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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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So if you re liking what you re getting here, take two seconds, go to the show notes, you ll see a button to subscribe to our newsletter, or you can go to 30MPC.com backslash newsletter and do it there.
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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 episode of 30 Minutes to President s Club.
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My name is Armand Farouk, and I m here with my co-host, Nick Siegelski, and today, if you have a Red Bull, a coffee, or pre-workout, in my case, in your hand, put it down, throw it out the window, and the reason for that is we got everything you need, because it s the CEO of Zoom Info, it s Mr. Henry Shuck, and he s lightin  the show on fire today.
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Nick, why should people listen?
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Armand, you and I recently released a section of our newsletter called Energy Drinks with Nick, because apparently sometimes I bring the energy.
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And I couldn t match Henry.
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He was phenomenal.
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This guy knows his stuff as it relates to selling.
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And he also is so good at infusing the way that he sells with conviction.
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And that is an underrated skill in sales.
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And so if you want to learn from Henry, some of his pet peeves when he s being sold to
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ways to multi-thread, and how to actually sell with some energy, this one is worth the listen.
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End of this episode, they re gonna give you some wings.
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And so a three, a two, a one, a whoosh.
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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 gonna 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 gonna 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, and you can get that documentation for free at the link 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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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 Ted, 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 links in the show notes.
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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.
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Gartner says over half of sales leaders don t have high confidence in their forecast.
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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.
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That way your forecast will get clearer and the team will know where to focus efforts.
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We put together a forecasting 101 guide with our friends at Exactly.
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Get it for free in the show notes.
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All right, Henry, welcome to the show.
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We start every single episode with your top three actionable takeaways.
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So let s get your three.
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Okay, so my first one is push for the next step on a sales call, especially when things are going well, especially when you have good rapport with your prospect.
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So many sales reps get that good rapport.
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They feel so good about the rapport they ve built and where their prospect is telling them things are going that they don t do the necessary sales process steps.
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They don t ask for the follow-up.
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They don t ask how a decision gets made.
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They don t ask to bring power to the next call.
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So always set up the next step, especially when things feel like they re going in your direction.
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Beautiful.
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What s number two?
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Number two is when you get asked a question in the sales process and there is a yes or no answer to that question, always begin your answer by saying yes or no.
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And then if there s an explanation that s required after that,
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Then give the explain.
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I see so many salespeople get asked the simple yes or no question.
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And instead of saying, yes, we do that or no, we don t do that.
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They go, well, let me explain first this, then that.
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And then we have this really special technology that does all this special stuff.
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And so, yes, we do do that.
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And it just frustrates prospects.
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You lose a tremendous amount of credibility because you didn t just tell them like, yes, we do that, or no, we don t do that.
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So answer yes or no questions with the yes or no first, then get into the nuance.
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Stellar.
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Round us out.
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What s number three?
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Number three is you should be leveraging job postings and the career page of your prospects or customers  websites before you get on a call with them every single time.
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Job posts are filled with interesting information about the company.
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You know, if our sales guys are going on a call, I m asking them to look up the account executive job post, the VP of sales  job post, the director of sales  job post.
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That will tell you exactly what your prospects and your users are going to be metrics against.
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of responsible for, held accountable for, and then you can go into a call and line that up.
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Hey, I looked at your job posting.
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It said that you re going to be responsible for doing cold outreach, cold email, cold calling.
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Let me show you how 35,000 customers leverage us exactly for that.
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It s this key piece of intelligence that makes you more insightful, but also in a really easy, effortless way, tells your prospect you did some work before you showed up to the call.
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And it takes three minutes and it creates a ton of credibility for you when you start that sales process.
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So Henry, let s talk about this concept of sticking to the fundamentals, sticking to the good habits, breaking the bad habits.
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I want to bring you to the beginning of a call.
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You and I jump on a discovery call.
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I m a rep.
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I m trying to sell you something.
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What is the most common fundamental
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or that area of discomfort that you oftentimes see reps breaking?
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Totally.
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This one s pretty easy.
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The number one thing I see reps doing is they show up and they actually feel like less than their prospect.
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Maybe you re like 27 years old and your prospect is a 40-year-old VP of sales at this fast-growing company, and you think that because of their success,
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that you re less than them, so you got to show up and just spew as much information as possible at them so they realize that you know what you re talking about, so that they realize, and I say realize in quotes, that you re not just some young sales guy who doesn t know what they re doing.
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When in reality, at the beginning of that call, the number one thing you should be doing is asking questions.
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They should be informed questions, so you should have looked at their website, understood who they are, thought about a customer example you wanted to share.
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That s really easy.
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You don t need to be an expert to do that.
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But then you show up and you ask questions.
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You ask questions to understand their business.
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You ask questions to uncover a pain.
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You ask questions so that the rest of the call
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After that five minutes of questions can be tailored and specific to them.
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And if you get super nervous up front and you never get to those questions and you re not good enough to hear the answers to those questions and then respond for the rest of the call with something that s specific around those responses, then you just show up looking less prepared and less specific to the prospect.
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So don t waste those five minutes by trying to just spew a bunch of information.
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Sit back, ask questions, try to really understand the business.
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When I go on sales calls today, most of my time is spent trying to understand the customer s business and asking a whole bunch of questions about it.
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If there s a 30-minute call, 20 minutes of it is me asking questions.
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Tell me what s important, what s not going well, how is the team organized, how are you thinking about new customers versus existing customer growth.
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And then the last 10 minutes, I go, okay, I ve got a bunch of ideas about how I can
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help you.
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And that s a way more impactful call than, let me just spit product information at you.
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I want to talk about one of the hard moments in the beginning of that call.
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So you just talked about the idea of equal footing with your prospect, because I bet you get on calls, Henry, where the sales rep is literally shaking and you can tell they re, they re terrified of you and they lean into what they know, which is pitching their thing instead of actually trying to understand the business.
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And one of the ways you can inoculate against that is one of the things that you talked about earlier, which is showing up with,
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I actually already looked at your job posting and here are some things I know about you, which is a great thing to do if you are someone who gets nervous because you can do that work when you re not live on the call.
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You can prepare some of those things.
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But there are times when you, as that 27-year-old rep, get on, and there s that 45-year-old VP, and they sort of hit you with a little bit of hardball, where they say, ah, you guys are ZoomInfo.
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I already know what ZoomInfo does.
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You don t need to ask me all these questions.
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Just show me a demo or just give me a quote.
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When you re a salesperson in that tough situation where someone your senior is smacking you in the face, how do you recommend somebody responds to reset or reframe that conversation?
1
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Yeah, so I would lean on, you know, a couple of key talking points.
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Number one, I would probably say like, hey, listen, we see customers throughout a whole spectrum of maturity levels.
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Some are like, they just come in and they want company and contact information.
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That s all they need.
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Others want to automate their go-to-market motion.
1
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And so what I want to give you a quote for, I want to try to understand where on that spectrum you are.
1
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Because for two things, one, I want to give you a quote for what you actually need.
1
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And two, I want to tell you about things that are going to let you get more value out of the Zoom Info solution.
1
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I will tell you that the number one thing I hear from our customers is, I didn t know you guys did that.
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And I want to set you up to be in a situation where you never have to actually say that, where you know what we do and you re able to leverage it to get the full value out of our solution.
1
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And so I just want to ask you a couple of questions to understand where you sit on that spectrum and make sure that I m delivering the platform to you in a way that you can take the most advantage of it and get the most value out of it.
1
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I don t ever want you to be in a situation where in the worst case scenario, you go out and buy another vendor for something that you already paid for inside of ZoomInfo because you didn t know it did that.
1
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And so let me ask you a few questions to make sure that you re never in that situation.
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Henry, I want to go down this path a little bit more.
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My guess is, especially when you re being brought into these big enterprise deals, you re not selling in absence of competition, right?
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And my guess is, when you re talking to a CRO of a massive, multibillion-dollar company, you need to find a way to differentiate that is probably not at the feature functionality level of, we have this many more contacts, or we have these two or three widgets that the other guys don t have.
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When I m speaking at the CRO or at the CEO or at the COO level, how do you go about painting a different competitive vision without getting pulled down into the weeds?
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If I don t start up front by asking you the things that are important to you, what the goals for this year are, where you think the organization is strong, where you think the organization is weak, where you see dollars slipping through your fingers, then I don t have an opportunity to tell you like,
1
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I can solve that problem, I can solve that problem, and I can solve that problem.
1
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And obviously for ZoomInfo, data is at the foundational level of how I solve that problem, but software plugging into the motion is the actual tactical way that the problem gets solved.
1
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And so, I m listening for all of these key points that they re making about things that are going to actually keep them from being successful in the next year.
1
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So, for example, someone might tell me, our sales reps don t have enough leads.
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Okay, that s a pretty basic one.
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And I might say, okay, is it that they don t have enough leads or is it that they don t have enough good leads?
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And that might be two very different things.
1
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And they ll say, well, marketing doesn t send us very good leads.
1
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Great.
1
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And how much is marketing spending to drive traffic to your website?
1
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Oh, a lot.
1
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We re doing this, content syndication, that.
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Great.
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And so then I m going, OK, well, I know that out of 100 people who come to your website, only one or two fill out a form on your website.
1
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The others are just anonymous.
1
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And so right then and there, I m saying, would it be beneficial for you to run a motion behind the companies that visited your website who didn t identify themselves?
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Yes, great.
1
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That s a really valuable intent signal when a company comes to your website and you re not doing anything with it, but your marketing team has already spent the money to drive awareness and traffic to the website.
1
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Let s go look at that cohort and actually turn what is not a lead into an actual lead for your sales team and I ll show you a motion about how to do that.
1
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But anything that they re telling me, I m trying to craft a solution that leverages Zoom info to do that.
1
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And it s never like, oh, well, we have 260 million contacts and our closest competitor has 150 million contacts, like wrapping your head around
1
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the difference between 150 and 260 million contacts is next to impossible.
1
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And so I m always looking at how do I solve your problems because ultimately, if you re telling me it s a problem and then I solve it, there is value on the other side of that that s being realized that I can t realize if I m just selling you company information and contact information.
1
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So this is all the best practice of when you see a rep or yourself selling to another executive well.
1
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I actually want to ask you about when you are buying software or when someone is trying to sell to you.
1
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My guess is there are some people who do things extremely well like this.
1
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But my guess is there are some people who also lose you in the first five to 10 minutes of the conversation, whether it s due to the information they re presenting or the quality of their questions.
1
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What are the common things that can lose the room with the CEO in the first 10 minutes of a call?
1
SPEAKER_00
When I show up to a call,
1
SPEAKER_00
What I want you to be able to do is ask me some questions about my business that are not generic.
1
SPEAKER_00
You can t ask me, like, how big we are or, you know, what our revenue goal is or something that s, like, too broad.
1
SPEAKER_00
You know, like, I don t want too broad of questions.
1
SPEAKER_00
I want it specific.
1
SPEAKER_00
And you can have five minutes to do that.
1
SPEAKER_00
After that, 10 even.
1
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But after that, what I really want is for you to give me some insights.
1
SPEAKER_00
Teach me something that I don t already know.
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Teach me something that you re seeing your best clients do.
1
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Teach me some way or some function or process that we re not running at Zoom Info that best-in-class companies are.
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And couch it like that.
1
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Because if you can teach me something and then your product delivers that thing, I m so much more likely to buy from you.
1
SPEAKER_00
And so, ask me the questions and then deliver for me insights on how I can better run my business or better run a process in my business.
1
SPEAKER_00
And obviously, for you, bonus points if that aligns with what your product delivers for me.
1
SPEAKER_00
That s what I want.
1
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You know, ask me questions, deliver me insights that I didn t know.
1
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Outside of that, I m not really looking for anything else in that sales call.
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And if I walk away going like, they re super smart and very insightful, and they re clearly delivering value for the best companies in the world, I definitely want to do business with them.
1
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I think this is where a lot of sellers screw things up, is they say, all right, I ve got 30 minutes with Henry on the books, and they always get taught, oh, I ve got to run great discovery.
1
SPEAKER_01
And what they end up doing is they drag you through 27 minutes of discovery, and you end the call and you re like, I don t really know what you do.
1
SPEAKER_00
I can give a tip here, Nick.
1
SPEAKER_00
If you re coming to a call with me, that means you ve had many calls with our team before you showed up on my call.
1
SPEAKER_00
You need to turn my team into your champion.
1
SPEAKER_00
And so in that run-up, you need to be sitting down with my team and saying, hey, got the call with Henry.
1
SPEAKER_00
It s in three days.
1
SPEAKER_00
tell me how calls with henry go what does he care about does he know about these things who are the companies that he respects the most what is he gonna respond to in the product the most is there some initiative he s talked about internally that aligns to this solution that we can be talking about
1
SPEAKER_00
And then even if you show up and you go, hey, Henry, I spent a good amount of time with your team.
1
SPEAKER_00
And what they told me was you care most about these five things.
1
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Boom, boom, boom, boom, boom.
1
SPEAKER_00
Is that right?
1
SPEAKER_00
Or would you add anything or take anything away from this list?
1
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I am yours, right?
1
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I m totally engaged at that point.
1
SPEAKER_00
The five things are going to be pretty aligned with what I care about because my team gave it to you.
1
SPEAKER_00
But if you re not taking an opportunity to turn my team
1
SPEAKER_00
into, you know, G2 operatives for you, you re just totally missing that.
1
SPEAKER_00
Now, what I tell my team all the time is to do this, but to think about us as partners all of a sudden.
1
SPEAKER_00
Because in a sales process, I m the seller, you re the buyer.
1
SPEAKER_00
Sometimes it feels adversarial.
1
SPEAKER_00
When you re going up the ladder, that is the best opportunity to change the perspective of the sale.
2
SPEAKER_00
from me trying to convince you to us trying to convince the next ladder up.
2
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You all of a sudden can take an opportunity to become teammates in the sales process.
2
SPEAKER_00
You have a champion.
2
SPEAKER_00
Don t forget
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SPEAKER_00
that they can be your partner and your teammate as you go up the ladder.
2
SPEAKER_00
I think so many people don t change perspective mid-cycle.
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SPEAKER_00
They keep on operating like it s me versus you.
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SPEAKER_00
I m trying to get you to my side.
2
SPEAKER_00
You ve won the champion if they re opening the door to the VP or the CEO.
2
SPEAKER_00
Now, get them on your team.
2
SPEAKER_02
I want to ask you, you mentioned earlier this idea of teaching the other person something that they didn t already know.
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SPEAKER_02
I m wondering if you can voice over what that might sound like, because I m thinking about a world where I get super, super granular and maybe even too in the weeds.
2
SPEAKER_02
I m also thinking about in a world where I turn it into too much of a product pitch, where it s like, you didn t know that our products can do A, B, and C, and they feel like I m just pitching and pushing.
2
SPEAKER_02
And so I m wondering if you can give me some pointers on the teaching the other person something they don t know, and what that should look, sound, and feel like.
2
SPEAKER_00
Yeah, there s one that we use often here at ZoomInfo that s just like very easy.
2
SPEAKER_00
So I ll go, people who fill out a form on your website, would you agree that they are the best possible buyers of your products and services?
2
SPEAKER_00
They ve come to your website, they ve read some pages, they filled out a form.
2
SPEAKER_00
That s the best showing of intent.
2
SPEAKER_00
Can we agree to that?
2
SPEAKER_00
Yeah, totally, definitely.
2
SPEAKER_00
Great.
2
SPEAKER_00
How quickly do you think you re responding to leads that come through your website?
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SPEAKER_00
And almost without fail, people will tell me like, we re not very good at that, maybe a day, maybe two days.
2
SPEAKER_00
What if I showed you research that tells you that if you get back to a person within five minutes of them filling out a form on your website, it 10Xs the likelihood that you will close that business.
2
SPEAKER_00
And then I ll show the research.
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And then I ll go, let me show you how you could leverage Zoom info to get back to every person who fills out a form within 90 seconds of them filling out a form.
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And I ll show you how we do it.
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SPEAKER_00
And so then it s exactly that.
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Identify a problem.
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Hey, we re not responding to leads fast enough.
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Every CRO is going to tell you that.
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SPEAKER_00
Provide the insight.
2
SPEAKER_00
Hey, when you don t do that, you re actually leaving money on the floor.
2
SPEAKER_00
And this is just a process change.
2
SPEAKER_00
You know, it s not like that hard to respond to leads that fill out forms on your website.
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SPEAKER_00
And then, let me just show you how best-in-class companies do that using Zoom info.
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SPEAKER_00
You don t have to feel that way, right?
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SPEAKER_00
You don t have to feel like you re bad at this thing.
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SPEAKER_00
We can help you be really good at it and it turns into money for you.
2
SPEAKER_01
As someone who is starting as a new rep, maybe it s my first time selling to revenue leaders, maybe it s my first time selling for a company like ZoomInfo.
2
SPEAKER_01
It takes some chutzpah to be able to go to a CRO and earn the right to be like, I m going to tell you that your time to first touch is garbage, or I m going to tell you that you re burning leads or you re wasting time on the wrong leads.
2
SPEAKER_01
How do I get to that level of industry knowledge and technical proficiency
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SPEAKER_01
to be able to go toe-to-toe and actually have an executive who probably has 20 more years of experience than me, how do I actually get them to hear me out and command the room as someone who might be a mid-market or enterprise seller in their first couple years of selling?
2
SPEAKER_00
Yeah, the way that I would do this is I would show up at my new company, I d ask who are the best sales reps at the business, and then I d go listen to their calls in chorus or whatever you use for conversation intelligence.
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SPEAKER_00
I would go listen to those calls and I d watch them.
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SPEAKER_00
in front of the most senior revenue leaders in the world, and I d listen very closely to exactly what they say, how they say it.
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And then, this is the missing piece, and then I would practice out loud doing the same thing.
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Because what so many people get wrong in the learning process in sales is they can hear something a hundred times and when they actually go to say the words out loud, it s like a disaster the first time, the second time, the third time, the fifth time.
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And so, the best thing you can do is, number one, hear what great sounds like and then hear yourself out loud sound great.
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And if you can do those two things, you re like endlessly powerful in the sales process.
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Phenomenal.
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Henry, I wish we had more and more time, but we are running out on the clock, so we got to move to the final question.
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The final question is this.
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We ve talked about a lot of really great things salespeople should be doing.
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Now I m going to ask you about a shouldn t.
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And so the final question is, what is one bad habit that you see a lot of salespeople exhibiting that you think they need to break because it hurts them more than it helps?
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So, I will tell you, there s a sign in the Zoom info office that says, if you feel comfortable on all your calls, you re doing something wrong.
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And I really believe that sales is actually a process where you re getting rid of bad habits.
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You have all of these bad habits that are built up because social interactions and interactions with your friends and interactions with your family, you re not selling.
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You re just being yourself.
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You re not trying to persuade someone to an outcome.
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And so you ve got a bunch of habits built up, you know, not challenging, not persuading, not being passionate about your point.
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If you go ask any of my friends, they ll tell you that the thing that they love most about me is that it doesn t matter what the issue is, I am like all the way in on it.
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You could say like the, you know, the three-second rule in paint, in the paint in NBA.
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And I don t know that much about it, but give me a few minutes and I ll have a passionate viewpoint on one side or the other of it.
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And that s not very natural to any seller.
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So you have these habits that are built up in your social life.
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and in your day-to-day experiences that you have to break.
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Asking, you know, pinning somebody down on follow-up when they feel like your best, your biggest advocate.
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That s just a bad habit that you re probably not doing that you need to break.
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You know, not asking them to bring power to the conversation.
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because they feel like such a great champion of yours and they tell you right at the get-go, I get it, Henry.
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I get the value of Zoom info.
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Let s just get this deal done.
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Not pressing that person is a bad habit that you have to break.
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And I think that sales
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Great salespeople know that there are a whole bunch of bad habits that they need to break.
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Like when I first started selling at Zoom Info, I would have a voice in my ear every time I felt uncomfortable.
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And every time I felt like not doing that thing, that voice in my ear would just be like, do not
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not do the hard thing here.
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Do not not do the hard thing here.
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And then I would be embarrassed if I wouldn t do it.
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And so I would do it.
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And we worked in a big hallway where the other sellers that I was telling, like, hey, do the hard things, could hear me.
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And so I had to be a great role model.
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And so that was a great push.
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But you need to have that whisper in your ear every time you feel uncomfortable, every time you feel like you re going to step over the line, that tells you step over the line.
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have the hard conversation, do the uncomfortable thing over and over and over and over again, because that s how you clear out those bad habits.
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Holy smokes, what an amazing episode.
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Henry, thank you for joining us.
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Everybody, stick around for a 60-second recap coming up soon.
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Today s prospecting tip is brought to you by Woodpecker.
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When you re sending a sales email, you generally want to avoid putting punctuation in the subject line.
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If you ve got an exclamation point, it makes it seem like you re shouting at them, look at this amazing offer!
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And a question mark just smells salesy, so avoid punctuation.
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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.
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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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Here s my secret to being a sales superhuman.
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It s auto reminders for everything.
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If I expect any reply from a prospect, I press command H and superhuman pops it right back into my inbox.
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If I don t get a reply in two days, that means if you handle an objection,
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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.
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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.
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Your top four takeaways from this episode with Henry Schuck include, number one, do not let the fear of breaking rapport prevent you from sticking to your sales fundamentals.
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That might mean if rapport is going super well and you have a minute left to book your next call, book the next step.
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Number two, answer yes or no questions and shut up.
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That s it.
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Number three, figure out their vision through discovery first, and then tell the story of their business in terms of how other world-class teams use you to achieve that exact same vision.
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And lastly, number four, turn the CEO s team
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into champions before you meet with Henry.
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In other words, you should be using the department leads or your champions to get the inside scoop on the economic buyer.
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What do they care about?
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What pisses them off in meetings?
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What s important to them?
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What are the types of things that go well or don t go well when you meet with this person?
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All righty, Nick, how can people help us out here?
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Don t help us out.
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Send Henry a thank you.
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If you got some value from this episode, send him a note on LinkedIn and let him know that you enjoyed his appearance on the show.
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He took a lot of time out of his day to prepare for this episode and join us, and so it would mean a lot to us if you sent him a thank you and told him that you heard him on 30 NBC.
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Thanks for listening, and we ll see you next week on this podcast.
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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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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.
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Gartner says over half of sales leaders don t have high confidence in their forecast.
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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.
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That way your forecast will get clearer and the team will know where to focus efforts.
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We put together a forecasting 101 guide with our friends at Exactly.
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Get it for free in the show notes.