Podcast episode
The Sales Leader SKO Survival Guide | JD Miller
30 Minutes to President's Club16 Jan 202537 min
Description
FOUR ACTIONABLE TAKEAWAYS: Name Badge Optimization: Design name badges with legible names and role-based color coding. Bonus: add a fun fact to encourage interaction and make glancing at the badge feel natural. Post-SKO Follow-Up Plan: SKO momentum fades quickly. Implement a follow-up plan within days to sustain energy and carry it into the sales year. Session Energy Management: Use high-energy sessions earlier when attention is stronger. Save interactive or fun activities for post-lunch when engagement dips. Pre-Vet Presenters: Plan sessions a month in advance and require presenters to rehearse. Avoid costly, unpolished presentations that waste valuable sales time. JD'S PATH TO PRESIDENTS CLUB: Chief Revenue Officer @ Kantata Chief Revenue Officer @ Motus Managing Director @ Bravo Solution Vice President, Americas @ Workplace Systems RESOURCES DISCUSSED: Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
Show moreShow less
Listen
Loading the recording
This recording could not be loaded.Open the audio file
Quoted on this wiki
Every place a page here uses this source, in the order the words come in it.
into certain contexts. And I think SKO is one of them. I know you have this theme about cantata and forte. That one is so perfect. You have another one that you did with links in the chain and stuff like that. Tell me a little bit about how does your thought process work to get to a theme like that? “I think it actually begins by looking at your agenda and trying to decide what are” you trying to accomplish in your SKO? What are the skills you're trying to teach? What are the lessons you want people to learn? And then creating a theme from there. I think a lot of people go wrong when they say, I've got a great hotel in New Orleans, and so my sales kickoff is going to be New Orleans themed. Actually, the theme has got to be about what is the thing that you're teaching at
And that was stuff that we were able to carry back to every single step of the year. And then what we had our product team come and present on was how are you going to support us with enterprise functionality? Marketing team was coming in talking about how are we going to invest in ABM to make sure that you can break into these enterprise accounts. “When you have a theme that carries with your revenue goal, you can train your team on it,” but then you also have a guiding compass where every external speaker that comes in knows what they should and shouldn't be talking about. If someone comes in and starts talking about 2K deals, when it's figure out the enterprise year, they are going against the theme. And you know what? I would even abstract that team a bit further and make this the year