Podcast episode
The Perfect 30 Day Onboarding Program
30 Minutes to President's Club7 Jul 20261 h 36 min
Description
Most sales onboarding plans are slow, academic, and completely distract sellers from actually selling. In this episode, Armand and Nick break down their exact playbook, including: 🚀 How to get reps into the game safely using simulated mocks and SMB discovery loops. 📚 The exact 4-week calendar breakdown to balance industry, product, and sales execution training. 🔄 The 4 team rhythms you must run every week to keep your veteran reps sharp and constantly upskilling. You're one step closer to President’s Club! 🚀 Sales Onboarding Plan Care Package 🏋 30MPC Training 🛠 Weekly Tactical Breakdowns 📚 Things you can steal and use today
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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,
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.
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
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 is 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 as you would to a two person company
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
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.
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. Or you might talk to a tier two, deal doesn't happen, but you learn some things that make you say, wow, this is a really, really hot one. I actually wanna bring this up to tier one because they deserve more of my focus. So the important piece is, “understand that this is not a static thing” that never changes. This is coming up with a plan and then doing it in a fast enough motion that you're not waiting three weeks to tier your accounts to then start prospecting. You're coming up with an initial POV, knowing that it will be iterated down the line. So now, Nick, I have my list of tier ones, my tier twos, and my tier threes. What do you do? Do you just work them all beginning to end?
where you need to improve the most and where you need to focus your efforts. So when I'm coaching myself and looking at my own metrics, I want to be looking at my prospecting metrics to evaluate myself. And then also my discovery metrics. From a prospecting perspective, I want to look at two things. I want to look at my activity metrics. “How many outbound activities am I doing” on any given day or week? And then I want to look at my conversion ratios. Are those efforts actually yielding meetings? And I want to compare that stuff to the reps that are doing better than me on the team to benchmark myself. For my discovery calls, I want to look at stuff like my talk to listen ratio, my engagement rate, even stuff like my longest monologue.
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