Tag: sales
How long should initial meetings be?
How long should initial meetings be?
Transcript
Yep. So I just had a couple of questions.
Yep. So if my diagnostic is my lead magnet Yeah. And they booked the call, originally, I was gonna have just, like, a fifteen minute strategy call Mhmm. On my website.
But, obviously, if I’ve taken into diagnostic, that’s gonna be more forty five to sixty minutes.
Is is that too long?
I would not yeah. I would say, call it fifteen minutes. But when they add it to their calendar, have them add an hour to their calendar. So add to calendar, add event is, like, yep. It’s sixty minutes in there. That gives you the freedom to have it be fifteen minutes.
Okay.
So that if it goes like, if you’re like, oh, hells no, then you can end it at fifteen minutes. Okay. But if you’re going through it and it’s going well, then you know they’re not gonna be like, well, I have a hard stop. So you can talk.
Okay. Yeah. Cool.
Do your metrics that matter have to overlap with your diagnostic?
Do your metrics that matter have to overlap with your diagnostic?
Transcript
K. So here’s my quick question is, so remember when we did okay. The diagnostic, got it. But then we went into the optimization one zero one, and and you remember the triangle and the metrics that matter? Yeah. It doesn’t necessarily mean, though, that the metrics that matter have to, like, overlap with your diagnostic on every level. Right?
No. But it’s better when they do. That’s because the ones that aren’t measurable aren’t interesting. So when we look at a diagnose, like, aren’t interesting to the client.
No. Okay.
But the metric itself can be the title on the side of the triangle. Right? So if you were, like if the metric is something around acquisition, then the triangle side can be called, like, acquire.
So we could you could have a pentagon for which I don’t know if that’d be a a great one to use, for, pirate metrics. Right? If you were like, okay. Let’s talk about and you could walk them through.
And those are really just, like, basic high level metrics. Right? They’re, like, really generalized KPIs, for the five pirate metrics, which you can adjust. You can say, I’m not gonna worry about these two ends, and then I’m just gonna worry about the middle three, which is really common, well, as long as revenue is the fourth.
Or, yeah, usually the fourth. But point is, you can make a triangle of that, and then that can be the thing. And as long as each side of the triangle has, like, a a good name, that’s, in this case, a metric, or a way of measuring the thing, then naturally, unless the team is not data driven, which some teams are actually proud not to be, but red flag in the first place. I know. I could tell you stories.
One day, I will tell all the stories.
But, yeah, then, yeah, you’re doing you’re doing the lord’s work if you’ve got the triangle that has the the metrics well listed on there. And then they can look at it and go, like, even the it then they can really be critical. If you’re walking them through and they’re like and you’re like, here under on this this side of the triangle called activate, we have then you walk them through, like, the three metrics associated with it. If they say, oh, we’re green.
We’re green. We’re green on those three things, then can they actually truly say they’re green on activate overall? And I would most business would be like, uh-uh. We’re, like, yellow on a good day on activate.
So that’s where it can be good to bring those back to by which, I mean, if I was drawing this, this would be much clearer and easier to understand. But because your triangle has its three parts and each of those has a metric or KPI on them, and underneath each one has three metrics that matter, that’s three on the bottom.
If you’re what you’re doing is analyzing the outside, the nine metrics on the outside, right, or the nine points on the outside of the triangle to arrive at, a health score for the three parts of the triangle. So if I’m gonna say these three are all green, then I have to also say that the key metric that like, the KPI itself is green. And that’s where it’s good to force them through this exercise because then they have to be honest about is activate really green, is attract really green. You can say all these parts are green, but are they? For those people who are a little less honest about the reality of their business when they’re talking to you because they’re scared that you’re gonna be really expensive because you just pulled out this tool. And that’s that sounds pricey. Every everything already sounds expensive to them.
Am I giving away too much in my diagnostic?
Am I giving away too much in my diagnostic?
Transcript
And so first question was, for the audience I’m looking at with SaaS for landing pages and emails.
Am I giving away too much that I would use on my call or good lead in for that call?
Yeah. No.
So it depends how you deliver the, the model. What I would recommend is you do just like I did in the workshop with the sunshine growth model. It’s a video where you’re like, hey. Do the work with me.
Get a piece of paper. Get a pen. I’m gonna draw this. I’m gonna move fast.
Just draw it with me. We’re gonna and, obviously, you’ll have set up why why to do this. Right? So, obviously, otherwise, what’s happening?
So, yeah, do that. If you don’t have an iPad do you have an iPad?
No.
But I can get one.
Super easy.
And you don’t have to get one either. You can honestly put if you have a stand of any kind, you can put your phone above it and just Oh, right. Yeah. Redrawing it. It’s okay.
So do whatever whatever will help you knock a version out fast. Then if you’re like, okay. I like it, but it looks kinda janky, so I’m going to get an iPad and do it this other way. Cool.
But start with the low fidelity, quick version always in everything that we do. Just, like, get it out, and then you can refine it later.
There’s an asterisk next to that because that’s not always the case. But largely, that’s the case.
Yeah. And so I think that you should do that. Get them to draw it. I don’t think you’re giving away too much. That diagnostic is meant to work across the board, and you will find that there are more diagnostics you’ll develop within each part of it.
So that when someone says, hey. I really need to dig deep into this one thing, this one part. So you’ve got the triangle for your model. Right?
Mhmm. Yeah. And there are three parts on each side. So we’ve got nine parts outside.
Cool. If they’re digging into one of those nine parts, you’ll likely develop smaller, like, models for each of those. So you can say, okay. And I can’t remember what the parts are of your diagnosis.
I I updated it since last week.
So Cool. Yeah. Let’s pretend it’s it’s apple. The word apple is Yeah. Okay. Cool. So now we want to better understand apple.
This is a horrible idea to use apple for this, by the way.
You would then draw something that helps them dig deeper on that. So in your sales calls, you can be like, okay. So, when you did this, you give the model a name.
I’ll say sunshine growth model. When you did the sunshine growth model, which were the parts that were most challenging or biggest opportunities? Cool. Then you write them down. You’re probably sharing your screen or, like, your iPad at this point if you have an iPad at this point.
Okay. Cool. So it’s this one, Apple over here. Let’s zoom in and talk a bit more about this so we can really get into the heart of it.
And then you move the screen over, and you have a new drawing area where you draw the model for that part of it that they’re working on. Now that doesn’t mean you have to come up with that right now. Just know that if it feels like you’re giving too much away, you’re not. There are layers upon layers that you will develop as you build your expertise in this one thing, and your thought leadership.
So long answer to your question, no. You are not giving too much away. You are using it exactly right.