How to Push Top Performers Without Losing Them | Alex Kremer

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1. 9:44

   comes to like tactics and strategies that's always you know really you can get kind of caught in the minutiae of things with it but i almost break it down to like how are you going about prospecting and building pipeline and that could also be you know hey how you actually go about “cold calling yourself or how you work with your sdr or just simply like are you generating pipe” the second part is how are you actually conducting these first meetings and getting them to be a qualified opportunity the third part i would say is how are you then actually getting these qualified opportunities and moving these all the way to close and the fourth part you know and this is I think the secret sauce here is how are you developing these people to be

   In Ramp and coaching

2. 25:15

   we have 30 minutes. Awesome. I speak with CROs and sales leaders literally every single day, and we usually we're talking about how are we building pipeline, how are we looking at data, or how are we getting the reps actually rowing in the same direction. So today what I'd love to do on this conversation is I'd love to actually talk to you about “are those problems actually relevant for you?” If not, what is actually relevant for you? From there, I'm happy to give you a little bit of reflection. If it makes sense, share how outreach goes about solving some of those issues. If there's alignment from there, the next step would either be to get other people from your team involved or even show you what the platform looks like.

   In Discovery question design

3. 26:21

   So I always like to give like legitimate tactics on here's one type of discovery. Here's another type of methodology. My three to four favorite is first off coming in with a hypothesis. Do you actually have a perspective on their business that you can say, hey, here's what I read about your company. “Here's what I'm assuming your problems are.” Is that right? And the beautiful part about that is if you're right, they're going to say yes. And if you're wrong, it doesn't matter. They're going to say, no, that's not right. Here is what my problems are. So at least they're giving you the answer at the end of the day. Another type of discovery I always love is just like lay of the land, right? This is the simple how many people on your team, what type of tech are using different stuff like that.

   In Problem and impact discovery

4. 26:24

   Here's another type of methodology. My three to four favorite is first off coming in with a hypothesis. Do you actually have a perspective on their business that you can say, hey, here's what I read about your company. Here's what I'm assuming your problems are. “Is that right?” And the beautiful part about that is if you're right, they're going to say yes. And if you're wrong, it doesn't matter. They're going to say, no, that's not right. Here is what my problems are. So at least they're giving you the answer at the end of the day. Another type of discovery I always love is just like lay of the land, right? This is the simple how many people on your team, what type of tech are using different stuff like that.

   In Discovery question design

5. 27:21

   What's your vision? What are you going for? How would it feel? What are the emotions that would happen? What would that enable within your life? And then from there, flip it. What's holding you back? What would actually prevent you from getting there? How long has that been occurring? What have you done to try to solve for it? “What happens if you don't solve for it?” What you're trying to do here is you say, here's the heaven, here's the hell, and this beautiful area here, that's the gap. If you can make them feel the freaking pain of that gap, that's going to get them into

   In Cost-of-inaction messaging

6. 27:50

   If you can make them feel the freaking pain of that gap, that's going to get them into a state of commitment to say, oh shit, now that we're talking about this, I'm realizing that there's a serious issue here that I need to figure out how to solve, whether it be with their solution or something else. “You're getting them into a state of commitment to continue that conversation.” We'll pause on the discovery piece there, but I just want to underscore something that you said earlier, which is at the beginning, big boulders, and you have these four or five buckets that you're coaching to. And when I'm working with a junior seller, I'm like, did you even do the four buckets?

   In Pain-point messaging

7. 28:56

   Did it not come off as awkward? Did you kill the awkward silences in the call? Were you able to read the room and time your questions the right way? And so it's the style of how you're getting it. And then that top level of seller is really when you start to become an advisor, where it's like, okay, if they had the wrong diagnosis on the problem or on the solution, were you “able to sit there toe to toe with them and actually challenge them?” But you're not going to be pushing a level one seller on the tone of their question when they didn't even set an agenda in the first place. The last thing I'll say is this, yes, it's important to coach a sales professional powerfully. It's always important to teach people how to great frame, how to do discovery, demo, all this stuff.

   In Belief-based messaging

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