David Newman, Will Bachman
Will Bachman 00:01
Hello and welcome to Unleashed. Unleashed is produced by Umbrex. You can visit, visit email@example.com. That’s umbrex.com. I’m your host will Bachman. And I’m excited to be here today with David Newman, who is the author of several books, including do it marketing, and the forthcoming do it selling. David is a professional services sales expert. And he primarily works with independent consultants. David, welcome to the show. Hey, well, it’s
David Newman 00:33
great to be here. Thank you, thank you.
Will Bachman 00:35
So you’ve got a new new book coming out, do it selling and the subtitle is 77 instant action ideas to land better clients, bigger deals and higher fees. So I want to spend a good chunk of today talking about your your new book, because obviously, that’s a important topic for a lot of independent professionals who you know, are comfortable doing the work. And often finding the work is the biggest challenge. Tell us a little bit about the structure of the book. And you know how it’s organized?
David Newman 01:07
Sure, well, so the structure, it’s kind of different. And number one, it’s a very visual book. So my my first two books, were just kind of to color on the inside, a little bit of graphics here and there. This is a very visually heavy book. So lots of graphics, lots of images, lots of call outs, very exciting format, which I think sales is exciting. So you may as well have an exciting format for an exciting topic. I do.
Will Bachman 01:34
And then the second thing, yeah, and I really liked that I have a review copy here. And I really like that layout of the book it’s for for someone who’s sort of a, you know, the digital age and used to scrolling and has a lot of lists, a lot of call outs, a lot of you know, bullet points while highlighting short snackable chapters. So it’s, it makes it kind of easy to digest the content.
David Newman 02:01
Yes, absolutely. That’s the next thing I was gonna say is everything is broken down into what I call micro chapters, where you can literally dig in anywhere flip through a page or look up a topic that you’re wrestling with, right then and there in the moment, whether it’s an initial sales call with a brand new prospect, whether it’s closing, whether it’s a fee based question, and literally flip to that part of the book, dive in self contained little micro chapter, that’s going to have a template or a framework or a script or a talk track of some advice that you can use right away and make it you’ll make it work, put the books ideas to work right away. Last thing about the format will is I actually told my publisher, think of this, like a website between the pages of a book. So I love that you reference. I’m a digital guy, I love digital marketing, I like things that are scannable and snackable. And the feel of it was really intended to be like a website between the covers of a book. So random access, hyperlinks start anywhere, nonlinear completely, you know, completely referenceable from the beginning, the middle or near the end.
Will Bachman 03:18
Fantastic. So we don’t necessarily have to So in the book is organized into 20 parts. And within those 20 parts, there’s 77 chapters, each one with a key takeaway. You want to kind of marches through the book. And we want to do every 77 takeaways on this on this discussion here. But but maybe give us a sample and walk through the parts and kind of call out some of your some of your favorite chapters.
David Newman 03:44
Absolutely. Thank you for asking, I love that format. So we start with the mindset that you referenced right during our introduction, that so many consultants and so many professional services firm principals, they love the work of the work, they just don’t like the sales part. And really, of course, if your firm is going to grow, it really is much more about getting the work than it is about doing the work. So the assumption is, hey, we’re all great at doing the work. It’s a question of who’s got the sales shops to go out there and land, the juice your deals and the juice your clients and the juice your fees. So we start out with some mindset. And there’s a chapter a section two rather is called the sales brain upgrade. And literally taking that part of your brain where sales is your least favorite thing to do. And maybe you even think sales is your kryptonite, and slowly starting to marinate in some new concepts that might very well by the time that you’re done with the book, make sales your superpower. So one of the things that I talk about a lot is if you don’t like it Sales you don’t like selling, take out those two words from your vocabulary and replace them with two new words. And the words are invitation to a conversation. Because most people, of course, they like invitations, no one’s scared of an invitation. When you get an invitation, it’s usually something good on the other end. So it’s either going to be a party, or there’s going to be hamburgers involved, or cake or cookies or ice cream, nothing scary about an invitation, and then conversation. Another thing that most people are not scared of, in fact, most people look forward to a good conversation, because they’re engaging, you might learn something new, you might meet some cool people, exchanged ideas, perhaps even start a friendship or a lifelong friendship with someone new in your world. So literally, if you remove the word sales and selling, reframe everything, as are you sending enough invitations to a conversation, to people that you think you might be able to help, that is a huge sales brain upgrade. And then we talked about qualifying and filtering prospects and having a whole different kinds of sales posture, where we’re no longer in the chasing and persuading and convincing business. But we’re much more in the filtering and sorting business. And you set the criteria for what you and your consulting firm are looking for. And I’m actually a drama major. Well, I’m not sure if you know this or not, but I My undergraduate degree is in drama and English. And I actually have a graduate degree, I have an MFA in stage directing. So I throw a little bit of a theater analogy here is that you are literally auditioning your next clients, they’re auditioning for you. Right, so you’re sitting in the theater, and they’re coming across the stage, and you’re playing Simon Cowell in this relationship, you are not chasing you are not begging, you are not convincing. You are not coming in with an inferior vendor positioning. You are the prize and the prize doesn’t Chase. So those are the first early sections of the book. And then we talk about how to really target the right kinds of projects and the right kinds of companies that you really, truly want to do business with one of the things that consulting firms, especially sort of mid career consultants and mid career firms are famous for, they say, we’ll we don’t do any marketing, we don’t do any sales, our business is 100% Word of mouth. Our business is 100% referral, which to me is marketing and sales application. So I’m going to reframe that for you. And we talked about this in the do with selling book, target what you want, and you can always take what comes. So if you’re telling me my business is all referral, it’s all word of mouth, you’re doing a great job with the second half of that sentence. But your entire business is based on take what comes Yeah. So take what comes in the door, take what comes at random, take what comes out of the blue. And we forget the part where we get to target exactly what we want, and launch intentional specific door opening relationships, again, invitation to a conversation about how you might be helpful to a client or to a company. And if you do that, you are back in control, you are back in the driver’s seat of your proactive lead generation and prospecting. So let me know we talked about a whole bunch of others. I can go anywhere you want to go with the rest of this
Will Bachman 08:48
fantastic. So I love that reframing of invitation to a conversation. Because some people I don’t know if it’s even necessarily I mean, some people may does not like sales at all. But I think there’s a maybe even broader category of people that don’t really not like it, but they’re just not sure where to get started. Right. So like, okay, it’s not even like I don’t even I don’t even I don’t even not like it. I just don’t even know what exactly to do. So let’s talk a bit about some of the parts about how to send the invitations to a conversation. Maybe you talk to us about some of the tips and part seven, reach out and touch someone and how to generate those initial conversations that you cover in part eight of the book.
David Newman 09:37
Sure, absolutely. So I think there are some prospecting mistakes, which is the wrong kind of prospecting, not prospecting enough not knowing what to say and send, you know, people that equate prospecting with cold calling. Yeah, and that is absolutely 180 degrees opposite of what I reckon demand. So this is really about serving before selling, and it’s about helping before pitching. So really, really, really important. One thing that I think a lot of firms don’t do enough of, is proactively putting together a written, finite workable list of future client companies that you would love to do business with. Later on in the book, I call this your active 20, your active 20 prospect list that you are connecting with that you are getting, you know, strategically in front of through writing and publishing and some other visibility and credibility strategies. But it starts with just having the list. So if I go to most consultants and most consulting firms and say, Hey, could you show me a list of 10 to 20 companies that you would really love to do business with in the next three to six months? I would get a lot of Scooby Doo responses like, oh, and then this is where I hear will? Well, no, David, it doesn’t work that way. Our business is all word of mouth, our business is all referral. And we’re back to that craziness again. So what I recommend is find a couple of DNA markers of the companies that you want to work with. And for as far as consulting advice on this, the best consulting advice I ever heard on this came from Peter block, Peter block, legendary consultant, the Yoda of the consulting business, you might say, I saw him do a keynote at an IMC national event. And he gets up he’s very sweet guy. And he kind of smiles at the audience. And you know, he gets this big, glamorous introduction. And the first words out of his mouth is, you know, I have built my career on working with really fantastic companies, and amazing CEOs who really didn’t need what I do. And he paused, and he left it there. And then everyone in the audience is like, what, what does that mean? Oh, they didn’t need what I do. They wanted what I do. Right? And that is such a huge, huge differentiator, that, are you working with the best of the best? Or are you working with the laggards and the slackers and the people that are, you know, desperate and in dire, Dire Straits with the problems that you’re brilliant at fixing. So there’s a difference when you’re prospecting and generating leads. We want client and client companies that are hungry, but not starving. Because if they’re starving, that’s when you get the feed pushback, that’s when you start chasing and persuading and convincing, that’s when you send the emails that go unanswered, that’s when you send the proposals that go into a black hole, because it was totally the wrong client for the wrong reason at the wrong time. So targeting the best companies to work with that would be strategy number one that we talked about in the book, I’m talking about Best Companies list some talking about, you know, the movers and the shakers in the industries that you’re targeting the 40 under 40, the 30 under 30, the CEO of the Year, the CFO of the year, the CXO of the year, and really being tuned in to who are the high performers and the high achievers in the industries that you would like to work with and accidentally on purpose, starting to connect with them, be aware be where they are bumped into them, right where they read, speak, where they attend, and start getting more into the ecosystem of those best companies. Second strategy, of course, is trigger events. trigger events can be both good and bad trigger events is some inflection point in the lifecycle of a target company. So this could be upsizing downsizing, right sizing, merger acquisition, new product announcement of regulatory issues, compliance issues, all kinds of things could be both the good news category and the bad news category. But figure out at what inflection points and at what, during what critical situations, do clients want you need you and want you the most? Because every prospect and we’re of course, we’re all prospects, we’re all buyers, as well as consultants and business owners. So think of this as a as a prospect yourself. When you get some outreach in any form. We’re always asking three questions about that outreach. Why me? Why this and why now, when you have a trigger point when you have a trigger is that. And there’s an inflection point in that company’s business. And you’ve done your homework, you’ve done your research, you know what they’re up against, you know what they’re going through. And you write a very intelligent, very focused, very short, initial message, you will have answered all three of those questions. Why me? Why this wine at what, why am I getting this? Why did the person target me because you’re the CEO, you’re the person mentioned in that media story, you’re the person who’s in charge of the upsides and downsides and merger, whatever it is, and why now, because this is happening in the moment. So your relevance is that it’s maximum, and your value is that it’s maximum. And when you reach out to someone like that, chances of them responding to you possibly go way, way, way up. So those are just a couple of strategies that we talked about in the duet selling book, reaching out to the best of the best, because there’s little mantra, the best of the best are the ones who invest, because that is absolutely true. And then looking at trigger events in the landscape of the industry that you’re serving, and really having your finger on the pulse of who needs you at any given particular moment. And then what is your door opening campaign to get in front of them? Very brief initial note showing that you’ve done your homework showing that you’re a relevant, trusted adviser, showing that you’re not just a cold calling spamming goofball, that’s what’s gonna get you more initial conversations.
Will Bachman 16:33
Yeah, I like this idea of the act of 20. Of, of having identified that list, I mean, that’s a that’s a tip that I will share with people looking for a full time job, when occasionally I’ll get introduced and asked to give whatever advice that I can, you know, okay, like I asked, okay, what’s show me your list? Right? What’s the list of companies that you’re going after? And it’s, I think, good for consulting as well. I want to ask you, so in terms of actually the practical, the very practical aspect of reaching out to folks, let’s split it up into first, a category of people that are cool contacts that you want to warm back up. So we’ll sit and then maybe we can separately talk about cold contacts. But for cool contacts, people that you worked with, seven years ago at the firm, or that you were a client six years ago, you did a project for them several years ago, or even maybe people that you knew, as long ago as, as you know, college or grad school or something? What are some of your tips about and let’s say you have their contact info, maybe you maybe you’re connected on LinkedIn? What are some of your tips around how to reach out to those people how to try to warm those back up?
David Newman 17:47
Well, so this always starts with, you know, let’s not get in the situation in the first place. But I will answer your question. Generally speaking, we should not let past clients go five years, six years, seven years and totally lose contact with them. So let’s assume that we’re human, let’s assume that sometimes happens. And there are some amazing past clients that you have not talked to and not had any contact with, for 5678 10 years, whatever it may be, the first thing I would do is when you’re reaching out to them, I would totally throw myself on the sword and say, Barbara, you may not even remember me, right? And that’s kind of self deprecating. And, you know, hopefully, they will remember you. But you started out, Barbara, you may not even remember me. And I have to apologize. We did some fantastic work 10 years ago, and maybe remind them of some of the points or some of the the highlights of what that project was. Please know that you have been on my mind, far more than my communication over the last 10 years would indicate. I’m calling just to reconnect, ask you what’s up, what’s new? And would you be open to a 15 minute virtual cup of coffee. And that’s all you have to do. So throw yourself on the sword use a little bit of humor, especially if it’s been like years and years and years and years, which it shouldn’t be. But that is a great way to get back in. And then the premise of that call is literally not to sell anything. It is literally what’s new. What are you working on? What are you excited about? Fill me in on what happened since our last project. If you remember some names, you know, hey, you know, how’s Bob doing and whatever happened to Larry and you know, so you want to go back and blow the cobwebs off of that project and off of that team? And just catch up with you know where they’ve been. But the most important part of this conversation, of course, is where are they now and where are they going? And I can’t tell you will so many times people do this. And then the response is, oh my gosh, of course I remember you. As a matter of fact, we were just Talking that we may need to do something very similar. Again, I am so glad you called. And it’s the accidental on purpose, gosh, golly, big surprise, they need your help again. So if nothing else, you will revitalize a past clients, which might lead to introductions or referrals or future business. Best case scenario, it leads to a oh my gosh, I think we could use you right now. It’s so funny that you called
Will Bachman 20:34
now very tactically, the way you frame that you said, Hey, would you know we’d love to catch up? Would you be open to a conversation? Yeah. Do you like to leave it there? Or do you also can’t get sort of the next level of you know, if so, you know, please let me know, sometimes it would work for you or you? Well,
David Newman 20:55
here’s all such a great question. When you’re doing either email or LinkedIn messaging, when you when the last phrase, the last thing that you put in that communication is a question. You leave an open loop, and you dramatically increase your chances of a response. So if I said, for example, Hey, will you know you have this fantastic, amazing podcast? Would you be open to me being a guest on your show? Question mark. And that’s the very end is not like, hey, get back to me and let me know, hey, here’s my counter, like, hey, you know, thank you in advance for giving us your consideration. Anything that you put after that reduces the chance of them answering that open loop question. So this is kind of email and messaging 301 ninja trick. When you want a response from someone, the best thing you can do is make the question the very last thing that they see nothing after it, absolutely nothing after it just worth a chat. What do you think? Are we moving forward? Whatever the question is, literally leave that question as the last thing in that communication.
Will Bachman 22:19
All right, fantastic. Now, so let’s say some percentage of the people that you reach out to like this will respond like, oh, yeah, thanks for it’s actually great to catch up. Now, let’s see, maybe, maybe if we’re doing well, that might be 20%. You know, maybe, you know, 10 20%, perhaps? What do you do with the other 80%? So how long should you wait before you ping them again and say, you know, hey, you know, obviously, I want to say, well, I reached out to you two weeks ago, and you didn’t respond, naughty, naughty, but like, how long do you wait until you ping them again, and just say, you know, hey, we’d love to catch up just sort of doing the same thing. But it like assuming that. And do you reference that? Or do you just sort of pretend that they just missed it entirely? And just how do you do? What do you do with the other 80%? That’s the question.
David Newman 23:07
Well, so in my case, and this may be true, depending on how aggressively you or your consulting firm does marketing, it is very possible that your personal email went to a bulk mail folder, junk folder, spam folder, quarantine, promotions, folder, whatever. So I will usually wait between 24 and 72 hours. And I will resend the original note and say, Hey, Bob, just resending the below in case it got lost in the shuffle. And then they’ll see it again. It’s amazing. We’ll about 30% of people say oh my gosh, I totally didn’t get this the first time, thanks for resending it. So it is legit, that emails do get misdirected spam filters, bulk mail folders wherever they go. So that would be contact point number two is 24 to 72 hours later. And then you know, at that point based on and again, this is true, just overall follow up period, whether it’s past client, new client, someone has a proposal from you, whatever. I’m a big believer that every follow up touchpoint should have some thoughtfulness and some relevance and some value. So if you show me the past four or five, follow up emails that you’ve sent. And beyond that first one, the first one is templatized. The first one is Hey, Bob, just resetting the below in case they got lost in the shuffle. After that, I’m going to go into my my data bank and say, Well, what was Bob’s problem? What was Bob’s challenge? What’s Bob working on the last time we talked, and I’m going to find some article, some links, some video, some blog, some resource, and then two or three days later, I’m gonna say, Hey, Bob, you know, I was just thinking about our last time Conversation, this article came across my inbox, it made me think of you have a look at it. And you’re not asking for the callback, you’re not asking for Hey, reply to that email from four days ago, you’re just adding value you are being you are being the true trusted advisor that you want to be known as, trust me, when they when they see that article, or that link or that blog, or that videos like, oh, gosh, I Oh, will a phone call. i Oh, will another er, I’m so sorry, I totally forgot I was swamped. Last week, I didn’t get a chance. And they will respond. So I’m a big believer, especially in a sales process. If we switch this over to a sales process now, every seven to 10 days. In the in the DoIT selling book, I call this the happy squeaky wheel strategy, that when you’re in active communication with a prospect, you’re in a sales process with them, never let more than seven to 10 days go by. And one of the other things, of course, I recommend for a true sales process is that you always have the next step commitment on their calendar. But in case that didn’t happen, or even if it did happen, and it’s a couple weeks out, between now and our call two weeks from now, I guarantee you’re gonna get a video, you’re gonna get a link, you’re gonna get a resource, you’re gonna get a blog post, some of which might be mine, some which might be ones that I found out there from sources that you would recognize and respect. And I’m going to be adding value to you at every single step of this process. So hey, Bob, I just found this article on fast company.com, I thought it was really relevant to your retention challenges that you were sharing with me, feel free to share it with the team. So when you’re sending links, you’re sending resources, you are truly being thoughtful, you are truly being relevant. They will remember that kind of sales process. And I’m a big believer that a sales process should add value to the prospect, whether they hire you or not. Let me repeat that your sales process sales process should add value to that prospect or that past client, whether they engage or reengage with you or not, that they will have learned something they will have been better off, they will look at you with gratitude and relevance and respect. Not like an ambulance chasing goofball who’s follow up sounds like this, Hey, just circling back, hey, there’s a get my last email, Hey, just wanted to see, you know, just want to see if you guys made a decision yet. That is value free follow up, it is not value based follow up, it’s value free follow up. And that’s when we get ignored. That’s when the emails go to a marketing black hole. That’s when the voicemails go unanswered. That’s when they have stopped respecting you and stop paying attention to you.
Will Bachman 27:53
So that’s some helpful guidance on reaching out to those cool prospects that we, you know, should have kept warmer, but we’re all human. What are some of your tips for independent consultants on reaching out? So let’s say that they’ve gone and taken your ACT taken followed your advice have come up with their act of 20. Right, so they’ve come up with a 20 companies that they’d love to serve. And maybe they’ve even gone and identify the actual individual executive at those 20 companies, that would be the point of contact for them. You know, maybe it’s the head of marketing or the head of strategy, or the head of operations or the head of the warehouse, you know, planning or whatever? How do you suggest reaching out and or not as they reaching out, but what’s the best way to establish contact with those, whether it’s asking for an mutual introduction, introduction from someone who knows them or reaching out cold or stalking them on LinkedIn and commenting on every post that they do, like, you know, sending them a gift sending him a letter with? What are your go two ways that you would recommend for establishing contact and getting a first meeting.
David Newman 29:03
So there’s a couple of different avenues may want a sort of a direct prospecting strategy, which is again, based on a trigger event based on a news item based on someone gets immediate current, you know, urgent in their world and reaching out with some ideas that might be helpful. So for example, the way that email and by the way, the direct selling book is filled with emails, frameworks, templates, scripts, examples, conversation outlines, so exactly what to say exactly what the sand but because you’re asking, I will share one with you. So for example, let’s say that there’s a company that, you know, we just got a press release on their website we just saw in the industry publications, they are opening up a brand new Engineering Center in Kansas City, and they’re hiring 600 new engineers. And if our consulting expertise happens to be talent development, recruiting etc, we could send the following email, Bob, recruiting challenges in the Midwest. And then Hey, Bob just saw the article, congratulations on the expansion. Industry. Research shows that recruiting, especially for engineers is going to be tight, it’s gonna be even worse in the next quarter. This may be a challenge for you as you start to fill those 600 positions in the new Kansas City plant. I may have some ideas that would be helpful for your exact situation and goals worth the chat. Question mark. And remember, we leave the we leave the question as the very last thing. So what have I done in that email that three party email, the subject line means I’ve done my homework. I know Bob’s name, I know that he’s recruiting engineers, and I know that this might be a challenge in the body of the email. I’m showing that I’ve done my industry research that I know that the trends and don’t even don’t even need to quote the research people say what David, do I attach the PDF do I do I cite the source. This is not a research project, my friends, were not in high school anymore, that if you’re tapped into the industry trends, trust me, your prospects will be too. And if you say industry, research shows that engineering talent is going to be tight, and it’s going to be even tighter in the next quarter. Just take that at face value. You can back it up if you have to. But you’ve done your homework there. And now you’ve done your homework on that particular company. Hey, you’re opening up a new engineering plant in Kansas City, and you’re hiring 600 new engineers, how do you know that newsjacking triggers that you did your homework, you did your research, that was either in the industry news, or that was in some professional or trade journal, or that showed up in your business journal subscription, or that was in the business section of your major metropolitan newspaper. So you are seizing an opportunity that answers those three questions. Why this? Why me and why now. So when that person gets that very short, literally three sentence, door opening email, it’s like, wow, this person must have installed video cameras in our office, they must have been solid listening devices in our phones, because they know exactly what we’re up against. And they are far more likely to take that meeting and to have an initial door open and chat with you. If nothing else, simply to learn what’s going on learn what trends or what forces they may be up against. And also to find out well, you know, how can you help us or what is it that you do that would make my life easier? When you show up with intelligent prospecting? The prospects give you the credit for being the trusted adviser and the expert that you are, when you do cold batch and blast generic messaging, your status immediately goes down to peddler and vendor and goofball. So even the positioning of the consultant that does this kind of outreach is head and shoulders above anybody else they’ve ever talked to.
Will Bachman 33:15
Let’s talk about your practice a little bit. I know that you work with independent consultants tell us a little bit about your kind of range of clients, your typical client, and how you work with them.
David Newman 33:28
Sure, so we typically put our clients not necessarily externally in a marketing way. We’ll do a little inside baseball here will the three buckets are Zero to Hero, Hero to superhero and superhero to intergalactic. So who is the zero to hero, Independent Consultant or corporate corporate trainer or executive coach because of course, a lot of consultants do several different things, not just pure consulting zero to heroes, the typical kind of corporate refugee, just got out of a corporate role, hung up her his shingle and said, Hey, I come out of the pharmaceutical industry, I want to be a consultant in the pharmaceutical industry, and go back and teach strategy or leadership or product innovation or whatever it may be. So the zero to hero person, they have a fantastic body of knowledge. They have a fantastic track record the right names to drop in the right stories to tell. And they just don’t like the marketing and sales apart. So it’s like oh, gosh, now I have to pitch business. Now I have to go out now I have to do the marketing and the sales and the prospecting and the lead generation and the client development work because I guess you do. So that is our zero to hero folks. Hero to superhero is typically the mid career consultant or executive coach or corporate trainer. You know, they’re okay, they’re making maybe low six figures but they’re kind of stuck. They’re kind of plateaued. They’ve done what they’ve done. It’s gotten them so far. aren’t like Marshall Goldsmith likes to say What Got You Here Won’t Get You There. So they might be looking to double or triple or quadruple the business that they’re doing. But they can’t keep doing it the way that they’ve been doing it, because they’ve kind of hit the ceiling. And it’s not about more hours. And it’s not about, you know, just keep on grinding the way you’ve been grinding, they realize that something has to change. And then the third tier of folks are the superhero to intergalactic, they may already be making anywhere from half a million bucks to a million bucks, but they don’t have the team, they don’t have the scalable leverage, they don’t have the revenue multipliers that are gonna get them to the 2 million or 3 million or $4 million annual revenue number. And so those folks, we work with scaling strategies, leverage hiring a team licensing, sponsorship, digital programs, all kinds of scaling strategies, so to get them out of the day to day of their business, and to really start implementing the CEO of the business kinds of strategies.
Will Bachman 36:04
Fantastic. And what areas do you typically work on do primarily focus on helping with the kind of client development sales and marketing side? Do you focus on kind of the whole firm infrastructure building out your team systems technology, delivery of the work, tell us about kind of what’s your so
David Newman 36:26
so I put what we do in the category of revenue, acceleration. And depending on which of those three buckets, a consultant might be in revenue, acceleration, obviously, four, zero to hero is really all about lead generation prospecting, sales, sales, process, sales, consistency, revenue consistency, the mid career folks they might want to do, it’s also revenue acceleration for them. But they’re, it’s about going deeper into a client upselling, cross selling, building out an integrated product suite of other things that they could do and other ways they can serve that client. And then in our third category, which is the 500k plus plus clause, there, we do also talk about the infrastructure, the team, you know, the revenue multipliers where they can this connect their revenue generating potential from their personal time, attention and presence. So if you know if the consultants name is Barbara, I say, well, Barbara, tell me about your nan Barbara revenue, meaning if you’re on a desert island for six months, does the company keep making money? Does the firm keep making money? Or when you stop working? Do you stop earning and believe it or not even some folks that that 500k plus plus plus level, they go, Oh, when I stopped working, I stopped earning. And that’s David. That’s why I’m calling you. That’s why I’m talking that we need to put some things in place where this isn’t just a very successful practice, because this started as being a very successful business. And of course, my definition of a business versus the practice of business continues to make money while you’re on vacation. And a practice typically does not.
Will Bachman 38:13
What’s your favorite? What CRM system do you recommend to folks? Or? Or what kind of technology? Do you recommend to undergird and support this work?
David Newman 38:23
Well, so when it comes to technology, believe it or not, we’re fairly low tech slash no tech, except your other question, which is the CRM, most CRMs are really hard to use, very complex, like flying a starship, the one that we found the most effective direct command. And the one that we ourselves use internally is called one page CRM, one page CRM, it starts out very, very simple. You know, kind of like a fifth grader could use it. But man, oh, man, if you want to go deeper, if you want to go faster with automation, and sequences, and tagging, and all kinds of other crazy stuff, that is one layer behind the scenes. So it’s there, but it doesn’t get in your way. So if your needs are very simple, you never need to touch that stuff. You never need to see that stuff. But extremely powerful on the back end. Very, very simple on the front end. I should get paid well, I should get paid by these one page CRM people. I just did a beautiful commercial for them. That’s,
Will Bachman 39:25
that’s, that’s awesome. Yeah, I definitely recommend that. People, a lot of people, we’ve just did a poll of our members, a lot of people do use a spreadsheet or Excel. But I would say I definitely recommend thinking about investing in a system that beyond just a spreadsheet, because having the ability to track prior conversations to capture all the emails to add tags to to add action items that will pop up and sometime in the future, you know, future or tasks for yourself with that person. Remember reminders, send the person this, you know, attachment or ask them about their trip to Florida. And all the past projects you’ve done with someone, that is a big advantage to accelerate this whole process.
David Newman 40:17
Huge, huge, huge. And I think with any CRM and one page CRM, specifically, which is what we hear about from our clients waking up in the morning, and looking at an email that says, Here are the people that you need to get back with today. Right, Susan has a proposal. Fred, We’re in our second conversation. And don’t forget, Maureen wants to have that second meeting. And she said she couldn’t meet last week. So let’s pick a time this week. If you do nothing else that entire day, except follow those three or four or five action items that your CRM has given to you, and you do nothing else the whole day, that was still a pretty good day in your business.
Will Bachman 41:04
So David, for consultants who are interested in learning more, they can go out and buy your books. But if they wanted to actually follow up with you, where would you point them online, a
David Newman 41:17
couple of places to kind of come into our world, both free one is to grab the all the companion tools to the do at selling book, which is do it selling.com We also have some free online training, which is it do it and marketing because do it marketing was my first book, do it and marketing.com/webinar. And that’s our free On Demand training, called the 500k Consulting gameplan session. And then we also have a pretty cool little PDF. So it’ll have some brand sparking ideas for you. That’s our do at marketing manifesto, which is that do at marketing.com/manifesto. So any of those free resources are a great entry point into our world. And certainly, if you want to have a chat with me, I’m available. My email was simply David at do it. marketing.com Let me know that you heard me on wills, amazing podcast or through Umbrex. And you will get the royal red carpet treatment.
Will Bachman 42:22
And David talked about, you know, who you work with and the types of things you work on. But in terms of kind of the structure or the how of how you work with folks. Do you have like group sessions? Do you do strictly like one on one? Discussions? Do you have kind of a set program that you walk people sure was great.
David Newman 42:45
I appreciate the curiosity. So there’s two different ways that we work with folks. Both are a kind of hybrid combination of one on one access and group with an amazing community of other consultants. One is our dual NBA mentorship program. And you can check that out at do it nba.com. We also have for the folks that are already at 500k, the folks that are superhero to intergalactic, we have a separate group called NBA elite. And that is by invitation only, obviously, we’d have a conversation to figure out where you are and what what you want to do. But those are the two programs that we run the structure of those programs, our daily coaching, online community live events, sales labs, we do sales gyms, which are actually roleplay sessions where you actually practice some of the outreach and sales conversations and negotiating and discovery and all kinds of things like that. Live Events three times a year, and we’re all alternating those live events virtual and in person. So one is going to be virtual, the next one’s in person one’s going to be virtual, the next one’s in person that’s on a march and July and November schedule. All of our clients have one on one direct personal access to me and to all of our team, we have an amazing team of coaches, each of whom have their sub specialties and superpowers. So believe it or not, I’m not always the best person to answer every question. I’ve got coaches on our team who are better than me, in many special specialty areas. And basically, you know, it’s not even about the program features and benefits and what you get. We are crazy focused on results. We are crazy focused on results. We want our clients to be crazy focused on results. So revenue breakthroughs, deal size, breakthroughs, monthly revenue, records being broken. This is what we’re focused on. This is what we’re most excited about. And this is what we celebrate with our client group and our client community. So it really is about results. It’s not about learning. So one of our mantras and all of our mentoring programs, it’s content to solve. It is not content to learn. Because you can learn a lot of stuff and not apply it and not implement it and not monetize it. We’re here to help you process issues, make decisions, solve problems and get checks in the door.
Will Bachman 45:24
All right. So, listeners, if you like, what you hear from David, you have some catching up to do, because he’s also we did not even mention this. He’s the host of the selling show. It’s a podcast with over 300 episodes. So there’s a lot more content and learning based God to not just to learn but to act, deliver actions from David Newman. All those links that David mentioned, we will include in the show notes, so if you’re interested, check out his books, follow up, get all that free manifesto, all the free stuff, and potentially reach out to David and see if it makes sense to work with him. David, thank you so much for being on the show today. It’s great speaking with you.
David Newman 46:06
Thank you. We’ll love to love to be here. This was tremendous fun.