Podcast episode
How to Cut New Hire Ramp Time in Half (John Sherer, Growth Assistant)
30 Minutes to President's Club14 Nov 202438 min
Description
FOUR ACTIONABLE LEADERSHIP TAKEAWAYS Buddy System in Hiring: Involve the new hire’s buddy in the interview process to ensure a strong match. Focused Onboarding Ownership: Assign one person to oversee onboarding, improving retention and team quality. Call Certifications: Require reps to pass intro and demo call certifications to qualify for leads. Hands-On Training: Focus on role plays, shadowing, and practice over slide decks for effective learning. PATH TO PRESIDENT’S CLUB COO @ Growth Assistant VP of Sales @ Lattice Sales Director @ Lattice VP of Sales @ Appcues RESOURCES DISCUSSED Join our weekly newsletter Things you can steal https://www.30mpc.com/newsletter/my-ultimate-4-week-sales-onboarding-program 30MPC Training: 30mpc.com/training
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We actually put together an entire resource hub with Pipedrive to help you get to precedence club, and you can get them for free in the 30MPC Pipedrive closers hub. The link is in the show notes. Great takeaways so far. Bother people all the time. What's number three? Number three is if you have an awesome manager who was previously a rep, let them onboard all your reps. Let them own demo certs. “Make sure they're the ones that teach people how to sell your product.” Before we get into the meat of the issue, I want to talk about this deal whiteboard thing. What happens, first of all, when those deals are visible for reps? What do you think a rep's thinking when that thing's up on the board every day? I better be moving that deal. I better know what's up with that deal. I'm thinking about it. It's top of mind. I'm paranoid about it. I think a little healthy paranoia is good.
You're not getting leads. You can fail at once. Fine. You can fail it twice. Fine. You cannot fail it a third time. Maybe you can, if you're a BDR and you're trying to move up to an AU might give you a little more leeway, but like it's also, you know, a catch at the same time for people who aren't going to be successful in the organization. So that process exists very fundamentally. “We also like, you want somebody to feel welcome on day one.” You want them to learn about the culture. We had great values at Lattice. We wanted people to spend time about the values. We wanted the people to spend time learning our persona. Like that had process. Somebody's first two weeks, the non-sales stuff, lots of process in there. Super important, helpful. It's nice to spread that out among multiple people.
Fine. You can fail it twice. Fine. You cannot fail it a third time. Maybe you can, if you're a BDR and you're trying to move up to an AU might give you a little more leeway, but like it's also, you know, a catch at the same time for people who aren't going to be successful in the organization. So that process exists very fundamentally. We also like, you want somebody to feel welcome on day one. “You want them to learn about the culture.” We had great values at Lattice. We wanted people to spend time about the values. We wanted the people to spend time learning our persona. Like that had process. Somebody's first two weeks, the non-sales stuff, lots of process in there. Super important, helpful. It's nice to spread that out among multiple people. It also gives them the chance to meet leaders in other departments.
a little more leeway, but like it's also, you know, a catch at the same time for people who aren't going to be successful in the organization. So that process exists very fundamentally. We also like, you want somebody to feel welcome on day one. You want them to learn about the culture. We had great values at Lattice. We wanted people to spend time about the values. “We wanted the people to spend time learning our persona.” Like that had process. Somebody's first two weeks, the non-sales stuff, lots of process in there. Super important, helpful. It's nice to spread that out among multiple people. It also gives them the chance to meet leaders in other departments. I think that type of work is great. But when it comes to selling, that's where it's like, all right, like, you know, that
You want them to learn about the culture. We had great values at Lattice. We wanted people to spend time about the values. We wanted the people to spend time learning our persona. Like that had process. Somebody's first two weeks, the non-sales stuff, lots of process in there. Super important, helpful. It's nice to spread that out among multiple people. “It also gives them the chance to meet leaders in other departments.” I think that type of work is great. But when it comes to selling, that's where it's like, all right, like, you know, that is sort of like a, like a master and apprentice relationship where the master has to understand what are this, what is this person's strengths and weaknesses and they need to have the freedom to do it.
Like that had process. Somebody's first two weeks, the non-sales stuff, lots of process in there. Super important, helpful. It's nice to spread that out among multiple people. It also gives them the chance to meet leaders in other departments. I think that type of work is great. But when it comes to selling, that's where it's like, all right, like, you know, that “is sort of like a, like a master and apprentice relationship where the master has to understand” what are this, what is this person's strengths and weaknesses and they need to have the freedom to do it. They need to do to get this person to that intro cert and then to that demo cert and then ultimately feel comfortable enough giving them their leads are currently going to people with acceptable conversion rates. So in a way there's a risk there.
But starting off with some high level buckets is a huge advantage. I really think way too many onboarding programs, like you said, spend way too much in the learn it phase. In other words, they're focused on the discovery decks and the academic or the theoretical framework behind how to run a discovery call. “And the way that I think about the different steps are number one, you need to learn it.” Number two, you need to see it. So you need to see someone do this in a discovery tape and pause at the key moments and understand why they're doing those things. Number three, then you need to do it. And then number four, you need to do it right through coaching. And the problem is way too many people think that the hard part is learning it.
framework behind how to run a discovery call. And the way that I think about the different steps are number one, you need to learn it. Number two, you need to see it. So you need to see someone do this in a discovery tape and pause at the key moments and understand why they're doing those things. “Number three, then you need to do it.” And then number four, you need to do it right through coaching. And the problem is way too many people think that the hard part is learning it. And most people can describe what they should be doing inside of a discovery call. Very few people can actually execute that in a way that feels not cringy and fluid and
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