#551 - How to Ramp Sales Reps to President’s Club Faster | Marcus Chan

Sometimes as leaders we get different random ideas so we ping people at that time of the thing. I find it's like a okay This is like not urgent. Why do you want to talk to Nick about this? I put an in mix a 101 folder So then come Monday for a 101 I can address it live together So this way I empty out of my brain into a place like my house the keeping that want to talk to them about that's a mistake That I make with my reps, but actually make it even bigger with my cross-functional relationships This may trigger our month to some degree Let's take away I've heard of all time because now I get fewer half big slacks from Nick. I'm stoked Good morning everybody and welcome this leadership episode of 30 minutes suppressant's club My name is Armand Farok and I'm here with my co-host Nick Sialski and today for I don't even know what around it is at this point What it's with maybe around four something like that it's Marcus Chan second time on the leadership show I know that because his first episode was freaking awesome and this one is literally everything you could possibly need to ramp your reps to president's club Nick why should people listen we got into Marcus is extremely prescriptive week over week ramp plan the things that you should be doing the reps the outcomes that they should be hitting in that week We then get into how and when to let your reps fail on sales calls I had a Jimmy Neutron of brain blast moment around some of the stuff Marcus was talking about in the back half of the episode around How to improve your cross-functional relationships as a sales leader? So if you've ever felt friction or frustration with your friends over in finance or product or your CEO Marcus gives some really good stuff around reducing the friction in comms there and also taught me one way that I was inadvertently stealing Selling time away from my reps. So this one is a great listen if you want to be a sales leader that gets your reps up to speed fast Performing really well and humming along making it to president's club and a three two one I'm a no already Marcus welcome to the show we start every leadership show with your top three actual leadership takeaways Let's get your three number one. So with the brand new hire. We're doing real plays in the very first week meaning We are not gonna soft baby objections. We're gonna be tough on them role playing exactly what's gonna happen on the phones Well, what did we do it so they know exactly what's like with the toughest possible prospect? Let's say we're it's a it's an it's an a e who also does outbound as well and we want to get them on the phones by week two So if we taught in the scripting we taught them some objecting handling We're gonna role play the whole script. It might sound something. Hey, you know ring ring ABC electronics go and we want to hear them How do the how do you do the scripts and then we can get in role plays? Hey, we're not interested. We have a competitor under contract winner whatever and see how good they are But it's not just you want to twice We do it to the point where it sounds natural for them and there's repetition So this way come next week. They're ready to go live So ultimately we want them to practice with us in a safe space versus practicing on prospects Boom, let's number two as part of the onboarding ramp We also want to eventually teach them what we call the road to presence club and typically this is about week three or four But the road to presence club is the picture perfect week So I want to imagine I have a brand new AE and they want to know exactly what good looks like from the time they start It's called 8 a.m to 5 p.m And I want to show them what the park routine looks like from when they prepare when they call block when they have team meetings When they have meetings when they have discovery when they have calls and it's structured entire week So they know exactly what it takes and of course Obviously you probably have working numbers backwards, so they know how many they should be booking each week What it should look like but you're showing them the ideal week So there is zero room for failure So now when they have the park week in mind they can now work towards making sure each week's plan and formally Well, there's for example five discovery calls a week, you know two call blocks a week as well It's all on there in which then they can take that and transfer to their own Google calendar or outlet calendar And then make sure they're matching that performance because ultimately But we know a rep is doing the will which is doing the right effort if they're not getting where they want to go It's potentially a skill issue that you can help coach that as well. All right, you do bring us home. What's number three? So part of the ramp here. This is really really critical is you want to have exact success metrics for every single week Starting with the first week all with the entire onboarding process and they should be so clear that when they see the metric They're like I did a good job. Why did not do a good job? And it's not to make them feel bad, but it's a developed progressive discipline and skills So for example here, I personally in the week number one since it's primarily still heavy training and still learning a lot of stuff Their number one goal is to learn and be prepared for the next week to book one meeting So meeting week two's metric is you book one qualified opportunity because on Monday We're getting them on the phones and then of course depending on what type of sales motion you run If it progresses upwards where you can have more meetings to close deals to certain revenue numbers etc It gets the point where once they complete it or hit all the targets then they can you know earn a territory Or they get a kicker in their comp or they get some or it's a celebratory slack It's only matter my point is more so is given really clear metrics that they they can measure against every single week So you can see very quickly are they doing a good job or not and they know as well Today's show is brought to you by text us which helps you move your deals forward faster when timing matters The fastest way to move a feel forward is to avoid getting stuck in the inbox And so my favorite way to get on a text basis is literally when your prospect Requests a demo just send them a confirmation text saying that you're looking forward to the meeting And that opens the text channel for you to call back on it later Folks, we put an entire guide on how to revive ghosted deals nudge next steps and use texting to keep deals moving forward With text us check it out. It's free in the show notes Today's show was brought to you by nooks nooks is the AI powered pipeline engine that Researchers your accounts build your target list writes your emails and gets you more live conversations on the phone Thousands of reps at companies like HubSpot, seismic and deal use nooks to automate the busy work and prospecting So they can focus on closing deals reps that use nooks daily have twice as much pipeline as their peers And we put together a guide with our friends It looks on how to automate the busy work and prospecting and dialing so you can focus on winning go get it for free at the link in the show notes Today's tactic is brought to you by attention Which uses AI to capture all of your sales interactions Automate sales busy work like CRM updates and flag hidden deal risk So if you want to avoid ghosted deals and every discovery call with these three questions number one Do you want to buy a k validate if the deal is real number two when do you want to buy validate if it will close this year And then number three how do you buy validate that they will get you in front of power We put together a guide on how to unblock the three biggest deal blockers in your pipeline There's a link to get it down in the show notes So Marcus one of the things that we were talking about on the pre show was your week over week ramp plan for reps And I didn't realize this but you are extremely prescriptive and specific around the things that reps should be doing in each week And the outcomes they should be accomplishing week over week over week So let's actually walk through each week of a reps ramp plan starting with week one So first off the key to the reason why we do very prescriptive is we also want to move any Reason or excuses for failure. That's really important to understand So that's why it's this level detail right so for example week number one I call it the foundation so that very first week we're doing heavy training on you know the icb Ideocustom profile What are the personas the pain points that business problems the outcomes They do some basic product knowledge just enough to be dangerous Okay, and we're doing phone scripting and frameworks so really and then we're doing of course dozens and dozens of real place Like I mentioned right and our goal is get them ready to go live on the phones of following week Who leads these initial sessions? I know every org is different and some works enablement is going to lead training sales leaders going to lead training Are you getting other reps involved in things like the role plays? Are you pulling multiple managers in like what's the ideal structure for a rep going through all of the learning That they're going to be taking in the first week great question So in my opinion it should be the frontline sales leader right because their comp is directly tied to revenue Now I love a nail one I think a nail one is great But oftentimes there are numbers of metrics are tied to compliance completion rates Etc. When you when you have a number of deliver you do different things right so and you know things are what happens actually on the field Right so it should be the frontline sale leader running these as well now Depending on the size of the org that you have right like early on why to go over a sales team I had six reps none of them performing So why brought new people in there was no way I was allowing any of those reps to gonna be to help with any of that training Now as I start to build better team over time I started having some of these top reps help join me and once I have there how they could teach as well I would have them help out too and over time the more these The lock on leaders can build the easier it becomes but if you have nobody Then your number one job is to make sure that person you can invest in hiring is gonna be awesome Marcus what is the key to getting your team bought in on role plays And the reason that I ask is like a lot of times like if I bring up the concept of like role playing to a sales floor You'll get like ten of the reps scoffing it and like oh like role plays are bullshit I don't want to do it. So like how do you room going? You need to create the culture that is okay to role play right now I'm a firm believer a leader leaves from the front so any type any time I teach something or train on something I use what I call the edger framework which is educate demonstrate real plays actions So for example, let's just say new hire week one We teach in the cold calling framework whatever right so I first I'm gonna educate here's what the framework is Okay, next I'm gonna demonstrate Then I do it right but I do it with them. I say hey, I want you to be a tough prospect on whatever's be and they role play They think to see me do it live right and I also picked on the front trying to I'll try to bust me up a little bit And then when they see me do quite well still they're like okay, and then like now's your turn So then we flip it right so we're we're showing them live as part as well So this is absolutely vital that's like part of the and then a's action What then the action is after that now the key is you just consistently so again some right to not gonna like this For sure, but when they start to improve their skills It's amazing what happens over time now the key is also this is You need to build it as part of your overall culture not just in like on board so I'll give you an example So even my Monday weekly meetings we had a role play section of the very end I pick people at random picked different time and we do a real play live So we can see how they would do right if I'm I have a call the sales rep and we own a sales call Call gets over we stay on the talk And we I'm coaching through hey, what did you do well? Would you what could you work on? I pick one area so hey, this is let me show you a good good looks and I'll role play on spot for them They see it now you go. It's a cultural thing over time where it should not just be a singular event that happens only because Or because they're new you do it's a point where they stayed ready. They don't have to get ready That's really the point. This is the difference between an elite sports team and an average one is everyone practices Everyone does drills But you look at the way an elite sports team drills Nick and I were both wrestlers back in the day And you can tell if someone is elite by the way they drill because they will get 30 takedowns in five minutes versus a jv wrestler Is going to do like one stand-up slow talk around you can practice the same cold call talk track 20 to 30 times in a 10 minute period and you'll get more out of one role play session than most teams get out of 20 or 30 in a row because they're not getting the density of repetitions And so Marcus as you're going through those reps over and over and over My guess is you're not just saying again again again again like Talk talk to me about like the coaching motion in between role plays 100% so the first piece is um One of my key goals is also how do I increase their self-awareness because they increase their self-awareness requires less coaching from the actually long term wise So they get done with the real player role play whatever you want to call it And then you kind of do the kind of like oh they're kind of feed a little bit right and I'll say hey, you know I'm on what did you do well? And they'll first like wow god god this bit I know What did you do well? So I'm going to recognize the what they did do well for it's really important to Recognize the behaviors you want to see happen again, okay? So they'll they'll If they don't have any or if I've written some now tell them hey, you did a great job But they can you know you start a really strong your confidence is really strong you did extra on the Y strong So just making sure they understand what they did well That's hey cool here's the area. I want you to focus on so I pick only a couple things right as I hate Here's what what's the focus on next? Okay, let's try real quick. Just just out one component So for some time for example, let's say if you're practicing like a full discovery right with them That could take like 20 30 minutes. That's pretty robust. So they haven't tried to go back a whole thing again without that one single party Want to fix that might have the big big impact is hard. So you say hey Just as one part let's role play again again again And you coach them as they go to reach one on what they how they can do a little bit better Right, so it's the same with cold calls right if they're doing cold call like give me your cold call pitch Okay, pretty good work on this. Let's try to get Okay, that was better. That was a five Give me it. Give me a 10 Okay, they go again. That was an eight. Here's what's eight. Here's how we get you a 10 again So our goals to basically practice more than they play so that the same goes is like pros practice more than they play Amateurs play more than they practice and it becomes very clear on the field So let's keep this going as we go to the next couple weeks of the ramp because as I understand it these real plays are interwoven in every single week in week two You were sharing with us the big things that folks are trying to accomplish is They're starting to make their first live calls literally in week two and they're mixing this between Listening to top reps and doing their own dials and your training is mostly focused on objection handling Outreach messaging and discovery with the intended goal of week two of like they're trying to get one meeting on the books I think that's the extent of what you're covering in week two Let me know if there's anything you would add there or if we should talk about the next couple weeks No, it's probably exactly their goals given book at least one meeting I command then be handed to maybe a top rep to run with them being a tenance of it so they can see that quality of meeting Yeah, how a top rep runs it. So let's talk about week three you call it the ramp up week the ramp up So here at this point if you think I'm on a time frame perspective They have some core foundational skills. They're starting their making calls They have the real plays we can continue to ramp up so they continue to do prospecting blocks and continue to watch live calls Or reps, but now they're also at this point they shouldn't train on how do you run links to discovery and demo? So they're doing real plays with the leader on this as well This I find week is a great time at this point to all start adding more proc training But not from a rep but from like a top performing sales engineer Okay, and engineer who understands Hey, here are the features and here's how links to business impact So this way they can start to understand that whole bridge and not someone who's this overly technical Who doesn't have the sales mind necessarily for that piece and go at this point could be something like book two meetings And now run a discovery With a top AE over such you're leveraging the team as well Again, if you don't have a top AE then you're gonna be you're gonna be you're gonna be on that call with them But you should have trained them at this point how to run a discovery So you can take a step back and see how they do and help coach you calmly based up how they how they actually run the call Did you talk about That Comfort in throwing a ease into real sales cycles When they don't know everything about the product yet. This makes most of them uncomfortable to be quite frank 100% So this is why if you notice even up until this point There's been very high direction and very high support So you're building actually a lot of psychological safety with your reps leading up to this point right so this way Like and I think a key point is was if when they're doing real plays with you as a leader if they don't do good job That's okay, but you don't want to beat them up like you are the worst market you're you're terrible I don't want you to oh yeah higher you don't want to end that you want to be you want to be encouraging support you want to be a great coach Increase their skills, okay? So that way when they're on those calls they feel much better now here's the thing if In those real plays you are not seeing a progression of those skills where they can do it even okay discovery You may need slow play the ramp right at this might be the case the question the ask yourself is hey I know this this rep might be uncomfortable But what's holding them back exactly and what can I do as a leader to help prepare them for discovery call because now we know there are They're behind pace, okay? I mean you don't tell them that but this is like in your mind like okay I need to make sure you know Marcus here is struggling How can I best support him do I need to set more time for real place? So for example sometimes I always said I will call I called rookie rallies So they're they're not they're not pacing where I need to be so I'll set a separate time where it's just me and them and where does do more real place Just just practice drills running boom over and over to the points of this way They feel more comfortable next week then the course they might still be uncomfortable, but they can run the call Can observe them listen flound a little bit which is okay, right and then come help them a little bit if I need to right or at times Sometimes if I know it's a low quality call all often completely watch the call which is okay as well because I want them to Make sure they can understand like where they're at and they can read the situation and get better over time how do you decide When to jump in versus not to it all I get if you have like a dq prospect just let it sort of bomb But like give me give me a little bit more there 100% so obviously if it's a if you're like a good dq that it is Okay, I'm fine dude dude thing. It's fine. It is what is now Let's say it's a real vibe up to a size of opportunity the first thing I'm gonna do before I take over But let's just say for example if I train them on something already And I know they can do it. I may prompt a little bit right? You mean so like for let's say for example like They just didn't ask about like you know the buying process So I might say oh hey Nick you know remember we were doing some research earlier and you had mentioned that you saw that The the CRO is actually our mind. Do you want me to double tap on that real quick? So I'll try to get really easy soft Just to try to prop their memory like oh okay, there's this right independent whatever it is I'll try to do that first especially if it's something I expect them already know and hopefully they have the where like Got it. I gotta do this now if they completely miss it like Uh, yeah, we just just researching our minds of CRO I'm like Okay, that's not you know, okay, then I'll jump in but hey cool. Hey Based on her research blah blah blah blah blah and I'll go into a deeper pro Geber digging of the process right? I love it. You give them the softball. You're basically saying you know Alex I'm wondering if it might make sense to give Jane a sense of what our implementation process looks like if I'm like knows that talk track I because I find where reps struggle sometimes especially when they have a leader on the call It's less about can they verbally execute the talk track for the component of the call It's like they might not see that that's where they need to take it And so one of the ways that you can actually reduce the cognitive load on your rep is by helping them with the call structure of what Talk track or block of the call they need to move to next and that's what you're doing when you log this off All is your like you're helping say we need to go over this direction without taking the reins away from them So it's something that kind of helps along the same lines right? Content time this topic is this is actually why for all my teams We had a pre-called plan sheet that follows specific order of things we want to cover in a certain way That you know take notes on in reference So that way they had a visual reminder they can go through as well while on the call too So they miss anything it's like they all the members like oh Okay, next I got I got big into this it's just as a quick little trigger prompt right so they have this and they have me live Just kind of guiding them a little bit because again my my job is to build new habits for them They may not have before could you talk about What that looks like because I think teaching Discovery is a really hard thing to do because it's like generally like a non-linear process You don't want to script out every question they ask what does that actually look like? What is that resource for them? You first you teach in a framework, okay? And then you demonstrate the framework. So what I like to do is like for example if I'm on my whiteboard You know, well, it's virtual or in person, you know if it's in person I write out the framework What's the look? What's each letter stand for or what's the four steps? Whatever it's gonna be and then as I demonstrate it I check it off to show them visually you know for example if it's hard so hey I'm I want to feel like they you know I'm uh they feel heard and the objection I was saying hey Nick. I really appreciate you sharing that Check so they hear me seeing it they're saying it they see the check and they're like oh click right and go the next step They do the same thing And same thing right and then will we go in so this is like helping reaffirm into the brain how to do it And then once we actually how them do the real plays in the practice scenario if you will right I do the same thing and then what do we miss so what if I'm teaching in a group or individually? I'll be like you nailed it. Okay. Did you get the H? Yes. Did you get that? Do you get step one? Yes. Yes. Step two. Yes. What we miss step three Step three. So it's increasing our awareness right then the third component is how can you build tools to make it easier to build it as a habit So like for example Discovery is a great example because discovery there's so many things in covering a great discovery So I had to come with my own framework and it's eight core components called powerful So they knew I had to cover these eight things if I did that and obviously the scale wanted to help while you do it But like cover these eight things Okay, I did a pretty good discovery. So this helps me keep them on on on track with that now the key is this You teach a framework you real play the framework Everything goes back to the framework if it's like you know like huh I'm not sure what this deals at. Hey, no promise. We'll have framework up Do we cover the pee for pain for pain? Okay, one level pain do we have here? You cover the over up to so You have to have these things to go back with consistently to simplify and reduce the cognitive overload of what they're trying to learn and adapt to because it's all new for them So let's keep that going then to one of the places where there's the most opportunity for cognitive overload and for things to go off the The rails which is like how they structure their time and how they spend their weeks and that's what you get into in week four So as a reminder week one you're setting the foundation you're going through ICP stuff basic product knowledge Phone scripting a ton of real plays with the goal of like in week two They're ready to start making calls with the goal booking their own meeting and then week three they're continuing to prospect They're joining some calls. They're doing more real plays. They're doing product training from a sales engineer But then week four this is when you're like this is how you run your week. This is how you spend your time. It's talked to me about week four percent. So this is the week where we need to show them exactly what great looks like because they might have seen just different varying schedules already Right and they're unclear and the reality that they talk to top reps top reps say I just work really hard They're unclear to what I actually what they do right so what you want to be able to do because they'll continue to all the processing and Life calls training and etc But we teach them the perfect presence club a week at that point So it's it's broken down and so step by step exactly what when things are from eight to five p.m Whatever hours you run or what the perfect week looks like even when they take breaks when they arrest when they do everything Should be built at this calendar right and this is like really quick So then see what they can see what great looks like and It also helps to understand the math behind the numbers. So for example if you're like hey, you know Marcus your goal is hit a million bucks this year. I want you to book five meetings a week That doesn't have much meaning to me But if you can show me how it actually looks on my calendar from everything else that I do from when I prospect And when I prepare to all those key things it helps you understand what's most important Now that's why when you're building up that perfect week It's also really critical as a leader is you have to help them simplify the focus So the number one thing I hear I hear from reps all the time that they say I don't have time to go and sell Right, I think this the Salesforce data sales report says like like maybe they spend only 40% of their time actually you know actually selling right So when you build out the perfect week and you help them identify what their clear IPAs are income producing activities then you can help them isolate down Hey, you know what you can only four things that makes you money number one generate pipeline number two Advanced pipeline number three closed pipeline number four banjo sales skills everything else is just noise And I want you a week to just like this every single week now here's the reality When you build that perfect week Some are like oh, it's not gonna work every single week because impossible. It doesn't matter Even they stick to 80% of the time they're already far ahead It's kind of like if you want to build an elite physique and be a world-class top 1% wrestler if you will You get their exact routines get it how they eat how they work and how you do anything Even if you only stick to a half the time you will be better than like 95% of people out there What's the most common place of Resteering a reps allocation of time that you see yourself coaching on in that ramp period Are they spending too much time thinking oh, I need to prep for my 30-minute call for 90 minutes? Are they not prospecting at the right time of day? Where's the biggest place where you give feedback and change? How they allocate time so I'll say it's different from the team that I ran versus why I see the clients my team is a little bit different So at a hundred plus reps and we had set dedicate time to prospect as a team So everybody knew h-12 Mondays 8 to 12 Wednesdays Manitary this is we do as a team. This is how we this is our rhythm right? So that that way I knew for sure they're doing the hard stuff. They're getting the repetitions in right? So sometimes what they would do is they would spend like just like too much time researching So then we had to make sure building up and then okay, this is when you research you do your research You know Fridays from one to three p.m. Is when you do your research. There's only prep your list You clean it up you get ready for the fall. We you prior to segment them So come Monday you just open up SCRM and you just go that's it you don't think so you don't you didn't all that so that that was like a big thing Otherwise, they were like random time. They're doing research. So they weren't batching their their their tasks together Okay, um that also has an admin as well because like they did some would we know how to batch admin and they're just Yeah, all the different ways and they they don't have a batch and focus their time Right dude the number one thing that I saw change my founding a e Alex's performance when he started here was he was like doing a good job But I was like, oh man things feel like they were taking him a long time And I realized that anytime I slacked him or emailed him he was super responsive like he would get back to me within five to ten minutes And I realized like that's actually a bad thing that he was so responsive to me Because that meant he was watching that stuff and it was pulling him off track And I literally had to go to him and I was like dude I actually don't want you to be responsive to me And I actually have baked into my sales rep on boarding workflow Expectation setting around like SLA's for responses on different channels And I tell my team. I'm like 24 hours on email and slack like as long as you get back to me at some point to the next day Even if it's a no update update. I'm cool with that on those channels And we've created a culture of like if you need something urgently you call and what that allows everyone to do is like put all of the text Base stuff away and not worry about getting pins here and pins there. It's amazing like he he was like I don't know am I gonna lose my job if I don't respond to the slack right away You have to set that expectation. So and a couple things just kind of piggyback off this right So it's really important as leaders you create the conditions for success, right? So one of the key things and this this kind of feeds into it right so like I show my reps How I set everything on do not disturb how to turn off all notifications for slack teams email right and If I text him it's an emergency. That's the only if I text calls it all the time I'm like I will not call or text you right and here's the other thing because sometimes as leaders We get different random ideas. So we ping people at that time of the thing all right So instead what I do is I have a second brain which is basically just a very intense note taking system in apple notes So I'll go to the rep I know it's like a okay, this is like not urgent. I put it in nicks nicks a 101 folder. So then come Monday for a 101 I can address it live together Right, it's a team thing the same thing. So this way I empty out of my brain into a place I can house the key thing that I want to talk to them about so this helps protect the team's time Because sometimes as a leader as a CEO guy as a coach, you know They run towards whatever you say right and that can we can actually be the bottleneck to them That is probably the most impactful thing that I've heard from you on this episode not saying everything else was an impactful but That's a mistake that I make with my reps but actually make it even bigger with my cross functional relationships This may trigger our mod to some degree but like I have a ton of ideas in our business And usually what I will do is I will send our mod a slack of like three sentences with the idea And it's like half thought out and if we had a conversation about it, it would be way more effective But I use my slack message to him as the parking lot for that idea Yeah, as opposed to what I'm literally going to start doing now is putting I have a folder for things to talk about with my reps I'm going to have one for Armand and for Sean who heads up our operations and customer success And what that will start to do is it will reduce the slack noise that all those people get from me Which helps our whole Lord get more productive and then when I'm talking with them in our one-on-one So it can be like all right great here's the six things that I had that were ideas that I can elaborate on and it's going to save me time Because I don't have to like right out of full briefing dock to those so Armand yes, let's take away I've heard of all time because here's a part you have big slacks from Nick. I'm stoked So let's check this out so this might be helpful because I get a lot of ideas too right so I have a separate note segmented by topics Yeah, pipeline lead Jen if you will you know Claude read ops marketing whatever and like an idea I throw into there because sometimes if I read something I can Listen to me quick idea I throw it in there instead and then later on read. I'm like that's a pretty dumb idea I don't want to do that but it's time to have the let's sit in your brain a little bit and then not Not pull other key people from the cure task which ultimately hurts the business Marcus can you take us to the last section of the ramp week five And six you get them into full immersion and then week seven through twelve you call it perform and certify that's right So we five and six at that point they it's full immersion They now know with the perfect week looks like they've been profiting their building pipeline They're now running the part of week to the best of their ability and your job is make sure as a leader Hey, how effective are they with running those calls being support to them and basically helping be there to make sure you can guide them as well That's what we we're expires. They're running the they should be basically doing what their typical week should look like Okay, then you go in week seven through twelve So now they're continuing to run the forward team and in my opinion We should have them build progress progressive targets for them to basically hit and also get to point where they have Successfully have earned their territory or earn something that is substantial and by the way Well, I see some substantial it doesn't have to be monitor It could be like a big kudos. It could be like a printed thing that they do sign frame and send to their house But make them feel really good when you certify them if you will Now I just use the term certify there's many ways to do this some people say hey if you hit those numbers You basically are certified if you will now if you really want to have a kind of capstone You want a culture of growing you build it around something more robust or me personally I want to make it an event because when you make something a big deal it becomes a big deal If you make it a non-think it's a non-think so for me like I had to go I didn't go through and prepare all this stuff Where they had prepared agreements for me they had to prepare like we do a full role play from end to end and they were rated out of Stale as well for different components of the process as well and at that point when they got done You know we gave them a really nice cross pen realness frame will frame letter from it to a picture sense of the sense that everyone so this way it made a big deal for them and for them that was like Some of their their their their their prowess moments because they're like okay. I'm new now I don't you imagine this you have a brand new enterprise AE you know that's a very example They might be causing any enterprise here for six to twelve months They don't see that they'll get the dopamine hits of an SMB rep right we're even min market So like stuff like this gives them Progress shows them that they're doing the right thing. It's validation from you to them say hey week 12 Even though you haven't called it jay which is okay because because of sales cycle you're doing everything right And I'm really proud of you and this is a really powerful way to help lift them up But also to reduce turnover and build them momentum because you know if it's an enterprise like AE If they had turnover early it cost you so much from base hours to read you know all the tribal knowledge and high on all stuff as well Today shows brought to you by unify which helps you prioritize the right accounts at the right time try this Stack your tier one highest intent leads at the front of your morning dial block So if someone signs up for a trial visits your pricing page dial them first before any other counts before you open your slack your email before anything Unify makes it stupidly simple to surface those tier one accounts automatically We built a guide with you to find on how to get 100% of bdr's to quota in 2026 go check it out in the show notes Today show is brought to you by 11x you're all in one digital gtm team handling creating Qualifying and converting pipeline across every channel if you are still using Stale triggers like congrats on the funding you're getting blended in with everybody else the best use unique signals Exactly LinkedIn posts negative product reviews podcast appearances and use those as their trigger And we built a growth playbook with our friends at 11x breaking this stuff down You can get it for free at 11x.ai backslash 30 mpc or grab it in the show notes Today shows brought to you by incitely the CRM helps you spot deal risk early So pipe reviews actually drive your number one question I ask in nearly every deal review is what do we need to get in our next interaction with the customer If my rep can't answer that question the deal has risk and I have something I can coach to now We built a guide with our friends at incitely CRM on how to run pipe reviews that surface real risk and get deals moving again And you can get it for free at the link in the show notes We have to move to the final question and it is this What is one horrible ramp mistake? Hmm that sales leaders make that they should immediately stop doing So reps can ramp more successfully number one is they don't ramp them at all But meaning they don't onboard train development they don't do anything They say they're completely hands off. Hey, maybe enable help you maybe not maybe to deck you to put together You know six years ago they say good luck and that's it. That's a huge mistake for sure Right so like even taking one or two core components from today Start implementing it will make you better so for example if you were like okay I'm gonna start doing this real place from week one just just do that you already had the game Obviously the more stuff you do the better is gonna be okay the second component. I'll say the second big mistake is If it's too much proc knowledge training upfront that I just find generally speaking leads to a lot of reps Just talking all about products and features on on cold calls and early calls because our comments gets built up in the wrong thing It doesn't get built up in software problems It gets built in the actual proc in the features which majority time process process don't care about it This one no can you help me install my prop boom dude amazing show everyone hang on for a 60 second recap coming up soon Artinic it's time for a two by two recap. What do you have for your two? My first one is if you are playing backup riding shotgun with one of your reps on a sales call and they're Starting to struggle instead of just jumping in and taking the call away from them Teat them up with the content block or talk track that you think they need to do next that might sound like awesome You know Alex I'm wondering if it might make sense to give Jeremy a sense of what our implementation timelines look like So instead of you explaining implement timelines and stealing the call from them tell them Teat them up for where they need to go next My second one was around managing cross functional relationships You're gonna have a ton of ideas come through your head as a sales leader that you want to send both to your reps and also to your cross functional peers Instead of slacking or emailing that stuff put it on your own to do list I quite literally during this episode created a folder in the app I use called to do is called armond And I'm just gonna put the stuff I want to talk about with you armond there Instead of creating a lot of noise and back and forth between us that frankly isn't very productive over slack We should have those conversations life Number three Marcus called role plays real plays There were two things that I really liked that were new for a traditional role play Number one It is your job as a sales leader to set the tone that role playing as part of the culture and so Marcus is like all right Let me let me go first so I'll show you what it looks like and he's willing to jump into the fray and role play himself as a sales leader That's number one and then number two you get multiple reps in a single role play where every time Marcus does a role play He says awesome. Here's one thing I liked or what was one thing that you thought went well versus something that we could have improved on And then immediately that improvement happens on the spot Okay, and then lastly number four that role play does not only happen during onboarding One thing that I never thought of is Immediately after a sales call when you are debriefing your rep that is the best time to role play your sales call Get off a customer call talk about what went well what didn't go well and then role play that on the spot And that will cement the habit already dick how could people up is out here One of the things that we talked about in this episode was giving your reps the path or calendar to Presidents club in terms of how they should structure their day week month etc And our mind you actually put together a deep dive on how elite sales people Structure their day to win the productivity game and so we've got a link to that youtube episode in today's show notes I actually got a lot out of that youtube episode you've got some really good stuff around Batching and delaying certain things that don't really matter so you can focus on the most important stuff So if you're a rep listening and you want to run better sales days go check that one out if you're a leader listening And you're like I want to coach my reps on this great youtube episode give it a watch and we'll see you next week on 30 NPC And you might be elite like nick afterwards Hey folks if you keep getting grilled in your pipeline reviews try this show up with your deal ricks already flagged So gaps in pain timeline or power and your net smooth ready to dock That's kind of where clary helps is they will show you live signals and risks on your deals in one clean view So you can run your business not have your manager do it for you in poke bunch holes So we put together a free guide on three plays to get your sales manager off your back the link is in the show notes go check it out