Liam Martin is the Co-Founder of Time Doctor and Running Remote, and the author of Running Remote. Increasing productivity has always been one of the goals in sales. However, it is the metrics to measure productivity which has been changing with the move to hybrid and remote work.

Liam shares how asynchronous companies, which have adopted an “unmanagement” style, maintain productivity with less management within a digital environment. He also comments on the role of management as not merely a means of reporting up, but as the ideal role for coaching and development on the ground.

HIGHLIGHTS

QUOTES

Time Doctor tracks more than just time Liam: "If you can pull in a quantifiable, longitudinal metric, so the amount of demos that you've done, the amount of closes that you have, the amount of tickets that you've closed, the amount of Jira tickets that you've put together, these are all examples of API integrations that we have inside of the app, then we can measure against that output and be able to figure out who's doing this better."

Asynchronous organizations are more productive working remotely Liam: "These organizations which I'm calling asynchronous companies, which is a concept which is the ability to be able to manage people without simultaneously interacting with them, I discovered that their managerial layer is about 50% thinner than their on-premise counterparts. So there are more people doing work in asynchronous organizations than there are people managing people doing work in asynchronous organizations." 

The nature of collaboration is different in asynchronous organizations Liam: "The only tickets that stay up there are the EQ issues or the soft issues. Generally, they are, Andy's got a problem with Liam and we need to be able to solve it, because Andy feels like Liam is pushing in on his departmental requirements or what he's responsible for and Liam doesn't agree and we need to be able to work that out. So those human components is what the vast majority of our synchronous time is reserved for."

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Dale Dupree is the Founder and CSO of The Sales Rebellion. The status quo in sales is mediocrity and this is what Dale is rebelling against. By developing your own personal brand and improving upon inherent strengths instead of conforming to processes, both individual contributors and managers can interact with people on a more human level. Dale shares how his unique methodology aligns the way you operate with your authentic self, creates credibility, and makes sellers stand out to attract clients to start—and continue—to do business with you. 

HIGHLIGHTS

QUOTES

Effective salespeople start with management Dale: "Our rebellion isn't just about going and saying you're doing it wrong. It's about helping people to take their strengths, what does make you a good manager, why did you get to this level in the first place, and how can [you] add that little spice, that pepper and that salt that's needed in order to lead your own rebellion and start to tap into your people better."

Interrupt patterns with emotion Dale: "I didn't start pitching products, instead I started pitching more experiences. Hey, you're probably feeling this way at some point in time, whether right now or in the past or it's yet to come, but these are the things that I fix from an emotional standpoint because people buy emotionally more so than anything else. Intelligently, we use our brain to justify the emotion."

Crush quota by creating long-lasting business partnerships Dale: "The Rebellion, what we teach and how we train, is to create that. Not just to say hey, let's hit your numbers but to say, let's hit your numbers and build literal relationships in the process that will then expand those numbers lightyears away from wherever you thought you would be with them. Because of that, it is a long game approach because you have to build credibility and trust."

Results matter more than call volume as a metric Dale: "A sales trainer coming and saying you need to double your volume or you need to triple your volume and you need to follow this playbook to do it, I think really it just disconnects people further from sales because sales is not about how many people can I dial. It's about how many results do I get a day. And too many times in sales training have I seen people going on and basically saying do the work instead of get the result. And so, I think that's a mindset shift that people need to make."

Find out more about Dale in the links below:

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Kurt Kratchman is the CEO at Virti. COVID fast-tracked the need to innovate remote learning, especially in the healthcare industry where diagnostic skills must be accurate. Kurt shares how they improved immersive learning using cutting-edge technology like VR headsets, 360 video learning, and avatars and how this forward-thinking applies even with the return to face-to-face interactions. He also discusses their program for sales readiness that cuts down the time for a salesperson to be productive from 6 months to just 7 days while also providing continuous training for up to 8 months.  

HIGHLIGHTS

QUOTES

Innovating immersive learning for the healthcare industry Kurt: "Simulation training is a big part of the healthcare industry. Every hospital has a simulation center. You practice sometimes on mannequins, sometimes on patients, sometimes on actors. So what we've done is taken a lot of those processes and move them into 360 video and using avatars."

Moving up sellers' sales readiness to just 7 days "The ready to sell means that they can prospect, that they can pitch, that they can take someone through a demo, and they can get someone to yes. And the yes, meaning, typically a POC. Now, the training doesn't stop at 7 days. We have actually a curriculum that lasts for 8 weeks, but they don't have to wait 'til the 8th week to start being productive."

Immersive learning guides the learner's journey and creates situational awareness "When you get into the immersiveness of the video and you get into the diagnostic tools of the avatars, and you bring them together, that's where the magic happens. And that's what we call the learner's journey. So the learner's journey starts with situational awareness, they get into the context of the situation, they see what's going on."

Find out more about Kurt in the links below:

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Sean Sheppard is the Managing Partner at U.plus. Introducing innovation requires the specialized role of commercialization leaders, either to grow the innovation from within or to find a partner who can from without. Sean shares the attributes of such a leader and how their innovation operating model works. Their functional transformation is a subversive approach toward changing behaviors. They celebrate small wins so their partners can then tell the story to their own stakeholders and continue to get the resources to be successful.

HIGHLIGHTS

QUOTES

Innovation in big companies is both inside-out and outside-in Sean: "Outside-in means I have a problem, I think there's a startup out there that could solve it for me. So I go out and I scout and I try and find a startup that I can either buy from, invest in, acquire, or partner with in some way.

And then there's inside-out innovation. We know we can provide a digital version of our current physical experience or we need connected services for our hardware or our equipment, as an example, but we don't have the people to do it."

Usher functional transformation, not cultural transformation Sean: "We do what I call functional transformation. Our approach is we want to find the truth about where our product or service fits with the user or market, what to do about it. We want to create a functional learning organization, now the teams that are responsible for doing it, so we do it at the team level, which is quite possible." 

Find out more about Sean in the links below:

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Steve Hall is an executive sales coach and Australia's leading C-level sales authority. He brings with him decades of experience in several industries and roles, from bricklaying to middle management to sales leadership to executive consulting. He learned that even the most complex sales involving millions of dollars still boil down to the basics: sales is a people business. He shares how to get in the mindset of a C-level executive, create a message that gets you a longer conversation about your solution, and find the best way to send that message as cold emails do not work with the C-level.

HIGHLIGHTS

QUOTES

Even complex sales are about relationships Steve: "One of the biggest sales I made, the COO of an 8 billion dollar company in the states, or UK actually, wanted to meet the president of our company not to look at how the software works, but look him in the eye and say, will you support us if we get in trouble? At the end of the day, it's still about relationships. I'm not saying people will buy off you because you've got a good relationship, but they shouldn't buy off you if you haven't got a good relationship because that's a huge part of making things work."

Empathy and business knowledge are important when selling to the c-level Steve: "To be able to talk intelligently, business, to a senior executive, you've got to be vaguely intelligent and know a little bit about business. And you also need to have the capability of putting yourself in the shoes of the person you're speaking to. That's one of the most important and least understood skills of the salesperson—look at things from your customer's perspective." 

The two things you need to speak to the C-level Steve: "You need two things. You need a message which will make them want to talk to you, and you need a way to get it to them. And the message depends on the circumstances but it could be we want to help you reduce the risk in your automotive department, for instance, or reduce the downtime on your machine, so whatever it might be for that particular customer."

Find out more about Steve in the link below:

• LinkedIn: https://www.linkedin.com/in/stevehallsydney/

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Mark Schopmeyer is a Co-Founder and Co-CEO of CaptivateIQ, the new standard for sales commissions, that helps companies set, calculate, and report paying out sales commissions. He talks about the obstacles to combining different sets of commission data and the need to create a solution. He emphasizes that a scalable solution was needed due to the limits of existing software and how more forward-thinking companies see the wisdom in moving away from traditional manual processes into an automated system. Mark also comments on trends he sees on commissions, such as the introduction of spiffs and other incentives.  

HIGHLIGHTS

QUOTES

Different data sets are especially difficult with commissions Mark: "You had to grab this data from these data systems and, mind you, data never comes in the form that you need it in. That's probably true for a lot of people in different roles. Could not be more truer than commissions. You're grabbing these sales transaction data, then you're massaging it. From a data integrity perspective and you're doing things like splitting deals. Salesforce just doesn't split opportunities."

Incentivize salespeople with fun and rewarding spiffs: Mark: "Gamification's not the right word but there's almost just like psychological element that you can kind of make the commission plan fun and you're driving even more a rally call or engagement or a sub-drive versus like, oh, if you do this, you'll get that, which kind of becomes boring in itself." 

Change and align behavior with incentives Mark: "One of the best forms of incentivizing people is people just like to get paid. Like that is one of the most key ways to change behavior and also align behavior. And so, I think if you can use that correctly, you can unlock a very, very powerful way to influence how people drive their behavior, whether it's to go like 110% to doing something that the company thinks will be very productive."

Find out more about Mark in the links below:

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Orrin Broberg is a consultant to mid-market and global companies who improves indirect and dealer sales channels performance. He has extensive experience as a founder, president, and sales leader in various companies. Orrin discusses the need for manufacturers and distributors to embrace the new digital buying model of millennial customers which demands collaboration between these three entities. He goes deeper into how distribution channels can be enabled with data and media and being in front of the customer during their "moment of truth."

HIGHLIGHTS

QUOTES

Millennials have a new digital buying model that prioritizes collaboration Orrin: "What manufacturers need to do now, what they need to be really thinking about, how do they engage end customers while bringing in distributors and having a collaborative type of model. Not linear anymore." 

"Think in terms of a triangle, with a customer here, manufacturer, distributor, all working together in a collaboration way to engage the customers and provide, at the same time, the distributor and the distributor salespeople the information they need to be a concierge or as Brent would say, the curator of information to help support that relationship with the end customer."

Close the gaps between manufacturers and distributors through feedback Orrin: "You have to get out there and talk to the distributors and talk to the leadership, as well as the salespeople, and come back and bring that back to the folks at the manufacturer and say this is what I see, these are some gaps."

Find out more about Orrin in the links below:

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Luigi Prestinenzi is the Co-Founder and Head of Growth at Sales IQ Group and host of the Sales IQ Podcast. Your mindset can either create amazing results out of nothing or be the greatest hindrance to yourself. Luigi talks about the spectrum of mindsets, from growth and fixed mindsets to the similar open and closed mindsets that are prevalent in sales. He shares how building trust, adding value, and partnering for success with an abundance mindset flows into the seller's charter of guiding buyers to a decision point.

HIGHLIGHTS

QUOTES

On failing once and never doing it again Luigi: "If we all take that mentality of everything that I'm going to do, I'm going to go in with a thirst for learning and a thirst that anything's possible, regardless of the previous experiences that we had, our mindset will allow us to capture the full opportunity that's in front of us."

The seller's charter is to guide prospects to decisions Luigi: "If timing's not right for you, no matter what I do I can't force you to that point of decision. And if I try to do that, then I'm not helping you choose me, am I? And I think that's the type of mentality, that charter, it's about going my role is to help, my role is to guide, my role is to facilitate and help the prospect arrive at a certain decision point."

Every sales interaction is a learning experience Luigi: "This is having that attitude and that mindset of being the apprentice is tackling sales every single day with a mindset that I have so much to learn today, that regardless of what happens if people buy from you or they don't, I'm going to win at the end of the day because I'm going to take away incredible learning."

Find out more about Luigi in the links below:

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Jennifer Allen is the Chief Evangelist at Challenger™. She shares the 5 sales mindsets they discovered: Relationship Builder, Hard Worker, Lone Wolves, Problem Solver, and Challenger. The last one, Challengers, are the debaters of the world. As sellers, they don't settle for the status quo and achieve this by presenting insights to clients on the costs of remaining in the status quo. Jennifer also discusses their Challenger Loop and how surveys still work to provide feedback on deals they lost or are in danger of losing.

HIGHLIGHTS

QUOTES

Pairing your sales mindset with a methodology Jennifer: "I think Challenger is really about arming someone like me who is a Relationship Builder to rewire their brain to say, 'You don't have to be this person's best friend.' They're not going to buy from you because you took them out to lunch or you were super nice to them on the call. They're going to buy from you because they think you have insight that helps their business.”

Hiring questions to ask Challengers Jennifer: "What information, beliefs, assumptions lead them to believe that current state is good enough? And that's what I'm looking for. Are they looking at CEO podcast interviews? Are they watching content online? Are they a student of the customer? And then three, how would you think about reframing them through questions?"

Why "better" ends up as a no decision Jennifer: "My job as a seller is not to show why it's better. My job is to show the cost of an action. What is the cost of the status quo? Before I ever start going off about what I have to offer and what that looks like."

Find out more about Jennifer in the links below:

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Jim Duffy is the President of The Litigation Connection. His business is finding the best litigation lawyers that fit his client's very particular needs and niche. He walks through his research process which has dramatically increased his bookings and how to utilize this research during the actual cold call. Jim emphasizes the need to be genuine in developing a relationship and determining fit, rather than being salesy, as there is simply no need for it in his space. 

HIGHLIGHTS

QUOTES

Researching niche litigation lawyers Jim: "I look at different keywords and then we take those keywords and we'll look at the left of that phrase, left of that keyword and the right of that keyword and pull those phrases together, and that creates this phrase that really is the phrase that matters because it really tells about what they do vis-à-vis what my client does."

Creating a story using talking points from outsourced research Jim: "As the phone's ringing, I'm looking at the notes I already have, he was... on the John Gotti trial, and then I'm looking all these other points, and then I'm scraping that also and putting in it as a tag. So it's almost like a story of all these disparate pieces of information and the person who's making the phone call has to have the ability to take those disparate points and put it into a sentence."

Calm demeanor versus fast talking on a call cold Jim: "I'm not saying that somebody who's high energy can't be successful but I think that the person that's receiving a call or talking to somebody doesn't want to speak to a fast talker or the one that seems like the Diamond Jim. They want to talk to somebody who's genuine and having a calm demeanor and having a good conversation about what the situation is all about." 

Find out more about Jim in the links below:

More on Andy:

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Sponsored by:

Revenue.io | Unlock exponential growth with an AI-powered RevOps platform | Revenue.io

Scratchpad | The fastest way to update Salesforce, take sales notes, and stay on top of to-dos | Scratchpad.com

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