CEO and Founder of Bunnell Idea Group: Mo Bunnell

Mo Bunnell, CEO and Founder of Bunnell Idea Group, breaks down the immense benefits that thinking profiles and psychology can have on your sales process.

Danny:

Okay, let’s jump into this awesome episode. I’ve got Mo Bunnell from Bunnell Idea Group, and I’m super excited to have him here on the show. Mo, thanks so much for joining us today.

Mo:

Yes, I’m excited.

Danny:

It’s awesome. So for those who aren’t familiar with the famous Mo Bunnell, please tell us a little about yourself and Bunnell Idea Group.

Mo:

Oh, man. Well, I have sort of a weird background.

Danny:

What weird background?

Mo:

Weird yeah, let’s start with weird. Is that how you usually stir things up?

Danny:

It’s very normal, yes.

Mo:

I went to college to be an actuary. So most people don’t know a lot of actuaries but you’re starting with pretty geeky stuff right away. And then while I was in school, I also loved the personal side of things too. So I loved being a deep expert in something and I loved being the personal side of things. So I ended up joining a fraternity and being president of my fraternity, in my senior year I got elected homecoming king.

Danny:

Oh, wow.

Mo:

And I’ll never forget my actuarial science professor, the guy who led the program, he held up the student newspaper on the week after I got named homecoming king and he said, “You know Mo, the odds of an actuary being named homecoming king are very low.” So I always had like one foot in an expertise and one foot in people skills. And I thought that was, it sort of moved to… It sort of led me to where I’m at, where the kind of things I love to do.

Danny:

That’s awesome. So what are you doing now? Pursuing actuarial science work?

Mo:

No, but I took all the exams, actuarial exams, but I love helping people with business development, especially experts that have to figure out how to actually bring in business. Sort of one foot in an expertise and one foot in people skills. So that whole thing that started in college, led to finishing the actuarial exams, falling in love with business development at a big consulting firm I worked at, and then about 15 years ago, I left to go off on my own because I’d fallen in love with helping others learn great business development skills.

Danny:

That’s awesome. Well, so an actuary who sells right?

Mo:

Yeah.

Danny:

Who would have thought, right? That’s awesome, Mo. So well, and so you just recently released this really cool book called “The Snowball System”?

Mo:

Yes.

Danny:

So tell us a little bit about the book.

Mo:

Well, it flows right from what we just talked about. There’s so many people out there, they are deep experts in something, and they have to find people to buy it. And maybe they’re in manufacturing like a lot of your listeners and watchers or viewers, where an engineer might take 10 years of experience until they know enough about what their business can manufacture before they can actually go out and lead client relationships, lead customer relationships. So those folks that have a deep expertise and also have to find people to purchase it, or purchase those services or goods that’s who “The Snowball System” is written for.

Danny:

Well, that’s awesome, so I will say, we actually went with Optimum. We went to… well I’ll pitch to the audience here. We went to Mo’s, we got awesome training courses. So this is through Mo Bunnell Idea, uh… Mo Bunnell–

Mo:

Bunnell Idea Group.

Danny:

Idea Group, I always get that confused, sorry. Bunnell Idea Group, done. All right, got that. And so there you have public training courses back in February maybe I think we actually went and it was awesome. And so it was a three day course and I’m giving a commercial for it, so you should totally go. But one of the things that was interesting, we’ve all gone on a lot of sales, new different training courses and different things but one of the things that I loved about it is that it really just identified with our view in terms of the whole sales and marketing process. So when we believe that we’re generating leads online and creating that MQL go to that SQL process, then there’s this whole framework of how to get leads moving them processing them through the funnel. And then once they’re qualified then we start that relationship, the personal relationship. Not saying there’s not a relationship beforehand, but you know what I mean.

And so one of the super cool things that we loved was the whole methodology around sort of the thinking profile. So this is different. So for the audience out there, this was super duper cool because so Mo starts talking about and I’m going to let him talk about here a little bit just the basic thinking profiles and how everyone thinks differently and it’s kind of like DISC. If you’ve done DISC or Myers-Briggs type assessments it’s kind of like that but it’s on steroids basically, I’ll just put it that way. So Mo, tell me a little bit about – for the audience who’s not familiar – the methodology behind that? What is this? What’s HBDI?

Mo:

Yeah, well, I love your parallel where you guys do such great work in how people build digital brands and build a pipeline of interest and add value and content. Well at some point a human being has to talk to a human being before they’ve got to purchase something really big and customized like what your viewers do. And one of the things that can really help that is understanding what the buyer is looking for from a value perspective, and communicating your value in that language as opposed to how you might buy the services.

And the Herrmann Brain Dominance Instrument is the best tool we’ve seen that helps people figure out what the other side is looking for and how to communicate that with them. It’s based in a ton of research. A guy named Roger Sperry, who actually won the Nobel Prize is one person, there’s a ton of other research behind it. And then a guy named Ned Herrmann figured out that there’s four major ways people think. And they’re based roughly on the physiological structure of the brain where there’s sort of a cognitive part and there’s a visceral part that’s housed in the limbic system, two little walnut-sized lobes on the top of the brainstem. And then there’s a left hemisphere side and a right hemisphere. So if you do upper, lower left, right, you end up with a two by two matrix.

And the four major ways people think based on that are two opposing pairs. One is very strategic, visionary, looking for innovative things. They want the next thing before it’s ever been done before. The opposite of that is practicality. I want to know you’ve manufactured this thing for 10 people in my industry, of about my market size or manufacturing plant size or production level. And by the way, I want to talk to every one of them and I’m really going to call them so give me the reference. So you’ve got innovation, I actually want to do what other people aren’t doing versus practicality, I want to do what everybody else is doing. The other opposing pairs are sort of the facts versus the feelings. The data, and, “Show me that if I spend an extra dollar with you I’m going to get $1.20 out within a year,” versus relationships, feelings. “Danny, I want to know you are going to deliver for me and do I trust you and I’m looking you in the eye to ascertain you give a dang about me not just making a buck.” Visionary, practical, facts, feelings.

Danny:

Absolutely. I think that’s so awesome. So I can share a story with you. So yesterday, we go to a sales meeting. New client, we’re going into these creative sessions and we jump in there. We’re all, “Let’s go, we’re going to jump into this.” Essentially, it’s already been sold. “Let’s go ahead and jump into this meeting and boom, boom, boom, let’s go.” And the CEO there just stops and says, “Whoa, hang on. So I’d like to know you have three people here, tell me your story. I want to know each of you. I want to know your background and where you come from.” “Okay, oh,” and we very quickly were like, “Oh, shoot, we probably broke some protocols here.”

Mo:

You skipped over that.

Danny:

We skipped over some things and we okay very quickly realized this is somebody who, yes they’re the CEO, but they’re very into the story. Let’s get to know each other before it gets really… so we backed off the meeting there a little bit and said, “Let’s just connect on a personal relationship. Let’s get into that then we’ll bring in all the other things.” And I was so thankful with some of that training that maybe I’d forgotten a little bit, but remembered quickly–

Mo:

But you remembered you’re like, “Oh, yeah, this is important.”

Danny:

Absolutely.

Mo:

And what happened? How did it turn out?

Danny:

Actually it turned out really well. It was a two hour meeting and then we ended up at the bar afterwards.

Mo:

Yes, I love it. I love it.

Danny:

Yeah that’s probably a good piece.

Mo:

Yeah, and what you just pointed out is so powerful. As a background as an actuary, or say an engineer these are really fact-based, logical thinking careers. So say somebody’s an engineer, they’re at a manufacturing plant. They’ve been at this organization 20 years; it took 10 years before they had enough knowledge that they could be an account manager, and they moved from that to sales, let’s say, now they’re going out trying to find new customers and clients for their plant, the manufacturing to support. Well, they might have a really high logical kind of thinking style. Upper hemisphere, left side. But when they meet with somebody that wants to build a relationship, they might plow over with them with all the logic and go, “Oh, well, yeah, yeah, I’ve got a family yeah, whatever. Let’s talk about our technical specifications again.” They just hit them with facts. What you did was brilliant. You picked up a clue.

Danny:

No, it’s because of this guy.

Mo:

You should but really you realized oh, yeah, this person wants to make the purchases on us, and if we plow them over with how awesome our studio is and our technical specifications, our capabilities and all these other stats that he doesn’t care, he’s assuming or she assuming that we’ve got that or we wouldn’t be in business. They want to know we give a dang about them. They want to hang out at the bar and hear about our families and have us ask questions about them. And that’s what’s going to create the yes at the end. So you flexed. So this ability to flex to the right, one of the four quadrants is huge. It’s so important, it’s not taught in schools, and it’s one of the most important parts about having a real deep, long-term relationship.

Danny:

Absolutely. And you talk to, it’s just really, it’s like talking in a different language.

Mo:

Yeah, it is.

Danny:

And it was interesting, because to share, we had lost– we had several issues, or we had lost deals and we were thinking, well, what in the heck? How did we lose this deal? Because we had everything lined up, we had it this way and we talked about all these different things. And it was interesting after we’d gone through some of the course, we were evaluating the thinking profiles we’re like, “Oh, shoot.” We’re admittedly sometimes not the most detail-oriented like here’s the process, all these things. And we’re like, “Oh, we gloss over that. They don’t care about that, they’re more excited about innovation and about, here’s the things that we’ve done before.” And you realize, oh, that person actually really or they really were very process-driven. They really wanted to hear these different steps and shoot, that’s probably where we lost it.

Mo:

Right. You might have been selling innovation and what they really wanted is something that’s tried and true that’s been done 100 times before.

Danny:

So anyway, the course was very helpful for that. So I’m assuming that in the book, you get into a little bit of that, just a little bit.

Mo:

Just a hint. Yeah. What’s interesting is that little two by two, those four quadrants are so powerful. We just gave one example like an introductory meeting. But it also gets woven and we go into great detail in the book, but also gets woven into how do you ask for the next step? How do you overcome objections? How do you talk about money? Well, you do it differently from the different lenses. How do you close the deal? How do you add value afterwards in a way that’s far above what the client or customer expected? So that they’re going to become a raving fan. And then every single one of those steps has more behavioral science, psychology, neuroscience in it, which we cite in the back: over 30 studies. And then every little aspect of the buying system, if you will, the creating a buy is based in science and based in those four quadrants.

Danny:

I feel it, that’s excellent. So there are a couple little snippets we could pull out of here also?

Mo:

Yeah.

Danny:

What are some good examples out of here just in terms of like practical application that somebody from our audience might–

Mo:

I’ll just give you one example and see if you like it.

Danny:

All right.

Mo:

Because I think this might come out after, it’s in the book, but it might have come out after you were in the training can’t remember.

Danny:

And holding out on us, okay.

Mo:

Yeah. You’ll have to tell me, you give me a grade. You can grade without fear.

Danny:

Yeah, sounds good.

Mo:

Some recent research came out of Cornell University in Western University, which is up in Canada and they tested an email request for an ask, if you will. Will the person say yes or not? Psychologists call that compliance. Will the person say yes or no? An email request versus the exact same thing asked face-to-face? Guess which one has a higher compliance rate or higher chance of a yes?

Danny:

Face-to-face.

Mo:

Bingo, I guess this… I’m putting you on the spot. Guess what percent the face-to-face is better than the email?

Danny:

90.

Mo:

Ah, 34–

Danny:

Really?

Mo:

Times.

Danny:

Times!?

Mo:

Times.

Danny:

All right. Well, you said–

Mo:

Isn’t it?

Danny:

Oh yeah, it’s okay.

Mo:

I set you up.

Danny:

Trick question.

Mo:

I know, I know I said percent. That’s another thing called anchoring but we’ll get all that. But 34 times, we have super powers when we’re in person and so many technical salespeople or account managers, because they might have more of a technical bent they might be shy about asking something in person or maybe they don’t… plan for enough. There’s a process about planning for sales or business development meetings in the book that’s incredibly fast, efficient and powerful.

Danny:

It’s powerful.

Mo:

Yeah, right you’ve been through that. So planning for our face-to-face times in a way that we’ve thought out everything that might go wrong, everything that might go right. What’s our vision for the meeting? What are we going to ask for? Because we have so much of a better chance to get that yes in person than if say, we wait till two days later and we ask for the same thing on email. It gets lost. It takes a month for somebody to reply, we turn into a nag. “Hey, did you get my question asking following up on my email following up on my voicemail?” So that’s just one little snippet of behavioral science that once you know how much more powerful we are in person, boy, that makes you think I need to plan better. I need to think about that referral I might ask for. I need to figure out what is the next step I might ask for in my own selling process, things like that.

Danny:

And that’s awesome. I don’t know that example you have there, it totally, totally totally, totally resonates.

Mo:

You were saying a thing about meetings you had last week?

Danny:

In a painful way, yeah. Absolutely, but I think again and it’s been several months we’ve gone through it. And we’re still drawing from it, there’s so much there really that you continuously can learn more and draw from. We haven’t implemented everything with it, but I just think it’s really the basic foundation of saying, listen. Just that understanding that not everybody thinks the way that you think–

Mo:

It’s huge.

Danny:

And just that starting question and just that thought, okay, maybe I need to rephrase how or represent something in a different way was very revolutionary for us, absolutely.

Mo:

There’s one more piece I remember you talking about after the training, do you mind if I?

Danny:

Oh, please open the wounds.

Mo:

No I remember this and I think it’s particularly important for super technical salespeople, account managers of big manufacturing facilities. And do you remember the IKEA effect in building everything together?

Danny:

I vaguely remember this. Oh, shoot, you put me on the spot here.

Mo:

I know.

Danny:

No it’s okay.

Mo:

Well there’s going to be a test…

Danny:

That’s my job to put you– I’ve got it right here.

Mo:

Well, I think it’d be interesting to your viewers, I’m pretty sure. The IKEA effect was first studied by Michael Norton out of Harvard and Dan Ariely out of Duke. And what they found was that people buy into what they helped create. So let’s say that yeah remember that.

Danny:

I remember this, yes.

Mo:

Building everything together. In the study that they did. They measured this in dozens of ways. The way I liked the best was they gave people IKEA furniture that was already put together and then they were asked to go sell that in a controlled marketplace and if people in the experiment thought they were being judged on how high they can negotiate a price for this IKEA table set, there were some different types of furniture. And if you have enough people do that you can sort of create what’s the average amount that a person can sell this furniture for? That’s the control group. The experimental group was the exact same thing except they had to put the furniture together first. Guess who sold it for more?

Danny:

The people who put the furniture together.

Mo:

You got it. See? You passed the test.

Danny:

Yes.

Mo:

All right. But what’s interesting about that, when we turn it to that concept on business development is so many technical salespeople we see, will meet with a client, customer, prospect and the person says he or she says, “Hey, can you send me a proposal on that?” They run back to the ranch, get 20 people together, they spend 30 people hours figuring out how they’re actually going to run this through the plan, everything else, and they fire over a proposal without ever testing any of their ideas with anybody. We call it throwing it over the wall and their chances of getting a no is very high because the person hasn’t bought into it. They haven’t built it with them, they haven’t built… They haven’t bought into what they helped create.

A different process is if we can think about those four areas you lead off with. What’s the strategy? What’s the process? What’s the team we need to get it done? Your side and our side. And what’s the pricing? And we find when people get incremental yeses in the four major ways people think verbally, over the phone, quick emails back and forth. Then when they fire the proposal over the wall, the person’s already bought into all the major parts of it. They’re excited about getting it and you’ve got a higher chance of a yes. So incremental yeses leads to an easy yes at the end, doing it all yourself and throwing over the wall gets to a high chance of a no.

Danny:

Tell you it makes a lot of sense.

Mo:

What’s your thoughts?

Danny:

Oh, absolutely. 100%. I think there’s two parts to it. One is getting and you hear this a lot too, getting somebody just familiar with saying yes. You say I think the big thing is asking questions: “Would it be helpful if we did this?” And if that’s built into the process and in that step so it becomes a little bit more natural. That’s okay, yeah. But the other piece on it is going back to the IKEA effect is really we say building that together with the team. So like you said, it’s a shared value and we’re approaching it as a us versus this is what we’re going to do for you versus this is what we’re going to do together.

Mo:

Yeah. I love that. I love that phrasing even and you get you be… the folks who are watching this, you get to meet them all the time. Does this fit with what the viewers struggle with?

Danny:

Absolutely.

Mo:

Or deals with?

Danny:

Yeah and it too depends on who’s specifically watching, what type of product they’re selling? So for example, if you’ve got… We had well a couple of weeks ago, depending on when this episode hit, we had Craig Henry from the Siemens Digital Factory, and they’re selling big industrial automation applications and solutions to warehouses. These are multi-million dollar solutions, and it’s not something that someone’s going to go to a website and click a button and say I’m buying.

Mo:

Yeah, I’ll take 10 of those.

Danny:

Exactly, although I’m sure they wish they would.

Mo:

Can they be delivered in two days?

Danny:

Well, they do, I’m sure, ask for that. But the reality of it is, is that it’s a long process, it’s very iterative.

Mo:

Customized I would guess?

Danny:

Yeah, slightly. That buyer versus somebody that’s saying, “I need to buy 30 cryogenic tanks for that whole liquid nitrogen gas,” or what have you. Some of it can be a little bit more commoditized versus others, but ultimately, once you’re looking at that you start getting a little bit more solution selling. And if you’re working around, “I’m not just selling you a product, I’m selling you a solution,” that’s where it makes a huge difference. Because people come in and totally say, “Oh, well we need 20 of these things.” Just like “Well, that might not necessarily be the right application, but we’ll go ahead and send you the pricing and the proposal or whatever,” versus jumping in. Well, it’d be helpful if we’ve got a guide for it, What would be helpful we’ve got this webinar coming up that talks about, it’s a fit guide on this application or what have you with that in doing that. Because I think that the challenge, I think everybody kind of struggles with this a little bit is that there’s a thing sometimes called the quota.

Mo:

Yeah. I totally agree.

Danny:

And so there’s this balance of I’ve got to sell, I’ve got to do this. We have to whatever. And let me look at my pipeline. I think that’s a trick too, is like let me look at my pipeline revenue. Well, is it real pipeline, or is it, we’re just inflating this stuff? Yes, technically they could but are they really going to? We’re pushing the sale too early. I think that’s a big challenge.

Mo:

I think you nailed it. And one of the first tenets we crush in the book and in our live training is always, 100% of the time treating the prospect, the client, the customer right. That it’s always about that. You’re always playing the long game. And you’re right in that when people, even if they believe that philosophically, they can fall into some really bad habits, if they feel pressure because of quota, or I’ve got to hit my number by the end of the month or quarter of a year. And a lot of the techniques that we talked about in here, whether it’s neuroscience, psychology, behavioral science, a lot of those are on the why do people say yes to things, talking about the clients, the customers, the prospects, but a lot of them in the book are turned on ourselves too. How do we hack our own habits, so that we’re focused on the right thing day in and day out. So that we will hit double that quota at the end of the year.

Danny:

Yeah, absolutely. And there’s again to give you more of a commercial. But there’s a… we love the framework in terms of the thinking of that. Again, we’re just big fans of taking that digital component. So if you’re audience out there listening, taking the digital component of being with a prospect leads, where we get them, generate them, process them, they’re getting through a process, but then once it gets kicked over, like when you go from MQL to SQL they’ve hit a certain amount of… they’ve watched certain amount of videos, they’ve downloaded a-must download, they’ve got enough webinars what have you. Whatever those metrics are? Then we kick it, then it’s like, okay, here’s a framework on how to continue on and kind of process them through. And also too, if you’re more of a traditionalist outside sales too, I mean you’ve got to get out there, you’ve got to shake the bushes, if you will. Is that the right terminology? Shake the bushes, whatever.

Mo:

Yeah it’s cool. Let’s shake the bushes.

Danny:

I know I love one of the things that’s saying, “Hey, here’s the top 100 list or the top 10.” And it’s almost like going after these, these are my top key accounts I’d love to have, playing the long game here. We’re not going to sell them tomorrow and just having a framework on how to process them through, get them from they don’t know you from Adam to here’s how we’re going to move from this stage over like we know who we are now we’re going to provide some more variance all around value, value, value, value.

Mo:

Yeah, exactly. One of the things that we talk about in the book, to a large extent, what you experienced in the class, is we found from a behavioral science perspective, seven key steps from target – in a relationship where I’d like to meet this person, but I haven’t yet – and the seventh step is they’re so excited about our services and how we’ve delivered that they are actively telling their community about us. They’ve turned into sort of a referral source or a raving fan, if you will. And what we see a lot of times when people move to that human part of the pipeline, like you talked about, is we tend to judge our relationships on things like, “Oh man Sue hugs us, she loves us.” Well, newsflash, Sue hugs everybody, she hugs your competitor, she’s a hugger. That’s not a good benchmark of a relationship. So we’ve got seven steps in the book and in the classes, where you can look at the behavior of your customer and that will tell you where you’re at in seven steps. And the beauty of that is, that if you know where you’re at, you know what to do next.

Danny:

Right. Yeah, I think that’s such a big struggle is you can get up to a certain point, you’re like, great, what next? What’s the next thing? So then that really helps to be able to kind of facilitate that and we’ve had a lot of takeaways in terms of hey you get stuck, somebody’s gone cold. What do you do?

Mo:

What do you do?

Danny:

What are some options? Obviously, the objection handling is a great piece. Another piece of love, love, love, love. Because this is echoed in the digital marketing strategy as the give-to-get.

Mo:

Oh yeah.

Danny:

So talk a little about the give-to-get.

Mo:

I love the give-to-get, I love it. There’s a whole chapter on it. So let’s say that somebody’s gone through a lot of the digital pipeline and they’re interested. They’ve attended three webinars, they’ve downloaded some white papers, whatever, whatever scoring system we’ve got, this is a hot one. And a human calls them and or they even reach out to us sometimes. And what do you do next? Well, the key in that first interaction is to get another interaction and to your point before a lot of times people in that first phone call, that first face-to-face. They try to sort of go all the way to selling the farm, getting married on the first date. A little awkward.

Danny:

Yeah see how that goes.

Mo:

Yeah, look, I brought all these paraphernalia and sheets I’ll leave with you and here’s our pricing and would you like me to send a proposal? It’s just too much. So instead of trying to get married on the first date, let’s date a while. So what the give-to-get does: it says you’re such an important prospect of ours. You can be really specific and authentic because you’re a Fortune 20 company or you’re in this space or you’re… whatever the criteria be genuine but if it’s true, say because of that criteria, we want to invest in you. We would like to fly in Jane from the whatever plant to spend a couple hours with you evaluating what you’re doing now and providing some guidance on what you might be able to do better. And that might be… there’s four major ways of thinking. So there’s four major give-to-get, it might be a strategy session, it might be evaluation of your process, it might be a look at your numbers and how you might be able to prove some kind of efficiency or ROI or value, or it might be a networking event where we’ll connect you with somebody else that’s done the things you’re looking to do.

So those are four ways of thinking we might work through and those are the four major give-to-gets. And what we might do then is, in that first meeting say, “Hey, would it be helpful if we did the thing?” Whatever it is, whatever is appropriate and get that second meeting in the first meeting, where we’re back in front, we’re offering value right out of the gate, we’re giving first as opposed to throwing proposals at them like Machine Gun Nelly. And they are so excited to get that gift that there’s some reciprocity and they want to give back to us. And now we started the whole relationship in a fantastic way where we’re helping, as opposed to selling. Is that where you wanted to go?

Danny:

Absolutely, yeah. Providing value.

Mo:

Providing value. Bingo!

Danny:

Provide value.

Mo:

Exactly. And then if we’ve lined up that, what we go into great detail in the book is, we’ve got our eye on these really big projects, so really big work we could do with somebody, and then so we’re aiming in that direction, but our give-to-get is very aligned with that. So what we would want to happen at the end of the give-to-get is somebody says, “Guys this has been amazing. You’ve added so much value, what would it look like if we work together to do the stuff we just covered?”

Danny:

Oh, well, yeah.

Mo:

Let me show you. And you almost get them asking, the prospect asking, how can we work together? We love you guys.

Danny:

Yeah, it’s like testing out the relationship.

Mo:

It is.

Danny:

It’s, “Let us provide value,” and naturally the lead is like, “Oh, this was awesome.”

Mo:

Exactly. Yeah, I like that word test. It’s like a taste of the experience of working together. We’re on this like you said before, we’re sort of on the same side of the table working together to accomplish something. And the behavioral science behind gives-to-gets is amazing. I can go into it if you want but Dr. Robert Cialdini at Arizona state, the super quick version is he found six major things that were influential to human beings. The give-to-get is the only technique I’ve ever seen that hits all six.

Danny:

Wow, that’s interesting. That’s awesome.

Mo:

Super powerful, much more powerful than it appears.

Danny:

Well, listen I’m just excited. I hope a lot of our viewers go get this book and in just a minute I’ll share where they can go get that and then take a look at everything. But as we’re wrapping up here, because we could go on for hours and hours and hours obvious.

Mo:

I thought we were going to stay till like 8pm? I told my family I was going to miss dinner.

Danny:

Oh, dang it. Well, yeah, well we could maybe I might have to get the bourbon out.

Mo:

I’m in.

Danny:

I thought you might be. But, any last in as we wrap up any last parting thoughts that you want to leave with our audience?

Mo:

I would say there’s three big things to handle for growth. And I’ll give these to everybody in the audience, because you can sort of evaluate how you’re doing in these three areas. The three areas are how are you managing opportunities? And are using a proven behavioral science method to guide your prospects from one step to the next? And are you proactive about guiding them? The second thing is how are you managing your relationships? Relationships are different than opportunities, because of course, some of your relationships are people that can buy things but other people are referral sources. There are people who call the same people you do, but maybe they don’t sell the same thing. So they’re partners of yours. So how can you orchestrate the growth and the deepening of your relationships? Or are you doing that in a systematic way?

And then the third thing is how do you manage yourself? It’s so easy in sales and account management to fall back to a reactive mode, to almost judge your efficiency by, did you keep your email load down? But what that does is it pulls you into being super reactive for the people that are reaching out and you want to manage yourself in that third bucket of how can I be proactive and go after the big targets that maybe we don’t have it in yet? But we need to because it’s a crying shame they’re not buying from us. So manage your opportunities, manage your relationships, manage yourself. I go into great detail in the book on those but when people are really humming on all three of those, that’s when they’re winning.

Danny:

That’s awesome. No it’s great. Oh my gosh, so many nuggets, so many snowballs so it’s perfect.

Mo:

It’s a snowball.

Danny:

I mean it makes sense. You start small and then you grow.

Mo:

Think big, start small, scale up.

Danny:

Totally makes sense.

Mo:

I love it.

Danny:

Mo, thanks so much for coming on. I’ve really, really enjoyed it.

Mo:

I’ve been looking forward to this for like forever.

Danny:

Yeah and me too, we’re super excited. So I know this is going to be a big hit with our audience and they’re going to eat this up.

Mo:

Good.

Danny:

So thank you.

Mo:

Yes.

Danny:

Thank you so much. All right, so you heard it “The Snowball System” Mo Bunnell with Bunnell Idea Group, it’s awesome. You can get this if you go to snowballsystem.com you get this awesome book. Listen, I’m telling you we’ve gone through this and it’s really a game changer. And it’s really going to help to complement those digital marketing strategies that you’re looking to implement, you’re putting in. And it’s going to really help with your sales and market. Look, we know that there’s a gap, we really want to bring the alignment between sales and marketing together and this is a great way of doing it. It really leads into a lot of things we talked about here on industrialsage.com and also I’ve got a little note here there’s also some more information on createdemandcourse.com there’s a lot of other information there and I believe an eight part video series, eight part video–

Mo:

That’s our free digital marketing for your viewers.

Danny:

They’re even doing that. That’s great.

Mo:

Yes. Well, we love using you guys. So yeah, if somebody wants an eight part series on creating demand that covers some of the things we talked about, but in a lot more depth, it’s free. You go to createdemandcourse.com you sign up and you’ll get all that great content.

Danny:

Awesome. Well you guys should be familiar with that, because that’s what you guys are all doing hopefully. So again, snowballsystem.com and createdemandcourse.com And man, this is it. This has been an awesome episode: lots of takeaways, probably too many to cover right now. Well we could have gone on for hours and hours but the reality of it is, provide value, really manage those relationships. I think a big key takeaway that Mo talked about at the end is that everybody that you’re going after might not necessarily be a sale, okay? And that’s a big… but there’s still a lot of value there. Provide value to them, they could be a referral source, and so anyways and the other piece is really just thinking about that thinking profile. Not everybody thinks the way that you and I might think and so when it comes to selling that, you might have to retool or rephrase like if you’re like I’m the people person versus big ideas that might be a little bit of a struggle, you’ve got to retool that a little bit.

So anyways, awesome episode I can’t encourage you enough to go take a look at this. Go get this book snowballsystem.com that was a joke I made earlier that’s coming back. But anyways, thanks for watching if you have any questions, we’d love to answer them on the show industrialsage.com/questions. If you’re on iTunes would love a review and feel free to share our content on social media. We’d love it. So for this episode, I’m done. I’m going to stop yapping. I’m Danny. Thanks for watching IndustrialSage.

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