Joining Collin Mitchell in this episode of the Sales Hustle Podcast is Cory Lindsay. Cory shares his story on how he got into sales and how he’s very passionate about sales. He shares some of the success he achieved as a BDR.
Cory Lindsay is a Growth Account Executive at G2. G2 is the world’s largest tech marketplace where businesses can discover, review, and manage the technology they need to reach their potential.
Cory Lindsay is also a Member of RevGenius. RevGenius is a group of revenue-generating sales and marketing professionals brought together to learn, share, support, and grow with each other.
You can find out more about Corey Lindsay and connect with him on LinkedIn -
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Sales Hustle - Episode 50 - Cory Lindsay
Welcome to the sales hustle. The only no BS podcast, where we bring you the real raw uncut experiences from sales change makers across various industries, the only place where you can get what you're looking for to up your sales game today's episode is brought to you by sales cast sales cast helps sales, professional transformed the relationship building process and when their dreams.
[00:00:29] Clients. I'm your host, Colin Mitchell. All right. What is happening? Sales hustlers. Welcome to another episode. I've got Corey all the way from London on today. He is an a E from G2, which most, anybody in SAS is familiar with G2. So we're going to talk a little bit about his success as a BDR and transition to becoming a, and we're also going to.
[00:00:53] Debunk some of the things that a lot of people think about that transition. So Corey, welcome to the show. How you doing? Hey Colin. Yeah. Thanks so much. Yeah. Doing super well. And obviously here in London, um, very, very different times into you and then the West coast. Yeah. Yeah. You're ending your day. We're just getting our day started.
[00:01:10] Um, but anyway, yeah. Corey and I met on LinkedIn had a quick conversation. I think we were in, you know, Mitt mutual sales, Slack group, uh, rev genius. And. And, uh, just kind of went from there and said, I'd love to get you on the show and kind of talk about, um, your success as a BDR and kind of the transition to AEG.
[00:01:29] And I think that's a topic that a lot of people SDRs and BDRs are always keen to hear more about. So tell, let's start with a little bit just short version. Like how did you get into sales generally? And then let's talk about some of your successes of BDR and we'll go from there. Yeah, sounds good. Um, I guess probably when it comes to surprise, uh, sales was not a planned career, fell into the prize.
[00:01:52] I think a lot of people doing that. Um, well that said like when I was, um, it's a bit of background, I've just finished university. So, uh, college, uh, for the U S um, about a year and a half ago. So I literally started G2 four days after graduation. Um, before that, when I was planning my career, it was very much where do I want to go?
[00:02:09] Didn't have much of a clue. Um, got caught up with some, some very good recruiters, not gonna lie. Um, that kind of pitched me the idea of a BDR role. And I always found tech very interesting. And the idea of sales consultancy that at the time, I thought were vastly vastly different things, um, was always kind of a, my agenda to explore.
[00:02:27] So I thought, you know, what awesome, awesome, like thriving company, a role that seems to really interest me and in a space, which is definitely going to grow. Um, let's give it a shot and, um, yeah, I never looked back. Hmm. Okay. So, um, yeah, it's obviously common. Most people don't plan on getting into sales. Um, so not surprised by that.
[00:02:48] Um, what, so let's talk a little bit. Okay. So, you know, fresh out of university, you get a BD Mer role. Um, was it what you thought it was going to be? Was it different in tell me a little bit about that. So, um, I didn't have too many expectations, um, in the sense that when I was in university, I always. I kind of understood pretty early on that.
[00:03:09] Like I love ingesting information. That's all great. But if I don't really see a tangible kind of application of it, I increasingly got a little bit less interested. Um, so the context I was doing a, uh, a bio science degree, that university, um, which is great, loved it really interesting. It was never as tangible as, um, as maybe it could have been.
[00:03:28] Um, so as soon as I hit the working world and the context G2 is my first job. Quite simply much expectation. So to say, um, I just really want to hit the ground running. Um, I think I was very much one of those stereotypical hungry BDRs that just wanted to get shit done. Uh, just like the background you've got there.
[00:03:44] Um, and then, yeah, just literally just whatever I could do, I wanted to, um, kind of hit targets, make sure it gives to the kind of just test my limits. Right. Um, so Josh your question. I didn't have too many expectations. Um, I didn't really. No too much about what the BDR role was. And to be completely honest, I didn't really meet even to the fullest extent.
[00:04:04] Once I accepted the job, I'm at a high level, I knew it was going to be a great ride. And the people around me specifically were, were super, super cool. And I read and you like thrive around them. Hmm. So something I like is that you didn't have much expectation, which I think is always a nice way to, to go into something.
[00:04:22] I mean, you got to know a little bit about what you're signing up for, obviously, right. But yeah. But to not have an expectation really kind of sets the stage to have a. Have a good experience, uh, with something just generally, uh, specifically in sales, like even when you're doing your outbound activities, um, you know, I like to tell folks and even remind myself, like, try to stay out of the outcome.
[00:04:43] Right. And just really be mindful of the activity and what needs to be done in your role. Um, and try to have fun with it, right. Because outbound can get kind of. Um, can kind of wear on you, especially if you're really like tying yourself worse to the outcomes or fully focusing on the outcome, which Tim's to then lead to really like forcing people to the next.
[00:05:05] Yes. Because you're so desperate to get to that next. Yes. Or the outcome. So how have you taken that same sort of mentality of like, okay. Not having our expectation of going into the role and applied that to, in like your sales activities when you were a BDR. Yeah. And I think it's, um, it's, it's definitely important, right?
[00:05:19] To you to your point. Like you're always, I think. One of the guys, probably an interesting topic. One of the main things I feel like is every sales rep is always incentivized to do more. Yes. When realistically, if we're going about the next yes, the next, yes. We kind of, we fill into the stereotype of being a pushy sales rep that everyone hates and we're just pricks.
[00:05:39] Um, and obviously everyone's trying to change that stereotype in sales, but there are still some people that, that fill it and that that's why it exists. Um, so to your point, in terms of not having expectations, I feel like that. Kind of step one, right? I'm not going in with expectations that they need our help.
[00:05:55] They probably, well, initially they probably don't lease. They don't realize they do. Yeah. I mean that that's, that's where a lot of reps can, can, can really go wrong is assuming, assuming everybody needs your help. Right. And not validating that. And assuming it could be your own assumptions based on like, Hey, I think my product is great and everybody needs it.
[00:06:15] Which you could see where that's going to go wrong, right? Or even getting information from your prospect and not going deep enough and just, you know, being so excited that they're having some sort of positive reaction and not even validating that properly, which, you know, contributes to inaccurate pipeline and many other problems that.
[00:06:36] Um, a lot of sellers struggle with, so, but there's gotta be a balance, right? Like, okay. I'm not going to focus on the outcome and be that pushy salesman that everybody is used to and expects. Um, but I do got to get some yeses. Right. Well, how do you find balance in like, you know, Getting the yeses, but not, you know, only focusing on getting the meetings or getting the yeses or getting the opportunities in the pipeline.
[00:07:05] Yeah, it's interesting because it's actually one of the things, which I'm not really trying to focus on in my transition to the AEU role from BDR, because, so in terms of the BDR role, what you're trying to get is, is curiosity, right? You're not trying to get him to go. Yep. Send me a contract. Um, I'll give you 50 K because you can do that and you can get someone to sign that over a cold call and jeez, great.
[00:07:25] Uh, but realistically you're trying to get them. And at that point, that's when the guest comes in. Right. So, um, from that perspective, I think just being open to learning, right. Um, as soon as they mentioned something, which is even vaguely interesting to the context, that it could relate back to your product, kind of having that Kenai and rather, and this is one thing that took me a while to learn, but Robin going in, Oh, we can solve that.
[00:07:50] Kind of asking a little bit more about it. Kind of, okay, well you told me this, therefore will. How, how does that play out right now? What, why is that something that you're caring about right now? And eventually when I was kind of in the kind of the latter days of my BDR role, you don't necessary have to give a solution.
[00:08:05] If you can really make them feel the pain enough, you can almost make them take a meeting for anything. Um, and at that point, then at least from my perspective, it was my age job to then again, kind of dig deeper and deeper and deeper to find the root cause of this, and then eventually close out the deal.
[00:08:20] Um, so for a BDR perspective, that's kind of really how I went about it to get that yest, um, in terms of the account executive role. And this is where I've quite frankly as well, I wouldn't say necessary struggling, but not as experienced and not as, um, kind of act as I would like to be just yet. Is that the yes.
[00:08:37] Release perspective is like, yes, send me the contract, right. Or yes, we want to sign up. Yes. We can't wait to be a customer of peoples. Um, and that relies on a lot more of that discovery part. And a lot less expecting a yes, right? Yes. Almost comes towards the end. Um, so kind of patience, I think is a big thing.
[00:08:57] So it's your point, right? You've got to get to a, yes. Otherwise what's the point of being in sales, right? You're here to sell. You're here to make money. You're here to make money for the company, but at the same time, you've got to make sure that you are kind of getting the right sales in. I'm curious to hear your thoughts on this, but I feel like as soon as you've done the discovery enough, right?
[00:09:13] Even if they give you a nerd and you generally believe like, Hey, why is that a no, you've basically got the information they've told you already as to why it should be a yes. And if they disagree with that, then they've lied to you. Or they've not told you the right information, which case it should be a deal in the first place.
[00:09:26] Um, so I love that you brought this up because it's one of my favorite topics to talk about. Right. So, um, and basically what I hear you're saying, um, is, you know, the closing really is tied to the discovery and how successful you do that. Right? Um, you'll get to the, yes. If the discovery was done properly and if you have enough information, right.
[00:09:49] So people always want to have like a silver bullet or like if they say yes, if they say this, I say that sort of rebuttal strategy, but, um, sales is just much more dynamic than that. Um, and every, every, you know, you might have some customer profiles and you might have some similarities, but then you've got different personalities, different business cases, different goals, different impacts.
[00:10:14] There's all these different variables that contribute to why you may or may not be the right fit for whatever it is that you're trying to, you know, solve for them. Right. Um, and also I think a lot of people often, um, in the discovery, they can. Get the no. And view that as a negative, right? Cause there's two types of notes.
[00:10:38] There's no, with a good validated reason, right? Like, Hey, you know, let's just use, you know, use an example, Corey, uh, sorry. We're not going to invest money in G2 this year because we already, um, are in long-term commitment with Capterra sorry. Yeah. We'll see how that goes. Check back at the end of that contract.
[00:10:58] Right. So that's no with a validated good reason, like the budget for that. So what you do is already allocated somewhere else and they're in a long-term commitment that they can't get out of. Okay. So maybe they have, and maybe you could overcome that. Like if, you know, whatever they're using just totally doesn't work out and there's ways around that, but let's just assume.
[00:11:18] You know, Hey, they're very conscious of their budget. They're not going to spend any more money in this space until they see through what they have so that I would call that a no with a validated good reason. Um, that's not a negative outcome. Most people would think it is. Well, I didn't get the meeting.
[00:11:32] I didn't get the, yes, I didn't get the interest. Okay. No, like the discovery is equally for the prospect as it is for you. Um, to determine like, Hey, there's somebody worth spending my time on. Um, and if you have no other good reason, then you know, Hey, you know, put them on a, follow-up put them on a cadence, put them out, you know, when they're going to look at this again and move them out and you don't have to spend your time on them.
[00:11:56] Right. So then there's a different type of no, no, I'm not interested. No. Um, I don't see the value in this, right. So no with like really not a really good reason. Just kind of, no, because maybe they don't see the value in what you do or you haven't communicated properly. Those are people you still need to work on.
[00:12:12] Those are people that just, you don't have enough information to determine if they're a good fit or not. Right. Um, I'd like to kind of challenge that a little bit in terms of the people that, um, say kind of along the words of like a no, not now, they should still be worked. Yes. And again, maybe not immediately, like kind of really pushing them, Hey look, but you've ruined a longterm commitment with Capterra, but why not?
[00:12:36] G2 and Capterra which yes, it's possible, but not necessarily pushing that way. But I think the aspect of nurturing people like that is undervalued until I was like, I think I'm kind of criticizing this on myself as well, where I don't do this enough whereby soon as I get a know. And it's a genuine reason to your point, like, Hey, look, we're ready in a long-term commitment with.
[00:12:56] So it seems like what you do is cool, but why not take that relationship, but really build that relationship out and continuously kind of just drip feed value often. And again, got many examples of shatters even from the last month or so inherit, G2, nurturing relationships of what something was going to be like a 10 K deal.
[00:13:14] They didn't quite see the value. It wasn't quite the right time. Hey, look, they close six months later at 50 60 K. Um, it almost increases with deal size. Once you've built that trust with them, they know you really care about them. Um, as opposed to just they're like, Hey, I reached out in six months, then we'll see if you can make the money.
[00:13:30] Yeah, no, I do agree with that. And, and maybe the G2 Capterra, wasn't the best example, right? Because those are products that could work together alongside each other. Like, you know, but let's say more of an essential service, like their business phone system, right. You're not going to have two business phone systems.
[00:13:47] So no, not right now. I'm in a long-term contract means it's a prospect that you're not going to spend a lot of time or effort. Now, if the. Relationship is valuable enough nurturing that relationship is definitely needed. And that could be a couple of things, sending them email content, putting them on a nurture drip that could be putting them on a quarterly check-in so that you're not that guy that just slides in, you know, two to three months before the contract.
[00:14:12] Like, Hey, remember me? Um, you know, because those are the people that they tell are just in it for the commission check. Um, and then another simple task is just like, you know, most people these days, hopefully if you're not, you should be using LinkedIn sales navigator. Um, you know, put those people on a list in sales navigator, go in there, see when they're posting engage with their contents, taste something thoughtful.
[00:14:35] There's tons of ways to stay top of mind with those people that are no, not right now. Um, but. What my point is, is like, no is not a negative thing, right? No, with a good reason means, okay. I don't have to spend a lot of time and energy on you. Maybe there's, you know, maybe there's a path for doing business in the future.
[00:14:54] And there's some really simple things that I can do to nurture that relationship. Um, but to kind of go back to this is there's two types of nodes there's nodes with a good reason. And then there's no, without a good reason and the no, without a good reason, you've got to work those a little more. You got to put a little more time into that until you either get to a yes or till you get to know with a good reason and then, you know, have that nurture sort of strategy around that.
[00:15:19] Um, but what I want to talk about is, you know, I would say you had a fairly quick path to BDR, to AA. So what, why do you think that is and what would you give the SDR or BDR out there that are looking for that same path? Um, and let's start with, yeah, sure. So, um, I think I spent. I think about a year and four months or so you're in five months or so in the BDR role.
[00:15:43] Um, I forgot that that was both inbound and outbound all together, um, in, throughout the entire journey. So yeah, I guess red to be sure. I think the average is around the two year Mark. Um, but there's definitely a couple of things which, um, I think massively impacted that kind of faster trajectory. Um, first of all, when I started, there was again about, uh, So previous before me, there was a second BDR that joined.
[00:16:06] We were the first two BDRs in a mirror for the GT. Um, and we constantly work together. So I think everyone, not everyone, but there's a, there's a misconception sometimes in sales, it is a very kind of solo type career. Um, you've got your number. You've got your accounts now go after them, go close them, make the money for the company.
[00:16:25] All good. Um, so with my colleagues at the time, like we in it's seemed to this day, Every single day, constantly aligning on what's working, what's not working. Um, how can we make this better? Both in terms of cadences, in terms of talk tracks in terms of how to build relationships and that was on a daily basis.
[00:16:44] Um, and that got us both to the point where by we were performing much, much better than a lot of the other BDRs, more globally. You had a lot more experience than us, um, in case-by-case right at that point, I think we both grew a lot, lot quicker just by bouncing off each other. Um, literally on a daily basis.
[00:17:00] Um, so first of all, I fully recommend that to any, any potential BDRs out there listening to this, um, you really want to hit their career as quickly as they can just constantly work off people that you know are clever than you always have better ideas and different ideas to you, um, make them make the most of it for sure.
[00:17:17] Um, instead of the next thing, I think there's, um, an aspect of it whereby not necessarily of, of kind of right place right time, but. G2 is a globally expanding business. Um, it was right at the opening of the EMEA office. Um, and the fact they're going, I guess, have a consequence of the fact that my colleague and I and BDR, um, were so successful in the fact that I eased the time were so successful in that kind of the market was adopting our products so much better than maybe initial expectations.
[00:17:45] Um, braided, sorry, that part I guess, is, is right place right time. Or if there's no job for you, can't kind of. Necessarily create a job, but to that point, you kind of can create a job. Right. Um, and this is kind of one of the, I guess our VP of a mirror G2 that mentioned this kind of becoming positively dispensable.
[00:18:04] And I just love that term whereby you become less useful to the business because you're doing so well. They almost have to promote you into a new position in order to get that most value from you. Um, how do you, how do you do in a BDR role? Great question. I don't think I've got a perfect answer at all.
[00:18:27] I still think I'm kind of not trying to reflect on and see how it got to that stage. Um, but to be honest, I think one of the main things I was doing, is it even, um, so it must've been about four, four or five, about four months or so that was go before I got, um, eventually the promotion to sort of grow the counter.
[00:18:43] Um, I was already running demos every now and then. Yeah. So obviously alongside existing AEs where. To be fair. They were, they were kind of controlling it. Right. But I was already spines to kind of hone my skills of what my next job that I wanted would be, um, to mean that as soon as I hit that job, it was almost necessarily a no brainer.
[00:19:04] But my manager now knew that the time that, Hey, look, he's had practice, he knows a little, he knows the product pretty well. Ready. He's been through the BDR role. So that part's ticket off in terms of the next steps of how to take kind of, rather than just prospecting. Prospecting and selling. I've already had a little bit of exposure from that perspective and I've proven myself out in a variety of different ways.
[00:19:23] Um, so I'd say that's probably the, the easiest thing you can do in terms of making yourself positively dispensable. Um, it's basically showcase that you're ready. Can do the next role, um, with a little bit of experience added on with a little bit of training added on, but you really showing the signs that it's not going to be a leap of faith for your manager.
[00:19:44] Hm, I like that. So, so, you know, taking on the challenge of some of the things that you know are in that next role, um, and just being a little bit more proactive, right. About showing that, Hey, I have the skills for that next step. Yeah. I think, um, everyone's always talking about kind of being hungry in the role, right.
[00:20:05] Be hungry to go get prospects, but why not be hungry internally, be hungry to get the next role as well. Be hungry for your own career progression, not just to go out and get more business for the business. Right. Um, I think it works both ways. Yeah, no, I like that. All right. So tell me what are some of the common, um, things that a BDR SDR thinks is going to happen when they become adults?
[00:20:30] Yeah, so yeah, one of the, the big ones that definitely hit me hard. Um, was the idea that, Hey, look, if I can get someone on a cold call, that's probably going to be pissed off because I've called them at the wrong time and they've got what else going on and sell them the idea and the vision of my product and get them to accept a meeting.
[00:20:49] But that's the hardest part done. That was one of my misconceptions. Um, no, the, the, the quickest or the longest part, but one of the easiest parts or sorry, one of the hardest parts to do, um, we're just going to be wrong. It is tough. To cold call, especially kind of getting on the phone to start with once you've learned the rhythm, it's great, whatever.
[00:21:06] Um, but I thought that kind of, then from that stage, it would be not necessarily plain sailing, but the product would speak for itself. Um, and I guess I undervalued the, the way the kind of the impact and actual sales person would have on influencing the deal. Right. Um, so that's one of the biggest things I've learned, right.
[00:21:26] Kind of how to hone in even just tweaking different things of messaging and how to actively listen and not just have, like you mentioned earlier, the school kind of can extend set responses, right. Um, whereby, Oh, they've mentioned this, therefore I must reply with, with Y um, kind of really digging in, digging and digging in to find the real cause and then giving honest answers.
[00:21:47] Um, is a big thing I've had to learn to, um, kind of be very personalized in my sales approach in terms of the sales process, rather than just the, uh, the prospecting side. Okay. And what about, um, do you think it's common that a lot of SDR BDRs think like, okay, I'm not going to have to do as much outbound now it's a fun one.
[00:22:07] Um, I wouldn't be surprised if that's the case. Um, it's not the case for me because I technically don't have any BDR support. Um, we've got a couple of inbounds coming in that are worked from our, from our BDRs as well. And I get tip with smaller companies, which often more than ones that come in. Um, but I still have a lot of prospects to do.
[00:22:25] Majority of my pipe is still sourced by myself, but yeah, I think it, it definitely would be a misconception whereby yeah, you might have one, two BDRs working alongside you to help support your pipeline. Um, but fundamentally it's the same, a G2 often pipeline sourced by an account executive then themselves.
[00:22:44] Closes, at least the G2 closes faster, closes at a higher rate and more an, a, an, a high value as well. So, yeah, there's always that. And again, the numbers there, right? If I can prospect one deal or BDR can prospect two, if that, if my deal closes higher and more successfully and quicker than the two deals that potentially might close later on, then Hey, let's, it's a no brainer to try and go from my own deals as well.
[00:23:08] Yeah, no, absolutely. Um, um, I think it know, maybe it doesn't sound like it's the case for you, but I think it's common that a lot of STRB there is things like I won't have to do as much a top of funnel, uh, outbound activity. Um, but I know that that's not necessarily the case and you definitely can't live only on your BDR.
[00:23:28] SDR leads you definitely. But it gives you, it just, it does free you up, right? So like it's very common. Like you said, a lot of the inbound is going to be lower. Uh, smaller deal size, uh, activities, and typically, um, not close as high of a rate. So it does free you up to then, like, you know, kind of split your time.
[00:23:44] Okay. I've got these smaller deals that I can work, then I can close a certain amount of these on, uh, you know, Weekly or monthly basis. And then it gives you some time to dedicate to those longer deal cycles, those larger opportunities. Um, and I'm a big fan of splitting up the time and making sure that you're focusing on both and not just going all in on one of the but interesting point as well.
[00:24:04] Um, okay. I'm just going to throw this out there. I don't know if it's a natural trend, but a lot of the, kind of the most successful account reps that we have here in Amir. Um, almost miss prospecting as much. In the sense that they miss kind of just going after brand new people, brand new contacts and accounts to get them to actually just not to say yes, but say yeah, fine.
[00:24:24] Yeah. I'll, I'll, I'll take half an hour to listen to you. Um, missing. I wonder whether that's got a direct correlation with how successful you are as an EA, whether you kind of build up that love for prospecting and kind of that fixed skin. I hate, um, basically that resilience to get 10 nos before you get a yes can really, um, Can I help you be a much more successful way?
[00:24:47] Mm yeah. Yeah, no, that would be the case for me. I mean, I love doing outbound. That's probably my most favorite part of the sales process is just cold, outbound channel. The phone by phone man, for sure. I mean, I don't consider myself a great copywriter, so like, you know, I'm okay at email. Um, LinkedIn is definitely my jam.
[00:25:10] I've had some really good success on LinkedIn. Um, you know, the problem with LinkedIn is. Tons of people are using LinkedIn. You know, it's just like the high pressure salesperson, right? So when you call on the phone, people are gonna expect that. But when you're just more curious and really have like a place of serving and helping, um, that it's refreshing and different, right.
[00:25:29] But now LinkedIn, and, you know, everybody's jumping on LinkedIn, everybody thinks, you know, LinkedIn and they're sitting, you know, lots of spam and connections and like kind of ruining it. Um, but there's a way where LinkedIn can be super successful. Um, you know, you can create more conversations and take the conversations offline, um, and try to add value in, in many different ways and engage.
[00:25:48] Um, so LinkedIn, I love LinkedIn as a channel, um, but you know, you could take every channel away from me and if I had the phone only, I'd be totally happy and, and, and could just jam on that completely, um, and have fun with it. I'm curious, what, what's your standard opener? I have a couple. So, uh, I like to use the permission-based obviously like, Hey Corey, um, you know, whatever my opener is.
[00:26:14] And then, you know, I know I caught you, uh, as an interruption, do you have about 20 seconds? So I can tell you why I called, um, but my favorite, my really favorite, and this is not original. Uh, I stole this from somewhere. I think maybe somebody on LinkedIn said this. I can't remember. Maybe it was somebody from the podcast.
[00:26:29] Um, I dunno, somebody somewhere deserves credit for this, but, um, my personal favorite is, Oh, Hey Corey. You know, this is a cold call. And so feel free to hang up if you want. But if not, do you have about 20 seconds so I can tell you why I called. Um, so there's a couple of different ways you can go with that.
[00:26:45] Um, I even like to just tell people, Hey, this is a cold call and trust me, I hate making them more than you hate receiving them. But if you don't mind, do you have about 20 seconds? So I can tell you, I called and if not, feel free to hang up. And people laugh at that. Um, it's different stands out. Um, I mean the big, the big thing with any channel is you need to be different.
[00:27:02] You need to stand out, you need to pattern interrupt. Um, don't do what everybody else is doing. So maybe look like, you know, um, Look at what people are doing. Right. So see what people are doing and then think about like, how can I be different? How can I do this different? How can I stand out? Whether that's using video, whether that's using a little bit of humor, um, you know, like I have a email campaign that I did that, you know, had a lot of success and it was, it started with, you know, I was looking for a joke specifically for the insurance industry.
[00:27:32] And I came across the fact that like a big department store here in the U S used to sell life insurance. And I thought that was funny. So the opening line of the email. Was, Hey, I was looking for a cheesy joke to use in this email and came across this and like that for some reason, stood out for people.
[00:27:48] I don't remember what it said exactly. Um, but you know, I just told them the truth of like, Hey, this is what I was doing. And here's what I stumbled across. What are your thoughts? And then, you know, went into, and with email, you know, email, whatever channel, whether you're on the phone, whether you're on email, whether you're on LinkedIn, like short and sweet to the point works.
[00:28:06] Um, but stand out and be different. Yeah, I, my last thing you mentioned that is awesome as well. Um, and I didn't appreciate this enough early enough into my kind of BDR career in the sense that short and sweet people, especially they never met. You were never heard of you probably don't care. They just want to get probably they definitely let's be real about it.
[00:28:31] Yeah. And you could even take it further than that. Like not only do they not care, they don't care about you. They don't care about your product. They don't care how long you've been around. They don't care what award you won. They don't even care about your G2 reviews.
[00:28:47] Not initially. Yeah. Right. When they get further down and they're like really evaluating, they care about some of that stuff. Right. But to just throw all that stuff up in an email or a LinkedIn DM or in your cold call script, when they don't know who the heck you are is totally pointless. It's useless.
[00:29:05] It's what everybody else is doing. They're tired of hearing it. Mm. No for sure. Um, and so I saw I've, I've started, um, it's weird. Cause again, I've got a funny story in my, uh, in my LinkedIn profile. I mean, I'm a growth account executive here at G2, which basically means I work with the small nifty startups that were looking to disrupt the world.
[00:29:24] Um, that sort of thing. There are a lot of the algorithms of different BDRs potentially through sales navigator, through advertising take growth as a growth marketing role. Um, so increasingly I'm being prospected. Quite a lot. Um, and I think one thing that, again, I wish people did more to me when I was a video and I've been trying to do with these BDRs as well.
[00:29:45] It's just getting feedback. First of all, I'm the hella wrong person. These people do prospecting. Tell, let them know why and what they've pre done wrong. But I got an email, for example. Um, I think it was yesterday. The guy literally spilled off. Um, Hey, this is who we are. Um, look, I've been asked to look into G2 and if they'd been.
[00:30:04] Needing any different kind of froze things or not. Um, very, very kind of generic. This is, this is who we are. This is what we do. And I was like, no, well, first of all, I really know about this company, so it's fine. Um, but Hey, let, you've completely missed the point and think of any relevant person would have read that email.
[00:30:22] No reply. So gave them feedback. I'm starting to redo this a lot more. Like, just let the BDR note, I had a, why did it really missed the Mark and help them get into more competition with the right people and avoid bugging the wrong people. Right. What are your thoughts on that? No. Yeah. I have a ton of thoughts on that.
[00:30:39] Um, feedback's a great topic, right? And, um, I'm a big, here's one thing that I believe, um, a hundred percent is. The feedback from the people you don't do business with is more valuable than the people you do business with. Right? So, you know, the people you do business with they're your customers, you have a relationship with them.
[00:31:00] They went with you, they found value in what you do. Let's assume you're doing everything right. They're happy. I mean, what are they going to tell you to be better? Nothing. Right. They might tell you the greatest thing and they might write you a fantastic G2 review. Yeah. Right, exactly. Um, now. The people that didn't do business with you, they have a reason, right?
[00:31:22] They have something that could possibly make you better at what you do. Maybe you were too pushy, maybe they were confused about something. Maybe they feel that they weren't heard. Maybe they feel that you wasted their time. Um, you know, there's tons of reasons, uh, that somebody who didn't do business with you.
[00:31:43] Can give you something that maybe you can learn something from to be better in your sales role. And people want to when's the right time to ask feedback. Anytime, beginning of the sales process, middle of the sales process deals that went dead, going back to those people with genuine intention of like, Hey Corey, you know, we.
[00:32:07] Had some interaction, you express some interest at some point, I'm just trying to get better at my job. If you don't mind, could you just give me a little bit of feedback of why you chose to not go this direction or, you know why we didn't do a good enough job to earn your trust or even take it further and be more authentic and say, Hey, you know what, Corey, it looks like we dropped the ball and I'm just trying to learn where we went wrong.
[00:32:29] And I was hoping you could help me so that I can be better in the future. Um, and you know, the funny thing is a lot of those people will end up back in your pipeline. Um, because they're like, Hey, it's nothing you did wrong. It was just bad timing. Oh, great. You know, when should we pick this conversation back up?
[00:32:42] Or they might say, you know what, Corey, you just freaking called me too much. You know, you were too pressure. You pressured me too much. I told you, I wasn't interested for these reasons you didn't listen. Or maybe you're a SAS company. You showed me a bunch of features that didn't apply to me. So I didn't feel like you were the right fit.
[00:32:58] Like they might, you never know what they're going to say. Um, But all of it is good if it's like, Hey, they were misinformed and you can clear that up and get them back in the pipeline. Great. If it was a timing issue and you did everything right, great. You're back in conversation with them or they give you something super useful that you weren't aware of that you're like, Hey, maybe that's something that I need to be, be more aware of.
[00:33:23] Maybe that's something I can be better at. Maybe that's something that I shouldn't be doing or saying, or, you know, All of it is good. All of it is part of, regardless of what they tell you. Yeah. It's one thing that I think that a lot of reps and myself included in that, um, don't ask enough of it's from the prospects themselves as opposed to colleagues.
[00:33:42] I mean, I say a lot of, at least everyone that I'm around is always asking for feedback from, for me, from people that are working there from management, from the BDRs, et cetera, but the actual prospect themselves, not as much, um, and actually giving me a grout M and choice, like when I stopped in my role back in November, Jesus Christ.
[00:33:59] Did I completely screw up some of those calls? Yeah, absolutely smashed them into the ground. So that's a great chance now. Quick email. Hey dad. I thought this could work. I thought you guys had great potential and G2 obvious something that I didn't do great or something that I didn't know, a lot to learn more about what I could have done better.
[00:34:16] And, and hear your feedback, Mr. Mrs. Prospect. Oh, and we, we do this a lot myself and my team. Um, And you'd be surprised. I would say 50% of the time, the prospect is confused about something. Cause sometimes you got to tell people something three times, three different ways for them to fully grasp it. Right.
[00:34:36] Um, and maybe you didn't do a good enough job explaining a certain thing or they didn't grasp it, or they were multitasking and weren't even paying attention and your demo, whatever the case is, a lot of times you find that like these things are really easy to fix and you can get back in conversations with them.
[00:34:51] Um, but, um, What's interesting is, so what you said is very common, right? Most people will ask their colleagues for feedback. Hey, what do you think about this email? Oh, Corey, it's fricking awesome. Send it right. Like you gotta, you gotta, you gotta be careful of who you're asking feedback. Are they just going to always tell you what you want to hear?
[00:35:10] Like, Hey, you're the best dude. You're crushing it on your cold email game. Like it's fricking awesome. How'd you come up with that? Right? Um, you got to set the proper expectation when asking feedback, like, Hey Corey. You know, I want to send you over this email. Tell me what you think. You know, it's a really important email.
[00:35:27] It's a huge deal I've been working on. Just want to get a second set of eyes on it, but just, just, just so you know, like, you know, you're not going to hurt my feelings. Like I want your honest feedback if it absolutely sucks. Tell me that. You know, so you got to like ask because people are so used to not wanting to create conflict or not hurt people's feelings and stuff like that.
[00:35:48] And especially in a colleague space, right. Because then there's politics and all kinds of stuff. So even being part of different sales groups, like rev genius, sales stack, you know, uh, modern sales pros, like there's a ton of them. Right. Being in groups like that, where you can get feedback who had from somebody who generally is just there to get better themselves and help others.
[00:36:07] Those are super valuable because your colleagues, aren't always going to give you the real, honest feedback, a hundred percent of the time, maybe you're lucky, but that might not always be the case. Yeah, no, I think I'm taking back with the colleagues. I've got, I agree. It's not always going to be the case.
[00:36:20] And even that again, us Brits always even know the stuff that we'll always say. Oh yeah, it's great. It's going well. Um, when it could be absolutely correct. Um, is a stereotype maybe of the UK people, but I think it's true. And I'm one of them say, yeah, I mean, if your colleagues are telling you, it's great every time, call them out on that and be like, dude, it's not great every time.
[00:36:41] And it's okay to tell me it's not great all the time. Like give me the real stuff that I need to hear to be better. But I think also built on that. Like once you do get that seriously, candid feedback probably it'll hurt. Right. But I think kind of actually appreciating it and almost. Kind of just continuously thanking that person for actually being so candid with you will go a long way as well, because then that will open up their own.
[00:37:06] So-called kind of prejudgment of, Oh, I don't want to give someone this such candid feedback because they're going to tell me to go away and it's not true and really open up and make everyone a bit more direct and a bit more just, yeah, just open. Um, I think would go a long way. Yeah. Yeah. So if you get that feedback that hurts, let them know like, Hey, thanks.
[00:37:22] I appreciate it. You know, uh, create that safe space to get more future feedback that's sucks and hurts. You might as well importantly, right? I think, and again, I'm one of those is kind of never really wrote down too much. My feedback kind of here. I'm like, Oh yeah, that makes sense. And then I kind of maybe acted on it in the next kind of different calls and whatnot, and then it kind of, it kind of fizzles out.
[00:37:41] Right. I think particularly with that sort of feedback when it's so hard to take and actually to an extent, so hard to give up, because it does create that conflict as long as the person receiving. He acts visibly on that feedback. I think that even gives the person that's giving the feedback more confidence.
[00:37:56] They can do it again. Um, yeah. Yeah. Yeah. Awesome. All right. Well, Corey, thanks so much for coming on today. I appreciate it. Let people, let people know where they can find you connect you or anything else you want to let them know and then we'll wrap it up. Yeah. So, um, I mean, LinkedIn's my best channel, both for prospecting and for, uh, for getting in touch with me.
[00:38:17] So. Uh, full name is current and Lindsey. Um, it's a mouthful, but if you type in Corey you'll, you'll find me, uh, Minera G2. So yeah, if it were to connect with me, um, and if you think that anything I've said is you agree with, or you want to challenge, um, I'd love to hear anyone's thoughts and reach out. Yeah.
[00:38:35] Or if you have some honest feedback. Exactly. I love it. Uh, awesome. Thanks so much for coming on sales hustlers. If you're listening to the podcast, please subscribe. Write us a review, share with your friends and we're listening for your feedback. Thank you for tuning in to this episode of sales hustle.
[00:38:52] Are you a sales professional looking to take your sales career to the next level? If the answer is yes, then I want you to go over to sales cast.com, check us out. And if you feel that you are ready, set up a time to talk. With me and my co-founder Chris, I'm your host collum Mitchell. And if you enjoyed this episode, feel free to leave us review and share the podcast with your friends.