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Pitch Me Podcast
The Shiny Object Trap That Kills Coaches
00:39:59
In this revealing episode of Pitch Me, Kayvon Kay sits down with Dr. Kayvon K, a business growth coach with a fascinating journey from medical doctor to web designer to marketer to business coach. But Dr. Kayvon faces a challenge that plagues every...
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- [00:00]
A
Welcome to Pitch the podcast where real salespeople, entrepreneurs and business owners step into the spotlight to pitch their product or service and get unfiltered real time feedback from the 38 million dollar high ticket sales titan himself, Kayvon K. No fluff, no sugar coating, just brutal honesty, actionable insights and next level sales strategies to help you close bigger deals faster. If you want to pitch like a pro, dominate every sales conversation and and take your business to the next level, you're in the right place. This is Pitch me. Let's get started. All right, welcome back to another episode. We have, believe it or not, another Kayvon K. Except this one. Is Dr. Kayvon K. In the house. How are we doing today?
- [00:43]
B
Hello. Hello Kayvon, Nice to see you.
- [00:45]
A
Nice to see you again. Yes, yes, yes. So, Dr. Kayvon, we've known each other for a little bit, but please tell everyone like a little bit of who you are, what business you're in, you know, what you've been doing. Give us a little bit of a snapshot.
- [00:57]
B
Okay, very good. Thank you very much. I'm glad to be here. So I'm right now what I'm doing is I am helping my clients to stand out and be better and sell better and that sort of thing. I have been a business growth coach since 2006. Before that I had a company that we implemented the technology of running a business online. Before that a web designer and before that medical doctor. So medical doctor turned web designer turned marketer turned business coach. The way that I help my clients is my strengths are simplification and I have a big focus on implementation. That's something that came up in talking to my clients. And we know that even the best tactics and strategies are worthless without implementation. So getting things done, no fluff, simplified approach to business growth.
- [01:49]
A
Okay, so what I'm hearing is you help entrepreneurs, businesses simplify the things that they need, the day to day activities, and then as a result of them being simplified, you can put in implementation and actually implement.
- [02:04]
B
Yes, implement all of the. Because you know, we don't live at a time that there's any shortage on the information, advice and courses and books and that sort of thing. So what is rare, however, is implementation. So the tagline is planning for growth is simple. Yeah, implementation, not so much.
- [02:22]
A
Not so much.
- [02:23]
B
So that's, that's where I come in and I help them to actually get things done.
- [02:27]
A
Before we get into it, I'm, I'm interested because I know you work with a lot of business owners. Why do you think they don't implement. Like what? What do you think? The number one reason is most entrepreneurs don't implement even if they have the answers right in front of them.
- [02:38]
B
Yes. And it's not just about implementation of business.
- [02:40]
A
It's.
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B
It's everywhere. Like this whole New Year's resolution thing.
- [02:44]
A
Yeah.
- [02:44]
B
Right. Most of people give up on their ideas by mid February. Or 80% of the books that are purchased that they are never opened. The ones that they are opened, a good 80, 70% of them don't go beyond page 17. So implementation is hard. And I've been thinking about this and I had some content about this. I think it's the difference between the two different energies that we need for beginning to finish. The first one is motivation. And so many of us just rely on motivation. But the thing about motivation, as great of an energy it is, it, it spikes. So it has a very short lifespan. It is a great energy to get started, but it is, it is not the kind of energy that keeps you going and keeps you on track until it's finished. And the other one I think is what I call commitment. So this whole accountability coaching that I do with my clients, I call it actually commitment coaching.
- [03:40]
A
Okay.
- [03:41]
B
Or commitment support, that kind of thing. So we need to get started, we need motivation to keep going and finish when it's commitment.
- [03:48]
A
Yeah.
- [03:49]
B
So that I think is the, the transition is usually the missing element for people. So does that make sense?
- [03:55]
A
Yeah, it totally makes sense to me, but I just want to break that down a little bit. So, yes, it's easy to get motivated when things are new and you have fresh ideas and you're feeling good.
- [04:07]
B
Yeah.
- [04:07]
A
And as, as the old saying goes. Right. Everyone has a plan until you get punched in the face.
- [04:14]
B
Yes.
- [04:15]
A
And when we get punched in the face, which would happens in business, the motivation goes away.
- [04:21]
B
Yes. Because suddenly other ideas, that they're new and novel and exciting, they look sexy. So we end up with, you know, jumping from branch to branch. It's the shiny object syndrome. Because a project, after that initial honeymoon period is done, the work is becomes. You have to do the grind and do the boring work and you have to stick with it and you have to be able to accept rejection and all of that. When it gets hard, the other new fresh ideas suddenly look a lot easier to go to and it's easy to justify. Okay, you know what? This is not working. But I'm going to pause this and I'm going to go to the other one. That sounds really fantastic. It's a great idea. So that all of that is, well.
- [05:06]
A
We jump around and nothing ever gets done. Right. So that goes to my, you know, people always say, hey, the grass is greener on the other side. It's like, no it's not.
- [05:13]
B
Correct.
- [05:13]
A
No it's not. Yes is only greener on the side you water.
- [05:17]
B
Exactly. And let me tell you how you.
- [05:19]
A
Watering is what I'm hearing.
- [05:21]
B
Yes, yes. And how I got clarity on this was not from some sort of a epiphany. It's learning from my own mistake. I have been guilty of what I just described so many times actually that's my value proposition to my clients. I have made the mistake so you don't have to.
- [05:37]
A
Yeah, yeah, absolutely right. That's exactly why you're in the coaching. So tell us a little bit of like what are you working on now? So before we actually get in there, I want to know a little bit more about the clients you work with. Like what type of businesses are they? Are the entrepreneurs, big businesses, small businesses, what industries?
- [05:53]
B
Yes. Okay. So I have been a business growth coach and I have worked with, well with my companies, web design or the marketing company. We worked with clients as large as Nokia but at the same time we had many, many small business clients. In the, in the recent years I found myself in a lot of conversation with one of these one man show businesses, the solopreneurs because there are so many moving parts when it comes to setting up your own practice for. So think about coaches, consultants, all of these one man show businesses. And I have been at it for a while so they were asking me well you set it up like that, how do I do that? So they were asking me. So I ended up having many of those conversations and I realized that is something that is needed in the market. How to set up your practice for a one man show and looking at. So that's the problem that I want to solve. Who's this? Who do I want to work with? And I was looking at the market and there are this part of the market called the fractional executives that they used to be in corporations. Now they want to do their own kind of a fractional service. So it's a level above consultation but similar kind of a business model. And as far as how to set up their own business and how to promote themselves and how to all of that they're even, I guess need more help than coaches and consultants because of their background and their specialty is far from that. So I thought those are the groups of people. Group of. That's the group of People that I like to help, they can really use this. And also allows me to practice what I preach, which is niching down and narrowing down. So who do I work for? I like to work with fractional executives, helping them set up their profitable practice. Obviously this can help coaches and consultants too. But those fractionals are the people.
- [07:43]
A
Fractional COO, CROs, CEO, CFOs. Yeah.
- [07:47]
B
Yes, exactly.
- [07:48]
A
Absolutely. Okay, so they're working and they work with businesses. What type of business size is it typically with these guys, Almost everybody that.
- [07:55]
B
I talk to, they are targeting businesses that they are somewhere around a few million dollars to let's say 2, 3, $5 million to 50 maybe, I don't know, I don't know, $80 million kind of thing. So those are their clients. But in order for them to to distinguish themselves, like what's the difference between this fractional CFO and that Fractional CFO and that. So but they do have differences. They do have specialities, but they don't know how to say that. They have been always getting jobs and making money through resume.
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A
They don't understand why I'm here. They don't know how to brand themselves properly.
- [08:29]
B
Exactly.
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A
So that's the person to the market.
- [08:32]
B
Yes. So there have three challenges. Actually, top three challenges is that part the business development and branding. Second one is this whole solopreneurship, entrepreneurship, the inner game stuff, the mindset stuff. And the third one is systems and processes. But you and I know until the first one is resolved, we never get to the second and third one. So I am basically focused on business development for fractionals and solopreneurs.
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A
Or do you ever see, I know in my past experience, you see, they focus on all the systems.
- [09:03]
B
Yes.
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A
Before they even have a product, they waste time, money, energy hiding behind the systems instead of putting themselves out into the marketplace.
- [09:12]
B
Yes. Well, to. I agree with that. And here's an end to that. I noticed whatever that middle letter is, C something O. That part they're doing fine, everything else is suffering. So if they're like cio, technology is fine if it's about processes, if they are a cc. Oh, what is it? Co chief, coo.
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A
Yeah.
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B
So their systems are fine, but sales is not. So one. And on the other hand, the sales see salespeople, the CRO CROs and that sort of thing, they are fine with talking to people and maybe getting clients, but everything else, like delivery and all of that, they suffer. So the middle letter is fine, everything else is not.
- [09:50]
A
Yeah, I hear that, I hear that. So what's the offer now that you're working on specifically, is it. Do you have an offer? Is there when someone calls you? If I'm a fractional, say I'm a fractional CRO hitting the market and I'm coming to you. What's the offer you're giving me?
- [10:06]
B
Yeah, so it's about that business development that has self, you know, the personal branding, how to deliver their value, how to have people choose them. And I was thinking, well, any of the topics we can go deep with them. Like for example, I have this irresistible offer, Design Workshop, that it's like six sessions by itself, but any of those is going to be too much to get started. And they are at the first step. So I thought, what if I put something together that is the one on one level, the beginner level for business development. And basically what they need is to get attention, build a connection and eventually convert to those people, to clients. I like to the. So the results is how to be unignorable, memorable and referable. So I put together like a beginner level starting workshop. It's a succession thing and I called it Connection to Conversion. Okay, so Connection to Conversion is my offer for the fractionals.
- [11:09]
A
Okay, and how would you charge for that?
- [11:12]
B
The inaugural group, the beta users, they paid I think 897something and now we are doing the second cohort. So after that it goes to the regular price of, I think it's 12.97.
- [11:26]
A
So 1297. Okay.
- [11:28]
B
Yes. For six sessions or six. Each session is six sessions. Each session is 90 minutes.
- [11:35]
A
Yeah.
- [11:35]
B
There are three phases, attention, connection and conversion. Under each module there are three subtopics, things like storytelling, story selling, unique value proposition, unique selling proposition, how to conduct a call and, you know, different type of things.
- [11:55]
A
Yeah, Attention, connection, conversion. Right?
- [11:58]
B
Yes. Yeah.
- [11:59]
A
Okay, so how does your typical sales process work for something like this is over the phone.
- [12:07]
B
Yes. The salesforce is for me to get people to this because they eventually need to have, you know, more information and there's qualification and that sort of thing. It is over the phone, but most of it happens before they get to the call through the content that I have created. And, and I do regular like online presentations and webinars and workshops on those little topics. Like there are, what is it, nine topics in total. So each one of them could be a webinar and that sort of thing. I have a bunch of them also on my website. So they can either watch those or come to the live one, ask questions.
- [12:40]
A
And you're letting the marketing do the marketing and then the sales are doing the sales. Because what I see is one of the biggest mistakes I see in this space is the sales department is left to do marketing. And I'll never forget when I was at one of the largest marketing conferences in the world. And you know how there's always the sales against marketing. And at the market, not a sales conference, the marketing conference, the head marketer stood up on stage and said, if your salespeople are doing marketing over the phone, marketing didn't do their job.
- [13:14]
B
Exactly.
- [13:15]
A
So it sounds like, you know what.
- [13:16]
B
Twitter Drucker said about that?
- [13:18]
A
Sorry, what was that?
- [13:19]
B
Peter Drucker. When I read this for the first time about, I don't know, 20 years ago or so, it really impacted me. He said the job of marketing is to make sales superfluous.
- [13:30]
A
Yeah.
- [13:32]
B
So that's the idea.
- [13:33]
A
Yes. Yeah. So, okay, so we get on the call, right?
- [13:37]
B
Yes.
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A
And we're. So we're going to be talking about connection. Connection to conversions, right?
- [13:41]
B
Yes.
- [13:42]
A
And how does your calls usually go?
- [13:46]
B
Well, I usually like to do two calls.
- [13:48]
A
One is two calls for 1297.
- [13:53]
B
That's. Yeah, that's generally what I like to do. Because I notice because with that I end up with people who are. This is the better match for them and it's a better value for them. So you end up with higher quality relationship and clients, that sort of thing. So going for quality rather than quantity. So the first call, which is a short one, 10, 15 minutes.
- [14:16]
A
Okay, so this is more of a setter call.
- [14:19]
B
It could be, yeah. Some people use it as a set of call, but I do that and I say, let's just see if we are a good fit. It's a fit or no fit kind of a call. By the end of it, we know if you're a good fit and if there's a problem that I can solve. Right. And it's a connection. And if not, I can send them to the right direction. But if they are the right direction, then we get to the strategy slash sales goal. And they know when they come to the first call. This is not a sales call. They know when they come to the second call. This is going to be a sales call. So that is sets up, you know, the, the expectations and also better relationship. Now do you have on the second.
- [14:53]
A
Sorry, do you have a form? Do you put before the first call? Do you make them fill out a intake?
- [14:58]
B
The first call? Yes. It's. It's two simple questions.
- [15:02]
A
Just two questions. Okay.
- [15:03]
B
Or three, what problem do you solve?
- [15:06]
A
Yeah.
- [15:06]
B
And for whom? And what is it that you need the most? With that we go over those questions and similar questions a bit deeper in the first, in that 10 or 15 minute to see where they're at and if this is the right thing for them. Because when we say fractionals among that there are also subgroups like there are people that they call them fractionally curious, they're selling corporation, but they're thinking about maybe they want to set up their practice or they're at the very beginning stages of it. I think the main question that that group of people have is what's next? Then you have other people that they have started their fractional business usually because they already, from their contacts, they had a few contracts and they have done that and it's six months later or a year later and those contracts are over and they're thinking, okay, how do I get more contracts? And this is about to finish. So their main question is now what?
- [16:04]
A
Yeah.
- [16:05]
B
So even the, even though the first group can benefit from the course more, the second group are the people who are actually buying because of the second.
- [16:16]
A
Group is the group that you should be speaking to in your marketing and calling them specifically.
- [16:21]
B
Yes. And that's, that's what I do.
- [16:23]
A
I've been CFO or a fractional cfo, CRO, whatever it might be. More than a year.
- [16:30]
B
Yes. More than a year. Yeah. There you go. I haven't been using that. I like that more than that, right? Yes.
- [16:36]
A
Because what will happen is here's what you can do is you can now add that right away to your intake form. If the intake form is before the booking calendar, you can set up the automation where anyone that says no, I had not been doing this for a year, you can automatically write, redirect them to your low ticket offer. You don't even have to speak to them. You can just write in your email sequence and your low ticket offer and then the ones that say yes and maybe a couple other questions, those are the ones you take to the call. And now you've taken a two step call and you're turning into a one step call. Save your time because on something at 1297 that should be like that. That's a one call for me. That's what I call is a one call close.
- [17:21]
B
Yes.
- [17:22]
A
Especially if you're going to be. What I'm hearing from you is a six week program. It's, it's connect to conversions. You're going to teach them about attention, you're going to teach them about connections and then conversions. I Want to talk about connection? What do you you talk about? Are we talking about connections as in like how to connect to people or how to tap into your connection AKA your network?
- [17:47]
B
No, how to connect. How to build a connection.
- [17:50]
A
How to build.
- [17:50]
B
Yes. Before I answer that, I'd like to like make a comment about what you said before. First of all, thank you for what you just said. As far as qualifying and sending them to different things. You just solved a one of the issues that I had. So I'm going to implement that right away. The other one is I agree with you as in like a one sales call. Right now I don't mind doing the two call thing because I'm still developing my market research. Like before any of this I wanted to know about the market. So I started to reaching out to people and asking strangers. I'm thinking about working with fractionals. You're a fractional. I like to basically pick your brain and see what's going on. So many people responded. I had, with 57 people, I had 80 meetings which turned out to be over 2,900 minutes of Zoom recording and over 216,000 lines of transcription. So that was my market research and thank God for AI to allowed me to go through all of that. So right now I am developing better language for the market too. So I don't mind talking to people, delivering value and learning from them. So that's that. But in future I completely agree with you. Now you asked me a question. What was the question again?
- [19:00]
A
The. Well, it was more the attention. I understand you're going to teach like in attention, you'll teach them branding, you teach them social, you'll teach them.
- [19:08]
B
Yes.
- [19:09]
A
Yeah. And then connection is communication.
- [19:12]
B
Yes, connection is communication is staying in touch with them, how to get them to book that initial call with them, storytelling and selling cases and that sort of thing. And also if we are talking about attention, then connection is that difference between UVP and usp. So UVP is in the first part, in the getting their attention part, what they're doing with their communication and messaging is getting their attention. Because I know about your problem, I understand you. Unique value proposition gives them a reason to choose them. Then in the second part which is ends up with a USB unique selling proposition. It's giving them a reason to choose your offer. So give them a reason to choose you versus giving them a reason to choose your offer. Then we get to the conversion to get them to say yes to that. So is this is the second part that they now they talk about more about what they have done about the problem that we got clear on the first part. So the first part, people, by the end of it, they feel heard and understood.
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A
Yeah.
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B
And by the second part, the solid. The first part, they feel heard and seen. By the second part, they feel understood. This person knows about my problem and this person already has done something about solving my problem.
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A
Yep. Okay.
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B
Yes.
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A
Yeah. And that's in the marketing, right?
- [20:41]
B
Yes, it's in the. In the second module of the connection part.
- [20:45]
A
Okay. So what's your pitch? Do you pitch this ever? Like, how do you pitch this? I would love to get to the point. Imagine we're at the point of the call where you know my problem. Right. So you know that right now I've been working. Let's just plate laid out there. Right. I'm a. I'm a fractional CRO. I left corporate because I was done with the rat race. I was fortunate enough to leave with two contracts at hand, but now it's a year later and I just lost one of the contracts and I just woke up today. My other contract said that they're giving me six more months and I have no idea how to get my third, fourth, fifth contract.
- [21:28]
B
Okay, so there you go with the way that you explained it, because people have one of the three problems, so you just qualified for yourself one of them. People either don't pay attention to them or they don't choose them or they don't buy from them. So the three modules. So I will have those conversations to modify the pitch if they have a more getting attention problem or.
- [21:50]
A
Well, I'm an attention problem. I don't. People don't know me. Yeah.
- [21:53]
B
Yes, exactly. So in that part is the. The pitch is going to be around. You need to stand out from all the other CROs out there. You need to stay stand out in a way that you're not only unignorable, but also you should become the provider of choice. So therefore, the personal branding, the personal pitch around your strength and unique value proposition and we go from there. So I will modify my pitch all around, making you stand out and be different and be the best.
- [22:29]
A
Let's do it. Do you want, like, I would like do a role play? Would you like to do a role play?
- [22:34]
B
Okay, I'm not ready for this, but I say yes, let's go.
- [22:38]
A
Role plays. Here we do. I would love to say, like, hey, like, this is the whole, you know, the whole idea of why we're here is to see, you know, how I can help you because I just Want to, I want to make sure that we can provide value to you. Right. And yeah, obviously the, the type form is one piece of value, but when you get a phone call, especially the COOs, you're going to have those COOs, those operators, those analytics, like they. I'm sure those are going to take you 20 calls to close those gas. Right?
- [23:06]
B
So, yeah, let's do this. I love this. Well, one, I'm not prepared for this. So this is, this would be. Bring all of the stuff that is not working for me. And number two is when I was working on the conversion module and I created this like a sales descript kind of a call for the roleplay sales script call for them. I was thinking it ended up being like 27 pages. I was thinking, well, I have learned this before.
- [23:28]
A
Your sales script is 27 pages with the.
- [23:32]
B
Yes. Well, it's not just the script, the mindset, what goes behind it, the concept and the script in there. So it ended up being a 27 page document. So I was creating that for the people in the cohort. I thought, what is it that I wish I had when I was in their shoes? And I realized I wish somebody would have done role plays for me. So right there I created a bonus and I gave it to them all. And they all booked all of their calls, only except one. We have done all of the roleplay calls. So I'm a big believer in playing role play and well, this is my opportunity now.
- [24:05]
A
This is your opportunity to play role play. I love it.
- [24:07]
B
Yes.
- [24:07]
A
So let's just say again, like, just to, for the sake of the role play, let's. This is where I was saying, let's just say we. You've. You've already asked the questions. You know where I'm at, you know, and I'm at a point now where, hey, I'm. I don't want to go back to corporate and I need to make sure I know how to get attention and be able to get contracts.
- [24:30]
B
Yes, yes.
- [24:31]
A
Anytime I want. Yeah.
- [24:33]
B
Okay. So here's the thing. You solve a problem for people. Everybody has a problem that they don't want and a future that they don't have, but they do want. And in order for you to be able to help them with that, they need to be clear about what you do and how you do it. So that not only what you do, but why you is the main reason that you need to include that in your conversation and getting attention.
- [25:01]
A
Okay.
- [25:02]
B
Does that make sense?
- [25:03]
A
Yeah.
- [25:04]
B
Yes. Okay. So most people, when they get to a Networking event or meet someone new and they ask, hey, so and so what do you do? They keep start talking about themselves. And this is what I do, and this is my service and this is my product. And I think that is the wrong answer for that stage of the conversation. Instead, I always recommend to people to what they say, what do you do? Answer the question that they didn't have. Instead of telling them about yourself and what you do, tell them, what problem do you solve and for whom? Yeah, so when you talk about the problem, we're talking about that UVP and for whom, they see themselves in that. And eventually. And. And you say that instead of saying, this is who I am and this is what I do. Me, me, me. Say, this is a problem that I solve. For this kind of people, then stop talking.
- [25:57]
A
Okay.
- [26:00]
B
They will ask, tell me more is that that's interesting or I know someone, or this is not for me. Either way, you either get attention or this becomes a effective kind of a conversation.
- [26:14]
A
So how's that? Let's get. That's good. Let's stop there. Let me ask you this.
- [26:18]
B
Yes.
- [26:20]
A
Right now I feel like you're kind of talking at me. How do we change that to talking with me or allowing me to be part of that conversation?
- [26:30]
B
Yes.
- [26:30]
A
Well, there's a couple of things I want to just back up on mess you when you're talking about when you go to a network and people start talking about themselves, you said, I think that's wrong. You think or you know? You're the expert. Yes, I know the moment you said, I think I'm out this guy. You're not confident. You're not even confident. You don't even know if it works or not. You want me look at you as the expert?
- [26:55]
B
That's a good point.
- [26:57]
A
So that really threw me off because as soon as you said, I think, I'm like, well, what's going on there? Right. So my response would have been, you think or you know?
- [27:06]
B
Yes, I believe.
- [27:07]
A
Right? Yeah. It's not even I believe. No, is I know. Here's what I do know for a fact. Because we know. I know this to be true in my experience too, is what we do know for a fact is very simple. Most people go to networking parties or cocktail parties and they do not know how to pitch themselves. They don't know how to sell themselves, and they don't know how to actually connect with their audience. Why? Why do you think that is?
- [27:31]
B
Because they keep talking about themselves.
- [27:32]
A
Okay, great. See what I just did? I brought you into the conversation. I didn't tell you about it. I got you to tell me. Okay. They keep talking about themselves. Why do you think they talk about themselves?
- [27:44]
B
I see how you're doing this. I like that. Thank you. Because one, they don't know any other way. Two, they only think about themselves.
- [27:53]
A
Yeah. The natural. We have a natural instinct. You're right. We have a natural instinct to think about ourselves and only really talk about ourselves. But most importantly, would you want to go a little deeper when we go to parties? I mean, I don't know about you. You tell me. When you go to these parties, you get a little nervous.
- [28:09]
B
I do.
- [28:09]
A
Yeah. So what happens? Our ego comes into play.
- [28:12]
B
Yes.
- [28:12]
A
And now we've come with a protection.
- [28:15]
B
Yes.
- [28:15]
A
And our only way to protect ourselves. To talk about ourselves and be loud, be abrasive and really not connect.
- [28:21]
B
Yes. And only talk about what I know.
- [28:23]
A
Exactly. So what we're actually going to do in the program is I'm going to show you the three pillars of how to connect, how to grab attention and then how to convert.
- [28:32]
B
There you go.
- [28:33]
A
Suppose we were to do that. Do you have any meetings coming up, any cocktail parties, any networking events coming up in the next little while?
- [28:41]
B
Well, I do have signed up for another networking event.
- [28:44]
A
Oh, when's that?
- [28:44]
B
One week. Yes. When? It's one week from now.
- [28:48]
A
One week from now. It's today's Tuesday. So when is it then? One week. Next Tuesday.
- [28:54]
B
It's next Wednesday.
- [28:55]
A
Next Wednesday. Okay.
- [28:57]
B
Yes.
- [28:58]
A
Before we go anywhere like let me ask you, how committed are you to walking in next Wednesday and knowing exactly what to say, how to say so you can land your next contract?
- [29:07]
B
Well, I think that my commitment comes from. I know that what I have been doing is not working. I need to change something so. Or it's going to be another meeting like all the other ones without much of a result.
- [29:18]
A
I mean, you don't want to go into next Wednesday and do the same thing over. That's not really working for you, do you?
- [29:25]
B
Yes. No, I don't want to. It's time to stop that.
- [29:27]
A
Sorry, sorry. What was that?
- [29:29]
B
I don't want to.
- [29:30]
A
Oh, okay. You see what I'm doing here?
- [29:34]
B
You're making me repeat the. I don't want to make the repeat.
- [29:39]
A
The most important stuff. Right.
- [29:40]
B
Yes. I like that.
- [29:42]
A
What I would have little. Just. Do you see the difference between me talking at you? It's more question based. Right. Because I'll tell you the biggest saying. When you say something, it means something.
- [29:54]
B
Yeah.
- [29:54]
A
When they say something, it Means everything. So when. When I say to them, hey, when you go to the meeting and you screw up and most people screw up and da, da, da, da, and it means something. But when they say to me, yeah, I've been screwing up, I've been feeling. I've been feeling insecure, I. I don't know what to say. I don't know how to position myself. That means everything.
- [30:16]
B
And when I do that, I enjoy the conversation myself a lot more, too.
- [30:19]
A
Well, yeah. Yes, themselves.
- [30:22]
B
Yes, I enjoy it. I build a connection myself. And yeah, it's a win, win for both. Sideburn.
- [30:28]
A
Yes. Yes.
- [30:28]
B
Thank you.
- [30:29]
A
And one thing I will tell you to eliminate all resistance is imagine when I said at the beginning of the call, I told you already that I was a c. You know, a CRO, and I've only had one or two contracts, and I'm like, and I don't know what to do. So right out of the gate, the beginning part of the role play, you should have said the. The one thing I do and I tell everybody is get the commitment out of the way immediately. Meaning right away, I'd say, okay, well, Dr. Kon, let me ask you, all things aside, like, how committed are you to actually changing this around so you never have to worry about your next contract? And in fact, the contracts come to you, and if we're really lucky, you get to say no, because you get to start choosing the contracts you only want to work with. Like, how committed are you to making that work?
- [31:20]
B
Yes. Makes sense because I have been in conversation that people said, I'm not even sure if I want to stay a fractional. Maybe I should go back to corporate. So their commitment, they're questioning it.
- [31:29]
A
Yeah. So they're going to pay. They're not going to pay. You got to get, like, again, never, never give your price or pitch unless you deemed a profitable reason for doing so. And what does that mean? In sexy words? Right. Things. Very simply there. If someone. If I'm on the phone with someone and they're questioning if they even want to be in this position or they're questioning they want to go to, you know, back to corporate. You can't sell them. You can't even talk about your product. You got to first figure out what air. Where is their commitment. Because if they want to go back to corporate, great. Go back to corporate. But something tells me you left corporate for a reason.
- [32:09]
B
Correct? Yes.
- [32:10]
A
What was that reason?
- [32:13]
B
Because I wanted to manage my own time and, you know, have a better income.
- [32:18]
A
So, yeah, so you say better Income. What does that mean, if you don't mind me asking? Like better income? It means what?
- [32:24]
B
Well, it's even if it's this amount of money is the same amount of money. I like the diversity of working with multiple companies. Before when I was in corporate, I only worked with that company on those goals. Now I get to work with various companies of different sizes and maybe even different markets because everything that I have learned in all of my years in cooperation allows me to now provide some value back to multiple places. So I like to see that diversity in my work. And if you know some of them, they might end up being investment opportunities for me to get a piece of the companies that I'm helping with.
- [33:01]
A
Okay, so you left corporate because you were sick of what it sounds like is like you didn't feel like you had freedom there. You were kind of stuck.
- [33:11]
B
Yes.
- [33:11]
A
And you're stuck with one product, kind of one business.
- [33:15]
B
One product, one business. And my contributions were, you know, just, just to that. Not much more of a future opportunities.
- [33:23]
A
And you said you left around a year ago. That's correct, yes. Okay, so in the last year, like how's it been? Like, do you feel like you have more freedom, more creativity, more movement?
- [33:33]
B
Well, I have been very busy with just delivering the work for the contracts that I had. So most of my time went to that. So yes, I did manage my own time. The money is a bit better, but those contracts are now over. I thought I do a good job and I just going to meet new people and get new contracts. But that part is not happening much.
- [33:57]
A
Okay, so going back to corporate to one job, like is that something you really want to do or is that something you feel like you have to do because you don't know how to get new contracts?
- [34:09]
B
Well, if I don't learn to get new contracts, that's. That ends up becomes the, the only option. And I don't want it to be the only option. Do you? Yes, I'm done with that.
- [34:18]
A
You're done with that?
- [34:19]
B
Yeah.
- [34:19]
A
So I think the commitment still is how do I be a fractional CRO. Is that correct?
- [34:23]
B
Yes.
- [34:24]
A
But now the big question is how do we get you. How do we get your attention?
- [34:28]
B
Yes. How to get their attention and also eventually get them to become clients.
- [34:33]
A
Yeah. So yes. Suppose I can't make any problems. So suppose rather me or someone can work with you. I don't could be me. But someone can actually show you what it is to actually get the attention so that the contracts start coming to you end up being A magnet. Instead of you feeling isolated out in the world of business by yourself, especially consulting world. We know how long that is, right?
- [34:55]
B
Yes.
- [34:56]
A
Your phone, your email, it's come, it's being activated and people are coming after you. They're calling you because you are, you are now in the marketplace as an expert. What does like life look like if that happens for you?
- [35:13]
B
Well, that would be a new life that I haven't experienced before because as I said, I have been either in corporations or working with these clients. So I'm assuming there would be some other activities that they help me to get what I'm not getting right now, as in new conversations, new contracts and that sort of thing. So for from one aspect of it, look forward to learning those things, those new things and implement them and get the results. But I'm assuming at the list is going to be very different.
- [35:46]
A
The list in what way? The list of activities that you're going to be doing every day.
- [35:50]
B
Yeah, well, or every month kind of a thing. Like we are talking about attention. I haven't been doing attention activities, whatever they may be.
- [35:57]
A
Yeah, yeah, right.
- [35:58]
B
I only have worked with clients and delivered my service, so they're already converted. So it's all after the sales is done. All of the previous.
- [36:05]
A
Yeah. So the sales stuff, before we even talk, talk about like those activities. My, I just want, like, do you believe that you need the attention? You believe like some of these activities are going to help you achieve the contracting jobs you're looking for? Yeah.
- [36:18]
B
It's obvious that you need to talk to the right people and get them to sign the contract.
- [36:24]
A
Okay, yeah, exactly. Right. I mean, before we get the contract, we got to get to the people.
- [36:29]
B
Yes, get to the people.
- [36:30]
A
What's the Runway? Just, I know we're coming into an end here. I'm just wondering, like, what's the Runway between now and when you either have to go back to corporate or when things start really working? How long do you have?
- [36:41]
B
Yeah, I, I, I should be okay for another six months.
- [36:44]
A
Oh, wow. Okay. Well, six months. So you're telling me if we work together, I mean, or you worked with someone else, God forbid, for six months and we can show you how to actually set up your consulting practice so that the contracts are coming and you know that you can secure those contracts and never have to worry about worrying about when the contract ends. You're just always excited for the new one to begin.
- [37:08]
B
Yeah.
- [37:08]
A
We have six months to get there. Is that correct?
- [37:10]
B
Yeah, that sounds like, Well, I like to get results sooner Than that, but yes. Oh, even that.
- [37:15]
A
Yes. I just want to understand our, our time. Because if you said, hey, I got 30 days, and I'd say to you, hey, it could get done in 30 days, but it's going to be a lot of work.
- [37:23]
B
Yes. I have a six month buffer, but for this to really work, we need to get results sooner than that, like in three months or so, so, you know, it's safer.
- [37:33]
A
So the only question I have is like, how committed are you to doing this? In a sense of committed, to making sure that you have a successful practice?
- [37:44]
B
Well, the next six month is going to be dedicated to that.
- [37:48]
A
Okay. You see how we can. It can keep going. Do you see how we went from. I think I got to go back to corporate.
- [37:54]
B
Yes.
- [37:55]
A
Now I'm getting. But I never told you to.
- [37:59]
B
Yes.
- [37:59]
A
I. I didn't tell you you have to do it. I didn't tell you you're crazy to go back to corporate. You basically told me that, like corporate. Corporate's not an option now. So do you see?
- [38:11]
B
We don't want to go try to.
- [38:12]
A
Eliminate all the resistance before I even get to the pitch.
- [38:15]
B
Yes.
- [38:15]
A
So my entire people, how do you handle objections? Well, eliminate the resistance. So now I have commitment. I don't have commitment to work with me. I have commitment to that this is the right time. And they only have six months to do this. So what does that eliminate automatically? That eliminates. I need to think about it or this isn't the right time. They can't say that to me now.
- [38:35]
B
Yes. Yes.
- [38:36]
A
What do you mean it's not the right time?
- [38:37]
B
You just told me this is something that. Yeah, this is something that they want to do now. Who, you know, whether by themselves or whoever with.
- [38:44]
A
Yeah.
- [38:45]
B
Yes. Yeah, makes sense.
- [38:47]
A
That's.
- [38:47]
B
This is very helpful. Thank you very much.
- [38:49]
A
Yeah, no worries. I love it. Where, you know, let me ask you this. If there is a consultant listening, they want to work with Dr. K. Vaughan where they can. Where can they find you?
- [38:58]
B
Well, the website is SimplifyProfits.com SimplifyProfits.com.
- [39:04]
A
Okay.
- [39:04]
B
Yes. Yeah. And then for fractionals, there is actually a tab for fractionals. They can just get more specific information about that for themselves over there.
- [39:13]
A
Dr. Kvaughan, I want to say thank you so much for joining the show here. It was lots of fun and hopefully you implement some of the things that we've discussed.
- [39:22]
B
Yes. I really enjoyed this call and, you know, you solved a few of my blockages for me, so thank you very much for that.
- [39:30]
A
Thank you. And you've just listened to Pitch Me with kayvon K, the podcast where sales are redefined, objections are destroyed, and high ticket closers are born. Want to take your pitch to the next level? Subscribe now, leave a review and join the Pitch Me community. And if you're brave enough to pitch live on this show, head over to WW Pitch Me podcast.com and apply today. Until next time, keep pitching, keep closing, and keep connecting.