Podcast episode
Reignite Your Remote Sales Team With This One Tactic | Todd Caponi
30 Minutes to President's Club3 Apr 202535 min
Description
Sign up for the 30MPC Discovery Course today and learn how top sellers lead high-impact discovery calls that land bigger deals: https://www.30mpc.com/course/discovery-course FOUR ACTIONABLE TAKEAWAYS Run firmographic sprints with customer interviews. Ask about headwinds/tailwinds, KPIs, where they learn, and which sales emails stand out to better understand their world. Prep customers before training sessions. Make it clear their job is to teach the buyer’s world—not give a product testimonial—so reps get true industry insight. Structure sprints for learning and sharing. Start with external education, then shift to reps sharing industry insights weekly to build confidence and fluency. Use recognition over cash to motivate. A visible $100 spiff with scarcity and public praise was more effective than a quiet commission boost. Recognition > raw dollars. PATH TO PRESIDENT’S CLUB Founder, Speaker, & Workshop Leader @ Sales Melon Author (The Transparency Sale & The Transparent Sales Leader) Managing Director @ VentureScale Chief Revenue Officer @ PowerReviews RESOURCES DISCUSSED Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
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And then number four is my favorite. It's, Hey, can we see your inbox? And what I mean by that is. You get salespeople emailing you all day long. What stands out? Like what looks like white noise that gets select all deleted. And what are the things that go, Hey, you know what? “This is making me smarter about me and my business.” This is here to help me not sell me. Show me those. We did that with the consultants. We did that with the customers that we had in that industry, bring them in. They wanted to see us be successful. Show us your inbox. It was like my favorite thing to always say, but we'd always tee them up for it. So they could hide the stuff that we weren't going to be able to look at.
accounts? Well, yeah, I mean, why are they comfortable talking about those first three products? Because they know them. They're confident in them. That third takeaway when we talked about the praise model and intrinsic inspiration, it really comes from this idea that if you think your reps are coin-operated, “you're right if you're doing it wrong. That variable compensation needs to become the reward” for doing work we love to do and not the reason we do it. I think the same thing could be said here. Every time we did those education events where we deep dive on a certain industry, the reps loved it because they felt smarter. When you think about going into Boeing,
you deleted the sales. And then what we would do is at the end is we would reveal all the mistakes and be like, okay, you're all pretty smart. I know you're not compensation people, but this is the problem that we're trying to prevent for our buyers. Now let's show you how the product solves this problem. So orient people around the industry and put them in the day in the life of the prospects “world without your solution, and then the solution will make sense to people.” One of the companies that I worked with, they could sell to anybody who sold stuff online. Who's that? Millions of companies? Well, yeah. I encouraged the founder and CEO to just, hey, why don't you go dig in? I had a really good buddy that was like head of e-commerce at Crocs. And so I put the two of them on the phone right away.
would come in and teach us something. Hey, I read this article. Here's what I learned. Here's something that's going on. Here's some legislation that's happening that affects everybody in this industry that if we can speak that language, that's valuable. Here's a conference they're all going to. So it ends up feeding down. So you've got customers. “If you've got marketing, focus their case studies on those and help educate us on the” details of that. Because again, like we said, still value in knowing what problem did we solve and how did it work and the whole process, what went well, what didn't. But then we started encouraging the reps to come teach us at sales meetings. It's not just us giving updates and talking about the forecast. So again, make us smarter about the industry.
that sales leaders can exhibit, but what is one bad habit that all sales leaders should break so that all the sales teams out there get a little bit better? Man, one, it would be hard because I have like 400, but I think one of the bad habits goes back to what you measure and how you forecast. Because we talked about that, I'll pick that one. “Be careful when you are measuring pipeline load.” One of the things that I used to do wrong that I wish I would have known better is I used to measure my team to, hey, at all times, you got to have 4X your quota and pipeline, why don't you? Arm on, you only got 3X. And what would you do? You'd go fill it with 4X filled with crap.
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