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In this video, I get really in-depth on the actual scaling of a sales team process,

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the training process, the onboarding process, the management process, etc,

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so that you can scale sales within your organizations.

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The interview process we're testing for is the speed of response.

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You can test work ethic by how quickly they get back to you because you are a lead to them.

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Number two is somebody who's intelligent.

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So if somebody sounds like an idiot, then the impression that they're going to be giving up

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your brand, the next one is who wants somebody who can listen.

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So if someone's dominating the conversation, they're talking, they're, you know,

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motormouthing, it's not a good idea.

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You want somebody who's kind of an ambie bird.

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If somebody who can listen and can talk when it's time and socially aware,

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you want somebody's coachable.

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And so you can measure coachability by saying, hey, I want you to roleplay with me in the situation.

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And you just give them a little bit of context.

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I don't care about how well you sell me.

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I just want to hear you talk through things.

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And then what you'll do is you'll give them feedback and then ask them to try again.

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Now, if someone can take the feedback without an ego,

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then you have somebody who's coachable.

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And if they make improvement on the second try, then you know that they can improve.

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If someone is not coachable and they do not take feedback, well,

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you can already know way ahead of time that they're going to be terrible for the team.

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Now at this point, they have to transition their general knowledge of sales

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to your specific product or service.

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Now, I think one of the things that's overemphasized is product knowledge

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and what's under emphasized is prospect knowledge.

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What we should be focusing on is who are we selling to,

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more than what are we selling?

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Because who matters more in the sale, the person, the product, the person.

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Right? So we want to understand their problems so in depth,

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because if you can explain to somebody exactly the problem that they're going through,

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they will buy whatever you have,

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because they will believe that you so intrinsically understand what they're going through.

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Once we've decided to hire this person,

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I like to have a 14-day onboarding period.

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What is covered in the onboarding period is that we want them to listen to sales calls that are good.

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Now, if you don't have any sales calls that are good,

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like I would recommend you go and sell and do it well,

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and then record those calls and have them listen to it.

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You want them to be bathing in good sales.

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All they're doing all day long is listening to sales calls,

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listening to sales calls, listening to sales calls,

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and you can see if they watched it based on most software.

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Once they've watched, let's say, about 40 different sales calls,

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they're going to have a pretty good idea.

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Now, in between those watchings,

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you want them to work on the script.

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The script should be, in my opinion, a question-based framework.

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It's a framework of questions that lead someone naturally to the conclusion.

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When I review the sales groups of our portfolio companies,

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when they're trying to improve,

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there wasn't a core decision that was articulated.

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The sales people, in general, would multiple times

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about the sale, just say,

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do you have any questions for me?

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Do you have any questions for me?

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And that's an indication that the salesperson

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doesn't know how to close, clearly not following the script.

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Because you're not asking the prospect to come with more reasons to not buy,

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right? You're asking them to make a decision.

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It's going to be very clear at the beginning of the call,

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which is clarifying why we're here,

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and then labeling them with a problem.

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So that's the closure framework.

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Clarify why they're there, label them with a problem,

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overview their past experiences and pains.

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Once you have that, you gather enough info.

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You say, cool, I think you'd be a good fit

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and I'll tell you about it.

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You get invited to sell, which is the S.

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And then you explain very short analogies

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why you think you're going to be able to solve

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two to three of the problems that they explained,

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and then you ask for the sale.

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And then ENR are explaining whether

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they're concerned in the reinforced decision.

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And so once we have a script,

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do you want to boil down the decision

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to the most basic unit possible?

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And the reason you have to do that thinking

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is because you don't want them to try and think about what the decision is,

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you want to give them the decision

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that they have to make by the end of the call.

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And so if you were selling a B2B service,

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it would be like, the decision we have to make

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is whether you're going to make more money

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than you will with us in excess of our fame.

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What most people do is they just talk for 30 minutes

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and then they just present the price.

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And they just don't have any structure of the conversation

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and they don't actually do any fact-finding.

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They go on off all of these all these changes.

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Why are you here?

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What is your problem?

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What if you try to solve?

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Here's how I think we can help you,

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given what you just said

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to make this one decision,

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which is, can we help you more than you could in your own?

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Yes or no?

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Fantastic, close.

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That's it.

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Once we've clarified what that script you need to look like,

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and that's a big picture.

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There's obviously wording,

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but for the sake of this video,

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I want to talk bigger picture.

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So once you have that,

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and this person is washed themselves in sales,

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they're studying the script.

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What you want to do is you want to roleplay with them.

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You want to roleplay with them every morning

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during their process,

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so they get better at it.

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Once they pass the roleplay test,

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and you feel like,

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whoa, that sounds like a lot of work.

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Well, it is a lot of work to go to great sales team.

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Once they sell you on them being able

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to have this sales conversation,

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then you put them on the floor on a half schedule.

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Now, I'm going to give them a full schedule

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because you want them to blow through a tunnel easy.

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You give them a half schedule.

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The second half of their day,

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they're still reviewing the calls they had,

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and then you're still meeting with them twice a day,

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beginning the day and a day.

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The second week of this training,

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when you're reviewing the sales calls with them,

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they now have fresh ones that they went through

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that you're going to give them feedback on.

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Here's how you have these meetings.

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When you do sales manager meetings,

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you're communicating the goals,

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which in sales is usually pretty straightforward,

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you're making sure they're motivated

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and then you're training them.

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That is the point of the job.

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You motivate and you train them,

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long as they're clearing what their KPIs are.

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30 minutes before the call that you have

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with the new trainee,

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you listen to one or two of their sales calls at 2x speed,

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take written notes of all the things

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that you would want to improve.

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When you get on the call with them,

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which should happen immediately afterwards,

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because it's going to be fresh in your mind,

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you then look at your notes,

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and then you want to bold or prioritize

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one to two highest impact things that they can do.

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Now, there's probably a hundred things they're doing wrong,

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but you just want to start with the highest impact things,

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and then you give them those things,

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and it takes about five minutes to communicate that.

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30 minutes to review and write the notes,

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five minutes to communicate the thing

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that the one to two highest leverage things

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that they can do to improve,

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and then 25 minutes where you roll play again

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with them with the new changes.

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And then they go back to the next day,

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they do more calls,

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you listen to see if they did the thing.

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They didn't do the thing to roll play again.

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You're the next day, you listen to recordings,

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now maybe they got it right,

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and you say, hey, keep doing that, you're getting better.

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Now, let's also do this thing.

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When someone says I got to think about it,

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when someone says I have to talk to my spouse,

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when someone says that's a lot of money,

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let's drill this over count.

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This is what I need you to say.

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You have to flex that muscle as many times you can,

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get those reps in within that 25 minute period.

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And so, as you're scaling a sales team,

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you need to do that with all of the reps.

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That is what sales management is.

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It's not just like sitting there having one weekly meeting

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and checking in on people

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and asking them what their pipelines are.

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You need to be reviewing sales calls with written notes,

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prioritizing where they can improve the most,

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and then communicating and drilling them on those things,

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maintaining the culture of the team through three things.

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One is having a leaderboard that is visual

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and up to date at all times.

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Sales people are competitive,

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you want to foster that competition.

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Number two is that you want to have clear KPIs

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and some sort of bonus,

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and we like every 30 days to 42 days,

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every four to six weeks,

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having some sort of big little thing

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that they can brag about

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winning some sort of sales competition.

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Of the different objectives that we have optimized for,

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the one that has worked best for all of our portfolio companies

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is optimizing for cash up front.

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There's three things.

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One is the leaderboard,

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two is the KPI and competition,

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and the three is that you have to cut

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to bottom 10% on a quarterly basis.

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If you're not cutting,

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you're communicating the team that's okay to suck

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and it will drag down the culture of the team.

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And so the job of the manager besides training

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is motivation.

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Motivation comes from culture

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and the standards that we set for ourselves.

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And what you agree to tolerate.

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And so fundamentally, sales management is a skill of tolerance.

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Is the person who tolerates the most

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is the one who has the weakest team.

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You can tell the difference between the winning teams

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and losing teams usually by the coach.

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How can you have one coach go from a losing team in the NFL

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to almost undefeated team in one year

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because of the leadership,

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because of the culture,

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because of the mojo,

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because we say we no longer tolerate these things.

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Like if you want to be here,

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this is a world-class sales organization.

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And if you are on the team,

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it means that you're agreeing to that.

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There was a time a few years back

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where our sales team got a little bit bloated,

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got a little bit fat,

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and so I ended up cutting more than half the team.

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And then I had a meeting with everybody afterwards.

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And I wanted to reset the tone.

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And I was like, guys,

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if you're here,

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it's because A, we value,

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and we think that you're a solid.

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But B, it's because we think that you're going to buy into the vision

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of what we will have for the future,

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which is we want to build a world-class sales organization.

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And if you want to stay on this team,

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then it means that you're agreeing to that.

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And I don't want to say that you're inherently agreeing to that.

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I want to let you guys sleep on it.

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Because tomorrow, if you want to quit, that's fine.

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You just let me know in the morning, no harm to fail.

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I'd rather you just tell me,

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because what we're going to go through

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is you can be a significant change.

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And so if your sales manager is coming into an organization,

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you say these are the new standards of what we will do.

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I expect you to all attend our 5am training

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for an hour where we drill together.

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I expect you to show up on time to every single call.

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I expect you to clean your pipelines every single day

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and that you put the call notes in the CRM as required.

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If you do not do those things,

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even if you're the best close on the team,

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I will fire you.

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Are we clear?

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And the reason I do that is because I want the culture of this team

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to be one of excellence in everything we do.

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Because if it's worth doing, it's worth doing well.

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And so you have to set that tone on the team

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to get them to want to raise up.

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And that's where the leadership of sales managers

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is so important.

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As a side note, I have rarely found

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that the best salesperson is the best sales manager.

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Sales managers tend to be more giving in general

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and more stable as people.

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There's less emotional highs and lows.

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They are more even.

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They need to be the rock of the team

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that people look up to.

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No one respects a sales manager who says,

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do all these things and doesn't do it themselves.

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And so they have to emulate or exemplify

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what work ethic looks like,

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what following through looks like,

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would finishing your checklist every day looks like,

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being first to show up for the meeting in the morning

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before everyone else does,

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like you have to lead by example.

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The last piece I want to hit on here is the cadence,

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which is what frequency are we talking to ourselves people?

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The first 14 days,

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you're going to be talking to that person

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once or twice a day when they're getting onboarded.

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Once they get out of that training wheels period,

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which is the half week,

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if they meet the quota,

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which is the minimum allowable close rate

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or whatever metric you want to use,

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then they can get a full schedule.

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Once on their full schedule,

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they're still kept on that.

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And everyone understands that if you drop below KPI

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for two weeks, you go on a PIP,

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which is a performance improvement plan,

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which means you go basically regress back

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to being a trainee,

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which means I now have to train you the way we were,

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and I'm going to take even more attention

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to fixing your calls and getting you back on track.

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If after the next two weeks,

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you still haven't improved,

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you're off. It's the name.

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Now, when you hire people,

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you also set that expectation.

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This is how this works.

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This is a dangerous place to work.

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We do that because we expect excellence.

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You want them to be fired up and be like,

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let's fucking go.

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The cadence after you've graduated,

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someone's the trainee to full time,

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is you would meet with them on a weekly basis,

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and then maybe after a year,

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every other week if they're just killing it.

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But most times,

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most salespeople meet on a weekly basis,

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just to clean the engine,

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check in on things,

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give them a couple of tidbits,

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hear them out, etc.

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The structure of those calls already outlined

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in terms of how you give feedback.

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That same feedback structure applies

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to all of the existing guys too,

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which is an hour per guy per week

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is for the sales management.

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And so you take 60 to hear maybe two calls,

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because you can listen to it on a faster rate,

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and then you can have your written feedback.

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And after you have the call with them,

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you want to message them or email them the salient blocks.

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And if you're an organized person,

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which I recommend you be if you're a manager,

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I like having a tab of all my salesguys

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and having the things that I want them to work on each week

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so that I can just date it.

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I'd say like last Monday,

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I said these two things, come back this Monday.

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And so when I'm reviewing it the next week,

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I'm saying this is the two things that I tell them to work on.

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Did they improve it?

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Yes, no.

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Cool when I come back to that call.

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I'm like, hey, we said these two things, did you do it?

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Did it result in you making more deals?

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Awesome, cool.

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Big meeting cadence, you've got your weeklies,

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you've got your monthlies,

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you've got your one on ones that happen on a weekly basis,

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or more frequently if they're on a performance plant

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or a trainee.

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And then you have, as a team,

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daily huddle, end of day huddle.

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The end of day is a short just like,

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00:09:57.440 --> 00:09:58.440
hey, how's it been doing?

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Checking in, cool, awesome.

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Make sure you clean your pipelines, et cetera.

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The early morning one is a training.

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If you want, you can make it optional.

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And if you're on a performance plant

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or you're a trainee, it's mandatory.

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With the right culture teams,

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most guys always attend.

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That's the overarching structure

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for scaling a sales team in an organization.

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The only other thing that can happen

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is that they will lose conviction.

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That's when sales can get cold.

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The things that keep people motivated are the competitions

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because that keeps things fresh

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because it's a very repetitive job.

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But also reading testimonials of clients

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that they recently sold in the results

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that they're experiencing.

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And you do that so that they feel like they're good guys.

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00:10:30.680 --> 00:10:32.960
Because a lot of times sales can feel very hunt and kill.

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00:10:32.960 --> 00:10:35.240
But you want to self-replace empathy,

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00:10:35.240 --> 00:10:36.920
genuine empathy, not nice guy.

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00:10:36.920 --> 00:10:38.000
But like, I really want to help you,

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00:10:38.000 --> 00:10:39.240
which means you need to make a decision.

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00:10:39.240 --> 00:10:40.080
And that's what I'm like.

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I'm not going to let you hide in your excuses again

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00:10:41.800 --> 00:10:43.640
because I really am trying to help you not say I am.

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00:10:43.640 --> 00:10:44.960
Because I've seen guys just like you

394
00:10:44.960 --> 00:10:46.120
changed the lives by doing this

395
00:10:46.120 --> 00:10:47.480
and I know you're just putting bullshit up.

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00:10:47.480 --> 00:10:50.000
You're afraid and that's okay because we're going to help you.

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00:10:50.000 --> 00:10:52.600
You have to have somebody who's willing to push through the know

398
00:10:52.600 --> 00:10:55.080
because they believe in the product

399
00:10:55.080 --> 00:10:56.880
and the transformation of the other person's going to experience

400
00:10:56.880 --> 00:10:59.480
not because they have their ego tied into it

401
00:10:59.480 --> 00:11:01.640
and they want to close the sale to be number one.

402
00:11:01.640 --> 00:11:03.640
You get their backwards and you do that

403
00:11:03.640 --> 00:11:06.520
by having people who were clients hop on a sales call

404
00:11:06.520 --> 00:11:07.640
and talk about their experience.

405
00:11:07.640 --> 00:11:11.320
The second best thing is to watch videos of testimonials

406
00:11:11.320 --> 00:11:12.880
with the team before you start the day

407
00:11:12.880 --> 00:11:14.120
in the early morning huddle.

408
00:11:14.120 --> 00:11:16.480
And then the third is just read them out loud yourself.