Selling Saas

The mindset that many sales reps have which is that they already know what they're doing and don't need to get better. The argument is that reps should have a hunger to get better and a willingness to get outside of their comfort zones in order to improve in their practice. It is important for reps to be willing to make mistakes and look like a fool in front of their practice partner in order to learn and get better. Having both the hunger to get better and the willingness to get uncomfortable will lead to success in practice.

• The Story Behind the Creation of Practice Lab
• Exploring the Gap Between Knowledge and Skill
• The Gap Between Understanding and Performance
• Exploring the Benefits of Deliberate Practice in Sales

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The conversation explored the importance of having revops data connected to enablement teams, processes, and protocols in customer facing roles. It discussed how sales managers often need to react quickly to customer needs and how having access to the data in salesforce can help enablement teams develop a plan of action. How to quickly assess gaps in core competencies and skills across their go-to-market organization, which helps to identify areas of strength and areas of improvement.

Slower levers to pull that have a major impact on growth, that nobody seems eager to pull

Unlocking the Power of Second Layer Teams in Sales

Connectivity of RevOps Data and Enablement Teams

Creating a Competency Framework for Organizational Alignment

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The people who let adversity weigh them down, are the ones that let that story happen to them instead of for them. And, how leadership isn’t about you at all, its all about the team.

• Living through times of adversity that ends up shaping your life
• Our responsibility as a leader to help others translate their adversity into winning.
• Getting into Leadership? Make sure you WANT to do it.
• Understanding what leadership is and knowing its not what you think it is

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The challenges of implementing new technology to streamline sales processes. There has been an influx of people hired to help startups with this task, but they often lack the sales experience to truly understand what is needed. The technology is complex, with CRMs, marketing automation platforms, Cadence tools, and other tools often purchased by sales and marketing people without the IT organization's input. As a result, the tools are often not implemented correctly, leading to a lack of data and misguided efforts. 
The challenge is that most sales and marketing leaders are not technically skilled enough to do it properly, while those who have the technical skills may not understand the nuances of the go-to-market motion. To bridge this gap, companies are employing go-to-market analysts who understand both aspects. These analysts are data analysts who started in the sales and marketing world, rather than data operations. They understand the technical products and can use them to reflect the nuances of the go-to-market process.

Why is process compliance so important: data and measuring pipeline efficiency.

Overly complex tech stacks that get in the way of things and not investing in skilled enough people to make use of them

Improving the Opportunity Pipeline Through Tech Stack Optimization

even though it may be “easier,” is it hurting data to help progress.

the only IT product that isnt bought by the IT department.

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When calculating the cost of sales its important to not just add in the head count and the tools, but also the resources and materials supporting the customer facing teams. And a simple way to reduce sales cost is by making the team and the resources more effective by proper training and centralizing resources.

One of the key ways to take the pressure off your customer facing teams

reducing the cost of sales without simply reducing head count

acquiring skillset and then working hard to apply leads to exponential growth and the ultimate leverage

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When we as sales reps fail, its hard to look inward for improvement, we tend to point the finger at the company we’re at or just jump ship thinking its going to be better on the other side, but then its the same everywhere we go. If the only constant in the equation is you, wouldnt you think that you are the one that needs to improve?

- Wasting time with people who don’t want it

- What the combination of desire and attitude can get you

- Challenges are part of the game and you must be willing to play if you want to win at a high level

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Early-stage founders should focus on the bigger problems that their prospects have, and if their product isn't solving one of the top five problems, it's likely to fail. He used Salesforce as an example, as it is used every day and typically one of the last products to go when a company is struggling. To conclude, he suggested looking at product positioning to determine the success of the product.

In terms of sales, asking prospects about their daily usage of an app to better understand the impact it has on their business. And, asking better questions to evoke emotion from prospects and increase the chances of getting a sale.

OTHER TOPICS:

Indicators of how well of a fit you have in your market and where in the business cycle does your product sit

What problems in the business come before yours for your clients?

Why Simplifying your approach and the way you describe your business should be a massive priority

Leadership, the difference between the leader you were in the beginning vs the one you are now.

Money motivated sales and being top performers? That’s easy, but its only 10% of the sales reps in the business.

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Sales enablement and how to make it successful. It is noted that there is no universal definition of enablement, and as a result, enablement teams often struggle with how to best leverage their services. It is suggested that enablement teams should focus on the strategic goals of the organization, such as the CRO's goals, in order to better prioritize their own goals. It is also recommended that enablement teams should focus on how their services can help salespeople reach their individual and company KPIs, as this will have a positive impact on the overall goals of the organization. Finally, it is suggested that enablement teams should focus on how their services can improve the skills and behaviors of salespeople, as this will lead to improved KPIs and ultimately better results for the organization.

The Reactive Nature of Sales and Customer Success Teams

Exploring the Role of Sales Enablement in Achieving Business Goals

Exploring the Benefits of RevOps and Data-Driven Enablement

Conversation Summary: Leveraging Data to Measure Impact and Make Decisions

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Raising the rep's level of pain tolerance to a high enough point that they are prepared for the real sales process. This approach has proven successful but obviously the reps don’t appreciate what the coaching process. We need to ensure that the coaching process is a positive experience and that reps are prepared for it before they join the company.

Asking the question “What did you hear?” as a way to gain insight into a person’s understanding. Ultimately, taking the time to listen to your inner critic and ask questions can be a powerful tool for growth and success.

OTHER TOPICS:

Intentionally Being Too Harsh in Sales Coaching Call

Heading: Finding the Snapping Point in Interviews to Increase Pain Tolerance for Salespeople

The Importance of Reading the Room When Coaching Professionals

Activating Your Inner Critic to Improve Performance

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Businesses need o pay more attention to data and create efficient processes. It is argued that there needs to be a shift away from the mindset of 6 months to a 18-24 month time frame. To achieve this, it is important to have specific, tactical goals and focus on executing quality actions. The discussion then moves to the importance of data in creating an efficient process, with the investor community often questioning the productivity of sales and marketing spend in tech companies.

OTHER TOPICS:

Navigating Layoffs and Difficult Times

Conversation on Data, Time Horizons, and Efficiency in Tech Businesses

Measuring Conversion Rates and Establishing Process Compliance in Sales

Modeling the customer journey through iteration and real data

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