Podcast episode
Why Most Sales Processes Fail (How to Elite Sales Leaders Fix Them Fast) | Nathan Broome
30 Minutes to President's Club26 Jun 202536 min
Description
Nathan Broome brings a masterclass in building and operationalizing high-performing sales processes. He shares how great leaders drive clarity, prep their teams for success, and coach reps to consistent wins by simplifying execution at every stage of the deal cycle. 🎙 ACTIONABLE TAKEAWAYS: Map out your sales process step-by-step by defining what reps should do before, during, and after each call. Define the “big win” (W) for each call and give reps 3–5 different ways to achieve it—without over-prescribing. Run one-hour workshops per stage to break down the big win and key actions with your team before rolling it out. Action step: Pick one underperforming stage, define the single “win,” and have managers audit every call in that stage for two weeks to see if the win is being achieved. NATHAN’S PATH TO PRESIDENTS CLUB: Key Architect @ Outreach – Scaled SDR and SMB teams, eventually led Global Commercial Sales (150+ reps, 60% of revenue). Most Promoted Leader @ Outreach – Rose from SDR Leader to Head of Global Commercial Org with 5 promotions in 6 years. Enterprise Pioneer @ CaptivateIQ – Led shift from SMB focus to enterprise, landing marquee clients like Spotify and Netflix. RESOURCES DISCUSSED: The Ultimate 30MPC 5-Stage Sales Process Join our weekly newsletter Things you can steal Save $50 on any 30MPC course with code “PODCAST” Free Sales Templates, Scripts and Guides 30MPC Training: 30mpc.com/training
Show moreShow less
Listen
Loading the recording
This recording could not be loaded.Open the audio file
Quoted on this wiki
Every place a page here uses this source, in the order the words come in it.
right? So what I tactically do every week is Sunday night, I look at my calendar, specifically honing in on Monday as to how am I going to get my team set up for success right out the gate, right? So tactically how that might look is if we have a big pipeline generation goal for our AEs that week, say $1 million, what's our plan? So does every “What accounts are they going to go after?” know what personas? Do we have the persona messaging? All that type of stuff. And have we clearly communicated it to everybody, right? And so I'm looking for that from my leaders, right? And if I see it, then it's great. We're going to have a great week. If I don't see it, then we're going to probably have an early morning Monday meeting to make sure that we have that to get rolling for the week. The other piece that I look at when I'm doing my prep on Sunday
And so when I think of being a personal trainer for a sales manager, it's ensuring that you have a plan for how you're to get your rep into a healthy spot, whether those are deals or pipeline or whatever. And once you have that plan in place, you've aligned on that plan and it could be, “hey, we're going to move this many deals from stage three to stage four,” we're going to generate this much pipeline, whatever the meat of what you're trying to accomplish is, then you can bolt on, hey, how are you going to encourage them? How are you going to meet them where they're at? How are you going to keep your energy high? And then when you have the activity, you have something to coach. So you can coach their form if they're actually doing the thing that you need them to do
And so what we ended up doing is we ran this training called sales transitions. And it was literally like, what's the prep doc before every single meeting? And then what's the recap email that you send after every single meeting? And a discovery call recap email is really simple. It's like, here are the four problems that we had. “Here's the next step we agreed upon.” But a demo recap might be much more complex, where maybe you're introducing, here are the four solutions we discussed to those problems. Here's a mini joint execution plan of the three next steps that we plan. And now we need to kick off whatever it is, something that involves maybe a business case or pulling in power or something like that. Every single recap is completely different.
to feel like, all right, we actually have a fully baked process here. What were those steps? “It depends on the segment and what you're doing, right?” So I would say that like, you know, look, I think the audience knows or doesn't know, but yeah, Mark, I worked for you for years and my first assignment under you was leading our S&B teams, right? That was super transactional. You could build your process around calls, right? So you like, it was like, this call is this call and this call is, you know, we're doing
actually it's irregardless of stages, is I think when you learn this from Jocko and Winning by Design, is AES. So where are our prospects at on their journey as a buyer? Are they in the “awareness part of their journey where they don't even know they have a problem? They think they” might, but they're just meeting with us to try to maybe learn more about the problem that they may or may not have. They're not sure. Are they at the E or the education part of their journey where it's, hey, they know they have a problem. Now they're trying to figure out how to solve it. Do I buy
argument that like our exit criteria is only just, do you find a problem that we can solve? Like, that's it. That's the only thing we're going for. We're gonna give tactics. Here's the types of questions. Hey, what's the O in your OKRs, right? What's keeping you up “at night? What's on your whiteboard right now? What are you and your boss talk about” often? What have you identified in your process? What's red on your dashboard right now? There's a bunch of different ways to ask the problem question to try to get to the meat of it, right? But what I always tell the reps is I don't care how you get there, just that
argument that like our exit criteria is only just, do you find a problem that we can solve? Like, that's it. That's the only thing we're going for. We're gonna give tactics. Here's the types of questions. Hey, what's the O in your OKRs, right? What's keeping you up at night? What's on your whiteboard right now? What are you and your boss talk about “often? What have you identified in your process? What's red on your dashboard right now? There's” a bunch of different ways to ask the problem question to try to get to the meat of it, right? But what I always tell the reps is I don't care how you get there, just that you get there, right? And the example I use is like, look, baseball, right? Does it matter
We all agree that this is the best discovery call we've ever heard. You just did an awesome job getting to what's the problem we're solving. Now you can have the worst discovery call. It can be clunky. You can trip over your words. You're umming and aahing all over the place. It's not even coherent. But if after the end of that 45-minute or 60-minute discovery “call, if you got that one problem that we can solve and they agreed to continue to explore” that problem, that's a win. And that's how we got to teach our reps, right? It's more about the meat and the outcome than it is always about the finesse of how you get there. I think that Nate ran maybe one of the most efficient S&B orgs on the planet. We're talking
Quotes are verbatim and belong to their publishers. Where a quote has been translated, the original wording is kept below it.