How Mapping the "Shadow" Org Chart Got Me to 305% of Quota

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1. 16:15

   How are they being positioned? And then I'll go into understanding how important is this? And so then I'll say, oh, so, okay, so Cofi's pushing Sigma, you, Nick, you're pro-thoughtspot. Are there any other tools that you're looking at? No, no, no, it's just you two. Oh, okay, cool. So Cofi, like does, where does kind of she fit in with Pina? Like, does Pina listen to Cofi? “Because I know from previous that Pina is influential over Scott.” And then they might say, oh, yeah, yeah, yeah, like Pina and Cofi work really closely together, et cetera, et cetera. So I'll say, oh, okay, so should I be, should I be nervous then that Cofi is kind of pushing my competitor? And then, you know, depending on the situation, but sometimes they'll say, yeah, yeah, I'm nervous about that as well, actually.

   In Blocker and detractor mapping

2. 25:40

   “So I'll kind of bring the pressure down on my champion, like, hey, I'm not asking for all these intros necessarily. Some of it is just like a warm touch point.”

   In Warm sales handoff

3. 34:27

   what's the contract value that you're selling them? When's the date? Who are they meeting? What's the scale here? And then I'll have, you know, here, like who are you meeting? Sarah, chief product officer at T-Rex payroll, talking points, things like that. What do they oversee, “Always have purpose at the core. Like what are you trying to get out of this?” Even if it's just, I just need you to build an exec relationship. I need them to feel like, yeah, trust advisory. This is a genuine partnership. And then I'll put, you know, Apex is concerned about rolling out ThoughtSpot to this many customers. Like you need to give them some guidance. Dana is the fake name for one of our execs. You need to give them guidance on

   In Pre-meeting value setting

4. 35:12

   You haven't given them an agenda. I mean, you literally make this mind numbingly easy for them. There's no excuse to not have this. And as usually happens with exec calls, they might do the first part and then they will just go off in another direction. And that's fine. That's kind of the point. “But as long as they have this and really just narrow it down to like, what's the one thing I need you to get out of this call?” I need you to figure out. Is Sigma still in play here? Or I just need you to swap phone numbers so you can text and start getting on a texting basis. Can you actually give me like, if you think about all of the asks that you'll have, because one of the things that you shared with me is you, you send them on a mission.

   In Pre-meeting value setting

5. 39:03

   You're taking notes, you're drawing dotted lines, and you are annotating like crazy so that you understand what's actually going on here. And you didn't talk about it, but I bet this makes your pipeline reviews way easier because you can then just show your manager how you're doing these things. Then we talked about getting introductions from your champion to the very important people in “You are usually saying, hey, usually this person should be involved for this reason.” You are framing why it is in their best interest to give you access to other people. If they are not giving you access, you need to kind of fall on your sword and be like, shoot, maybe we did something wrong or maybe I haven't properly explained thought spot. Or you're being like, hey, this is going to cause risk in this project where, again, it's in

   In Stakeholder and champion discovery

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