The Perfect 30 Day Onboarding Program

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1. 25:50

   which is naturally part of someone's compensation package. And so whatever it is for your space, figure out what those are for you and have those be at the beginning to orient people in your space. And then what you wanna do is now that they understand the space, you wanna give them a sense of who are the actual people that experience those problems in the space. That brings you to buyer personas. “Buyer personas speak specifically” not to the types of companies you're selling to, but is it a director of people or a chief people officer? Is it a recruiter or is it a compensation leader? Who are the people in the org chart? From there, lunch happens. And I will break my cardinal sin only one time because it is the first day. There is one more onboarding training that happens right after lunch,

   In Buyer and user personas

2. 1:11:15

   who memorize every element of their demo flow in the early days, but aren't actually getting into deals. So get these things down cold. And in order to get them down cold, you need to do one of my favorite things that I ever learned from you Armand, which is you talk to yourself. You shared this amazing story with me about your first sales job. “You knew that you had to get your cold call opener down cold.” And you were very nervous to start actually getting into the field and doing it. Like I think anybody would be. And you told me what you did is you put your headset on and you went out onto the streets of San Francisco and you walked laps around your office and you said your cold call opener to yourself again and again and again. And you wore your headset to make it look like you were talking to someone and not just talking to yourself.

   In Cold call openers

3. 1:12:23

   Where does that start? Okay, so at this point, you're probably pretty excited to put your foot on the prospecting gas and start cold calling, start building some pipeline. But before you do that, I really recommend that you take half a day and do one exercise to focus your prospecting efforts on the right companies. And what you're going to do “what I call tiering out your accounts,” which is almost ranking your accounts in a way. What you're gonna do is first you have to accept that the accounts in your territory are not all created equally. You should not be putting the same prospecting efforts into a 10,000 person company that's a perfect fit for your ICP

   In Account selection and tiering

4. 1:13:43

   They deserve some effort from me. I'll focus on them, but not at the expense of the tier ones, which take my true focus. And then I have my tier threes, which are either like, maybe don't even go after them at all, or I put them into a more automated flow where I'm not putting as much custom effort. So what makes a good company, what makes a tier one or tier two “is gonna be different for every single business.” It really depends on what you sell. But in general, you can look at company attributes like the size of the company. Do you do really well with big companies or do you do well with companies that are between 200 and 300 employees because they're subject to a government mandate? You're gonna look at stuff like the industry that they're in.

   In Account tiering criteria

5. 1:14:24

   When I sold to law firms, for example, we did really, really well with insurance defense law firms and not as well with intellectual property law firms. So I knew that insurance law firms were probably tier two and three and IP, I probably didn't even wanna focus on because they were so, so bespoke in their processes. “You might look at stuff like location, okay?” If you can't sell to international companies, probably shouldn't be tier two or tier one. You might look at stuff like tech stack. Do they have a certain tech stack that you have intelligence on that you know you do really well with or really poor with? So figure out what makes a great company from your perspective. Hint, if you don't have this already documented, what you might choose to do is look at your current customer base

   In Account tiering criteria

6. 1:14:58

   from your perspective. Hint, if you don't have this already documented, what you might choose to do is look at your current customer base and just try to duplicate and get lookalike clients. If you do really, really well with Coca-Cola and 7-Up and Dr. Pepper, well, maybe you wanna go prospect Sprite, for example. “So choose to tier your accounts out.” and then you can start your prospecting efforts. That point about reverse engineering, what the best reps or your existing customers are doing is critical to make sure that you don't focus all of your efforts in the wrong direction. So you wanna move really, really quickly, but take a second to build your point of view on what makes an amazing account,

   In Account tiering criteria

7. 1:16:08

   and have a point of view on what your best accounts look like in your territory. And then from there, you can just put a field on your accounts in your CRM to flag each of them. And it shouldn't take you an obscene amount of time. You should use reports to actually pull this stuff and then mass change your accounts to set the tiers. “This will be something that you iterate on.” It shouldn't be a perpetual static thing, but I recommend doing it when you start your job, knowing that you'll probably start to change tiering as you learn more about your sale, as you learn more about individual accounts. Even you might say, oh, wow, I talked to these folks. They are not a tier one. I learned something about them that makes them a tier three, so let me change this.

   In Account list refresh