yeah, it’s it it’s a book. I don’t care where you’re at. Uh, it was, and again, I’m gonna go back to this meeting I was in yesterday. I couldn’t help, but thinking as we were talking about various issues, Ooh, that was wait a minute. That was that company that Meredith was talking about. That was you, you can see so many parallels in things. So yeah, I wanna, Meridith Elliott Powell: I wanna give about, I wanna give a shout out to Laura, um, uh, Williams, really great friend. Um, Laura, I don’t know if you noticed, but mark was using the term calibrate. That is Laura’s whole signature. She helps companies calibrate. She is a powerhouse, a great friend out of Canada. And thank you so much on congratulations on the book and that you ordered it and is, uh, and is on the way for anybody else interested in getting it, just cns into a competitive advantage. I still hear line. I’m sorry. It’s Meridith Elliott Powell: A

Meridith Elliott Powell

Voted one of the Top 15 Business Growth Experts to watch by Currency Fair, highly engaging corporate motivational keynote speaker Meridith Elliott Powell delivers a cutting-edge message, rooted in real-life examples and real-world knowledge. Meridith’s presentations are full of powerful content, highly interactive, and fun. She helps her clients learn the leadership development, sales and business growth strategies to turn uncertainty to competitive advantage.

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