Referral. Chapter 4. Categories that simplify.

By the time she felt a tap on her shoulder, Susie had listed over 150 people. She couldn’t believe it. Highground must have read her mind again.

“Told you so,” he said.

She took off the headset and stood up. “Incredible.” “You’ll have your 250 easy with a little more work,” Highground assured her.

“Ready for lunch?” Paul asked.

“Famished.” As they walked toward the restaurant, Susie asked, “What do you do, Paul?” Paul glanced at Highground with a grin and answered, “I’m in the business of being comfortable with who I am so I can help others achieve what they want to get,and get where they want to go. Our Mr. Highground here says that I’m relational-business. I’m with a tremendous company that produces a variety of quality products, and it’s through this company that I have made thousands of people smile the day they bought my product.” “Paul manages new car sales at the Rancho Benicia Auto Park,” Highground added.

“I certainly do.” Susie was taken aback by the whole exchange. Suddenly, this man did not seem so short or average looking. The confidence of this man almost unnerved her. She could only wish for such confidence in her own sales talk, and she heard herself blurt out, “Where does your confidence come from? It’s infectious.” Paul laughed, affectionately clamping a hand on Highground’s shoulder. “When I was at my own crossroads,or as Highground likes to say, ‘on the mantel,’,this man came to me through a friend and spent time helping me as no one else ever had. He was the first to tell me that I didn’t have to imitate anyone else, that the gifts I had been given at birth were more than enough for those around me if only I would trust and exercise them and be consistent in doing so.

“I spent a couple of days, just like you are doing, with Highground’s concepts,” he went on, “and it opened my eyes to a better and more simple way of doing things. I learned firsthand how not to put my products and my personal needs before my relationships with others because when I did, people could see right through me. They saw dollar signs across my forehead and automatically pushed away. And,” he added, “I learned how to stand in front of clients or a group of salespeople and enjoy being me, a short, plain-looking relational-business type of guy who is extremely successful at managing and selling,” “Yes,” Highground added with a grin, “you certainly are.” “And proud of it. This all happened for me, Susie, when I followed our Mr. Highground’s little system and trusted it to produce all the results I need. I am ‘doing business from the high ground,’ ” Paul added, with a nod toward David Highground as they walked. “That’s a little phrase a few of us coined in honor of your work with us, David. The high ground is where we all want to be strategically in business, but more importantly, it’s synonymous with the ‘high road.’ You know, always trying to do the right thing.” Highground smiled. “Thank you, Paul. I appreciate that.” They had arrived at the restaurant door, and Paul gallantly held it open for them.

When they were finally seated, with a view of the harbor and the bluff, they could see on the horizon a freighter steaming out to sea.

Susie watched a few seconds, then she looked across at the mysterious David Highground and finally asked what she’d been wanting to ask all day. “Mr. Highground, I asked Sheila Marie about being ‘relational-relational’ and she said you would explain it all in detail. Would you? I’d like to know what I am.” Nodding, Highground turned his gaze to the freighter for a moment, then said, “I’ve been helping folks for as long as I can remember, Susie, and I finally concluded that it is futile to try to change people into something they are not.

Since God provided all of us with our unique individual gifts, what I should do is meet people where they are and help them be more of what they are. Someone said that we are all three types of individuals,first, the one we are; second, the one others see; and third, the one we want to be. By taking the time to look at ourselves and asking others whom we trust, we can identify who we really are and how others see us.

And by doing that, along with being willing to change our habits, we can actually get very close to who we want to be.” Paul looked up momentarily from his menu. “And we can stop wondering what ‘personality du jour’ we need to put on to ‘make it.’ Hmmm. Look at the soup du jour, Boston clam chowder. I think I’ll have that.” “Susie,” Highground went on, “do you remember all four windows of business personalities I rushed through with you yesterday?” “Yes and no.” Highground grabbed four paper napkins, pulled a pen from his pocket, and began to scribble. The first words were “relational-relational.” “The four types are split into two words,” he explained, pushing the napkin toward Susie. “The first word represents how people see you and who you are naturally. The second word is your natural tendency in business relationships. The relational-relational person is one others see as someone who only thinks of relationships with others,how to help and how to be liked or even loved. These people rarely think of the business ramifications of their actions, or if they do, they will justify them immediately in some ‘relational’ way. So the second word has to be ‘relational,’ too.” He then scribbled “relational-business.” He pushed that napkin toward Susie, too. “The second type is a person who is very relational when meeting people and is truly interested in the relationship first but who, when the talk turns to business, will begin to think strategically.” On the third napkin, he wrote “business-relational.” “Note which comes first here.” He placed the napkin on top of the other two in front of Susie. “The third one is the reverse of the second. It’s a person who doesn’t come off at first glance as interested in a relationship as much as in pure business but who will develop deep relationships after the business is established.” He took the last napkin and wrote across it “businessbusiness.” “And the final trait is business-business, which is simply the opposite of relational-relational. These people usually have a hard time with our little system based on relationships until they justify the time spent with those they’ve affected in some sort of purely business way,which they always do.” He placed this final napkin on top of the rest.

“So, is one better than the other?” Susie asked rather earnestly.

“Absolutely not. There is no right, no wrong. There is simply who we are and why we need to be comfortable with ourselves. But,” he went on, “it’s important to note that without consistency and a plan, all traits are equally ineffective.” “Note that,” Paul suggested.

“And,” Highground continued, “if you also identify the personality trait of the person you are working with, you will become comfortable and learn how to respond appropriately. We all have the ability to change our behavior patterns. When Paul meets a business-business type, he does not spend a lot of time warming up to that person like he would a relational-relational. He answers directly, isolates the issues directly, and asks for the sale directly. He is more at ease,and his numbers speak for themselves.” Paul looked directly at Susie and smiled widely, as Highground took out another napkin, wrote “isolate issues, ask/answer questions directly with one’s personality in mind” across it, and placed it on top of all the rest.

“My biggest hurdle,” Paul explained, “was that I was a relational guy. I met lots of people and I did not always invest my time with the right people,until I took the ‘high ground’ and started using this system to build a database, ABC it, and strategically lay out a plan the right way first, so I wouldn’t have to do it ever again.” “ABC it?” “That’s right. And that’s next. Now, let’s eat!” Paul demanded.

The three finished lunch and ordered coffee. “The main thing I want you to know before we start,” Paul explained to Susie, “is that because you were referred to me by Highground, I am at your disposal.” “And with that, I’m going to leave you two to chat,” Highground said, getting up. “I’ll be back.” “When?” Susie asked, wishing he wouldn’t keep disappearing.

“Oh, I’ll know when to come back,” he said, as mysterious as always. And he was gone.

“A great guy, eh?” Paul said. “Well, he asked me to explain Principle 2, and so I shall. I’m going to show you how to do business only with the people you want to and on your terms! Sound good?” Susie smiled. This man was warm, but he was also very businesslike when it came to specifics. She liked that. “So, you’re relational-business. I wonder if that’s what I am,” Susie said.

The coffee came and Paul took a sip. “Well, for me, the funny thing about being relational-business is although I have ‘business’ tacked on to my trait, I did not always execute in a businesslike manner. It’s not that I didn’t know how; I just didn’t have a system in place.” “But you seem very businesslike to me.” Paul gave her a nod. “Well, thank you. But I had to work at keeping focused, let me tell you. Basically, it’s not easy to call up a client you leased a car to two years ago and expect to start up where you left off at the close of the sale. In the auto business, salesmen become like your new best friend during the sale, but it’s hard to keep up that relationship afterwards. That’s why only a select few in this business are able to acquire a high referral base of business. Unless you have a system and philosophy that work even when you don’t want to, it just won’t happen.” Paul smiled, “Ready to hear all about Principle 2?” “Let’s see.” Susie flipped through the notebook. “Here it is. ‘Build a database and ABC it.’ You’re going to tell me what it means?” “Sure am. What I’m going to show you is how to rate and communicate with your entire database and what happens when you do! Got your notebook? Turn to your 250 by 250 list.” She obeyed and pushed it toward him.

Paul looked it over. “Looks good. Now, Sheila Marie helped you understand the power of your database,that’s what this list is, a database. What I want to share with you is how to make it work properly. You have to ABC it just as Highground taught me to do.” Principle 2: Build a database and ABC it.

“ABC it,” Susie echoed.

“That’s right, ABC it. Highground also convinced me that I needed a full-time assistant to help me follow up.

That was a very big commitment, starting out. But when you get to Principle 4, you’ll see how that might sound feasible to you, too. Even if it sounds crazy right now.” Susie frowned.

“Okay, let me see if I can put it into an image.” Paul thought a minute. “Do you have certain people that are absolutely your cheerleaders, ones that would stand up and speak a good word about you, ones that feel so strongly about you and your products that they would refer you right now? These are the ones that have referred you in the past.” Susie perked up. “Sure, I’m thinking of several right now, several who already have, multiple times.” “Fantastic,” Paul exclaimed, beaming. “Those are your As, your power base. Your As are the ones that are most likely to refer you. They are your advocates, your champions. You will find that, on average, your As will account for about 10 to 12 percent of the people you know. They are the easiest to identify as they will jump off your list and say hello to you like an old friend.

“Now, who are your Bs?” “That’s my line,” Susie said.

“Oh, right. Excuse me.” Paul laughed.

“Okay, well, your Bs are individuals that you think can champion your cause as well as refer you if you educate them about how you work. The idea is to learn more about them, be proactive in building a better relationship. If you keep in good, consistent contact with them, many will become As. Your whole focus with Bs is to move them to As. This group is a bit more difficult to identify. You will find that your Bs will account for about 17 to 20 percent of those you know.” “And the Cs?” “In the C category are people you are not sure about but still want to keep communicating with. Perhaps you have just met them or have been briefly introduced, but because you exchanged business cards you have been given the right to communicate.

You are not even sure whether they’ll champion your cause or refer you, even after proper communication and education, but you hope that they will.

“The last category is almost as important as the first.

This is the one that actually gives you the ability to control your business to some extent. That is the D category.

The D category is synonymous with ‘delete’ or ‘defer.’ These are individuals you are certain that you do not want to work with.” “You’re kidding. I get to choose?” Paul smiled wryly. “There’s an old saying that we are judged not only by the people that we do business with but also by the people we choose not to do business with. So, yes. It’s a no-thank-you list. An I’d-rather-not-do-businesswith-you list.” “Wow.” “Nice thought, isn’t it? To be able to say no?” “Nice? It sounds impossible,” Susie marveled. “But how do you set this all up? What do you say? How often do you say it, and what do they say in response?” “Slow down,” Paul laughed again. “We’ll get to all those good questions in due time. This is a step-by-step process.

Besides, Highground has already figured out all of that and made it easy to implement.” “Really?” “Really. It’s why we are sitting here. He’s saving the best until last.” Paul opened his briefcase. “Now, I’ve got something to show you. I brought along a printed copy of my database separated into As, Bs, and Cs.” He pulled a stapled computer printout from his briefcase and handed it to Susie.

Susie studied it a moment and said, “Wow, Paul. You certainly have fewer As than I would have expected.” “That’s by choice, Susie. The most precious commodity we all have is time. I communicate in writing and, in many cases, personally each month with my As. I am very careful who becomes one of my As. They must have demonstrated the ability to champion my cause as well as refer me and be a power advocate for me. These are the people I spend most of my time and marketing dollars on. I believe Highground has you set up to visit Sara Simpson tomorrow. She will show you what I mean.” “Okay,” Susie said, “but what type of database do you use? What should I use? I’ve heard all this hype on CRM software,I think that stands for ‘customer relationship management,’ right? Should I incorporate e-mail?” Paul held up his hand and smiled, “Whoa, kiddo. Like I said, all in due time. I do want you to know that there are a number of great programs available: Act, Goldmine, Outlook, Sales Logix, MyRMS.com, ACCPAC, eAssist, PeopleSoft, Sieble Systems, Salesforce.com, and more. Use the one that is most comfortable for you. The main thing is to pick one and use it. The only prerequisite is you must have the ability to set up fields that are titled A, B, C, and D! ” Paul set down his briefcase. “Before I had this system, I was letting business happen to me instead of doing business in a proactive way. Now I actually train all the new people at the auto park in this system. I get a real kick out of helping people get over the biggest hurdle in business,finding new qualified individuals to do business with regularly. And I’m not talking about ‘spray-and-pray marketing’ anymore.” Susie shook her head. “Thank goodness. I detest that.” “Me, too. What I’m referring to is having the opportunity to meet people on the strong recommendation of their friends and associates,and to do so regularly. Just like you were referred here to me by Highground. He spoke highly of me, didn’t he?” “Sure did,” Susie confirmed.

“By the time I walked up to meet you, I was already delivered to you on a pedestal, wasn’t I?” Paul asked.

“Well, yes. He couldn’t say enough nice things.” “And that’s a nice pedestal to be on, even if I have to make very sure to do my work in an excellent way so I don’t tumble off it. That’s what the system is all about. When we really think about our past, haven’t all the significant relationships,business or personal,for the most part come from a referral? A middle person building you up without you having to do that yourself?” “Absolutely,” she again confirmed. “It’s not what you say about yourself that people believe anyway, it’s what others say about you that they believe.” That made Paul laugh. “My goodness, Susie, you sound like Highground! You’re getting it! So doesn’t it make sense to have a system in place that will allow you to do that every day? That is what ABC-ing your database will do for you. It will give you the ability to be proactive with all the people you know now and all that you will meet in the future. Now you will look at each of your friends and business acquaintances as a lifelong relationship. You will no longer feel rushed to push your business at everyone you meet other than the ones it makes sense to.” “Did Paul teach you your ABCs?” It was Highground. He was back, standing by their table.

Highground looked at Paul and said, “Remember I mentioned that I might ask you to share with Susie, if you had time, how we helped you increase the size of your database by ‘adopting’ a list of your dealership’s past clients?

Can you do that?” “No problem, HG,” Paul fired back. He turned to Susie.

“I was light on names in my list, Susie, so our Mr. Highground here had me ask the owners for a list of past clients.

I developed a letter that the owner sent out to past clients that basically said how much he appreciated their business and how he just wanted to follow up to see if they had any questions or needs he might address. Then I had the owner, in the letter, ‘introduce’ me as the manager and the key contact if they had any questions. After a few days, I followed up by calling them all to answer any questions they might have and also to ask whether it would be okay if I kept in touch personally with them. Worked like a charm. I ‘adopted’ over seventy-five new people into my personal database and started to communicate immediately. I have leased or sold a new car multiple times almost everyone on the list and have received countless referrals. I brought a copy of the letter, written to a couple named the Tureks, for you to take with you.” Paul handed the letter to Susie.

“That’s incredible, Paul,” Susie said after she scanned the letter. “I could easily apply the same process with my clients.” Paul looked at his watch. “It’s three o’clock, already?

Where has the time gone? Susie, I have a little sales meeting in fifteen minutes. We thought you might enjoy being there. I’m training some new people that have joined our company,giving them an overview of the system. Want to join me?” “Sounds great.” “We thought you’d say that,” Highground said. “Shall we go?” For the next hour, Susie sat next to Highground, mesmerized by the confident Paul as he talked to seven new salespeople about his products, about their opportunity, and about the lifelong value of relationships instead of commissions.

Now Susie was getting excited. She could taste it. That would be her in front of those seven as soon as she could get the system operational.

After the session, Susie asked for Paul’s card and put a big A on the back so he could see it. Then she smiled, shook his hand, and thanked him for a very revealing afternoon.

, From the desk of p. J. Stoddart , Ken and Sue Turek 1007 Pacific Coast Way Rancho Benicia, CA 92117 Dear Ken and Sue:

I want you to know how much I appreciate the fact that you chose our dealership to purchase your new BMW from.

I, along with the members of our team, want you to know that if you have any questions, any problems, please feel free to call us directly.

It is to that end that I asked our new manager, Paul Kingston, to work with you personally in the event you have any questions or needs. Paul is a proven professional and we are proud to be associated with him. He always puts the relationship first with everyone he serves.

Paul will be contacting you in the near future simply to personally introduce himself and answer any questions you might have.

Thanks again!

Warm regards, P. J. Stoddart President Rancho Benicia AutoGroup, Inc.

Highground and Susie walked down the street towards the coffee shop where her adventure had begun.

Susie had a million questions. “Paul said you had everything planned out,when to do what, how to do what, and all that. Is that true?” “Well, yes it is.” Highground smiled. He always enjoyed watching the light go on with his protégés. Susie looked and acted completely different from the way she did the morning before. She was starting to get the vision.

“All large companies have a marketing plan for at least a year in advance. They brand themselves with a certain image, and all employees have to align themselves with it, yet they are expected to figure out all by themselves how to find their customers. What I do for folks like you is give you a powerful marketing plan with a personalized brand based on one truth,the golden rule,that allows you to not have to think about it after you initiate it. And if even that is too overwhelming at first or if you just don’t want to do it yourself, you can get outside help to implement it. But that’s jumping ahead to Principle 4.” Susie pulled her notebook from her satchel, flipped to the right page, and read. “Let’s see. Principle 4: Keep in touch, consistently, personally, and systematically.” Highground grinned from ear to ear. “That’s right. But before we can get there, we have to learn what to say when we do try to stay in touch, don’t we? That’s the next principle.” Susie flipped back a few pages and read to herself, “Principle 3: Just Let Me Know. Educate your clients about how you work and your value to them through regular, tangible actions performed without fail.” She looked up at Highground and sighed.

Highground cocked his head toward her, understanding everything she was feeling. “Susie, what I would like you to do is go to a quiet place tonight and think about the day. I have given you a little outline for some goals. You’ll find it in your notebook. Continue the exercise tonight and journal your plans. And I’ll see you at 8:00 sharp tomorrow morning.

Philip and Sara will be teaching you the next two very important principles. And don’t worry. They do a super job.” “I want you to know how much I appreciate your help,” Susie said.

“The pleasure is all mine,” Highground said with a smile. “I believe you have experienced several ‘lightbulb’ moments today. See you in the morning.” Susie started to walk away and turned to mention one more thing, but Highground was gone,again. She smiled and shook her head. Who is this guy anyway? What a day, she thought, what a day!

At home that night, she sat down, opened her notebook, and found her assignment in a section marked “Goals.” Attached was a little note from Highground:

–3– Dear Susie, By now, you have found out that you know a lot more people than you thought you knew, and you’ve begun to grasp the power of the 250 by 250 Rule of Principle 1. You also know that having a list is not enough. You know Principle 2, that the list has to be ABC-ed to make it work for you. You know now how much nicer and easier it is to be pulled in by your clients instead of pushing your way in.

Before we go on, here’s your assignment. I’m a big believer in the power of goals to make things happen. One of my favorite sayings is “If you don’t know where you are going, any road will take you there.” And another great favorite of mine is “Success is a goal with a deadline.” So we are going to create some goals, short ones. Long-range goals are great for seeing the big picture, but short-range ones get things going.

On the next two pages are two sheets designed to get you going. Changing your perspective is helped by imagining yourself already putting these principles into action in your life.

Postdate Goal 1 for two weeks from today. Postdate Goal 2 for eight weeks from today. And then put on your best imagining cap and project yourself and where you’d like to be on both those dates. Don’t be bashful. You have what it takes.

Good luck!

Best, D. M. Highground Susie turned the page, found a form with blanks all set up, and began to write. This is what her two goals pages looked like after she was finished:

Goal 1.

Goal: Finish my 250 by 250 list and then organize the names. Begin to put my new mind-set into action.

Goal Date: two weeks from today.

The date is July 1 and I have: spent the last 2 weeks laying out my goal and spending much-needed time laying out my new marketing plan for my business. I now have fully realized the importance of a relationship over my short-term financial gain, and I know that it is good business to spend more time developing relationships for their lifetime value. I have taken to heart that I truly can communicate with thousands of people on a personal level through the 250 on my list.

I have already experienced: a complete reversal of the boxed-in mindset I had at the coffee shop two weeks ago. I look forward to my day.

I feel: that I have a handle on where I am going because I now have a proven plan on how I operate each day.

I am excited about: having this system fully operational on a daily basis and seeing regular results from it.

My associates and colleagues are: impressed with my new direction. They are asking questions about my new approach. They are seeing a confidence in me that is attributable to being myself rather than trying to imitate others.

I am determined to: each day make progress in reaching the other goals I have taken the time to write out and review regularly.

Goal 2.

Goal: Have my 250 by 250 database ABC-ed and in use.

Goal Date: eight weeks from today.

The date is August 15 and I have: just reviewed my database of over 250 names. I have all four categories listed,A, B, C, and the Ds,and can access them by category with the push of a button. I can mail merge a letter in seconds. I now know through experiential knowledge that this is the only marketing plan I will ever need. I have already started to communicate with the people on my list through an initial mailing outlining their importance to me.

I have already experienced: fifteen solid referrals in the process of setting up and communicating with my database of 250 people. Calling these referrals has been so enjoyable because I have been asked to do so. As Highground said, I have been pulled in instead of pushing in.

I feel: more in control of my day and more positive because I actually have a proven proactive daily plan for my business and have experienced results. I feel good about myself, as if I have found a place I fit in the business world by being myself.

I am excited about: learning and implementing a systematic program that keeps me in touch regularly, with everyone I know that will make all that I learned into a true system for my life. I no longer have to apologize for not following up because my system does so for me.

Everyone congratulates me on keeping in touch with them.

My associates and colleagues are: viewing me as a competent businessperson because of the discipline I have developed in my business.

Several have asked me to share my secret.

I am determined to: stay the course and become extremely competent in this process and further develop my style and personal skills around it.

Susie set down her pencil and smiled. The assignment actually worked. She had imagined herself in the future.

And she liked what she had imagined. She put down the notebook, turned out the light, and fell asleep looking forward,for the first time in a long time,to the day ahead.