Podcast episode
No BS Advice to Build Company Culture in 2025 | Steph Jenkins
30 Minutes to President's Club5 Dec 202436 min
Description
ACTIONABLE TAKEAWAYS: Uncover what’s not working: Use varied questions in one-on-ones, like “If you had a magic wand, what would you change?” or “Where have we let you down in the sales cycle?” to surface actionable feedback. Run radical candor sessions: Gather reps for skip-level feedback on their manager. Facilitate discussions on what the manager should keep, stop, or start doing, and provide actionable feedback to the manager for growth. Stay connected with the team: Conduct regular skip-level meetings, whether quarterly one-on-ones or group discussions, to maintain trust and understand team challenges directly. Lead with strategic priorities: Focus on 2-3 key quarterly initiatives, like improving prospecting systems or revamping coaching processes, to drive long-term business impact beyond daily operations. STEPHANIE'S PATH TO PRESIDENT'S CLUB: VP of Global Sales at PandaDoc Chief Revenue Officer at Sprig Chief Revenue Officer at FlowHub VP of Sales, SMB at Glassdoor RESOURCES DISCUSSED: Join our weekly newsletter Things you can steal 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.
Before I was a senior manager of SDR, when I first took over that team, I was very clear that this is the type of sales development organization we need to be. Right now we're mass blasting emails. We're going to be a multi-channel SDR organization that's really good at picking up the phone, and we're going to be damn good at selling in a way that doesn't feel like selling when we're “prospecting. That included a lot of things on making more conversational talk tracks,” on doing the $200 challenge in front of the entire sales org, things like that. Number two is when people think of what does Armand's SDR org look like, or what does Armand's SMB org look like? You need to put a face to that. That's not just for the powers that be around the organization. That's for people in your team so that they understand that this thing is going in
The example that Steph gave is if you're really focused on prospecting, the way a manager might focus on that problem is they might look at a reps activity dashboard. The way a director might approach that problem is they're going to make sure that their hiring profiles are for people that are prospecting. “They're going to make sure that every single week the team is being coached on prospecting,” and then they're going to make sure that the systems work and there are proper dashboards across the entire sales organization so that you can constantly keep tabs on how much pipeline the team is building. That takes a quarter to move an entire sales organization in a different direction. That's how a director or VP thinks. All righty, Nick, how could people help us out here?