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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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you
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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 host, Marc Cosglo.
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And today, another member of the Marc Cosglo Hall of Fame, it s Greg Bauman.
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He is the Director of Enterprise Sales over at Outreach.
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Oh, man, an enterprise sales leadership episode we have.
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Marc, why should people listen?
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Well, listen, I learned a ton from Greg when he was working with me.
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And this is a GBE.
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This is a Greg Bauman episode.
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And when you get into this, you re going to get the acronyms out the wazoo.
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So listen in.
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I think it s great frameworks.
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He has a real nice methodology for several things that he does.
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It s easily transferable and actionable.
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Three, two, one, GBE.
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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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you
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Today s Deal Acceleration Cheat Code is brought to you by Pipedrive, which is a CRM built by sellers for sellers.
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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?
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That s how you keep your ops moving forward in between meetings that you have on the calendar.
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Now, we documented five cheat codes that can help you cut your sales cycle in half with Pipedrive.
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There s a link in the show notes to
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steal them.
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Otter AI s Otter Pilot for Sales gives you the freedom to sell on your discovery calls by taking notes for you.
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One of the best ways to deepen your discovery is to ask your prospect about the impetus behind their goals.
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So when a prospect tells me they want to advertise on more sales podcasts, I ll say, well, it s not every day that you wake up and decide you want to sponsor a podcast.
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What s causing you to even explore this in the first place?
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Now, we put together the ultimate discovery checklist with our friends at Otter AI, which you can get for free at the link in the show notes.
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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.
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Every time you re reaching out to an account, pull down the contacts.
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Again, yes, I know it sucks, but the average tech tenure is two years, which means 50% of the workforce turns over every year.
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So look up the account, pull anyone who is hired, and scratch anyone who is left.
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And one way you can pull verified and accurate data is with RocketReach.
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So if you like this, check out their toolkit on eight ways to triple your cold call connects in the show notes.
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Alrighty, Greg, welcome to the show.
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We start every show with your top three actionable leadership takeaways.
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Let s get your three.
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Armand, really a big fan of weekly coaching.
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So for me, my sellers need to learn and earn while they re working for me.
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I do that through three key areas.
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Number one is activity.
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I m looking to make sure that they are doing the right things.
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They re getting in the deals so they can win the deals.
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Number two, I m looking to provide strategic guidance.
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The best sellers are leaning into this and are actually making me support them in this.
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Ones who are a little bit greener are not leaning in for it.
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Either way, we need to make it happen.
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We re doing account plan reviews, we re doing deal reviews, and making sure that they have strategic guidance for how to support their customer in the buying cycle.
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Number three is call reviews.
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This probably could be its own whole podcast, Armand, but thinking about what needs to accomplish in those call reviews to see, are they starting this correctly?
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Are they hosting the meeting?
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Are they asking the right questions and are they leading with next steps?
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Number two, we ve got to hire well.
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So go right now.
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If you ve not done it yet, sit with your recruiting team and your partners in recruitment and make sure that you re doing a full rebuild and evaluation of what your job description and hiring profiles are for your team.
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The first thing I did coming into leadership role was make sure that we were matching what we re calling for in the market with what our top performers are doing.
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And guess what?
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It s not them being a rock star.
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It s them taking the next level to be creative in their deals, to show that their customer obsessed by meeting with them on site and by understanding the value that your tool provides and by seeing your product as a competitive differentiator.
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Number three, internal selling.
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Don t just advocate for your team, equip them with goal, context, outcome, aka GCO.
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I love an acronym.
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So in order to be the best quartile of sellers, you have to get really good at external selling.
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However, if you want to be in the best decile of sellers, you have to be really good at internal selling.
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So one of the best things that I believe the best sales leaders do is to support their sales teams internally, share their wins, escalate and articulate what those great things are that we re doing well that are leading indicators for success.
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Don t wait for the boom email to happen.
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See when the boom moment happens and support it.
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The other thing that I m doing is equipping them through a framework that I ve rolled out to my team to make sure that our exec to exec communications are better than they ve ever been.
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That s what this GCO framework.
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It s a quick Slack message framework that they re sending over to the EAs of our executives two days before a meeting to say, hey, here s the goal of the call that s coming up.
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Here s the key context for what s going on in this conversation.
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Here s the outcome that we really desire.
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And since you ll have 30 minutes with them, this is a great opportunity for you to learn these one or two things that you can walk away from.
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And I would love for you to impress these one or two things upon them that they can walk away from.
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Customer intimacy dashboard.
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I want to know what s on it besides a smooth jazz playlist from Spotify.
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So for me, it s really important.
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We know that as a company, we are winning deals when we re present in our customers.
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And being present our customer means understanding the value that we can bring for them and
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What is the thing that they hired us to do?
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It s a simple question that every account executive needs to understand about the accounts they re supporting.
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For an existing customer, you need to know what was the problem that they hired you to solve.
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And if you can do that, it s going to allow you to have more meetings to support that problem.
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So the customer intimacy dashboard that I run is I ve gone into outreach and I ve filtered against all of the accounts in my team s territory that have open opportunities, and then I reverse filter it in terms of when were they last in touch with us.
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So anytime it goes beyond two weeks, my team knows to expect to get an urgent task from me in terms of understanding what we need to do to get closer to this customer again, to make sure that the deal is going forward, obviously, but more importantly, to make sure that we re continuing the lines of communication that make us a good partner and not just a vendor.
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So I m thinking like there s an email, there s a meeting, there s an on-site, there s a phone call, there s these different things.
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Last activity feels like it bunches it all together, but those are very different connotations to them.
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How do you break apart like, oh, they sent an email a week ago, who gives a crap?
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But actually they were on-site a week ago, much different.
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How do you determine the level of intimacy?
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Are you just dating or are you getting married here?
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So for me, I m using this customer intimacy dashboard as a sort of like, let s go over here, gundog approach, right?
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Like, let s go inspect what s going on.
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So you re right, Mark, in order for it to be a customer on site with multiple executives, that s going to be a really valuable moment in terms of how we re considering the relationship.
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If it is an email that s following up with an email that s following up with an email that s not been replied to since, you know, whatever the last Olympics.
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That s that s going to be less valuable for me.
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But what we re doing is using as a point in time to understand because.
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Mark, if we were to come out of a really impressive meeting that had awesome outcomes in person out in San Francisco two weeks ago, but nothing s happened since, maybe it was not that effective of a meeting.
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Or we ve lost sight of the value that we can bring them or the value that they ve come to us for.
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So, I m just thinking gaming because we know a big part of leadership is getting through the game of the stuff that we all used to do when we were AEs too.
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But I just hit my outreach automated sequence to follow up every 10 days.
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I never get on the customer intimacy dashboard.
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Bauman s never like breathing down my neck.
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It seems super simple to game.
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How are you helping reps understand they shouldn t game it?
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The next thing that I look for within this is obviously the gaming because
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You re right.
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The easiest way to handle that is through conversation.
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I think that sellers are the best sellers, especially are really proficient at being able to turn an ear on somebody.
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Anybody can spend, I can be like, Hey, Mark, what s been going on this opportunity that you just keep hitting bump.
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this up again, bumping this up again, hope this email finds you welling to death, and being able to understand, okay, there s not value there.
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What is the value that we can create?
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And what s, like, don t tell me the story, tell me the plan, right?
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So what can we do to fully understand what you re trying to do if we connect with this person?
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And if so, if you were to snap your fingers and say, Armand is suddenly responsive to Mark, what does that conversation look like?
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And if we can plan backwards from this like genie in the bottle moment, it gives the AE the clarity and direction that they need to put their experience to use.
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So we ll often sort of frame backwards from, hey, it looks like you re stuck in the mud here.
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If you were to just snap your fingers and have a meeting with them,
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What does that meeting look like and what are you solving on that?
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And let s write for that meeting or let s pick up the phone and speak to that meeting.
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So that s a big part of what we re looking at.
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The other thing, and not to make another outreach plug here, but this makes it so much easier for us, is I m able to hover over within the opportunity when the next meeting set date is.
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So there s a huge difference for, again, you mentioned two weeks ago, everyone was on site.
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That s a high value touch point for us.
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If there s another one of those coming up, we re in a great position where there can be a two-week lull or a three-week lull without captured activity there.
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But more importantly, if we re able to drive that meeting forward, there s nothing happening after this.
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There s been no communication.
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Nothing s happening afterwards.
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This was a T&E waste.
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What can we do to really be strategic here and make sure we re capturing and establishing next steps?
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I never met Findy Wellington.
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He sounds like a boring but well-meaning person.
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Findy Wellington, I think, has been doing a lot of sales coaching.
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He s very busy.
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He s hard to book.
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Greg, you mentioned two things that I think resonate quite a bit.
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The first is, because a manager as a leader, you need a way to quickly comb through 20, 30, 40 opportunities without sitting there and talking to your reps about every single one of them.
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I would always have my reps have the next meeting date at the beginning of their next steps field.
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So for example, it would be like 0416, 0422, 0428, right?
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And then I would just sort by that.
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And you can see how many opportunities have a date number next to them, and how many opportunities have just words, which means you don t have a date on the books.
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And my rule of thumb was 75% of your ops need to have another meeting on the books.
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Otherwise, there s probably not an opportunity in that remaining 25%.
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The other thing that you mentioned that was really interesting was
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The other way you can use activity or last activity and prevent people from gaming it is if you use last prospect activity.
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Because you can game your own activities, but oftentimes if a prospect hasn t come inbound or hasn t said anything to you in the last 30 days, that usually just means that the opportunity is dead.
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So on that note, Greg, like someone s following up, they re following up one, two, three, four weeks.
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What s your guidance for your reps?
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in terms of like how long they re allowed to keep something in pipeline.
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One of the things that I really coach my team back to is let s, let s go back to sort of a first principles approach.
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Why did this person engage with us in the first place?
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And if we can answer that question, we re halfway there, right?
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If they came to us and said, Hey, listen, we ve got a revenue problem.
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We need to understand what we can do to increase our top of funnel.
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So we re building pipeline across our team.
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Those don t tend to go away over the course of six or eight weeks.
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right?
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Maybe they do.
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And if so, I really look forward to hearing that podcast, Armand, if you want to have them on.
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But more often than not, we need to understand why did they come to us in the first place?
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And what can we do to get back to that conversation?
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We re selling to and we re supporting very busy executives, we re supporting very busy people.
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And it s makes perfect sense that we might not be number one on their list all the time.
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Maybe we re number three.
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And if you re number three on somebody s list, you re not going to get that first response.
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And you can still get a deal done from that.
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And they might have you really respectfully slotted as a number three for them.
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But for us, it s really helpful to make sure that my reps are aware of are they slow to reply because it s travel baseball season and they re slow to reply to everybody right now because their kids on a team.
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Or are they slow to reply because they ve lost vision for the values that we can provide them, or they feel like they can provide that somewhere else?
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Each of those would give us different walking waypoints for let s go ahead and kill it, or let s find a new creative way so we can become an obvious point of connection to them.
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I m kind of tight on this.
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And I do want to preface it by saying this is mostly my guidelines for SMB and mid-market.
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Enterprise is a very different beast, but SMB and mid-market,
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I want the rep each week to say, this is my next step.
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It needs to be binary and action-based.
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I will book a meeting with this person.
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There s no ambiguity there.
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That s the next step, right?
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First week that a rep doesn t do it, I say, listen, sometimes it takes more than a week, but did you put in the effort?
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And if they show me they made an email, did a call, all right, great.
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You put in effort.
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All right, let s keep doing that.
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Second week that they haven t completed the next step, I say, listen, we need to come up with a more creative strategy.
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What we re doing isn t cutting through the noise.
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It s taking us two weeks to help this person.
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When somebody needs insulin, they don t wait two weeks for it, right?
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So we need to sell and get some emergency here.
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Third week, what I do is I say, listen, we re either not in a deal, we have the wrong person, or we have a completely wrong message.
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And we have to dial those three things in and figure out almost
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not almost always, but a lot of the time is that we just don t have a deal.
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We ve started with the wrong person or whatever, and it s time to clean that out and concentrate on the deals you have.
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And I d also argue, Greg, I love the look back, like, what have you done next?
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But the look forward to me is so valuable.
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When is that next meeting?
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If your rep comes into a deal review and says, I don t have a meeting for two weeks and they don t have a plan and what to do in that two weeks to make that deal even hotter,
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then guess what?
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They re not really a great seller and you re not doing your job as a manager.
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Get those people prepped and ready and selling and excited about those meetings coming up.
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And the thing that I would add to that too, cause Mark, that s a great point.
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And what I would say specifically my team, we look after our largest customers at the company.
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And you know, my background is in strategic and enterprise accounts.
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The best thing is again, we ve got this awesome meeting coming up in two weeks.
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Down market, you re going to want to make sure that, that the rep is keeping that meeting on the calendar.
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That s, that s going to be step one.
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Step two is going to be like, can we make sure that that meeting is an outsized outcome for us and for the customer?
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Maybe that s sending over a pre-read video or a pre-read document to say, here s what we re discussing, let us know what questions you have, or here s what we re planning on discussing.
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We welcome feedback on this.
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But then really, as we move to the enterprise, we know, and this has completely validated this, and if you spend four and a half seconds on LinkedIn or
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on Gardner or Forrester s website or anything of that sort, you will know that the buying committees are exploding in size.
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So if you re resting on your laurels waiting for that meeting in two weeks with one person and not doing the work to understand who else should be part of that meeting, you re going to have a much smaller sort of outsized outcome in terms of what happens even on a highly successful meeting.
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Someone s gonna get mad at me for using this analogy, but you can t, it never goes anywhere if you re going on a date with someone every four weeks.
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It just, it s moving too slowly.
1
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Like you forget half of the things that happen.
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Other things have gone on in your life.
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And oftentimes deals are moving on a steady forward, efficient cadence if they re actually going to close.
1
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So Mark and Greg, you guys see today, it s April 16th.
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and you see a next step, and that next meeting, we ll call it as a, it s after Cinco de Mayo, right?
1
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They wanted to make some time for some margaritas, they wanted to take some time off, or maybe they got ahead with you and they need some time to evaluate other competitors, and they want to meet again on May 15th.
1
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What should your rep be doing between April 16th and May 15th to be keeping the deal active?
1
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So the first thing that I m coaching people to is, number one, you want to understand why that is, right?
1
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Especially if you ve built that early rapport and you ve built that early connection with them.
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Why is this?
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In our mind, it could be, hey, we ve taken three steps ahead of what we re doing for you.
1
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There s a couple of other vendors or solutions we need to validate here.
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Part of the process doesn t mean you re losing, doesn t mean you re winning.
1
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It just means that we need to get back to you.
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after Cinco de Mayo, which is a big moment in the fiscal calendar.
1
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I think everyone knows that.
1
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One of the things that you need to do is sort of validate what that timing is, especially again, for our friends in EMEA, they ll take a two or three week vacation as well.
1
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And so that could just be the next business day that they have available is mid-May, right?
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Coming from mid-April.
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So for us to really understand what that is can be really big and can set those next steps.
1
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The other thing, like I firmly believe this, is that the B2B sales process should be way more informed by the B2C sales process than it is and that it often is.
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And so for me, if I m making a considered purchase, even if I m not ready to hit send on that brand new M3 MacBook Pro yet, and I m still sitting here with my M2, I ll want to understand and educate myself.
1
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I will be spending
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five or 10 minutes at a time on apple.com s website, looking at the specs, right?
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Is this really what I need?
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I ll be looking at reviews.
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And so doing what you can to support that, not just by sending them a dead link and saying, serve yourself, but really showing them sort of a boutique level of, listen, ignore these emails, feel free to not reply to them.
2
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But I know as you re thinking through these items, these are moments that buyers care about, and they may be of interest to you.
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So I think making sure that you can educate them on not only your product and why they re in it for the first place, but making sure that they re successful in sort of the non-product element of this.
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What is it going to take for them to adapt?
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What s it going to take for them to adopt?
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What s it going to take for them to excel once you all move forward together?
2
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good account plans is basically zero.
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They do it because their manager says to do it.
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It s on some stupid spreadsheet.
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It s some stupid template.
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It s got limited value.
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Of course, every time a rep actually takes time to do it, they re like, wow, this is super valuable.
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I should do this more.
2
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How are you getting your good reps to do this and to show other reps that it s super valuable to them?
2
SPEAKER_00
Great question.
2
SPEAKER_00
So, you know, Mark, I m on to make sure you don t lose your entire audience from this by saying that reps are bad at account plans.
2
SPEAKER_00
I ll say that most reps are bad at account plans because most sales leaders are bad at account plans.
2
SPEAKER_00
I ve seen so many failed expectations and where sales leaders are setting up a wild goose chase in terms of what needs to accomplish on an account plan.
2
SPEAKER_00
The bar is frequently like pull together your best McKinsey consulting PowerPoint on what is going on at global company, right?
2
SPEAKER_00
What do they sell?
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SPEAKER_00
What are they up against?
2
SPEAKER_00
Who are their competitors?
2
SPEAKER_00
And there s so much goodness in there, but only if you let it be good.
2
SPEAKER_00
What I ve done for my team is I ve actually rolled out something earlier this year called an MVAP.
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SPEAKER_00
It s a minimum viable account plan.
2
SPEAKER_00
And it s focused on the action-oriented nature that needs to happen in the account.
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SPEAKER_00
It really just comprises of three questions.
2
SPEAKER_00
So high level is the hypothesis.
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SPEAKER_00
This is something that they re supporting on their own.
2
SPEAKER_00
They re using a chat GPT prompt to understand what is going on with the account.
2
SPEAKER_00
We can capture that in ideally two or three sentences.
2
SPEAKER_00
Maybe it s a paragraph.
2
SPEAKER_00
The second is, what is our win now?
2
SPEAKER_00
Right?
2
SPEAKER_00
So what is our 1st land here at outreach?
2
SPEAKER_00
We do a land and expand model.
2
SPEAKER_00
We like to think, especially in the account planning motion that we re going to take down the entire company in a single bite.
2
SPEAKER_00
It s not happened yet.
2
SPEAKER_00
Right?
2
SPEAKER_00
And so being able to understand what is that 1st win that we can get the attention that we can get the budget that we can provide them to be a successful customer.
2
SPEAKER_00
And then the third is I have them call out specific people that we need to be reaching out to, given the hypothesis that they ve created and given the opportunity for us to have a first win.
2
SPEAKER_00
That is broken up into a couple of different components.
2
SPEAKER_00
Number one is who at the account are we already attached to as a key above the line or on the line contact?
2
SPEAKER_00
So this ends up looking like they will hyperlink this out to LinkedIn or they will hyperlink this out to outreach and say John Smith and Mary Jones are both people that we want to reach out to because we have a relationship here.
2
SPEAKER_00
The second category is alumni and champions.
2
SPEAKER_00
So they re able to use LinkedIn sales navigator filters to understand at this new account, have they come from a customer account before?
2
SPEAKER_00
And the concept and differentiation between alumni and champions that we ve rolled out are, number one is alumni, right?
2
SPEAKER_00
So if I worked at Oracle a decade ago, I don t know a ton of people at Oracle still because it s been nearly a decade.
2
SPEAKER_00
But there s a sense of home or pride that people have around the places they ve worked in the past.
2
SPEAKER_00
And so if I can help my team understand, hey, listen, you were with a customer of ours a decade ago.
2
SPEAKER_00
and they ve had a lot of success with it.
2
SPEAKER_00
How do you feel about being an ambassador for us in terms of as we get into your new company or what we would do to support you?
2
SPEAKER_00
Additionally, we have champion messaging where we say, listen, you were just at an outreach customer nine months ago.
2
SPEAKER_00
You rolled it out.
2
SPEAKER_00
Looks like you were the global head of RevOps.
2
SPEAKER_00
You probably saw a lot of success with us.
2
SPEAKER_00
Are you interested in running it back at your new company?
2
SPEAKER_00
And then finally, account plans.
2
SPEAKER_00
really need to not only be actionable, but stretch the imagination of the account team.
2
SPEAKER_00
And so I have them do a, like a genie in the bottle, essentially.
2
SPEAKER_00
If you were to have, snap your fingers and be able to meet with anyone at the account, who would that be?
2
SPEAKER_00
And what can we do to work backwards from there?
2
SPEAKER_00
We ll take those people through the first and second-degree connections of our board members and our C-suite executives and work for a direct, actionable plan to get in front of our most high-value targets.
2
SPEAKER_02
I love this idea of a first win.
2
SPEAKER_02
That s that kind of toehold or fingerhold that a rep needs to climb the mountain of that account, right?
2
SPEAKER_02
Can you give me two or three examples of really good stories of first wins and how they worked or what people came up with?
2
SPEAKER_00
So a first win that I was reviewing recently with somebody on my team is she found that there was an opportunity for us to serve, I think maybe 1500 go-to-market folks at a net new account, right?
2
SPEAKER_00
They had bought a subsidiary of ours, and now we were sort of in their ecosystem, and this is a new account for the seller.
2
SPEAKER_00
So there were 1500 people for them to reach out to, but they re not gonna sign up for 1500 people immediately.
2
SPEAKER_00
What s a quick win that we can have?
2
SPEAKER_00
And what we d found was the company that they had acquired had been using outreach for their digital sales division.
2
SPEAKER_00
So these were people who were sales development reps or inside sales folks, and they were seeing a ton of success with the platform.
2
SPEAKER_00
And it was becoming a model for them that was going to be instrumental not only to the subsidiary company, but also potentially to the parent company.
2
SPEAKER_00
So when you look at those quick wins, what my seller was able to do is she put a plan forth to the context that she was able to get in front of at this new parent company to say, listen, we want to go for this broader business, but there is a win now for you to be able to replicate the success of you found in the company you just
2
SPEAKER_00
Let s go ahead and make this win now.
2
SPEAKER_00
Instead of 1600, let s go ahead and start with these 70 people, get them on board on the platform, and then we re able to be really tactical and specific of what does that win now mean.
2
SPEAKER_00
And it s not the signature on April 1st.
2
SPEAKER_00
It is a signature on April 1st.
2
SPEAKER_00
It is a training by May 1st.
2
SPEAKER_00
It is a successful launch by June 1st.
2
SPEAKER_00
It is this much meeting or revenue attribution by July 1st.
2
SPEAKER_00
And we ll be able to look backwards and we re able to have those conversations for what is that first win.
2
SPEAKER_00
You can bring everyone on the same side of the table and plan that out together.
2
SPEAKER_02
That s enterprise selling right there.
2
SPEAKER_01
Greg, how do you help your reps decide?
2
SPEAKER_01
if they should go for the initial land or if they should try to eat the entire buffalo in one big bite?
2
SPEAKER_00
Such a good question.
2
SPEAKER_00
I think that this is where we can kind of move from like a clean cut science to a little bit more of an art form, right?
2
SPEAKER_00
So we re constantly yo-yoing, and I know at Outreach and on my team, sort of back and forth between that.
2
SPEAKER_00
Hey, we ve got 25 people right now.
2
SPEAKER_00
We re willing to get on board.
2
SPEAKER_00
Do we need to roll this up to 100 people to get them started?
2
SPEAKER_00
Or, you know, do we try to aim for 1000?
2
SPEAKER_00
Like, where do we aim for this?
2
SPEAKER_00
One of the things that I ve really focused on with my team is, again, just creating a culture of discovery, not only internally, but also with the customer to say,
2
SPEAKER_00
What is a reasonable amount?
2
SPEAKER_00
25 people feels like an easy deal for us.
2
SPEAKER_00
It feels like it s in front of us from our side and from your side.
2
SPEAKER_00
Have a conversation about just getting that win now and that we can prove success together.
2
SPEAKER_00
Maybe it would be foolish of us to go for something bigger than that if the customers already come to the conclusion that this is a viable group for them to start and to see the wins they need.
2
SPEAKER_00
Otherwise, we know that 25 is a very, quote unquote, even odd number, that people can just say, well, I think we get budget for 25 people, and there s about 25 people in EMEA, that that would be great office for it.
2
SPEAKER_00
Can we do a little bit more discovery with the customer to say, okay, is this a sizable enough group that you ll be able to prove the success that you want?
2
SPEAKER_00
And if not, let s find 100 people or let s find 50 people.
2
SPEAKER_00
Let s find people that we can really prove the value of not just our tool, but of your project and your revenue goals.
2
SPEAKER_00
And so for us, it s really, it can be different every single time of, do we need to take down the 25 and be a good partner?
2
SPEAKER_00
Or in order to be a good partner, do we need to take down 100 or 500 from that first deal?
2
SPEAKER_00
So I think it s about being customer oriented, aligned to their goals, and not being afraid to ask those discovery questions.
2
SPEAKER_01
The other thing that comes to mind is we have managers, leaders, directors, what have you, from companies of all sizes and of all deal cycles.
2
SPEAKER_01
And I imagine there are some people who are doing more of a transactional sale who are like,
2
SPEAKER_01
Yeah, I can t really do an account plan where it s like, first I want to reach out to employee number one and then reach out to employee number two.
2
SPEAKER_01
And then that s it.
2
SPEAKER_01
At what deal size or at what deal complexity does it make sense to start using account plans?
2
SPEAKER_00
Why I released the minimum viable account plan for my team is it because it s because it s something that they can do like within an hour.
2
SPEAKER_00
They will do this for really every account.
2
SPEAKER_00
Okay.
2
SPEAKER_00
So my team is the enterprise focus teams.
2
SPEAKER_00
They ve got about a couple dozen accounts.
3
SPEAKER_02
in their portfolio, right?
3
SPEAKER_02
So it s something that s easy enough for them to knock out over the course of, call it the first month of the fiscal year.
3
SPEAKER_02
For the people that are sort of, you know, maybe we have a multi-million dollar deal, the MVAP is not going to support the amount of multi-threading that we re gonna do on our side and the amount of additional research that we re gonna do for the customer.
3
SPEAKER_02
And so we actually will pivot from the MVAP to an account overview plan that we have developed internally.
3
SPEAKER_02
And that s like your classic, probably seven to 10 page
3
SPEAKER_02
PowerPoint where they re going through, okay, so who s using it?
3
SPEAKER_02
What are the workflows?
3
SPEAKER_02
What are the outcomes?
3
SPEAKER_02
Who s not using it?
3
SPEAKER_02
Who s using it well?
3
SPEAKER_02
What are our plans there?
3
SPEAKER_02
So Armand, to answer your question, I think you can start it as low as you want in terms of deal size because having a plan is critical.
3
SPEAKER_02
I think making sure that as leaders are thinking about
3
SPEAKER_02
capturing that level of planning for their team, make sure you ve got a bar that s low enough to add value to your sales team, even if they re only doing $10,000 deals into 100 person companies, all the way up to if they re doing $17 million deals at 20,000 person companies or 100,000 person companies.
3
SPEAKER_03
Well, Greg, amazing show.
3
SPEAKER_03
Unfortunately, it s 30 minutes to President s Club, not 45 minutes to President s Club.
3
SPEAKER_03
And so we have to wrap for our final question.
3
SPEAKER_03
We talked about a lot of good habits that sales leaders can exhibit.
3
SPEAKER_03
But if you were to say, what is one bad habit that every sales leader should break today so that all teams out there get a little bit better?
3
SPEAKER_02
I love this question.
3
SPEAKER_02
It s my favorite part of the show.
3
SPEAKER_02
And that is lack of specificity.
3
SPEAKER_02
I think is the biggest bad habit that sales leaders have.
3
SPEAKER_02
There s a big push to be like Mark Cosiglo.
3
SPEAKER_02
How am I going to be like Mark Cosiglo?
3
SPEAKER_02
Do I have to look handsome?
3
SPEAKER_02
Do I have to show up on LinkedIn all the time?
3
SPEAKER_02
What s that mean?
3
SPEAKER_02
And instead, what we want to do is say, I want you to be like Mark Cosiglo.
3
SPEAKER_02
He communicates in this way.
3
SPEAKER_02
He follows up at this time.
3
SPEAKER_02
So having a level of
3
SPEAKER_02
specific precision with each person on your team is not only gonna help coach them up, but it s gonna help you form a mental model for what it means to be successful on your team and in your organization.
3
SPEAKER_02
So be specific.
3
SPEAKER_03
Folks, if you want to be like Greg Bauman, you want to be like Mark Kosoglou, click this one on repeat because this was a heck of a show.
3
SPEAKER_03
Everyone hang on for a 60 second recap coming up soon.
3
SPEAKER_03
Cheers.
3
SPEAKER_01
Today s prospecting tip is brought to you by Supercadence by Influ2, which helps cut through the noise of oversaturated prospecting channels.
3
SPEAKER_01
If you want to get your prospect s attention, you got to do stuff a robot would never do.
3
SPEAKER_01
One of my favorite plays is getting warm introductions to the accounts that I m targeting via salespeople who work at that account.
3
SPEAKER_01
Salespeople help salespeople.
3
SPEAKER_01
Another approach could be using Supercadence to run SDR ads to put a face to the name.
3
SPEAKER_01
Now, we worked with Influ2 to put together a special toolkit on ways to humanize your outreach, which you can get for free.
3
SPEAKER_01
link in the show notes.
3
SPEAKER_01
Today s show is brought to you by Exactly Forecasting, which is a flexible sales forecasting solution that uses AI and data to help you call an accurate sales forecast.
3
SPEAKER_01
Gartner says over half of sales leaders don t have high confidence in their forecast.
3
SPEAKER_01
One way we recommend to improve your forecast is to align as a team on explicit attributes that must be true in order to deem a deal forecastable.
3
SPEAKER_01
That way your forecast will get clearer and the team will know where to focus efforts.
3
SPEAKER_01
We put together a forecasting 101 guide with our friends at Exactly.
3
SPEAKER_01
Get it for free in the show notes.
3
SPEAKER_03
Your ZoomInfo actionable insight tactic is called Jane s Moving Up.
3
SPEAKER_03
Why?
3
SPEAKER_03
Because that s the email subject line you ll use when you get a real-time notice that your prospect, Jane, just got promoted.
3
SPEAKER_03
From there, in the email, explain how ZoomInfo helps rising sales leaders win their first 90 days on the job by highlighting coaching opportunities or supporting a team-wide prospecting push.
3
SPEAKER_03
And you can try out this trigger-based email template for prospect promotion and four other scenarios inspired by ZoomInfo s go-to-market plays, link in the show notes.
3
SPEAKER_01
Today s prospecting tip is brought to you by Woodpecker.
3
SPEAKER_01
When you re sending a sales email, you generally want to avoid putting punctuation in the subject line.
3
SPEAKER_01
If you ve got an exclamation point, it makes it seem like you re shouting at them, look at this amazing offer!
3
SPEAKER_01
And a question mark just smells salesy, so avoid punctuation.
3
SPEAKER_01
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_03
Alrighty, Mark, it s time for a two-by-two.
3
SPEAKER_03
Recap, give me your two.
3
SPEAKER_00
Two-by-two.
3
SPEAKER_00
Number one, I love this idea of what s the first win we can get in an account.
3
SPEAKER_00
Talking about it, visualizing it, strategizing it.
3
SPEAKER_00
It s like I said, the toehold or the foothold that allows you to climb that mountain deal.
3
SPEAKER_00
I just love getting started is the most difficult part.
3
SPEAKER_00
Get started and that first win does that.
3
SPEAKER_00
And then number two,
3
SPEAKER_00
I ve never thought about the difference between alumni and champion.
3
SPEAKER_00
Alumni is somebody that hasn t been there for a while, but there s still some nostalgic pool.
3
SPEAKER_00
Maybe they know a couple people, but there s some kind of innate desire for them to help a company they used to work for.
3
SPEAKER_00
The other one is a champion.
3
SPEAKER_00
You just left.
3
SPEAKER_00
You got connections.
3
SPEAKER_00
You know people.
3
SPEAKER_00
I need you to help me out.
3
SPEAKER_00
You re still working there.
3
SPEAKER_00
I thought that that was a really useful designation to talk about breaking into accounts.
3
SPEAKER_03
Number three, last activities.
3
SPEAKER_03
next meetings.
3
SPEAKER_03
Those are the two ways that you can very quickly skim through 20, 30, 40 opportunities and figure out what s real in your pipeline.
3
SPEAKER_03
And number four is if you find that there s not a meeting on the books, you might use Mark s three steps to finding BS pipeline.
3
SPEAKER_03
Number one is, did you even follow up with the opportunity?
3
SPEAKER_03
If you did, maybe in your second week, you might need to find a creative way to get a response.
3
SPEAKER_03
And then number three is if you re still not getting a response, at that point in week three, you might realize that you don t have a real deal and you might need to go contact someone else.
3
SPEAKER_03
Alrighty, folks.
3
SPEAKER_03
So if you like this one, go connect with Greg Bauman on LinkedIn.
3
SPEAKER_03
And recently we ve been writing more leadership stuff on our newsletter.
3
SPEAKER_03
So whether you d like to forward it to your reps or consume some content of your own on how to be a great sales leader, go check it out.
3
SPEAKER_03
It s just 30mpc.com backslash newsletter.
3
SPEAKER_03
And we will catch you on the next one.
3
SPEAKER_01
Today s prospecting tip is brought to you by Supercadence by Influ2, which helps cut through the noise of oversaturated prospecting channels.
3
SPEAKER_01
If you want to get your prospect s attention, you gotta do stuff a robot would never do.
3
SPEAKER_01
One of my favorite plays is getting warm introductions to the accounts that I m targeting via salespeople who work at that account.
3
SPEAKER_01
Salespeople help salespeople.
3
SPEAKER_01
Another approach could be using Supercadence to run
3
SPEAKER_01
SDR ads to put a face to the name.
3
SPEAKER_01
Now, we worked with Influ2 to put together a special toolkit on ways to humanize your outreach, which you can get for free at the link in the show notes.
3
SPEAKER_01
Today s show is brought to you by Exactly Forecasting, which is a flexible sales forecasting solution that uses AI and data to help you call an accurate sales forecast.
3
SPEAKER_01
Gartner says over half of sales leaders don t have high confidence in their forecast.
3
SPEAKER_01
One way we recommend to improve your forecast is to align as a team on explicit attributes that must be true in order to deem a deal forecastable.
3
SPEAKER_01
That way your forecast will get clearer and the team will know where to focus efforts.
3
SPEAKER_01
We put together a forecasting 101 guide with our friends at Exactly.
3
SPEAKER_01
Get it for free in the show notes.