Hall of Fame: Chase Macaione

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1. 2:34

   The link is in the show notes. Alrighty, Chase. Welcome to the show. We start every show with your top three actionable leadership takeaways. Let's get your three. My first one is what I call disco breakdown. And this is where we use gong to do scorecards on a weekly basis for all of our reps. “And as part of that, while I'm watching the video, I type out in the scorecard every question” that they asked from a discovery perspective. And then together, once a week, we pick one and do it as a team. And then individually in our one on ones, we review these. And we look at the questions that they asked and what white space that was filling from a discovery qualification standpoint and review basically, why did you ask the question?

   In Call review coaching

2. 3:12

   a discovery qualification standpoint and review basically, why did you ask the question? Is it really the question you wanted to ask? And if not, what would have been a better question? And we use that over time to really establish a set of discovery questions we want to default to and just as a training for the reps. Boom. What's number two? “I call it build your own ICP.” This is one that I stole from John McMahon. But basically, we sit down with the reps and have them go through the eight step program of basically building our ICP over again. Every company has an idea of what their ICP is. But I found that reps don't always understand why it is that way.

   In Product and ICP training

3. 3:31

   I call it build your own ICP. This is one that I stole from John McMahon. But basically, we sit down with the reps and have them go through the eight step program of basically building our ICP over again. Every company has an idea of what their ICP is. But I found that reps don't always understand why it is that way. “And so we start with what are our defensible product differentiators?” What can we do that nobody else can do? What pain points do those solve? What use cases do those pain points tie to? Who would own those use cases within an organization? What companies are most likely to have them where they're going to be the most valuable? And what that allows us to do is basically help the reps understand the why behind who

   In Competitive differentiation

4. 15:21

   steps. I've seen a few of those. And the thing is, is that there's two goals, right? We have a goal and the prospect has a goal. The prospect wants something out of that call. And if you don't know what it is, you need to ask. That's part of it. But you need to know what you're trying “to achieve. So on an intro call, what are you trying to achieve? We want to qualify whether” or not this person in this company are a good fit for our solution. And if there's enough pain in this organization to drive a decision, that is a goal. And how you get there is through an agenda. And hopefully it can be a little more detailed than the one that I just outlined. But on the flip side of it, what is the prospect's goal? What are they hoping to get out of that same

   In Discovery and qualification

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