How He Gets His Reps on The Sales Floor 2x Faster Than You | Kyle Asay

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1. 2:08

   And he shares some of that today. And, like, honestly, his ability to simplify the complex is on another planet. All righty, Kyle, welcome back to the show. We start every leadership show with your top three actionable leadership takeaways. So let's get your three. Rapid onboarding. I've seen that reps that do really well long term often start fast. “And so we focus a lot on how quickly we can get people to their first conversation.” We actually decreased our time to first sale by 49% with three focus areas. Number one, knowing your territory, knowing exactly which accounts spend time on first. Number two, understanding your personas, what they care about, the problems they solve in their words. And then finally, knowing our stories.

   In New-rep onboarding

2. 10:38

   And so when I think about the problem aspect, I don't need the rep to go in and talk about the nitty gritty details of the product until we validated a problem we're solving. And then from a customer standpoint, they don't want to hear on a discovery call the laundry list of features that makes it work. They're not going to believe it anyway. “They want to hear a proof point of a similar company or organization” that solved the problem using that service. That then gives you a license to go prove it with deeper technical validation. So the first thing that you help them understand is how to assess their territory. And I'm assuming what that means is you get X number of accounts. Where should you get started to get some quick wins?

   In Proof relevance and matching

3. 10:48

   And then from a customer standpoint, they don't want to hear on a discovery call the laundry list of features that makes it work. They're not going to believe it anyway. They want to hear a proof point of a similar company or organization that solved the problem using that service. That then gives you a license to go prove it with deeper technical validation. “So the first thing that you help them understand is how to assess their territory.” And I'm assuming what that means is you get X number of accounts. Where should you get started to get some quick wins? Tell me the top two, three, or four points that you use that help us somebody understand that and figure that out. So we do a tiering system. We do tier A through C, essentially.

   In New-rep onboarding

4. 12:14

   A great sign that they invest in solutions like ours. We put those two things together. If a company has multiple use cases for LaunchDarkly and evidence of likelihood of budget, that's a tier A. If we're only confident in one of the two, that's a tier B. If we're confident in neither, that's a tier C. “I want us to quickly validate tier A, B, and C as quickly as possible” because I want my rep spending all their time on tier A accounts and almost no time on tier B and zero time on tier C. We work a lot on the rev-op side using a lot of tools to get this close. But data is not perfect, so it still does require rep validation to go through and confirm those things.

   In Account tiering criteria

5. 12:50

   But data is not perfect, so it still does require rep validation to go through and confirm those things. So it's one of the first exercises we teach them and ask them to do when they onboard at LaunchDarkly. So obvious question, why even give them tier Cs? If you don't want them spending time, why even include that in there? “Yeah, so there are accounts that the data would suggest would probably be a tier A or a tier B,” but the data might have been wrong. And so as they go, when they find out, okay, this is actually a tier C, and then we do have a process to go remove those accounts from rep's book, validate that it is tier C, and never assign it again. Like most companies, we don't have perfect Salesforce data, so the developer account isn't always right, maybe it's not always right.

   In Account tiering criteria

6. 23:04

   I'll see you there. Yeah, they're beginning to PG within their first couple of weeks of starting. And I do want them to go a little bit hog wild in their right accounts. And people will say, well, why would you want them calling their best accounts when they don't know anything? It's because if they screw up massively on a cold call, it doesn't matter. “They can call that same person back next month.” They're not going to remember. It's OK. The sooner I see reps fall on their face and make big mistakes, the sooner I'm excited. It's like, look, let's go learn that way. That's much better than watching that mind's tickle video for the third time on objection handling. And so, yes, I don't want to go hog wild because of structure. It's the right accounts.

   In Call attempt spacing

7. 25:24

   I just really want people to think beyond the standard, master the product, master the personas, memorize our value framework from command to the message, every single letter on those cards, and then I can begin to generate pipeline. “Especially using AI, for example, I can generate a really strong point of view for a contact or an account in 13 seconds, and a rep can be prepared to go talk to that and handle a couple of questions from the prospect on it.” There's no reason for extending to onboarding and delay. But as we go through, we do have multiple levels of certification for sales process, for product, for personas.

   In AI research synthesis

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