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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I think you can outsource to other parts of the organization. But how to demo, what to demo, when to demo, what questions to ask. What are those little nuance-y phrases that your organization has come up with that random reps came up with that people have been copying for years? Those things should come from the person who knows the sale absolutely the best. “And guess what? They're also accountable for these people's revenue number. It's super aligned.” Right? Everybody wins if this works, but it's hard. It takes a lot of work. I think one important thing that stood out is I think about the types of training in terms of industry, product, and sales training. So industry training is, for example, how does a stock option work if I was selling equity management software at Carta? And the industry training can oftentimes
going to have reps that sell differently, right? Not everybody's the same. And so you really want to match people who they can like look in the mirror and be like, oh, I can copy that guy. We've got similar swagger, like our energy is really similar. And you want to buddy those people up together. And I think that combination of like a little bit of enablement early on, “ton of manager, direct training, running the demo starts, etc. And then giving them a buddy that” they're on the call with really consistently is a winning combination. And I think it scales really far, I would have, I would have loved to see how far we could have pushed it. Yeah, it might never have broken, but you never got to see it because somebody so worried about it breaking that they ended up wasting a bunch of time trying to prevent something that might
to match people who they can like look in the mirror and be like, oh, I can copy that guy. We've got similar swagger, like our energy is really similar. And you want to buddy those people up together. And I think that combination of like a little bit of enablement early on, ton of manager, direct training, running the demo starts, etc. And then giving them a buddy that “they're on the call with really consistently is a winning combination. And I think it scales” really far, I would have, I would have loved to see how far we could have pushed it. Yeah, it might never have broken, but you never got to see it because somebody so worried about it breaking that they ended up wasting a bunch of time trying to prevent something that might never broken, right? Could you talk about this buddy program a little bit more? Because
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 doesn't come off like you're trying to lead people into a sales trap.
And so teach them the frameworks as quickly as humanly possible, but then get them watching someone doing it the right way and doing it themselves as quickly as humanly possible because there are way too many sales academics who understand what they should be doing, but they can't actually put it into practice. Yeah. And one thing I'd add there that I think is a helpful tactical thing for people building “out these programs is like our ramp quotas were fixed.” So say there's a three-month ramp quota. Your goal is to bring in $100,000 of revenue in those three months. If you onboard yourself faster and you pass these demo certs faster, you're getting leads on week two. Yeah. You take your time. You might get leads on week four. Guess what's not going to change? Your ramp quota. Yeah. You want to crush that ramp quota. You need leads.