Podcast episode
How to Fix a Broken Sales Org in 90 Days | Kevin "KD" Dorsey
30 Minutes to President's Club6 Feb 202538 min
Description
FOUR ACTIONABLE TAKEAWAYS Focus on High-Impact Problems: Prioritize fixing widespread issues over the loudest complaints. High-volume problems drive more meaningful change than squeaky-wheel issues. Leverage 2x Multipliers: Target improvements that can double key metrics rather than marginal gains. Align leadership early so they understand why other issues aren’t top priority. Weekly Wiggle Wednesdays: Hold a one-hour leadership meeting to refine sales tactics. Use the four D’s: define, document, demonstrate, and deliberately practice new strategies. Transparent 1:1 Tracking: Link manager-rep 1:1 docs to the director’s 1:1 doc. Track each rep’s key metric, issue diagnosis, and growth plan for better coaching visibility. KD'S PATH TO PRESIDENT’S CLUB CRO @ Finally SVP of Sales and Partnerships @ Bench Accounting Practice Lead, Revenue Leadership @ Winning by Design VP of Inside Sales @ PatientPop Inc. Head of Sales Enablement & Development @ ServiceTitan VP of Sales @ SnackNation RESOURCES DISCUSSED Read: Join our weekly newsletter Steal: Templates, drips, scripts 30MPC Training: 30mpc.com/training
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Quoted on this wiki
Every place a page here uses this source, in the order the words come in it.
People are just making it up. But the problem is coverage is a value number and close rate is a volume number. And this is where people go wrong all the time. Where, okay, say my quota is 100K. Well, 3X coverage would be a 300K coverage. 300K. “But if my close rate's 20% and I only have four opportunities that add up to 300K,” how many deals do I get out of those four? My close rate's 20%. I've got four deals. How many deals do I get? That means one in five deals you close, there's a chance you don't get any of those deals. 20% to four is 0.8. So although I had 3X coverage in value, I didn't have the 5X coverage needed in volume.
So my pipeline value, pipeline volume. Then I'm going below that. There's show rate. Then I'm going below, above that, meeting set. I'm looking then what leads into meeting set. Well, now I have activity. I have my calls. I have my emails. Then I go into the subcategories with calls, connect rate, conversation rate, conversation conversion rate, number one objection, top two objections. “I go to email, open rate, click-through rate, response rate.” I'm going through every sequence. So I'm breaking all that down. Then I get an onboarding. All right, so now I'm on the customer side. Speed to onboarding call. Onboarding, show rate. Speed to value. Speed to login. Utilization within 90 days. Churn rates. Renewal rates. Upsell rates.
In Metrics
I go to email, open rate, click-through rate, response rate. I'm going through every sequence. So I'm breaking all that down. Then I get an onboarding. All right, so now I'm on the customer side. Speed to onboarding call. Onboarding, show rate. Speed to value. Speed to login. Utilization within 90 days. “Churn rates.” Renewal rates. Upsell rates. So I'm breaking all that down. Now, not every company is going to have that. And if they don't, well, then I have to go qualitative only. And you can very quickly spot some of these things, right? So on all those metrics, and like I said, I splintered them out by channel. I splintered them out by rep. But I'm looking for my 2X leverage.
In Metrics
away the dough. It's not a pizza. If I take the flour out of the dough, it's no longer a pizza. Now, if you want jalapenos and pineapple on yours and you want some pepperoni and sausage, as long as the ingredients are there, add your flavor, but you cannot remove an ingredient. “Discovery. If you're not getting someone to agree to a problem, you're removing a crucial” ingredient to the sales process. Now, there's different ways to find that out. There's different ways to ask that question. The scorecards that we build are very rep focused. Did you do this thing? Did you get them to agree to a problem? Now, underneath that, there's some prompts. There's