The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 2 years ago

Friday Fundamentals EP 3: Skeptics and Blockers w/ Brent Adamson, Author of The Challenger Customer

ABOUT THIS EPISODE

On this episode of Friday Fundamentals, we discuss skeptics and blockers. Identify your mobilizers. Find your skeptic: someone who tears down your idea. Find your blocker - someone who doesn't engage. How do you engage your skeptic and mobilizer? And why does this tactic matter? Brent Adamson discusses strategies to engage your skeptics and identify your blockers for better business. 

Everybody gets Sam Jacobs and we'reback with the SALESTACKER PODCAST and Friday fundamentals every Friday. Whatwe're trying to do is give you one specific tactical insight that you cantake away from the podcast and really implement. Today. We've got our guestfrom this week, frant Adomson from Gartner, who was the CO author. Isupose technically of both the Challenger sale and the Challengercustomer, and before we get started, I we want to thank our sponsor outreach.Outreh triples e productivity of sales teams empowers them to drivepredictable and mesiurable revenue growth by prioritizing the rightactivities and scaling customer engagement with Intelligiona Automation.Avrage makes customer facing teams more effective and ipproves his ability intoit really drives results. If you want to check out out reach its outriagedodioe forward, slash sales hacker, that's outreached, odio forward, slashsales acter, now we're talking to brant, and I have a specific question forFriday: Fundamentals, which is in the challengeer customer. There's thisconcept of mobilizers and then within mobilizers, and remember, if you listento this week's episode, mobalizers are...

...really what you need to identify andthere's three types of them, but one of the most interesting oftentimes is thisconcent ot a sceptic and the sceptic is a person that tears down your idea andpresents what you might sort of perceive to be a bunch of objections.Meanwhile, on the other side of things, there's a totally disinterested type offirst all the blocker. So my question for you Brend: How do you differentiaCeclain a sceptic ind, a blocker and then what are your best tactics orstrategies or thought processes for how to effectively engage a skeptic to turnthem into a mobilizer? You know it's a great question sa I'm and we get itactually all the time, which is that surprising, because I think in someways these are the two everyone's most interested in, because these are thetwo conversations that feel the least good t raise in Thea the blocker. Ithink the best way to determine who's a blocker is literally someone just won'tengage at all right. It may feel subtle, but in fact ere's a significantdifference between a skeptic and a block. Orsa a sceptic will have theconversation. They will just ask a lot of tough questions and sometimes makeyou even feel perhaps a little...

...uncomfortable opefully, not personally,but at least a roun, your idea and and they're digging into it. But more oftenthan not. We find the reason why the skeptic is digging in is because theywant to test this idea. They want to understand it before they're, going togo to their colleagues and defend or propose this idea to them. They want tomake sure they've got a handle on and that's possible, as a result of that,your insider idea won't pass mustard, but to sume to assume that, becausethey're, asking tough questions that that's a necessarily a bad thing is, wethink actually a mistake because in fact ultimamely I find sceptics and Imeet skeptics all the time, an my business of sharing ideas, becausepeople are always picking a parter ideas, and rightly so, is that when Iwent over a skeptic Sam, I've won over. Like a you know, a champion for life,not for me, but for that idea and that's otanly what we need to getbecause I skeptics are like well those individualike wow frent likes it. Itmust be great because brand hates everything and it's like- and we hearthis were sales ups, all the times like, once you win over a skeptic, then youare Youare Ata significantly powerful a pretty powerful position in yourability to drive change. On the other...

...hand, a blocker youwill never get thatchance with he blocker, because they just won't talk to you at all or verylittle they'll tell you look where an execution mode they'll tell you thatthere, an year two of a three year planned and install a big project, andthey won't ask any questions, and so for the strategy for to getting askeptic on board is to just come ready to do battle. It's like you, know twominutes or wonmen leave sort of thing steel cage match, but to do it a polite,diplomatic fun way to to find the fun in it? If you can, I know that somemight feel a little uncomfortable having a debate about an idea, but Ithink the very best sales reps- this is what they get out of bed for in themorning is like come on. Let's rumble it's like. Let's take this idea andI'll help, you pull it apart. If you're not going to ask tough question I'll,ask the tough question, because I got to feel that you feel good about thisfor me to know that you're going to go forward with it where's the strategyfor the blockers, totally different, it isn't com ready, girted for battle isis like. Can I find someone's willing to engage with this idea at all and andwhat we're finding is that, ultimately for a blocker, you know the endaroundstrategies like I want to talk. Do you...

...want to talk to me that I'll talk toyour manager? That's like scorched Erth, that's a bad place to go so to in thebook and in a lot of our work here Cartan we actually have an entire sortof blocker mitigation strategy, sort of worksheet that we use to kind of thinkf like what's the stepby step method of either getting around a block orgetting through a blocker, it's usually surrounding them with mobilizers. If Hocan, but the two are very different and I think if you can find a skeptic andwin them over what a powerful place to be, is there a way to determine if asceptic is persuadable it? Sometimes it will take more time than you like, butI think it is just it is their ultimatel their posture. I think if youcan get them to continue asking questions, I always take that as a goodsign, rather than a bad one, and and if you could provide answers and sometimesIlask Gerll ar question the answer is skeptic Mi give you SOS I'm like. Ohokay, IAS like wait was ageter bad. I don't know but but you know sometimesyou can just ask just ask them. Ot you know to what tdegree you know, whatother questions might you have or y? It feels like, there's a little doubtthere. What might your doubts be and just I've always found in my career Samof sharing ideas and particularly...

...disruptive ideas. The single best thingto do when you feel doubt like that is, rather than run away from it, run rightat it. So get that point of contention that point of disagreement on the tableget it out in the open and put it right there for discussion so soihe likedon't bring it up because they might disagree, it's just the opposite. Youbring it up because they might disagree and you got to get alignment aroundthat idea going forward. Otherwise that person won't be that mobilizer thatyou're helping them debate at makes a lot of sense. Bret. Thank you so muchfor participating in Friday fundamentals and for participating inthe podcast earlier this week, and then thanks so much to talk to you soon,absolutely happy Friday. Everyone.

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