Banking on Digital Growth
Banking on Digital Growth

Episode · 5 months ago

118) #ExponentialInsights: Are You Wasting Your Sales Team?


How much time does your sales team spend calling voicemail inboxes? 

Afterwards, do they have to punch that call into a CRM? 

If so, you might be wasting one of your financial brand's most valuable resources. 

Salespeople are too important to waste on anything other than speaking with customers. 

So says my latest guest, Chris Beall , CEO at ConnectAndSell , an expert in the most effective ways to utilize sales teams.

In this episode, we discuss:

How automation can help you make the most of your sales team

The best phrase to use on an unscheduled call

The two biggest mistakes holding financial brands back

You can find this interview and many more by subscribing to Banking on Digital Growth on Apple Podcasts , on Spotify , or here .

Listening on a desktop & can’t see the links? Just search for Banking on Digital Growth in your favorite podcast player.

...recognizing that you are the problem.Not yet. The solution is the key to any call that's unscheduled, you know? Yeah. You're listening to banking on digitalgrowth With James robert lay a Podcast that empowers financial brand marketing,sales and leadership teams to maximize their digital growth potential bygenerating 10 times more loans and deposits. Today's episode is part ofthe exponential insight series where James robert interviews the industry'stop marketing sales and fintech leaders sharing practical wisdom toexponentially elevate you and your team. Let's get into the show greetings andhello I am James robert, ley and welcome to the 118th episode of theBanking on Digital Growth podcast. Today's episode is part of theexponential insight series and I'm excited to welcome chris bill to theshow. Chris is the Ceo at connect and sell, which is the world's onlytechnology that gets your best, sells people 10 times more live conversationswith qualified prospects every day and something that we're seeing as amassive opportunity. Four financial brands who are generating 10 times moreleads for loans and deposits through the methodologies. They are applyingthrough the banking on digital growth program. So welcome to the show todaychris, it's good to have you here. Thank you James. It is a wonderful daytoday. It is. And on that note, let's get things started off on the positiveside. What, what are you most excited and energized about right now? What'sgood for you? Well, two things. One is kind of personal. I've finally managedto start writing the book. I've been Putting off for quite a while. I'vebeen doing the podcast 92 episodes. You know, it was all about the book and Ijust finished chapter three this morning and I like the Voice and I likethe way it's flowing. So finally, finally, finally, I'm excited aboutthat personally and professionally, Really, what's going on in our businessis just tremendous. I mean, I hate to say we benefited from Covid, but webenefited from Covid and now what we're seeing is that the hybrid work foreversituation that some people are denying and those people will find themselveson the wrong side of history That that is being very helpful with regard tohaving people think through how to sales work. You know, if it's no longerjust schmoozing and I've got one company that we work with, it's gotabout 400 reps, 400 producers in the insurance space. And they were neverpeople who use the phone to do anything. They smoothed, they took people to playgolf, they took him to lunch. They did all that good stuff. All sounds fun tome. I'm playing golf on thursday. What the heck! Right. But they didn't usethe phone and we took him in to connect to self taught on how to have greatconversations, be confident and competent and they are now the topproducing company that we work with and it's amazing to see guys who nevercalled before gals who never called before converting at 25 30 35%conversation and meeting with Cfs. I'm curious to get your take on thisbecause I'm in agreement with you that this work from home work from anywherewill be a model that sticks around why in your mind, do people fight that?What's the resistance? Because I mean, I think even a couple of the bignational banks for like you're coming back to the office, we're probablygoing to see a rubber band effect of people bouncing back the other way. Butwhat's your take on this? Yeah, I think the reason that folks resisted is justunfamiliar. I mean, you manage a certain way, you know, and it works.And so it's like, well, let's keep doing what works. What's funny is thisthing worked also, But it felt funny.

It felt weird. It's like, oh my God,you know, am I really in control? I really know what my folks are doing.I've got a situation indirectly. I know of a company where the ceo counts carsin the parking lot. Pretty good sized company. And guess what? The number ofcars in the parking lot keeps going down because the people are leaving.And I think the reason it's here to stay has almost nothing to do withcurrent place. And that's what everybody is focused on, Their, focusedon our current staff needs to do X, Y or Z. We're going to tell them what todo and Goddammit, they're going to do it right? And meanwhile it's like, wait,aren't you competing for new staff over time and it's their decisions thatcount because as long as there's a better offer and now a better offerincludes, hey, why approve your family? That's a better offer than they'regoing to take it. And I think too, it's almost like once once people got theconfidence to sell and to connect in this new type of reality, then I waslike, oh, now we're gonna go back to the way things were before. But it'salmost with the why? It's, it's, it's that we have four kids and I hear eachof my kids why? And it's almost like they want to know that deeper meeting.And so let's reflect back over the last 12, 18 months thinking about cells, thecells role at a financial institution. What has changed most, what hastransformed most for them and then to follow that, what are you most hopefuland optimistic about as we continue to move forward into this, into this newworld here. Yes. I think the big transformation is that folks had tolearn how to play the trust game, so to speak, in the correct way when they'renot physically with somebody. And I think that's just a case of you lose alittle, you lose some means that you had before that handshake, you know,here's the pen to take with you and all that kind of stuff, right? And you gainsomething which is you gain an awful lot of time and you also gain somethingelse, which is really the opportunity to be kind of in your own world, right?You're not on their turf, they're not on your turf. And I think that's been abig adjustment for people to figure out how to play in sales when you're not onanybody's turf. And that's really an interesting adaptation because we'revery physical animals and we do this thing that or in class called statusalignment and part of status alignment. In fact, he tells the story in his bookflip the script is a story of status alignment with a young person who'sparking orange, very fancy car that I don't know if he owns it. I think hedoesn't at a party and he flips the kid the keys because of what the kids saidabout the fancy car. You know, I have confidence in him. And when I read thisstory, I thought very physical, right? It's not, I hand you the keys and youcan go park my car without ruining it. It was that flip of the keys. That waspart of the story. We're very physical beings and we've had to get used tobeing not nonphysical, just a little less physical. What I'm optimisticabout is it seems like everybody's done really well at it and they're learningsimple little things by fiancee Helen Fenucci was giving a talk down inDallas last week at a conference, she was doing a keynote and she had twothings in her keynote. It was about this revolution where we're allfighting for talent. The war is for talent now, not for customers. Andthat's like the big change, right? The war is for talent and you compete witheverybody. They used to be with her customers and you competed with a fewfolks that you knew. So she has a slide that shows this transformation from theup into the right chart where Microsoft or company is competing with three orfour others who would, here's the talent in the middle of the picture andsuddenly the number of competitors...

...explodes and becomes everybody right?So here you have this, this massive thing. And she said, you know, one ofthe things that, That you can think about it, even when you're retainingtalent is, do you set your Zoom meetings or your team's meetings for 30minutes or 25 minutes? She says, I've learned to set them for 25 minutes andeverybody's life is better. So I think we're learning, I'll call it the microadaptations that were used to in the physical world where in the physicalworld we knew even stupid things like how to handle the metering light ontothe freeway. It seems trivial. No B You ever see somebody who just got theirdriver's license try to figure out what to do with that thing. Yeah, it's notfun. It's not fun, Right? So we get, we do all these little things in lifebecause we adapt them. Then we forget that we adapted. We are now reallydoing a good job across the entire economy of adapting to a world where wedon't get in a car, don't get in a plane, don't get on a train, butactually interact as human beings remotely. And I think we're justgetting really good at it. And that's why I think this whole hybrid thing,it's not what it's going to stay, it's going to stake the senior executivesall move to wherever they're not moving back. They're the ones who moved righton the money, they had it up there, not moving back. So it's an interestingtimes. You mentioned a couple of things that I want to touch on. Its this ideathat we're no longer playing selling in a physical world. People aren't comingto the branch anymore and if they are it's probably more transactional butbut Covid from the consumer side transformed that behavior uptick inmobile adoption, mobile banking. And I like this idea. What you mentioned. Wedon't have home field advantage, we're playing on a neutral field. And I thinkone of the biggest opportunities for financial brands is to generate leadsfor a marketing team to generate leads digitally for a sells team to thenfollow up with whether that be um over the whether that be through some typeof set zoom like video conversation. And that we found through our researchthe faster that we can get one human being in contact and connected withanother human being. There's a higher propensity for conversion, particularlyin a complex cell, like a mortgage for example or a small business loan. Andyou note from our previous conversation that starting relationships with ahuman voice is not only essential but it's critical for future growth andthat human voice could be over the phone, it could be video, it could bethe podcast. Even as we're talking, talk to me about the human voice andthe importance this plays in building relationships. Oh yeah, it's myfavorite topic. I mean when we communicate digitally in text, we'rereally limited by the amount of information we can get across. And I'man old computer science guy, right? I'm a physicist, mathematician. It fellinto doing computer programming because it was really something said aboutbanks. Why did he rob banks? It's where the money is. Hate to bring up anuncomfortable topic. But that's what Willie said. And you know what? Hiswords? His words not yours, his words not mine. But it is a great littlephrase and it does stick in your head, right. And uh you know, so I got intoprogramming and one of the first things I did as this guy with the sciencebackground was asked, well what's the science of this stuff? And it turns outit's called Information Science. And there's this for Guy named Shannon whowrote this thing, you know, this information theory up. And when youlook at an email, email has about 5000 bits of information in it. That is theequivalent of one quarter of one second of human conversation. If you can getsomebody to read a whole email and get the emotions exactly right from yourwords, which they can't possibly do no...

...matter what kind of a writer you are,then you have gotten the equivalent of talking with them for one quarter of asecond and listening to them for one quarter of a second. There's just notenough information in pure digital to start a relationship based on trust.Because trust is not a thinking thing. Trust is a feeling thing. It comes fromway inside our brains, the old old brain crock brain that says, do I trustyou until I run away from it? And generally I'm kind of triggered up torun away. That's that's my first thing to do. You're a stranger, I'm out ofhere, right, That's the safe place, stranger and danger rhyme for a reason.So how do we overcome that? Given that especially business to consumer, it'sbad enough. I got to trust your bank before I'm going to trust him with mymoney because I care about my money. But if I'm running a business and I'mgoing to go into business with the bank, that's way beyond my money. That'severything. That's my family's economics, my kid's college education,it's my retirement. It's whether my dog loves me, it is everything, my legacy,it's my legacy. So how, how am I going to trust you compared to the nextperson? Well, it turns out seven seconds a conversation can get thatdone because seven seconds of conversation is what? Seven times four,that's 28 perfectly red and digested emails. What you can't achieve. So goget the seven seconds of conversation, then send the email, then send theinvitation to the meeting, then send the outreach on Lincoln within thecontext of the trust you built. It's interesting. I just took six dayscomplete digital detox, my wife and our four kids. We went down to the beachhouse in Galveston and it was a great time to just relax and reconnect andalmost reset the brain. And I literally had because I I come from an M. I. S.Background management information systems, did a lot of programming backin the day. But I was on a run and I was thinking about if we can programcomputers, there's that idea of programming the mind as well. You'vegot influence like with marketing and sales, you've got technology now ai andautomation, you've got human behavior. But the brain kind of sits at the thecenter of all of this and you're right this this old brain what I call thebinary brain because it's can I trust you? It's either a one or a zero. It'sa true or false. And I want to come back to this point about the sevenseconds. These these first seven seconds of a call. Their most crucial.Why is that? And really, how can you build trust in those first sevenseconds? What is something? I'm a mortgage lender? I'm working commercial,I work in retail on personal loans. What can I do? I get a lead from mymarketing team, an inbound lead. I'm gonna then do an outbound. So it's some,it's somewhat warm. There's still some like type of a need. But what can I doin those first seven seconds? Well, here's what you shouldn't do is referto the fact that they gave you the league. It's like sending somebody anemail and then calling them up and saying, did you read my email? It'slike there's two answers. They're both bad. So just don't do that. Right? Hey,I see that you put in your stuff on my website. Oh, I made that mistake, wow.Thanks for reminding me. You know, so you've got to realize that the startingpoint of every single person you call, when they realize they don't know youis that they're afraid of you. That's important. That actually is thebest thing in the world. But it's also true. Why is it so good? It's becausethey're afraid of you. You're in control of relieving their fear becausethey're afraid you're going to try to do something to him. Probably sellsomething to them. You know how salespeople like the corner people? Hey,if I could show you a way to save $178...

...a month and also keep your milk colderand have your kids love you more, would you immediately give me all of yourmoney? That's kind of the salespersons tactic, right? I'm going to corner you.I'm going to corner you. I'm going to corner you and that's how you alreadyknow. They don't want to corner nobody likes to be cornered. That's the worstthing in the world. So what you have an opportunity to do is to simply Do twothings, you can show them that you see the world through their eyes by beingaccountable for scaring them. And there's a really simple phrase you canuse to make that happen. You have to say it just right. You just say, I knowI'm an interruption because the fact of the matter is you're a bad thing and ifyou say you're a bad thing before they have a chance to say that even in theirhead, then you're ahead, you're ahead of them. You're showing them you seethe world through their eyes. Then you just say in a playful, curious voice,we say something that offers them a solution to the problem, which is youyou're the problem. So offer a solution to the problem and have 27 seconds tellyou why I call boom, boom boom. The voice goes up a couple of times. It'splayful, it's curious and it offers a solution to the problem they have rightnow, recognizing that you are the problem. Not yet. The solution is thekey to any call that's unscheduled And this. I don't care if they've sent 500things to you saying call me, call me, call me. It's still cold. It's cold inthe moment. It's cold in the moment. So that's great. Problem is reps don'tlike to do this and the reason they don't like to do it is he wants tothrow themselves under the bus, who wants to be the bad thing. Technologyhas transformed our world and digital has changed the way consumers shop forand buy financial services forever. Now, consumers make purchase decisions longbefore they walk into a branch. If they walk into a branch at all, but yourfinancial brand still wants to grow loans and deposits, we get it. Digitalgrowth can feel confusing, frustrating and overwhelming for any financialbrand marketing and sales leader, but it doesn't have to because James robertwrote the book that guides you every step of the way along your digitalgrowth journey, visit www dot digital growth dot com to get a preview of hisbest selling book, banking on digital growth or order a copy right now foryou and your team from amazon inside, you'll find a strategic marketingmanifesto that was written to transform financial brands and it is packed fullof practical and proven insights you can start using today to confidentlygenerate 10 times more loans and deposits. Now back to the show, peoplereps they think they're the hero in the narrative and not like how you'reframing this, that they're actually the problem and people are afraid. It'sthat does that human nature, it's coming back to the earliest days of thecave. We see another person, well, they're a threat. We hear anotherperson's voice, there's a threat. No matter how much they might have madethat inbound requests, you're still interrupting their flow their day. Andso the opportunity, if I could distill this down empathy, I guess, is like,like, like almost falling on your own sword if you will, it seems likemarketing and cells are always at odds with one another. Marketing isgenerating leads. And the complaint of cells that you're not following up withthese leads. Cells, complaints of marketing, they're not the right leeds,finger pointing and blaming leads to fighting. It's like my kids, they'realways pointing fingers. And who started what I'm like, I don't care.We're all on the same team. We have to work together here because that thatfighting leads to competition. That competition leads to chaos internally.And it's not collaboration, it's not...

...growth bound. And how might when wethink about this idea of cells and legion from marketing, how mightmarketing and sells teams improve their relationships so that we get what wewant at the end of the day, which is more loans. It's more deposits. Wereall playing the same team. What are your thoughts on that? Well, you got tolook at what each each side needs and I will have them besides for the moment,because one is doing one. I mean, marketing could be outside the companyfor all, you know, right outside the bank. And sales could be toointerestingly enough of all the functions in the world, you can moveoutside of outside of the firm, you can move sales and marketing out and ifthey execute perfectly, you don't care because the back ends does what theback end does. So marketing needs feedback. And the only way to getfeedback is to talk to every lead that will talk with you because you feedbackof silence is not a form of feedback in the marketplace. It just indicates youfailed to get ahold of somebody. So marketing desperately needs feedbackand doesn't get it from sales because of this simple mechanical reason Saleshas a one in 20 shot of getting somebody on the phone when they callthem and everything else results in silence. I send you an email. If youdon't reply that silence, it's not feedback. People are actually treatingnon events as events. Oh, I made a phone call you didn't answer. That's astep in my sequence. I was just talking to an expert the other day about thisand I said, why do you count a phone call? Which didn't even happen as faras the prospect is concerned as a step in a sequence. It's like to theprospect, it didn't happen. So how could it possibly be important in theanswer as well? Because the reps got to make those every once in a while. So infact my whole business all we do it connect and sell us a look where yousay phone call, I'll say conversation and if we have enough conversations,marketing gets feedback and can now tune up their lead gen mechanism todeliver more good stuff because they get feedback in this form, not opinions,conversation to meeting conversion rates. So marketing is expert atsegment. If you give them feedback, they'll segment and then amplify thegood stuff with no feedback, there's nothing a segment, we're left guessingand sales people's opinion is not interesting, worse, sales people willsay this is a bad lead because they're hard to reach. I tell you and B two Bthe good leads are the hardest to reach. Their called busy people. They're theones off making money. You can't bank with somebody who's not making money.That's a crazy thing to do, right? You gotta, you gotta get conversations withbusy people. Busy people will answer the phone about one in 20 times. Salesgives up after two attempts. So now we're left with what the entiremarketing input and that whole budget that went with, it has just gone into aweird waste state. Here's my analogy, I was once on the isle of Skye and got togot to go to the Talisker distillery, I happen to like good single maltwhiskies, and so, you know, always, always take the kids, especially whenthey were old enough and they were just old enough. So we go to thisfascinating place where a much oystermen are doing part time work in adistillery and here's the mother liquor over here, which is essentially beer,and there's a big pipe goes up into the ceiling, goes across to anotherbuilding and comes down into the stills. Why Casteels blow up every once in awhile and you may as well contain the damage, right, keep it over there. Sohere's this pipe and I'm looking at it thinking Marketing is over here andsales is over there. Now, if this pipe were leaking 91% of the mother liquoron the floor, would you say you have an alignment problem? No, you have aleakage problem. You know, you can't tell if it would have been good, bad orindifferent and still, unless you can deliver it To the still and the phonecall itself isn't enough. It's a 95%...

...leakage operation. You got to have theconversation conversation. Yeah. And so the opportunity and I took a note onthis. An opportunity is to create that feedback loop for marketing Throughworking with cells to get that conversation. Because calls aren'tenough. It has to move to that conversation. And I think this is aninteresting opportunity because 60-85% of all digital transformation projectsfail, not because of technology. The technology is, I mean at this point ispretty sound regardless of the flavor of the brand of the platform and thenwe say pretty tech agnostic and we see this particularly around things likemarketing, automation crm and and you believe that the most powerful part ofany software system is the human being that we inappropriately call the userand that the value in software is to let the technology the computer doeswhat it does very well to go faster without getting bored in order to freeup human potential. And so what's the opportunity here for financial brandsto free up the human potential to have more? I think the end goal to have moreconversations to maximize cells. Well, I've got one point of view because whenyou run a business you end up with a point of view wrapped up in thatbusiness, right? It's one of the parochial issues of being a ceo as youget the little tunnel vision, My tunnel vision is says this our sales peopleare too precious a resource to waste doing anything other than talking topeople and helping them see that there's potential solutions to theproblems they have. Which means eliciting confessions from folks abouttheir problems. This is a huge skill. If you have it, you should be using itall day long. That means they shouldn't be doing anything else. So theyshouldn't be filling up data in a crm that should be done for them. Theyshouldn't be pushing buttons on a phone in order to get to somebody. Theyshouldn't be leaving voicemails that never get returned because that's notexploring a solution with somebody that's just a little advertising, wespeak, freeing them up now to free them up. It turns out with regard to thehuman voice. There is a problem, We used to do this easily in the 80s andthe 70s and 80s, you know when I was You know only 30 or 40 years old, maybe,maybe I was younger. But in those days we could call somebody and we get theiradmin. If they were important, even in a small shop they would put our nameand number on a little pink note and that ceo or owner or whatever wouldcall us back. Why? Because they didn't want to miss out on potential businessand all that was there was our name, our number and what we were callingabout right now we get a call back that ended when voicemail showed up And itended completely by 2005 when voicemail became ubiquitous. And we all got usedto living our voicemail br screener. So now we have the problem that everythinggoes to voicemail. So why not hire some people to navigate calls to voicemailfor the sales rep. So the sales rep can do their job which is eliciting aconfession and helping somebody see the wisdom of moving forward to explorefurther. Which is all we do in sales. We don't really do anything else. Butit's a great important thing. So one thing technology can do is let usdivide jobs up differently than how we used to think about the job of drivingto work. Uber figured out let and then lift followed and others how to dividethat job up in a regular car without having to go to a public authority toget the permission to drive somebody...

...else. And now it's like the technologydivided the job of and what do I get to do in that community? I don't anymorebut for a while I get to sit in the back of the car and I get to read, Iget to work. I don't have to do the job of driving the car because I'm toovaluable to drive cars in that sense. Right. I'm not being arrogant here. I'mjust pointing out to my company. My company. My time is worth more as a Ceoand as a car driver to a bank. Your reps time is worth more talking toprospects and listening to them than as a phone operator. And yet without beinga phone operator, you can't get conversations because everything goesto voicemail I'm hearing is E sharp Talking in the back of my head founderof the four seasons hotel. He had a quote. Systemized the predictable so wecan humanize the exceptional and this is where technology is a multiplier.Technology can augment so that we do get to spend more time having thoseconversations because you got to make the calls to get the conversations. ButI think it's that point of after two attempts no response. We just bell out.I will tell you we have seen this through the research that we've done.We've done a lot of digital secret shopping studies with differentfinancial brands community. National Fintech and it is typically the Fintech and thedigital players that are aggressively following up with inbound leets. And Iknow that there's some automation that's tied to this to get thatconversation to get that call and ultimately convert that sell. I'm notgonna name names because of India's but it's amazing. I mean sometimes threemonths post, you know, starting a loan application for mortgage. We're stillgetting phone calls and you're right, they're going to the voicemail butthey're not giving up. I want to look ahead to the future, biggestopportunities available when it comes to maximizing sells for financialbrands. Where should they focus their thinking? And I think that's thecritical thing. Let's start with thinking where should they focus theirthinking to transform cells beyond what you mentioned before, beyond thephysical world of brick and mortar? Well now the sales folks are workingfrom home, you have an opportunity to see how they're working. It's a mysterywhat somebody's doing at 3rd desk. We've all done it. You look over attheir desk, you know, I don't know what a pain in his hand, well in his fingersor on the phone, but with whom? Right now, we actually have a wealth ofinformation. And I think we need to just ask a simple question. It'sactually two questions, which is what of the work that's being done? Is thework. that makes sense for that person. That's why I hired them. So for anaverage sales person I would say the opportunity is take them from threeminutes of work today talking to three people for one minute to some biggernumber and then ask the other question which is and you do this by takingstuff off their plate. So we take off their plate navigating phone systems tonowhere. Okay great. Somebody should take off their plate doing any workwith the crm and their fingers. The average sales person is not a readerwriter. They're a talker listener. So why do we ask them to read, write andtype? Just because the people who build the systems are comfortable reading,writing and typing. There's a lack of empathy in the system builders and thesystem buyers who say well these reps must be just like me. Why don't I havethem enter data in the crm? It's a bad use of their time, provide them withthe concierge. Who does that? You want to really make reps productive, hireone person outside your company, give them access to the crm where they cando anybody else's work and let your reps just be able to say to that personin a voice mail by the way, just say,...

Hey, I need x updated, Blah Blah BlahBlah, takes 15 or 20 seconds and they go away. And if there needs to be alittle clarification that person calls them back and they have a conversationand you get them out of the business of filling up the crm, it costs notechnology to do this, it will change their lives. They will never leave you.You know, you're actually hitting on some key points that were just startingto explore. It's an idea that we're calling growth ability and growthability or what are the three things that we get the most energy from Andbecause we get the most energy from them, we create the greatest value forthe organizations where we work and everything else outside of those threethings could be something that could be elevated to someone else. It might be adistraction, it could probably be deleted. And I can't help but thinkthere's a an assessment we use called Colby, K O L B E and Kobe looks at thecognitive part of the brain and Kathy Colby and her her father came up withthe Wonderlic test back in the day to test intelligence. So this isn't aboutintelligence, it's not about even a motion, it's about your operatingsystem and it looks at four areas fact finder, follow through quick start andwhat's called implementer. It's like how you deal with things in thetangible world. A lot of the, what we have found is someone in cells is avery high quick start, most likely gonna be lower on the follow throughside. And I think that's where the pain, the friction, the frustration with Crmand data entry comes into play. And I like what you're talking about, like,well it was built that way because there was a projection by thedevelopers. Well that's how everyone does it. So we're gonna do this. But Ilike your solution and I've had this experience myself I think and I talkmore than I probably right. Even when I wrote the first book, it was prettymuch done through the words that I spoke out of my mouth. And so ifthere's a way to bridge that gap, it's a voicemail, Hey, update this in thecrm, 15 seconds done, I'm off to the next thing. Someone else can then takethat time. That's fantastic. Thinking through this opportunity. Other side,one of the biggest roadblocks, the biggest challenges that financial brandand their cells team needs to be aware of going forward. Something that couldhold them back, prevent them from making progress towards growth here. Ithink there's two things. One is the weight of tradition. It's very, veryhard to examine traditions and break them down. I think what we do about itis break them down. Break it down to the pieces. Ask the questions you werejust asking is this natural for this person to do it? Is that the best useof their native talents, their native capabilities? Do they like it?Something we tend not to ask. You shouldn't like your job. You shouldhate your job, right? Because I'm making you do your job. Because it'sfor me, it's not for you. Well in this world right now, it will really holdyou back. It's not getting that your employees are your new customers and goto work anywhere. Then go to work in places that don't even live. So lookout because you think the great resignation is something you ain't seennothing yet. There's going to be the great poaching and the great poachingis going to make the great resignation look like a picnic. So you know, it'stradition that will keep people from senior people, especially those nearthe end of their careers. There's always a temptation when there is lightat the end of the tunnel. I remember every time I ever went mountaineering Iwent mountaineering a lot. The most dangerous part of the trip was thequarter mile to the parking lot. Coming back down. Why? Because it was where mymind would start to think about the goal rather than where my feet weregoing and it doesn't take much, you don't have to fall very far. I'vefallen 800 ft and I walked away, I've fallen two ft and I've hurt myselfbadly. So you know, you're close to the...

...end of your career. Why can't we justkeep doing it the way we've always done it right? Why can't the other is theopposite, which is the temptation that their silver bullets out there intechnology land without thinking through everything. And I mean everysingle thing from the, from the perspective of the prospect and I'll goback to the phone call. The phone call literally doesn't happen from theprospects perspective. So why do you put it in your sequence? Why? Well,because the sequence technology says it should be there, but who built thesequence technology sales people know some tech guys who came up with a greatidea of building some sequence technology and then they could raisewhat $250,500 million dollars or whatever. And what feedback do they getfeedback within the context of their sequence technology, check it out butit was sequence or sometime and look at the number of past two phone tests Andthen ask yourself why are there 50 times more past your phone tests andpassed to email tests? You have your answer to use to come to temptation andthen didn't look to see what was really happening. Yes, yes. And and chris thishas been such a fantastic conversation today. I mean what were hitting on hereat the very end I think is so practical. It's so relevant as we wrap up. What isone thing because to your point, it's being aware of the mind. It's notgetting lazy. It's always looking towards the future and creating afuture that's bigger than, say, the president or the past. All right. Whatis one thing to begin to transform that mindset which leads to transform oftransformation of behaviors and actions and habits? What is one thing thatsomeone listening could commit to do to take that first step on that journeytowards what we've been talking about here today? Just one thing, somethingsmall. The one thing would be to examine your belief in the value of thenext step for the person that you're speaking with, regardless of whetheryou ever do business with them. If you can get to the point where you trulybelieve that they will get value just from the meeting, your offering, yourbusiness will explode. Everything else takes care of itself. There you go. It's that one small thingtransform the mind to transform the behavior to transform the action. Andit all comes back to the beliefs chris if anyone is listening and it's a greatway to wrap this up, wants to have a conversation with you aboutconversations, what is the best way for them to connect with? You say hello?You mentioned a podcast as well I think would be fantastic to to share thatwith the audience and the dear listener just to continue to expand theirknowledge here. Yeah, the podcast is called market dominant skies. So it'sat market dominance skies dot com. And apparently everywhere else on the earthwhere an episode 92 who knew an attempt to write a book that went bad andturned into a podcast and I kind of like it. Then there's I met on Lincolna lot and I'm easy to find. I'm chris beal, I'm ceo of connect and sell,throw me a Lincoln invitation, refer to this podcast and we'll connect and talk,connect with chris learned from chris chris thank you again for joining me onanother episode of banking on digital growth. This has been a lot of funtoday. All right, James thanks so much as always and until next time be well,do good and make your bed. Thank you for listening to another episode ofbanking on digital growth with James robert. Ley. Like what you hear, tell afriend about the podcast and leave us a review on apple podcasts, googlepodcast or Spotify and subscribe while you're there to get even more practicalimprovement insights visit www dot digital growth dot com to grab apreview of James, roberts, best selling... banking on digital growth. Ororder a copy right now for you and your team from amazon inside, you'll find astrategic marketing and sales blueprint framed around 12 key areas of focusthat empower you to confidently generate 10 times more loans anddeposits until next time, be well and do good. Mhm.

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