that'll slow things down a little bit. All right, all right. So different levels of energy and enthusiasm we come in on fire, right? And they barely remember why we're there. Lack of knowledge of their business. We say dumb shit, like, tell me about your priorities, and I'm gonna say it again multiple times. I think the three most insulting things you can say to somebody in today's sales world is, tell me about your business. What are your priorities and what keeps you up at night? I think those are the dumbest, most insulting questions to ask right now. And I'm gonna tell you because we should know what their prior we should have at least an understanding what their priorities are. We should have an understanding of what people like them tend to keep stay up at night about and tell me about your business. Are you shitting me right now? Companies spend millions of dollars to tell the world about their business, and the first thing that you're going to do is walk in and say, Tell me about your business. When you could have done a quick Google search or use AI that we're going to talk to today. Stop it. We got to come with better knowledge than that. We have to earn the most valuable asset anybody has is time. It's the one thing they can't get back. So if you're gonna ask for my time, you better respect it, and you better do some homework. All right, competing agendas. We're there for a sales call. Obviously they're there for free. Consulting different levels of focus. We're focused. On them. They're focused on anything other than us, squirrel, non decision makers. I think that's a killer one right there, uncovering urgency, and then we're not prepared. We're just not prepared, Right exactly? ChatGPT can do all the work for us in seconds, and I'm going to show you how I do it all right? So with that, I do want to make sure that this is because this is something unfortunately, that hit me a little bit too late in my career. I always used to look at Discovery and qualification as kind of the same thing. It's like, whatever you're asking questions right now, I'm very clear on the difference. Qualification is about us. I'm trying to qualify you to see if I can sell you something. That's where BANT, Medic, all that shit comes into play, right? So it's like, okay, you know, do you look like a duck? Smell like a duck type of thing? Okay, great, but there's zero value in it to a client zero. That's why I actually try to get qualification out of the way as quickly as I possibly can. I don't train this, but I use it. You guys can Google this. I don't have time to hear a second, because we're going to get through everything here. But if you want to Google Jay Barrows meeting efficiency survey, Google Jay Barrows meeting, if somebody could do me a favor, Google Jay Barrows meeting efficiency survey, and then throw the link of to that blog post in there, because the way it works is say an SDR gets a meeting for me, and I'm going to show you my shared agenda later on, I'm going to send you an email before tomorrow and say, Hey, I'm looking forward to our meeting tomorrow. Thanks, Heather. In order to get the most out of our time together, put together a brief agenda here. Could you do me a favor? Let me know what else you'd like to add. And by the way, if you had an extra couple of minutes, if you could fill out this quick little meeting efficiency survey for me, I'd really appreciate it. It'll help us stay focused on what's really important, which is you. And all that is, is basically a type form or whatever, like, just a survey that is all checkbox shit, right? Like, for me, it's, how many sales reps do you have? How many SDRs, how many BDRs? What's your average deal cycle, length? What's your you know, who's your ICP, those type of things, like, all the shit that I need to know, but is is not valuable at all to the client. So I try to say, hey, like, you can do this five minutes over lunch before our meeting, or we can spend five to 10 minutes during our conversation getting this either way, right. I only get about 20% of the people that actually fill that sucker out. But man, when they do, those meetings were so much better. So try that one out. And again, this is, ai do think qualification is a stage of the sales process now, discovery. And yes, it's, I mean, I don't, yes, it's just it depends on what your qualification stuff is, okay? So as far as relevance all industries, it depends on what your qualification information is and how secret, or how you know, how sensitive that those type of people are to giving it to you, right? Because for me, sales cycle link, those type of things. Nobody gives a shit about that. That's usually pretty easy, but if it's like detailed information that you need to know, then you're probably not going to work. But discovery right, as Pam has suggested here, who's spot on? It's always right. When I see discovery as a stage in a sales process, I always cringe, because, you know, inexperienced sales reps like great. I asked my questions. Now, what you should always be asking questions you should always be scumming. Here's another nugget for you. Here's a tip after your first meeting, okay, first second, so your first one, do your thing, and I'll show you this. Second, third, fourth, fifth, the first question you should ask at the beginning of every meeting. Okay? And you can actually use this as your, you know, kind of rapport, like, while people are saying there's like, four or five people trying to get into the meeting, that type of thing, and your main point of contacts there, say, my main point of contact, Sarah and I had a meeting with her last week. Here's the question you ask every time, Hey, Sarah. Um, hey. So just, just like curiosity, what's changed since our last conversation? Not Has anything changed? What's changed since our last conversation? That simple little question, you'd be surprised at what I'm getting, because, first of all, things are changing so fast right now. It's ridiculous. Um, so I'll be like, yeah, so, so just curious, what's changed since our last conversation? And I'm getting a lot of, oh well, you know, oh well, you know, we're actually, you know, hiring a few new people, whatever it is and whatever they tell you, right? They might not think is relevant to what you're talking about there, but in the back of your head, you could be going, ooh, either that's a really good thing or, Oh, my God, that's a really bad thing, right? So just try that one out every Hey, just out of curiosity, what's changed, right, since our last conversation? Because everything's changing all the time. All right? It's focused on the client it uncovers problems, tools everyone's using for phone numbers, the seamless AI or something like that. Clay is really good. Uncovering problems, open ended, layering questions. All right, so this is the big problem here, and this is what we're facing right now, by the way, is indecision. Everybody talks about no decision as their number one competitor. Like is the number one competitor we all have, right? That's true. Like most of us don't lose to a direct competitor. We lose to no decision. And that's why I love Keenan, my boy Jim keen and his book gap selling is one of the best discovery books out there, because it talks about current state, future state, and how do you understand the impact of that? Problem, and if you don't know what that problem is and the impact that problem is having to their business, you don't got a sale. Okay? So that is absolutely critical to address no decision. And so here's, here's the succession, here, right? A lot of us are really good at reverse timeline selling. So say you want, and I encourage you, if you haven't picked this one up yet, don't ask when, when do you want to make the decision by? Ask, when do you want to go live by? Okay, so let what's the go live date like, when you want to go live with our solution? Okay? Because that backs into and then that's the decision process, right? Because then we can back into it. Oh, well, if you want to go live June 1, well, then it's two weeks to do this, and two weeks to do that, and two weeks to do weeks to do this, and most of us are pretty good at that, right? But then there's no decision. So, and if there's no impact, that's if there's if there's no impact for them not going live on that date, you I would not forecast that opportunity. So that's why I've started asking a while back, hey, just out of curiosity, and hopefully I know it because of the discovery I've done. But if I don't, I'll ask the person, hey, just out of curiosity, what's the impact of the business if we don't go live June 1? The answer that question is going to dictate your forecast, because you either get, oh, real impact. And by the way, impact isn't we're going to miss out on the discount. We're going to stay with our existing vendor. That's not impact. What's the impact of them staying with their existing vendor? What are they losing out on? What are they whatever, right? And if you don't have that again, you're either not talking to the right person, or I would not forecast that opportunity. But the bigger problem that is uncovered now by the book jolt effect is the indecision issue. It's not necessarily no decision. It's indecision. And what they highlight here, I don't necessarily love their answer to the problem, but they absolutely nail the problem. And these are the people that, by the way, wrote challenger sale and challenger customer. So challenger sale, Challenger customer, jolt effect is the third in that group, and jolt effect identifies the fact that that it's, it's people are just scared to make a decision right now, because things are doing moving so fast, and there are so many other options out there that people are just scared to make decisions. So that's why, I mean, we've all heard like, better, faster, cheaper, right? Like you can have a better, faster, you know, two, but not all three, right? I've never been in a sales environment before, where you can literally have all three you can be better, faster and cheaper, and the client can actually agree with you, and they still won't make the move. And the reason is, is because the perceived risk of them moving from this solution, current state to future state. If that risk is too high, your solution can be better, faster and cheaper, but they won't make that transition. Because, look, people don't get fired for not making decisions. People get fired for making bad decisions. And so our whole thing, this is why challenger sale is actually crap right now. Because what you're doing with challenger sales like, hey, you know you FUD basically fear uncertainty and doubt, like, you got to do this, right? I love the lead with insights part of Challenger sale, but the Challenger part, because what happens is, when somebody knows that they have to go from current to future state, now they're thinking of every bad implementation, every over promise sales rep, every whatever it is. And now I'm scared to make this decision, so us leaning in, oh, every minute you don't do this, you're losing out, Bob, you're adding fear to somebody who's already scared. So our whole goal should be to shift once we know they have to make that shift to now, how do I de risk this decision for you? That's why I've added the question, when