How to Build a Cold Calling Culture | Colin Specter

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1. 8:12

   you're connecting with people at different times of day, et cetera. So 150 calls per day per rep, and those are two unique contacts. And then to get those people into the system, first of all, from a prospecting perspective, we do a one, two, three model. This is specifically for our commercial mid-market SDRs. “One account, two departments,” and then three contacts per department. Or business unit, depending on how you label it. So for us, we're targeting revenue leaders. We might call on the enablement side of that account. We might call on the sales leadership side of that account. We might also call on the marketing side of that account. And so we'll pick out at least two departments

   In Multi-threaded prospecting

2. 8:15

   you're connecting with people at different times of day, et cetera. So 150 calls per day per rep, and those are two unique contacts. And then to get those people into the system, first of all, from a prospecting perspective, we do a one, two, three model. This is specifically for our commercial mid-market SDRs. One account, two departments, “and then three contacts per department.” Or business unit, depending on how you label it. So for us, we're targeting revenue leaders. We might call on the enablement side of that account. We might call on the sales leadership side of that account. We might also call on the marketing side of that account. And so we'll pick out at least two departments based upon the research we found of where,

   In Multi-threaded prospecting

3. 8:48

   We might also call on the marketing side of that account. And so we'll pick out at least two departments based upon the research we found of where, in our case, we're selling an inside sales or SDR solution, the revenue folks are reporting into, whether they're reporting in the marketing, that they're reporting in the sales, maybe we're calling rev ops. So whomever we have decided we're gonna get at least two departments per account “and then three contacts per department” before moving on to the account. And that's our prospecting KPI per business. All right, so 150 calls a day, I got two hour long call blocks. When I call an account, I'm expected to call two departments and three people inside each one of those departments. I would just love to know, as you're looking through KPIs and metrics in this,

   In Prospect list coverage

4. 27:53

   Like when we come in, we do call transformations in businesses. We take them from email-only shops to calling shops. That's one of the first things we do is we find a couple believers. Maybe they had called at a prior company. So you want to figure out where on the operational readiness scale that business is, that leader is. “Their data, their team, their script, their messaging.” Let's say you've got some basic messaging. Everybody's got an info database. Most people just haven't mapped the data in right. You get that mapped in right. You get a good message. You get a couple people bought in. They're the spark. When they start catching fire, the rest of the team is going to take notice. Like, whoa, what's that gal drinking? What's that guy doing?

   In Operational maturity criteria

5. 29:28

   they're going to assume is accepted, right? And others can catch wind of that. So it goes into, like, the theme of energy and attitudes and expectations. And if the expectations is this is a high-performing team and here on this sales development team, “you're expected to come in and make 150 calls per day.” You're in the power hours focused on new accounts every single day in those two hours. And the rest of that time you have for follow-ups, you have for list building, you have for sales training, you have for lunch and breaks and all of that. But in these two holy hours, this is what we're doing. That level of expectation, it grounds people every single day. There's another Zig Ziglarism.

   In Outbound activity targets

6. 32:03

   And one thing that's worked well for me is assigning redline deadlines to my prospects when we kick off vendor review, even artificial micro deadlines for things like first cut of red lines and security review helps my prospects get their internal team moving. We built a guide on how to help you drive six and seven figure deals with our friends at outreach. Get it free “Number three, two dial blocks per day, one at 10 AM, one at 1 PM and do them” all together as a team. There's just something about the energy, about the sales floor. When you see everyone else dialing all together, that gets your team cold calling more consistently competing with each other, et cetera. And then lastly, number four, if you're trying to get your team to dial, it is critical that you flip like one or two, find two people who believe in the

   In Call timing and call blocks

7. 32:15

   on how to help you drive six and seven figure deals with our friends at outreach. Get it free in the show notes. Number three, two dial blocks per day, one at 10 AM, one at 1 PM and do them all together as a team. There's just something about the energy, about the sales floor. When “you see everyone else dialing all together, that gets your team cold calling more consistently” competing with each other, et cetera. And then lastly, number four, if you're trying to get your team to dial, it is critical that you flip like one or two, find two people who believe in the phones and rally around them and help them find early success and stay as close as you can to

   In Call timing and call blocks