Terry Rice

speaker

49 appearances 1 recordings 1 series first heard Jan 2025 last heard Jan 2025

Terry Rice’s voice in public audio — every appearance, attributed to the second.

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Living The Red Life · The Wedge Strategy To Land Fortune 500 Companies With Terry Rice · 20 Jan 2025 podcast

Yeah, I'll give two options. One is a bit more involved, but speaking is a great way to get involved. So speaking is a great wedge. And if you're speaking at an event for a private company, what I would ask you to do is after your talk, survey the audience for feedback and ask what topics they'd like to dive deeper into.

Then go to the organizer and say, hey, by the way, 80% of your employees want to learn more about this. I'd like to consult you. So again, I'm kind of fast forwarding to that part, but speaking is a great wedge. True point. How do you get in front of these people? You got to work for it, right? So I think LinkedIn is a great platform, but I would ask people to practice strategic patience.

So instead of just reaching out and saying, hey, Kevin, hire me, what I would do is look for people that are active on the LinkedIn platform and just start engaging with their content.

engaging leaving good comments and by a good comment i don't mean facts or 100 i mean like in a good comment that shows your area of expertise and include a question with that comment because questions start conversations this is actually how i've landed speaking gigs and consulting contracts

Just by going on LinkedIn and engaging with my target audience, these prospects, and within 30 days, you have an idea as it's going to work or not. So what I would say is look for people that work at that company. They don't have to be the person who hires speakers or hires consultants, just someone active on the platform. So you have an excuse to keep on engaging with them.

As you build a relationship, you can actually eventually say, hey, by the way, as you may know, I do this. Do you know who I should speak to?

Yeah, that's what I was going to say. You have to think to yourself, like, who will look good because they hired me, right? It could be an intern. You know, it could be an intern. Seriously, like, who's going to get credit for saying, look, I brought Terry in. I brought Rudy in.

And I think if you open up your eyes a bit more, then you're like, well, these people are actually much more accessible than the person who actually hires people in my position. Like, go for people, like you said, the men.

Yeah. Yeah. And then once you do start getting these deals, I mean, get loud about it on social. I mean, you don't have to like brag, but just say, hey, I'm proud I accomplished this. My client's doing that. So and so forth. So it creates a flywheel where you become known as the person who does this and then you're getting more inbound leads as opposed to hunting as much.

Yeah, it's risk reduction, right? Showing people, hey, look, there are other people besides me that vouch for me not being bad at this stuff. And the more you can do that, the better. And that's why those case studies, those many case studies on your LinkedIn work so well.

And at the same time, like, again, like once you finally do get these clients, I'm skipping ahead a little bit, ask for referrals, right? So I have a newsletter that just only goes out to my previous clients. Once a quarter goes out saying, hey... Is there anything they can help you with? And is there anyone else who should be helping as well?

So create a system around this where you're getting these inbound leads proactively because you actually have that referral system set up.

Yeah, I mean, you gotta charge a true value, first of all, and I know that's like a difficult statement to quantify, but I think the mindset sometimes going to these big deals is that, oh, I can't charge $50,000 or $100,000. I've never charged that much before. You have to think about the outcome of the help you're giving them, right? So when I went down to Walmart with their not-so-great snacks,

The information I gave them helped them sell more socks, shoes, like all that stuff, like millions of dollars. So if you want to, you have to just realize that the value of your knowledge is contextual. So if you want to change more, then you need to change the context in which you're offering that knowledge, right?

So if you can quantify the ROI, which I know can be challenging, then you would want to have like a five to seven X multiplier, right? Right. So maybe if they're paying you a dollar, they should make five to seven dollars. But that means you have to ask questions. You can't be afraid to ask questions either. Otherwise, you're going to have no idea how to price it out.

You can also just ask around to like, hey, how much did you charge for this deal or how much did you pay for this deal? But you got to realize the long term impact of your of your knowledge and not undersell yourself. So even when you come to that number, I'm going to ask you to charge that number that you're afraid of. and then add 20% to it. Like there's so much. Go ahead.

Yeah, and the thing is they have employees that are paying way more than that, and they have health insurance and all these other things. So it's like, look, I'm cheaper than hiring a 9-to-5 employee in most cases, and I'm also more expendable if you decide, hey, we're all done with this.

And what's never happened to me before is I've never given someone a price too high, and they just said F you afterwards. They're normally like, okay, we can't afford that, but we can't afford this. Like, no one just dosed you as a result. And I'm not saying lower your price. Just either add something or take something away.

And when you add something, it shouldn't take up too much energy on your end. And when you take something away, it should be in proportion to the amount of money that they can't afford to pay based on your original budget.

Yeah, that's a good question. Let me. Yeah, I'll fill this one out. My biggest failure was getting fired from Facebook. And this was about 10 years ago. And I went through an identity crisis where I didn't know who I was without a logo on my resume. So that was a super obviously challenging moment.

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