Podcast episode
No Champion, No Deal: How to Find and Develop Champions | Krysten Conner
30 Minutes to President's Club28 Jan 202537 min
Description
ACTIONABLE TAKEAWAYS: Align Messaging to Roles: End users want simplicity, managers focus on team metrics, and execs care about goals and risk. Match your message accordingly. Use Credible Content: Share third-party sources like Gartner or HBR instead of only company case studies to build trust. Amplify the Problem Early: Send data or insights highlighting the problem’s urgency in the early stages of the sales cycle. Simplify Implementation Late: Provide resources like change management guides to ease rollout and reduce risk. KRYSTEN'S PATH TO PRESIDENTS CLUB: Founder @ KrystenConner.com Enterprise Account Executive @ UserGems Enterprise+ Account Executive @ Outreach Enterprise Accounts, Financial Services @ Tableau Software Strategic Accounts @ PowerSchool RESOURCES DISCUSSED: Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
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Every place a page here uses this source, in the order the words come in it.
On the flip side of that is despite how important champions are. There is no enablement on how we develop a champion. So I've come up with three concrete ways. We want to develop a champion. It's gradual. We don't ask someone to marry us on the first date. So first thing is, will they work asynchronously of us? After the meeting, “will they go get us some data? Will they go to their leadership and ask about how does a stack” rank in our priorities? Will they do something apart from a meeting? Number two is, will they bring other people to follow-up meetings? Will they say, hey, my boss has to see this, or you know what? I'm in sales, but marketing needs to be involved in this. And then third is, do they have some sort of point of view on next steps? It's okay if they don't
More people will run from a German Shepherd than run towards a gold medal, which is a different way of saying people run from pain and they're more motivated by that than they are towards pain. “And so the pain messaging is risk is pain. What email do they never want to receive? Our system” is down. Our customers are locked out. So-and-so just had an acquisition that completely changed the market, right? What is the fear? And risks around market share, also risks around compliance, depending on what industry you're in. If regulations change and all of a sudden,
But if my SDR does, I want to incentivize that. And if they know I've got their back and I am paying attention to how they're incentivized, if I have to share them with four other AEs, guess who's stuff they want to work on. If I get the VP in an email sequence and he or she says, yeah, I will actually meet with you and Nick is my SDR, “I have gone as far as to loop in and say,” hey, Nick is on my team and he's going to help us find some time. If Nick goes in and finds time on the calendar and books that and then we'll send him the pre-read or whatever, I'm going to let Nick take credit for booking that meeting. I don't care if I get credit for that or not, unless in general, some AEs are under the gun for AE created pipe.
And if they know I've got their back and I am paying attention to how they're incentivized, if I have to share them with four other AEs, guess who's stuff they want to work on. If I get the VP in an email sequence and he or she says, yeah, I will actually meet with you and Nick is my SDR, I have gone as far as to loop in and say, “hey, Nick is on my team” and he's going to help us find some time. If Nick goes in and finds time on the calendar and books that and then we'll send him the pre-read or whatever, I'm going to let Nick take credit for booking that meeting. I don't care if I get credit for that or not, unless in general, some AEs are under the gun for AE created pipe.