If you're an entrepreneur, business person or CEO, there's one thing sooner or later
we realize.
And that is, that sales rules the business world.
And the sooner you and I turn that into a science, the better you do in business and
your revenue starts going in the direction that you and I want it to go.
So today I'm going to talk to you about three skills I call it, but this could also be called
three different positions within your company that helps with sales.
So let me get right into it.
The first one if finder, second one is closer, third one is developer.
Let me explain to you in a way that will make sense to you.
Now, typically when you and I watch sales movies or hear anything about sales you'll
hear, ABC, always be closing.
Coffees are for closers.
Right?
Everything is about closer, closer, closer.
Then no one's paying attention to the finder and the developer, so what happens to most
people?
We don't get good at it.
I want you to get very good at these two areas [finder and developer].
And you'll see why it's so important to get good at those two areas.
And at the end of the video I'll also answer the question to you on which one of them is
the most important question, important position within your company.
So let's get into it.
In sports, so I'll give you an analogy, in sports, great people who know how to put great
teams together, they realize you've got to put three different positions that lead the
organization.
It's not three, it could be more, but I'm just giving you a general number here.
In basketball it would be an incredible point guard, a great scorer or closer, and then
a great locker room person [developer].
For many years I used to ask myself, why are the Lakers paying Luke Walton $6 million a
year?
Why?
Because he was an incredible locker room person.
Derek Fisher, incredible locker room person.
You can go back to B.J.
Armstrong with Michael Jordan, who brought MJ back.
Great locker room person.
You see teams now, somebody signs a two-year, $4 million contract, but they're like 40 years
old.
Why did you get that person?
To develop.
Nothing more than to do this.
To teach the discipline, the mindset.
Sometimes young teams bring older players to mature the players.
Right?
So let's get into sales.
Finder, closer, developer.
Finder's somebody that's very good at going out there and networking and finding the contact,
so the closer can close.
Finder's good at networking, finder's good at exchanging cards, finder's good at getting
through the front desk assistant to the executive assistant, to the CEO, that's going to buy
the product sold by the closer, but if this person doesn't go through those, there is
no opportunity for the closer to close, okay?
The finder gets you into a massive community of clientele that all of a sudden, one sale
turns into 250 sales that comes to your company and things change.
Finder introduces you into a new market.
Okay, that's a finder's strength.
They're very good with people.
They're very trusting, people like them a lot.
They make great friends.
They're approachable, non-threatening, just very, very good at that area, right?
They make everybody else look good.
And it's not about them.
They don't want the limelight.
They're humble.
They're cool, they're easy going.
People like to be around them.
Now the closer's somebody that's confident, very good at asking questions.
He'll sit there, she'll sit there, go through the questions that maybe somebody else is
afraid of asking, and they'll get through a process of saying, okay, you said this,
this.
Based on what you told me, you need this, this and this.
Out of these three, which one do you like the most?
I like this.
Great.
Any reason why we shouldn't get started today?
Not at all.
Great.
. . Okay, let's get the paperwork started.
They close.
That's the closer.
Closer's good at scripts, they know the FAQs, it's almost a science to closer, where they
know what questions are going to be popped up, so they do a very good job with that,
right?
And then you have the developer.
The developer is somebody that follows up with the client that was closed by the closer,
found by the finder, and the developer said, Hey, Mary, how's everything?
We just wanted to follow up.
Are you happy?
What else can we do for you?
If there's anything you need, please give us a call.
Here's a number.
You go on a website you can log on and track your customer, client.
. . Oh, awesome, thank you so much.
And by the way, the best way you show us that you like our service is we're commission based
company, so if there's anybody you know that feels great about the product that we service
you with, please send it our way.
We really appreciate it.
Oh, no problem.
I will.
If there is anything you can think about right now?
Let me get back to you.
Great.
Every six to twelve months, he or she follows up.
How's everything, how's everything, how's everything.
Not to the point that's too much, but there's a follow up.
Right?
So there's a relationship being built here.
Now, I'll tell you, most companies don't even think about this.
Most companies are here [closer and finder].
And mainly they're here [closer], not even here [finder].
They're mainly here [closer].
Let me find the best closer.
So now, which of these three, believe it or not, are the most valuable to the sales organization?
Watch this.
Most people automatically.
You know what most people will say?
What do you think most people will say?
Most people automatically go right here [closer].
It's the closer.
And by the way, everyone can have their own philosophy.
I want to give you mine, and some of it varies based on the industry, on what the price point
or product is, but generally, a lot of people will say the closer is the most important
person to find.
I'm here to tell you, I'm here to tell you, the finder is by far the most important skill,
skill, and position to find.
And let me explain to you why.
Every once in a while, you find somebody that has all three.
If they do, and they have work ethic, it's guaranteed they're going to make seven figures,
if not be the top in their business at whatever they do.
It's impossible for somebody to be a great finder, great closer and great developer that
doesn't make seven figures, only if they're lazy.
If they're secretly lazy, there's a reason why they're not making seven figures.
But it's mathematically impossible to not make seven figures.
But most people don't have all of them.
Like in the world of basketball, this may be LeBron James.
Great at assist [finder] great at closing, now, and he's a great locker room guy.
Magic, locker room guy.
Jordan could be this [finder, closer], I don't think Kobe is this because Kobe is not necessarily
to strong in these two areas [finder and developer].
But he was very good here [closer].
He developed this [developer] later on, and he developed this [finder] his last two or
three years, but not the entire time.
So why is the finder more important than the closer?
Because closer, this can be taught.
Even this [developer] can be taught.
Finder can't always be taught.
Okay.
Let me explain what I mean by this can be taught.
So let's just say you sell three products.
I would take a sheet of paper and I would put all of these three products on three sheets
of paper, and I would say, these three products generate these ten frequently asked questions
or concerns.
How long does this go for?
It is a contract?
Is it month-to-month, do I have to pay it up front?
What if this happens?
What if that happens?
This product generates these 10 FAQs.
This product generates these 13 FAQs.
These products generate these 16 FAQs.
Anybody can learn those scripts to master the FAQs and how you respond back.
Great.
If the husband responds back to a concern here, husband's typically come up with these
six questions, wives typically come up with these seven concerns.
Okay, great.
Now I have that down.
This is how you open up, this is how you close, these are the seven questions to ask, go take
a couple of days and master this script.
Great.
If I have a great system, I know how to develop great sales people.
Same goes here [developer].
I find somebody that's warm, gentle, kind, hey, here's how you follow up.
Here's how you do this.
Here's how you do that.
Phenomenal.
But the closer I can't tell a closer, hey closer, go into a community and learn how
to get to the 4,000 soccer moms.
They can't do that.
She [finder] comes with that.
Because she's a leader of soccer moms and she found me 4,000 soccer moms to do business
with, for instance.
I can't tell the closer, hey closer, go into the community and go do XYZ and build all
these relationships at this church, congregation, or this place or that business, or this sports
team or that cowboys or this other place.
I'm just looking and thinking about businesses.
Finders know how to do that.
These guys are irreplaceable.
This guys [closers] are replaceable because the system can teach how to sell.
The system can teach how to sell.
System can teach how to do this [developer].
System, finding, it takes a lot of courage to do this.
Closers typically have big egos.
Closers don't like to go to strangers and talk to strangers.
Closers just like to say, here's the appointment, I'll get them, I'll close them, I go this.
Mary [developer], can you please take care of the processing?
Yes.
Hey, John, can you give him a call and make sure everything's fine?
Yes.
But they're not going to do this [finder].
Now if you're watching this yourself, and you're saying, wait a minute, Pat.
I'm a closer.
I'm a great closer.
But I'm noticing I'm only make $300,000 a year.
I'm only making.
. . whatever your number is.
And in your world, you'll know if you're at the top or the bottom or middle, wherever
you are.
But I'm not one of the best.
I will tell you, if you consider yourself a great closer, you will generally find a
link here [finder].
Generally great sales people are afraid of doing this [finder].
And this [finder], your income is so exponential, if somebody who's a great closer, they learn
how to do this [finder], their $100,000 could be $800,000 in two years, three years.
Their quarter million could be $2 million year income in two, three, four years.
Literally!
If you learn how to do this.
And if you can ask somebody who helps you here [developer], develop the relationship,
now you have a longstanding business that increases value - not just income, not just
profit, but value.
Somebody else could come in and say, I love your business, I will write you a check, because
this is a valuable business, ran on systems, and you guys got all three of them figured
out.
If you can pull that off, it increases the value of yourself, of your business, and it
just makes everything so much easier.
So as you're watching this video, I want you to ask yourself five questions.
#1: Which of these three are you good at?
You.
Which of these three, are you good at?
So write it down.
I'm a good closer.
I'm not the best developer, and I don't even focus on the area of finders.
Great.
Next, Which of these three is your company very good at.
So you could say, well, our company is great at this, our company is great at that.
Our company is great at that.
Okay, out of the three that you have in your company, which people in your company are
best in each one of them?
Write them down.
What do you need to do to improve every one of these areas in this business.
Question number four.
And what do you individually need to do so you can become more of a well-rounded sales
person in your company.
By the way, I love it when people tell me sometimes, well, I'm a CEO.
I'm not a salesperson.
I'm a founder, but I'm not a salesperson.
I'm a CEO, I'm a founder.
The word, CEO and founder to me means sales.
What else do you think it is?
If Zuckerberg doesn't figure out a way to bring the money, there is no Facebook.
. . you need to bring sales.
Financial firms need to bring sales.
So you need to be thinking about sales.
And the sooner you figure out how to improve this and you put a plan of action into it,
you'll see like I told you earlier with revenues going like this [sharply upward], going the
right direction.
Now many of you have been asking me and saying, "Pat, can you do a course, can you do a conference?"
We'll soon be doing our Valuetainment conference, so to be the first one, stay tuned, we'll
announce it.
We'll give you six month's time to prepare for it and come to it because we also have
a lot of things going on right now.
But prior to doing something like that, I do owe a two-hour course to thousands of you
who have asked about sales, and we'll come out with a course that you'll buy, it will
be a course that you'll buy, because it's not going to be 10 or 20 minute video, it
will be a two-hour video, or an hour and a half video.
And I'm going to go through A through Z of how you can become better at sales and how
you can develop better salespeople within your company that is transferable, duplicatable,
teachable, where you yourself can apply and start getting results immediately.
And that will come out soon.
Don't ask me when.
I don't know when.
I just know it will come out soon.
I'll probably be recording it in the next 90 days to 120 days, but the moment we have
it we'll launch it, we'll announce it, you'll hear about it.
And last but not least, we launched a new series last week.
The first one's going to go out this coming up Sunday, it's called PBD Real Talk, [Luis,
if we can put a hashtag up here somewhere here], #PBDRealTalk.
Go on Twitter, whatever questions you want to ask, ask me anything about business, anything
you want to ask me.
Ask it on Twitter.
If we like the question we'll feature your question in one of the PBDRealTalk episodes
and every single time at the end of the video, I give an "I am an entrepreneur" shirt to
the best question being asked, so make sure your questions are clear, specific to a point
and you give me enough information on Twitter, where I do know how to respond back to you.
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Luis, a bit late, but we still made it.
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Take care everybody.
Bye Bye.