Podcast episode
Having Immediate Impact When Taking Over a Sales Team (Chris Nethercote, Common Room)
30 Minutes to President's Club12 Sept 202432 min
Description
ACTIONABLE TAKEAWAYS Empower your reps with a clear discount menu, outlining what’s approved for negotiations. Include things like signing during the trial, committing to case studies, or G2 reviews to speed up late-stage deals. Before taking over a team or segment, review call recordings and data like sales cycle length and ACV to identify where you can have the biggest impact. Assess the spacing between sales calls and find opportunities to consolidate steps or reduce gaps to shorten the sales cycle. Introduce a structured proof of concept (POC) with three defined calls over 14 days, dictating trial activities and clear exit criteria for smoother decision-making. CHRIS' PATH TO PRESIDENTS CLUB Head of Commercial @ Common Room Vice President of Sales @ Metadata Head of Sales @ Metadata Sr. Account Executive @ Metadata RESOURCES DISCUSSED Things you can steal Join our weekly newsletter 30MPC Training: 30mpc.com/training
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on, and dive in, dive in, feed first. Here's a hint. Chris is not the useless VP of sales. What's number two? Number two is set dedicated times specifically for coaching. Have different one-on-ones. So have a specific one-on-one for pipeline, have a specific one-on-one for coaching. This requires that you do homework as the sales leader to watch some “calls, put some notes together.” It also frames the meeting very well for your AE. They know that they're going to be coached. They're in the right frame of mind to get feedback, which is much better than just peppering people with Slack and things that are top of mind in real time for you, but not real time for them. Today's show is brought to you by Align, the AI deal workspace that
I am totally willing to incentivize and offer a discount for folks that are willing to write a case study for us. Let's put that in the contract. If you're willing to do it and you have a great experience with us. Cool. Here's a discount for a case study and your logo rights. If you're willing to commit to references, we can invite you into our sales motion, make suggestions. We're working with these folks over there. They have a very similar use case. “We'd love to have you talk to them as the next step while you're evaluating.” That's going to help us accelerate the deal cycle, help people make decisions and provide an excellent buying experience. Those are the things that are important for us right now at Common Room. Hopefully that helps a little bit. Happy to go into more detail. Chris, when are you bringing this up in your sales cycle? Good question. So I've actually been thinking about this a lot recently. Typically it's happening towards the middle end when we're having the pricing conversation.
that actually changes the way that your team sells. And the biggest one that you don't want to miss is our live sales kickoff masterclass. Go to 30MPC.com backslash SKO to save your seat. I'll see you there. Number three, when you're coming in to diagnose problems in a sales organization, one thing “that Chris looked at was the spacing between sales calls.” And what he found is that you could consolidate a few steps into fewer steps, or you could reduce the spacing between how many calls you have in a sales cycle. And that brings us to number four. Chris introduced the three-call, 14-day POC, a beginning, middle, and end checkpoint where you're not just throwing the product at the customer and saying, do you want to buy it
Go to 30MPC.com backslash SKO to save your seat. I'll see you there. Number three, when you're coming in to diagnose problems in a sales organization, one thing that Chris looked at was the spacing between sales calls. And what he found is that you could consolidate a few steps into fewer steps, or you could “reduce the spacing between how many calls you have in a sales cycle.” And that brings us to number four. Chris introduced the three-call, 14-day POC, a beginning, middle, and end checkpoint where you're not just throwing the product at the customer and saying, do you want to buy it at the end of it? But you're dictating the exact trials they're going to run, the things they're going to do, and the exit criteria at the end. Alrighty, Nick, how can people help us out here?
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