Same Side Selling Podcast

Ian Altman discusses the common trap of assuming a client's initial request for a product is accurate. He emphasizes that clients often need something different than what they initially think. Altman advises salespeople to ask probing questions to understand the client's actual needs and problems. This approach helps build a stronger business case and ensures the product or service provided solves the client's underlying issues. He suggests questions like "What are you trying to solve?" and "What happens if you don't solve this?" to uncover the client's true requirements. This method aligns the salesperson with the client, enhancing the likelihood of a successful sale and long-term satisfaction.Biggest MistakesJumping to the solution without diagnosing the problem first.Providing basic pricing and ordering info prematurely when prospect is excited.Following up without meaningful context, resulting in weak outreach.Best PracticesSlow down to speed up: diagnose before proposing solutions.Focus on outcomes over the sale to ensure the right solution.Build the client's business case: define problem, impact, and measurable outcomes.Engage relevant stakeholders, including end users, to confirm requirements.

Ian Altman discusses the importance of role play in sales, emphasizing that top performers practice more than they perform. He identifies three common mistakes: not role playing at all, lacking structure in role play sessions, and providing overwhelming feedback. Altman suggests a structured approach with three roles: salesperson, customer, and observer, using secret cards to introduce variability. Each 10-minute role play session involves feedback from all three roles, focusing on one key improvement area. This method, practiced consistently, can significantly enhance sales skills and confidence.

Ian Altman interviews Susan Thomas, CEO of Tenfold, an integrated communications firm specializing in deep tech B2B clients. Susan discusses common mistakes in integrated communications, such as focusing on budget over results, choosing vendors based on brand size rather than expertise, and negotiating by the hour or retainer. She emphasizes the importance of measuring results, including media response and web traffic, and the need for clients to be ready with assets and a dedicated team. Susan highlights Tenfold's unique guarantee of results and the importance of investing in expertise for better outcomes.

Rod Neuenschwander discusses his new book, "From Crisis to Clarity," which details his journey after John Ruhlin's passing. Rod explains the four-part framework he developed: a clear purpose statement, a go-forward operating plan, a financial plan, and a team plan, all fitting on one page. This framework helped Giftology navigate the loss of 70% of its revenue and John's leadership. Rod emphasizes the importance of leading oneself, facing reality, and simplifying strategies. He highlights the company's commitment to excellence in handling relationships and the impact of personalized gifts, which often lead to increased business and referrals.

Ian Altman discusses common mistakes in long-term sales engagements, emphasizing that sellers often focus on price concessions rather than mutual benefits. He highlights that longer engagements can attract more stable, permanent talent, benefiting both parties. Altman suggests presenting long-term deals as mutually beneficial, incorporating flexibility with rolling termination clauses. He shares a client success story where 90% of short-term clients eventually extended engagements. Altman advises sellers to align with clients' interests, reduce administrative burdens, and lock in pricing to ensure better outcomes and less hassle.Biggest MistakesRelying on outdated systems and methodologies.Not utilizing available real-time information from customers.Falling back on old procedures instead of embracing new technologies.Not implementing systems that provide real-time information to customers.Best PracticesUsing technology like AI to save time and learn from others' experiences.Providing real-time information to customers, similar to Uber and Amazon.Implementing AI systems to help customers get answers faster.Using AI to tailor content to customer needs and improve information over time.

Mike Greene, CEO of Air Control Products (ACP), discussed the company's growth from $12 million to nearly $100 million in sales. ACP, an HVAC manufacturer's rep, focuses on commercial projects and emphasizes project management and customer relationships. Greene credits his team's curiosity and continuous learning, along with the implementation of Same Side Selling principles. He highlighted the importance of maintaining strong manufacturer relationships and having a well-stocked inventory to ensure timely delivery. Greene also shared his vision for the future, including building a sustainable company for his son and continuing to improve employee engagement and customer satisfaction.Best PracticesAlways work on your foundation and continue building itHire good people and ensure everyone in the company is working in the same directionKeep open communications and make it a desirable workplaceTake care of your people and always do the right thingBuild trust and dedicate yourself to your employees

Ian Altman discusses the biggest blind spot in sales meetings: lack of preparation. He emphasizes the importance of setting realistic goals aligned with the client's needs rather than unrealistic expectations. Altman advises salespeople to identify what clients need to believe to achieve their goals and to prepare for different meeting scenarios (the good, the bad, and the ugly). Role-playing these scenarios with different team members helps salespeople practice and improve their ability to handle various outcomes effectively. He concludes that thorough planning and realistic expectations lead to better client meeting outcomes.Biggest MistakesNot having any planning whatsoever for the meeting.Having unrealistic expectations for the meeting outcome.Not thinking through the logistics of the meeting from the client's perspective.Coming to a meeting with no expectations.Best PracticesSet realistic expectations for the meeting that focus on solving the client's needs.Determine what the client needs to believe for the desired outcome to happen.Prepare questions to ask the client to confirm if they believe what you need them to believe.Plan for three possible scenarios: good, bad, and ugly.Role-play each scenario with a team (salesperson, customer, and observer).

Ian Altman discusses the difference between real and wishful sales forecasts on the Same Side Selling podcast. He emphasizes that salespeople are optimistic by nature and often provide unrealistic forecasts, especially when deals are forecasted to close at the end of the month, which frequently get pushed to the next month. Altman advises sales managers to ask more probing questions to uncover the true status of deals, such as understanding the client's motivations and alternatives. By focusing on meaningful questions, managers can identify real deals faster and improve sales accuracy.Biggest MistakesIan elaborates on the issue of salespeople providing optimistic forecasts, often citing vague dates like the end of the month, which are more hopeful than realistic.He points out that salespeople may delay providing specific dates to maximize the time available to close a deal, which can lead to unrealistic expectations.Ian advises sales managers to question the rationale behind forecasted dates, especially if they are the last day of the month, to uncover whether the date is truly constrained by the client's schedule or merely a hopeful estimate.He suggests that managers should probe deeper into the reasons behind the client's decision-making process to understand their motivations and alternatives, which can help in distinguishing between real and wishful forecasts.Best PracticesIan recommends asking more meaningful questions during sales meetings to uncover the true status and likelihood of deals, such as what would happen if the client did not choose the salesperson's company, and why the client might choose an alternative.He emphasizes the importance of understanding the client's motivations and the significance of specific dates, as this can provide insights into the client's decision-making process and the likelihood of closing the deal.Ian advises sales managers to encourage their teams to think from the client's perspective, focusing on what the client needs to believe in order to make a decision, rather than just relying on optimistic forecasts.He suggests that by consistently asking these types of questions, salespeople will be better prepared and more likely to identify and pursue real deals, leading to faster and more successful outcomes.

Ian Altman introduces the connection between high-performing sales professionals and role play. Top performers practice role playing for at least one hour per week, with some dedicating 90 minutes to two hours weekly. Ian explains that regular practice leads to better productivity and performance in sales interactions. He highlights common excuses people give for not embracing role play, such as being better in person with clients. Ian argues that people who feel they perform better in person are kidding themselves and need to embrace role play for improvement. He stresses the importance of getting feedback during role play to avoid making costly mistakes in real client interactions. Ian suggests role-playing different scenarios to prepare for various client situations, reducing pressure and improving confidence. He addresses complaints about repetitive role-playing by introducing the concept of secret cards to add variety and realism. Ian compares the practice habits of top performers in various fields, such as athletes and musicians, to sales professionals. He argues that consistent practice leads to better performance and results in sales. Ian shares success stories from members of his Same Side Selling Academy who practice role play weekly and achieve record results. He encourages listeners to adopt a weekly role-playing routine to see similar improvements in their sales performance.Biggest MistakesBelieving that you perform better in real situations than in role-play.Not practicing and making costly mistakes with real clients.Always role-playing with the same person, leading to repetitive scenarios.Providing unhelpful feedback, either overly positive or overly critical.Not practicing regularly or consistently.Best PracticesPractice role-playing for at least one hour per week, with top performers doing 90 minutes to two hours weekly.Use a “secret card” system to introduce variety in role-playing scenarios.Implement a structured feedback system after each role-play session.Focus on one key improvement area at a time during feedback.Role-play consistently every week throughout the year.

Ian Altman discusses common mistakes in sales presentations, emphasizing that clients often view them as a time to rest rather than a valuable interaction. He suggests setting expectations in advance, focusing on understanding the client’s needs, and using a “Jeopardy board” approach to tailor the presentation to their specific issues. Altman advocates for a consultative approach, where the salesperson aims to solve the client’s problems rather than just presenting their products or services. He highlights the importance of shifting the focus from price to results to achieve better outcomesBiggest MistakesWalking into a meeting with no expectations set in advance.Giving a presentation that focuses on your company, products, and services rather than the client’s needs.Including irrelevant information like pictures of your building or number of employees.Leaving the PowerPoint presentation up the entire time, encouraging the client to lose focus.Best PracticesSet expectations before the meeting, explaining that you’ll spend time asking questions to learn about their situation.Use a “Jeopardy board” approach with PowerPoint, only showing relevant slides when topics come up.Focus on the client’s problems and how you can solve them, rather than talking about your company.Show up as someone who is there to solve, not sell.

Ian Altman shares strategies for optimizing trade show experiences. He emphasizes setting objectives, identifying key attendees, and tailoring booth design and messaging to address attendees' problems. Altman advises against collecting numerous business cards and instead, engaging in meaningful conversations that address the attendees' needs. By prioritizing the attendees' problems, organizations can achieve better results from trade shows.Action ItemsUpdate booth design and messaging to focus on top problems solvedReach out in advance to known attendees to discuss trendsSchedule follow-up calls with interested prospects to qualify for fitAnalyze leads captured to prioritize the subset of folks for in-depth discussionsNext stepsSet up a time to meet with interested attendees after the trade show.Schedule a call the week after the trade show with attendees who expressed interest.No specific individuals were assigned responsibility for follow-ups.OutlineFocus on specific objectives and goals for trade shows to ensure the best results.Engage prospects with industry trends and initiatives to build meaningful connections.Focus booth design and messaging on problems solved, not products offered.Ask attendees what inspired them to stop by, then tailor the demo to their needs.Ian Altman: Focus on solving problems, not selling products.Identify ideal clients, gauge interest, and schedule follow-up.Avoid demos and ask open-ended questions to understand problems.

How EW Motion Therapy Adopted Same Side Selling.Saw alignment with company values.Differentiation was a big challenge.Client Vision Pyramid helped explain service levels.Referrals grew 34% year over year.Aiming for 30% referral growth this year.Issues & RisksCommoditized market with many competitors.Staff didn't see themselves as part of the sales team.Difficulty training staff in sales and marketing.Next stepsContinue using Same Side Selling Academy.Provide staff with Same Side Selling books.Conduct regular sales training for all staff.Roleplay sales scenarios.Submit emails and materials for review.Reach out with questions in the Monthly Coach’s Corner in the Same Side Selling Academy.Questions discussedHow are you different from competitors?How do you explain your service levels?What results have you seen from Same Side Selling?How easy was Same Side Selling to implement?What feedback have you received?What's the biggest takeaway from Same Side Selling?OutlineAdopting Same Side Selling in a physical therapy practice with 6 facilities in Alabama.Ethan White, CEO of EW Motion Therapy, shares their experience adopting Same Side Selling for over a year, growing from 2 small rooms to 6 facilities in Alabama.Ethan explains how the company's focus on quality care and reputation has led to a mindset shift in their sales approach, aligning with their values of teaching, empowering, and transforming their people.The company's reliance on referrals from physicians and athletic facilities created a challenge in aligning their sales process with their values, but the "Same Side Selling" approach has helped to address this issue.Differentiation in physical therapy market.Ethan highlights the challenge of differentiation in a commoditized market, emphasizing the importance of a clear message to convey to referral sources and patients.Ethan shares how the "Client Vision Pyramid" has been a valuable tool in explaining the difference between their practice and others in the market, particularly when conversing with physicians.Effective care teams with physical therapists and orthopedic groups can yield great results.Implementing Same Side Selling in a physical therapy business.Ethan describes seeing a 34% growth in referrals and a target of 30+% this year since implementing Same Side Selling.Ethan highlights the importance of aligning marketing and sales with physical therapy practice, citing a 24-year history of engagement with patients.Ethan emphasizes the importance of seeing oneself as a salesperson, not just a healthcare professional, to effectively serve clients and build long-term relationships.Ian Altman asks Ethan about the adoption and feedback from their team on the Same Side Selling method, with a focus on the client vision pyramid and concise business case.Ethan explains that while the training and roleplaying process can be challenging, investing time and discipline in it has led to better results and a more cohesive approach to sales.Sales growth and professional development in a healthcare company.Ian Altman highlights the importance of asking questions and seeking feedback to improve sales performance.Ethan emphasizes the value of self-evaluation and strategic market development in utilizing the Same Side Selling Academy.Ethan describes how the company's new approach to sales and marketing has led to significant growth, with a focus on training all staff members in marketing and sales techniques.Ethan highlights the importance of having competent and trained staff in all areas, including finance, marketing, and sales, to achieve professionalism and growth.Using "Same Side Selling" to improve client relationships and results.EW Motion Therapy prioritizes helping clients find real solutions to their problems, earning trust and delivering results.Ethan highlights the importance of delivering results and being integrity-based in business.

Topics covered:- Effective follow up after a break like the holidays or when it's been a while since contacting someone- Two scenarios: after a break, or when they've gone "dark"- The key is to "disarm" and not make it about selling- Focus on understanding what issues they wanted to solve originally- Acknowledge that priorities may have changed and it's okay if they tell you it's no longer a fit- For cold calls, discuss common issues others in their role/industry face without assuming they have the same problems- Use the Client Vision Pyramid to understand their current needs and see if you can add value