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Folks, if you re liking what you re getting from 30MPC, the number one way you can support us is by subscribing to our newsletter.
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Every week, you only get two emails.
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On Monday, you get a content rollup of everything that dropped last week, and on Fridays, I pick one topic and I personally write a deep dive on things like how to cold call, how to run a discovery call, or even how to hire an AE.
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We ll catch you soon.
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Cheers.
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Good morning, everybody, and welcome to this leadership episode of 30 Minutes to Presidents Club.
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My name is Armand Farouk, and I m here with my co-host, Marc Cosiglou.
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And today, we have the one and only Mr. Paul Canty.
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He used to run sales development over at Lattice, then he was a senior sales manager, and now he s head of sales at a company called Pulley.
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Marc, why should people listen?
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Armand, I think Paul has tapped into something that a lot of
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young sales managers and people that have kind of lost their way in sales management, maybe lost their passion, have started to manage their team, which is via Slack, via email and via Gong comments.
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And I think that he really gets into this episode of how to be a person in front of a person, helping a person do better.
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Boom.
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And a three, two, one, let s roll.
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Today s tip to optimize your sales day is brought to you by Boomerang.
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If you get an email and the action required on that email is going to take you less than two minutes to do, do it on the spot.
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It s not worth adding it to your to-do list, having to look at the item, remember what you need to do.
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That s going to take you more than two minutes anyway.
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So do it on the spot, get it off your plate.
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Now we documented our best templates and tips to help you optimize your sales day with our friends at Boomerang.
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And you can get that documentation for free at the link in the show notes.
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Demandbase uncovers hidden deal killers with buyer intent data.
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One deal killer is when your champion s problem isn t a business problem.
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So drill from situation to problem to impact.
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When I sold compensation software, the situation was they were planning comp on 300 spreadsheets.
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The problem is that led to poor manager oversight.
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And the impact was that poor oversight led to compensation inequities.
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And that was a big business problem.
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Go get all six question frameworks to spot hidden deal killers from our friends at Demandbase.
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Link in the show notes.
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This actionable competitive tactic from Clue is the trap question.
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Steer discovery toward the winning zone.
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If we re competing with a podcast that has no newsletter or webinar series, we might ask a trap question like, how do you figure out if those podcast listeners are making their way to your mailing list?
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And when you re in a head-to-head, there s no better way to prepare for your next competitive battle than with our trap questions and battle card templates from our friends at Clue.
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The link s in the show notes.
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This week s actionable prospecting tactic is from Sixth Sense, who shows you the prospects who are most likely to buy so you can get more meetings with fewer activities.
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Personalizing cold emails requires you to only change the first paragraph in a trigger template.
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All you have to do is tie the research to the problem you solve in paragraph one, and then switch that out while you leave paragraphs two and three, your solution and call to action, exactly the same.
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And so we are giving you six of these trigger templates with our partners at Sixth Sense.
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The link is in the show notes.
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All righty, Paul, welcome to the show.
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We start every show with your top three actionable takeaways.
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Let s get your three.
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Number one, ask for a weekly goal, but ask for a how behind the goal.
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Don t get me wrong, goals are great, but what is the behavior, the process, the system that s going to actually drive that outcome?
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For example, I had an SCR who wanted to book five meetings in a week.
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That s a great goal, but how are they going to get there?
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And his plan was he s going to make an extra 10 calls per day.
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He s going to spend extra time going through Zoom info, finding direct dials and cell phones for these people to make sure he gets through.
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And so set goals, yes, but figure out how you re going to get to those goals as well.
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Boom.
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My goal is to hear tactic number two.
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Bring it on.
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Tactic number two, make shadowing and ride-alongs a weekly non-negotiable.
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For busy managers, directors, sales leaders, this is the first thing to slip, particularly as you move up the ladder.
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But there s no better way to understand workflow inefficiencies or gaps or coaching focus areas than getting in and spending time with your reps.
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Awesome.
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Bring it home.
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What s number three?
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Number three, share what you re working on up and down on a regular cadence.
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When people don t know what you re working on, whether it s your team or your execs, the founders that you report to, they start to wonder if you re working on anything at all.
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And so sharing up and down can help make sure you re on the same page with your bosses, with your founders, with the executive team, while sharing down helps give the reps and the manager s context into the things that you re doing behind the scenes to help them.
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The way that I like to do this is send in a weekly email.
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It doesn t have to be structured.
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You don t have to make an ask, but letting your executives, letting your reps know, like, here are the things I ve been working on this week.
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Here s what s on my mind.
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Here are the things I m looking to get better at.
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And here s what I m looking ahead to.
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Paul, as a first time manager, my company required me to do ride alongs every quarter with my reps.
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They were like super awesome times where I get to ride in the car, see how they sold, see how they ate, where they ate, what they ate, and all that kind of stuff.
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And, you know, in a Zoom world,
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I don t know if it s the same.
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Like, how do you do a shadowing on Zoom?
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I think the key for me is like, you shouldn t be hanging out with somebody on a Zoom screen share all day, but you should really be trying to drill in to a specific part of the process at a time, right?
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Like, for example, recently, it was really trying to understand, hey, walk me through each step of your process when it comes to looking through an account, finding the right contacts, enriching the contacts and adding them to a sequence, right?
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That might be an hour worth of shadowing.
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That s enough for now for us to learn and diagnose.
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Take a bite-sized chunk and you re just like, all right, I want to watch you put 30 people in sequence.
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That feels like micromanaging.
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How are you helping the rep to feel like they can like approach that situation and it s going to be good for them too?
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Ideally, you share a reason that you re looking into it.
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For this one, it might be, hey, it looks like we re struggling to get people on the phone, or we re struggling to get reply rates, or our bounce rate is really high.
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My hypothesis is maybe something s going on with the data, or something s going on with our CRM, our data source.
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Why don t we sit down, spend some time going through the workflow together, and see if we can spot any issues or gaps?
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And I think a lot of the time, like, the reps know there s an issue, right?
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Or you can, at the very least, share with them some data and some context that will demonstrate that there s an issue.
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And I think framing it through that lens makes it feel like less of a, hey, like, show me everything you re doing, and more like, hey, let s triage this together and find a solution.
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some of the things you will see in these working sessions are truly mind-boggling.
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The bizarre tab setups, the using the wrong tool, the not knowing where to look at all of your accounts.
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It s crazy if you haven t literally just sat there and watched someone else do the work, how many mistakes you ll make in workflow.
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Paul, could you talk about
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Number one, like what are the key workflows that you re shadowing?
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And then two, as you go through those, maybe you could give us a sense of some of the common mistakes that are made within those workflows.
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A lot of mistakes are made around these certain break points, right?
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And a lot of times that means like the transfer of information of data from one system to the other.
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For example, pulling information from your data provider into your CRM, right?
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Or from sales app into your CRM.
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or inputting opportunity notes back into the CRM after a call.
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I think a lot of the time that s where there s friction and where there can be either problems in terms of the data getting pulled in or pulled out, as well as inefficiencies.
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People taking notes separately in their Apple Notes thing and then copying and pasting it
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into a Salesforce field and then pulling that.
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It can get really wonky, but I think that starting by trying to identify inefficiencies in those areas is usually where you ll find them.
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How do you think about workflows, Paul?
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Is it like a checklist, like a surgeon would have?
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First,
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put an X on the need and know that we re going to work on the right knee.
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Secondly, get your, you know, get your hands washed.
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Third, like get your scalpels ready.
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Fourth, like make your incision.
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Like, do you believe in that level of detail?
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Or are you just watching in general, like how they re doing and approaching stuff?
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I m generally watching to see like, what s the goal of this workflow?
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Like what is a successful execution of this step of the process look like?
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And I m trying to see like, if there are steps within that
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process that aren t getting us closer, right?
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Or essentially adding unnecessary work without getting us closer to the end goal.
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So like, hey, the goal here is to just get a fully enriched contact into the CRM.
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Are we taking steps that are unnecessary or that are additive work without being additive value?
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Could we start with the first part of the workflow?
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So oftentimes the first part of the workflow is I need to find a list of five accounts that I can reach out to.
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Talk to me about some of the common mistakes you ll see SDRs or AEs make when they re reaching out to or pulling a list of five accounts.
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They don t know why they re reaching out.
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That s the biggest problem I see is folks are reaching out and I ask them why they re working a certain account and they don t have a good answer.
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And I think that can start from a place of not deeply understanding your ICP or who you really sell to.
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But it can also mean that you don t have a full grasp on what challenges your ICP or
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your buyer has that you re solving for them, right?
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And so you re approaching this account with, I m going to work with them without having any sort of hypothesis as to what challenges you help solve for them, how you can make your life easier.
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And so that s the biggest one.
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And it s an exercise I did with some members of my team a couple of weeks ago, which is like, Hey, just, I want to be able to pick an account from your book and have you explain to me why you re working them and what problem you think you feel strongly that we can probably solve for them.
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And if we don t know that, then it s really going to be hard to message or call them effectively.
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You know, the other day I had a post that was the highest activity rep is usually the lowest performing.
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And the reason that is almost always true is because the first five accounts you pull, you re usually going to throw four of them in the garbage.
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And if you have an underperforming SDR or NAE, you should almost always start by looking under the hood and seeing who s in sequence.
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right now.
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And it s almost always the wrong accounts or the wrong contacts.
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Even an underperforming SDR will crank the phones all day.
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They ll usually try pretty hard if you hired right, but oftentimes they ll be calling these companies in the middle of nowhere where you can only support US-based companies.
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Correct.
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So I have a sense of, okay, step number one is like, I need to make sure that they have ICP criteria on pulling the accounts.
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Paul, let s go to the next piece, which is I now need to pull the people on the accounts.
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What do you usually see go wrong in that part of the workflow?
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I think this is the second part of the same problem, right?
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Which is understanding your ideal customer profile from an account sense, but then understanding it from a buyer sense.
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Meaning like, who are the people that we sell to?
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What are the challenges that they have that our product, our company can help them solve specifically?
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And to your point, I think a lot of what I see is, yes, this is a target account.
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So I m just going to kind of select five people that I think, you know, maybe have the right titles, right?
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And I m not going to do a ton of research on LinkedIn as to
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their role, responsibility, seniority.
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And I m not going to really think too critically about, like, is this actually the person who would be using the product, who would be paying for the product, or would be involved in the selection of something like this?
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And so again, it s like, yeah, you have this list full of accounts and this sequence full of people, and you re kind of targeting everybody, and you re targeting nobody, you know?
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If we keep running this train here, a lot of times to your point, they ll miss the wrong people, for example, or they ll only be calling people at the line, but no one above the line.
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You and I both sold HR tech.
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I was at Pave.
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You were at Lattice.
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We were selling to similar types of buyers.
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Could you give me a sense at Lattice, how did you go about teaching people?
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how to sort of map their way inside of an org.
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In other words, like I m an SDR with almost no work experience, and somehow I need to know if there are 20 HR people, which five I should work.
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How did you teach your team to think through that?
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Part of what was helpful for me in teaching that sort of thing was giving people a better understanding of sort of the role of different seniority levels within a business.
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And the sort of scope of their worldview, meaning, like, what are the sort of business level objectives that the executive C level cares about?
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And what are the sort of, like.
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smaller objectives that the HR manager, HR director cares about.
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An example actually that I used to give with folks, and this is from years ago, was when we were evaluating Zoom info to bring it to Lattice.
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And it was a huge priority for me.
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I was leading the SDR team.
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I really cared a lot about accurate data and cell phone numbers and equipping the team to be able to reach people.
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It was high on my priority list.
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But if you were to ask Dini, our CRO at the time, it probably wasn t even on her radar.
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Right?
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Like it was not even something she was thinking about.
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And so I think it was a helpful illustrative example for folks to just understand that even in organizations that aren t relatively big, the scope and the things people are thinking about and the context in which they re thinking about them can be very different.
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And so like the messaging and the way you target folks might look very different.
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The value propositions might be very different.
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The messaging might sound different, even if it s a 500 person organization and they re only a couple levels removed.
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Yeah, one exercise that I found really, really helpful to that point is you can t just throw the org tree up and a bunch of titles and say you want to reach out to the chief people officer, the director of HR operations, the director of recruiting, the director of compensation, etc.
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And the reason for that is that big companies, there might be 50 directors of compensation or 50 directors of HR.
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At small companies, you might have one people hire.
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where all of those roles are lumped into one person.
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And so what I ve found to be helpful is you map out the org chart, you say, these are the usual titles that are there.
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But then we play this game called follow the job, which is at Carta, the job was to manage the cap table.
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And I would put up an org chart and I would remove two titles.
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And I would be like, okay, if those two titles don t exist in the org chart, where does managing the cap table fall from a responsibility standpoint?
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And what that teaches your reps and it teaches your SDRs is them to not just think, oh, if I don t see this title, no one s doing the job, but instead start to understand the domains of responsibility.
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And as organizations get bigger and more complex, how do those responsibilities get thrown lower and lower down the chain of command?
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And that will tell you which levels of the org you should be prospecting.
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Yeah, I always use two documents, Armand, to help with this.
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One was a persona map.
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And that persona map would say, here is the job that we support and what it does.
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And here are examples of titles that might do that job.
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And you might have the same title in multiple columns of that because some people call a director a manager, some people call a manager a VP, like you never really know, right?
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But what we try to do is isolate what is the job they re doing and then what titles might do that.
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And the other one is a content map where we then take those personas
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on the X axis and on the Y axis, we would put like above the line people and below the line people.
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And then that would show us what content we needed to build for that persona above the line or below the line.
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And that also then created us a connect the dots situation.
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Okay.
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So if I know I need to do this job and the title and persona is this at this company,
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this is the content that I m going to be putting them into.
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And it just made it very simple for SDRs at outreach in the beginning to not think like you want, you want, don t want a 21 year old thinking a lot.
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You want them doing a lot and you want them learning as they re doing.
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And what, what you re doing is, is you re teaching them how to think through the problem, figure out what the job is, figure out what the version of the title is of that company, then figure out what messaging to put them in and now go execute that messaging.
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And that s a repeatable process that you can,
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give people latitude with later once they ve proven that you ve done it.
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But in the beginning, you want to keep it really tight.
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I love that framework because I think you re right.
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There are certain jobs and responsibilities that have to get done regardless of what the range of titles is within an organization.
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And so how can you best understand and map where they re most likely to fall to?
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Paul, I m curious for you, as you ve taught your team to look at the different roles, the different responsibilities, domains of expertise, whether it s at Lattice or at your current company, your SDRs now or your AEs now need to do initial outreach, right?
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And to Mark s point, I ve seen people try to teach SDRs how to tailor messages differently for the 30 different titles in the organization, right?
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Talk to me about how do you make this easy for your team?
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In other words, how do you teach your team initially to personalize in a way that
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hits the mark, but isn t overly complicated.
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I try to keep sequences simple and give people simple frameworks.
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I think for above the line personas, generally what I m coaching towards is speaking to something that impacts the business, right?
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That impacts the business revenue, impacts retention, impacts cost or risk, but things that executive level folks are thinking about and concerned with.
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When talking about, let s say, below the line or lower or mid-level folks, a lot of times they re thinking more immediate impact and things that might affect them personally.
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The projects they have to get done, the initiatives they re responsible for, the things that they need to report back up to their VP, they might not always be thinking in terms of broader business outcome and results, but more it s sort of
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immediate impact to them and their role and their reputation.
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And so I think the messaging should reflect that, right?
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Which is that if you re going to the executive level, you should be talking in terms of the broader business.
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And if you re going to the mid or junior level folks, you should be talking about how we can help them specifically succeed in their role or with their project.
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I still remember, Armand, when at Outreach, we had a volume play in the beginning because nobody was doing what we were doing.
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Nobody had a tool like we had and volume was very productive.
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And then it started to tail off and we saw it.
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And everybody has like the two curly braces with company name or two curly braces, first name.
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And at Outreach, what we created was two curly braces with an exclamation point and a comment.
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And what it does is it allows you to put into the template, the specific type of personalization that you want, along with instructions of how to do it.
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And then you can even get it complicated and do if then statements inside of that personalization to help a rep figure out how to do the personalization.
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I would say when you re teaching a rep to do personalization, there s the conceptually how it works.
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But then there s the specific mechanics in that individual email that you re about to write.
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And like having that, that variable, just that comment variable with the instructions of go here, look at this, use your, your business acumen and put something in here.
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That s one sentence that does this.
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We found that to be super beneficial for a lot of companies that we worked with and for our own company to have that specific variable in use inside of templates.
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Yeah, the first level to that point that I usually see of personalization is no personalization, which is just use the persona-based sequences or use above the line this sequence for this CFO, right?
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And that s like giving your kid an action figure where you cannot remove the parts whatsoever.
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Like this is the toy, like go play with the toy.
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That s it.
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The next one is like giving your kid sort of like a Mr. Potato Head, which is you can use trigger templates.
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If you run into these six triggers, pop out the first six sentences for one of these other six sentences.
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If you see raised around, use this sentence.
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In other words, put the nose in the nose hole, or maybe you just change the nose, but don t put the nose in the ear hole, right?
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There are some like basic grounds there.
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But then the last one is you start to give the kids Legos.
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And those are the SDRs that get really, really good.
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And that s when you re like, okay, you can write whatever you want in this email.
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And that s where the best emails come into play.
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But it takes time for an SDR to get there.
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And a lot of people make the mistake of giving their kids Legos on day one, where they re putting the Mr. Potato Nose in the ear or something.
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Damn, I thought I was the king of metaphors.
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I was going to say, wow, just impressive.
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SPEAKER_02
Mr. Potato Head personalization.
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SPEAKER_02
Alrighty, Paul.
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SPEAKER_02
So this is all stuff on SDR workflow that we talked about.
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SPEAKER_02
I want to make our way over to AE shadowing and ride along.
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SPEAKER_02
So less stuff on workflow, more stuff on shadowing, the closing process.
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SPEAKER_02
So talk to me about, you know, first discovery call.
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You jump on as a sales manager.
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My guess is you re not being the motorcycle manager where you basically take over the call and you make your rep ride shotgun.
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How do you actually go about shadowing a call effectively as a sales manager?
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SPEAKER_00
The first thing I want to do is just set expectations with the rep.
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SPEAKER_00
And normally it s that, which is that like, Hey, I m here to listen.
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SPEAKER_00
And if you need support on anything, feel free to tap me in, but you run the show.
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SPEAKER_00
Um, from there, like, I m really looking for some fundamentals typically, at least to start.
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SPEAKER_00
And when I say fundamentals, I mean, like, how are we opening the call over the 1st, 5 minutes in terms of our prep, our agenda, building rapport and setting the stage for the beginning of the call towards the end and all the way through the end of the call.
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SPEAKER_00
I want to see how we re leading discovery.
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SPEAKER_00
I want to see if we re saving time in the last five minutes to do a recap, take a temperature and set a next step.
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SPEAKER_00
But a lot of times I want to see first, like some of the fundamentals of like, how are we structuring the call?
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SPEAKER_00
And are we setting ourselves up for success both in that call and in the next call?
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SPEAKER_02
Great.
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SPEAKER_02
So you come in with the right expectations.
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You know, they know why you re there.
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They know you re not there to take over the entire call.
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You jump onto the call.
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SPEAKER_02
What are some of the things that you re looking for or the ways that you deconstruct a discovery call with your reps?
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SPEAKER_00
One of the things I think is really important after we ve set an agenda and an upfront contract, because we should be doing that every time, is I want the rep to come with a perspective and a point of view.
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SPEAKER_00
I don t want to hear people asking like, oh, what led you to take the call or why are you interested in talking today?
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SPEAKER_00
I think that we obviously want to understand that, but we should be trying to share a perspective or a point of view on why people normally come to talk with us, what challenges we typically hear, trying to understand if they resonate with this person or if maybe there s something else on their mind.
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SPEAKER_00
But I think like not coming in with a blank slate and saying like, hey, tell me why you took the call, but really like doing a little bit of research or investigation up front, even if you re just sort of forming a hypothesis and leading with that.
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SPEAKER_00
So like, hey, I suspect maybe you re dealing with some of the challenges that I ve heard from these other leaders.
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SPEAKER_00
Like I would love to talk more about them and see if they re relevant or resonating with you.
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SPEAKER_01
Are you a whisper mode guy where you re
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SPEAKER_01
You know, whispering in your rep s ear through the call software.
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SPEAKER_01
Are you a Slack person?
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SPEAKER_01
Like, hey, open up a Slack channel and let s Slack back and forth about what s going on during the call.
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SPEAKER_01
Or are you like, let the call be and I ll coach it afterward?
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SPEAKER_00
You know, my very first sales manager was a whisper in my ear manager and it traumatized me.
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SPEAKER_00
So no, I don t do that.
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SPEAKER_00
Um, what I found is actually, like, talking to the rep about that beforehand.
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SPEAKER_00
I like doing, like, slack or zoom chat, but, like, some reps prefer 1 or the other get distracted by zoom.
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SPEAKER_00
And so if they want to do that, I m happy to, and then sort of ping them questions or ideas or food for thought while we go.
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SPEAKER_00
Otherwise, yeah, I like doing immediate recaps after, right?
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SPEAKER_00
Like, let s talk about that while it s fresh.
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SPEAKER_00
Would love to hear how you grade yourself, what you might have done differently to go up a grade or two.
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SPEAKER_00
And let s try and do some in the moment coaching while it s like imprinted and right at the forefront of your brain.
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SPEAKER_01
Paul, you re seven minutes in, the call s going horrible.
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SPEAKER_01
How do you determine when you step in and take it over?
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And how do you realize I need to let the rep work their way through it?
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SPEAKER_00
I think the trigger for me to step in is if the prospect is actually getting mad.
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SPEAKER_00
I think that s what I want to try and avoid at all costs, is an actual upset prospective customer or a bad buyer experience.
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SPEAKER_00
And so, if it s clear to me that there s irritation or frustration, that s when I would probably step in and try and mediate.
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SPEAKER_00
Otherwise, unless they call on me for help, I want to see how they navigate it and how they adapt.
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SPEAKER_02
That s pretty unique because, I mean, the couple of places that I will jump in are if I feel like the conversation is really low and down in the weeds, sometimes I ll slack my rep and I ll say like, up, take it from here, which means I m gonna ask a question up a higher level.
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SPEAKER_02
And then the goal is for them to sort of keep it at that altitude in the conversation, right?
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SPEAKER_02
So I come in as the reset guy.
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Or sometimes I ll come in as the story person if I feel like we re losing an executive that s being disengaged, right?
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SPEAKER_02
Mark, I m curious for your take on this one.
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Are you sitting silent in the back or are you more actively involved in calls and how do you do that effectively?
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SPEAKER_01
The first thing I do is I absolutely do what Paul does.
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SPEAKER_01
And before the call, I want to know what my role is.
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SPEAKER_01
Do you want me to say to you if it gets in trouble because you re nervous?
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SPEAKER_01
Do you want me to just be a casual observer?
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SPEAKER_01
You want me to just do stories like what is my purpose in this call?
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SPEAKER_01
And then what is the outcome that you want to drive to?
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SPEAKER_01
And where I start to get in is when I see that the outcome isn t going to happen.
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SPEAKER_01
And I m always got my radar, like, are we on path?
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SPEAKER_01
Are we on, are there no roadblocks in way for us to get where you wanted to get at this call?
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SPEAKER_01
And when I get 10 minutes in and I don t feel like we re making adequate progress for that, that s when I ll try to redirect, get us back on the path and then let the rep come back in.
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SPEAKER_01
But that s my biggest one is I need to know what the outcome is.
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SPEAKER_01
Otherwise, I don t really know what I m doing in the call.
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SPEAKER_01
Even if you tell me like, be the story guy, Mark, or come in and do your thing, Mark.
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SPEAKER_01
you know, have a fun intro, Mark, or whatever it is.
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SPEAKER_01
Like, that s great.
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SPEAKER_01
But like, tell me where you re going to so I can help you drive there.
2
SPEAKER_02
Paul, let s take it to the post-call debrief.
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SPEAKER_02
I see oftentimes the vomit wall of timestamp feedback, and that is an extremely ineffective way to give your reps feedback.
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SPEAKER_02
How do you chunk up the feedback effectively so they actually take it and it s not demoralizing?
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SPEAKER_00
I think, and this can be a challenge for me at times.
2
SPEAKER_00
I think it can be a challenge for a lot of folks when you see a lot of things to be worked on.
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SPEAKER_00
But you got to pick a thing at a time.
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SPEAKER_00
And ideally, you pick the thing that s most impactful or the biggest issue that you noticed, right?
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SPEAKER_00
Whether that s a sort of lack of depth and discovery, or it s sort of a poor expectation setting with the customer, or it s a lack of booking a next call, but really keying in on one thing to focus on at a time.
2
SPEAKER_00
I m with you.
2
SPEAKER_00
I think that, you know, there are millions of unread Manager Gong comments floating out in the, you know, SaaS universe somewhere.
2
SPEAKER_00
And so, I think the more you can sort of bring that sort of coaching and feedback into the real world or into a live interaction, like, the more effective it s going to be, the more it s going to land, the more you can actually say it out loud to each other a few times to make sure you get the marbles out of your mouth and actually make it stick.
2
SPEAKER_02
Well, Paul, amazing show.
2
SPEAKER_02
We have to go to the final question.
2
SPEAKER_02
And the final question is as follows.
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SPEAKER_02
We talked about a lot of good habits that sales leaders can exhibit, and now it s time to talk about a bad one.
2
SPEAKER_02
So what is one bad habit that every sales leader out there should break so that all sales teams get a little bit better?
2
SPEAKER_02
Management by Slack.
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SPEAKER_00
I think in today s world where it s virtual, we re on Slack all day.
2
SPEAKER_00
Like we are way overstimulated and way over communicated on Slack.
2
SPEAKER_00
The reps are busy, they re on calls, they re stressed, they re trying to get stuff done, and the constant pinging of this, that, the other, deal feedback, coaching feedback, it just doesn t work.
2
SPEAKER_00
I think more time needs to be spent delivering and talking about the most impactful stuff live and leaving slack to emergencies and non-essential stuff.
2
SPEAKER_02
If you are giving feedback over Slack, you are making a horrible mistake.
2
SPEAKER_02
Everyone on that notes, hang on for a 60 second recap coming up soon.
2
SPEAKER_02
Cheers.
2
SPEAKER_02
Here s my secret to being a sales superhuman.
2
SPEAKER_02
It s auto reminders for everything.
2
SPEAKER_02
If I expect any reply from a prospect, I press command H and superhuman pops it right back into my inbox.
3
SPEAKER_02
if I don t get a reply in two days.
3
SPEAKER_02
That means if you handle an objection, if you suggest times for a meeting, or if you ask for cuts back on red lines, always create a two-day reminder task and assume they will not reply.
3
SPEAKER_02
So if you want to follow up on time every time, you can get a free month of Superhuman by checking it out in the show notes.
3
SPEAKER_00
Today s prospecting tip is brought to you by Woodpecker.
3
SPEAKER_00
When you re sending a sales email, you generally want to avoid putting punctuation in the subject line.
3
SPEAKER_00
If you ve got an exclamation point, it makes it seem like you re shouting at them, look at this amazing offer!
3
SPEAKER_00
And a question mark just smells salesy, so avoid punctuation.
3
SPEAKER_00
Now, if you want to steal my full sales cadence from my friends at Woodpecker, there s a link in the show notes for you to go get it and try it for free.
3
SPEAKER_02
Today s tactic to triple your connect rate is brought to you by Rocket Reach, who provides data that lets you reach out to the right person at the right account at the right time.
3
SPEAKER_02
Every time you re reaching out to an account, pull down the contacts again.
3
SPEAKER_02
Yes, I know it sucks, but the average tech tenure is two years, which means 50% of the workforce turns over every year.
3
SPEAKER_02
So look up the account, pull anyone who is hired and scratch anyone who is left.
3
SPEAKER_02
And one way you can pull verified and accurate data is with Rocketreach.
3
SPEAKER_02
So if you like this, check out their toolkit on 8 ways to triple your cold call connects in the show notes.
3
SPEAKER_00
The best way to drive your pipeline forward is to, every single day, pull up a list of all of your open opportunities and look at each opportunity by stage and think, what can I do today that will increase my likelihood of winning this deal?
3
SPEAKER_00
That s how you keep your ops moving forward in between meetings that you have on the calendar.
3
SPEAKER_00
Now, we documented five cheat codes that can help you cut your sales cycle in half with Pipedrive.
3
SPEAKER_00
There s a link in the show notes to steal them.
3
SPEAKER_01
All right, Mark, it s time for a two by two recap.
3
SPEAKER_01
What do you got for year two?
3
SPEAKER_01
Two by two.
3
SPEAKER_01
You know, sometimes you just got to get reminded of the basics.
3
SPEAKER_01
Like when I coach kids in basketball, like just reminding them to like pound the rock the right way was really impactful.
3
SPEAKER_01
And like that shadowing reminder, it s so
3
SPEAKER_01
So important to watch how your reps work.
3
SPEAKER_01
You take so much for granted and how they re doing stuff.
3
SPEAKER_01
And that shadowing completely busts away those blinders.
3
SPEAKER_01
I thought that was just something I d forgotten.
3
SPEAKER_01
It was awesome.
3
SPEAKER_01
And then number two is a goal without a how is not a goal.
3
SPEAKER_01
If you don t understand how somebody is going to get there, then you giving them the goal setting exercise is setting them up for failure most of the time, because most people don t know how to get to a goal.
3
SPEAKER_01
They just know how to set one to please their manager.
3
SPEAKER_01
And I love that tip at the very beginning where he talked about, make sure you got the how in there.
3
SPEAKER_02
Number three, you should always be leveling with your AEs before you shadow a call with them.
3
SPEAKER_02
and figure out what is the role that they want you to play, number one.
3
SPEAKER_02
And then two, what are your intentions behind joining the call?
3
SPEAKER_02
And then lastly, number four, I will plug my own takeaway, which was Mr. Potato Head personalization.
3
SPEAKER_02
You start them on the action figures, so they just pop them in, they just use the standard sequence.
3
SPEAKER_02
And then you move them to trigger templates, aka Mr. Potato Head personalization.
3
SPEAKER_02
And then once they re really fancy and they can start building their own action figurines, now you graduate SDRs onto Legos, which is writing your own emails from scratch.
3
SPEAKER_02
And folks, if you want to see, I have a massive Lego sculpture in the background right here.
3
SPEAKER_02
You know why you can t see it?
3
SPEAKER_02
It s because you re only listening to 30 Minutes to Presidents Club.
3
SPEAKER_02
If you want to see 30 Minutes to Presidents Club, we are now on YouTube.
3
SPEAKER_02
And so you will actually see Mark teleport
3
SPEAKER_02
in this interview where he started on the outside and then he moved to the indoors where there was slightly better Wi-Fi.
3
SPEAKER_02
And so if you want to see some magic tricks and see what my magic Lego sculpture back there looks like, you should go check out the one and only YouTube channel for 30 Minutes to President s Club.
3
SPEAKER_02
Alrighty folks, we ll catch you soon.
3
SPEAKER_02
See you on the next one.
3
SPEAKER_02
Demandbase uncovers hidden deal killers with buyer intent data.
3
SPEAKER_02
One deal killer is when your champion s problem isn t a business problem.
3
SPEAKER_02
So drill from situation to problem to impact.
3
SPEAKER_02
When I sold compensation software, the situation was they were planning comp on 300 spreadsheets.
3
SPEAKER_02
The problem is that led to poor manager oversight.
3
SPEAKER_02
And the impact was that poor oversight led to compensation inequities.
3
SPEAKER_02
And that was a big business problem.
3
SPEAKER_02
Go get all six question frameworks to spot hidden deal killers from our friends at Demandbase, link in the show notes.
3
SPEAKER_02
This week s actionable prospecting tactic is from Sixth Sense, who shows you the prospects who are most likely to buy, so you can get more meetings with fewer activities.
3
SPEAKER_02
Personalizing cold emails requires you to only change the first paragraph in a trigger template.
3
SPEAKER_02
All you have to do is tie the research to the problem you solve in paragraph one, and then switch that out while you leave paragraphs two and three, your solution and call to action, exactly the same.
3
SPEAKER_02
And so we are giving you six of these trigger templates with our partners at Sixth Sense.
3
SPEAKER_02
The link is in the show notes.