Podcast episode
Driving Accountability and Empowering Sales Teams for Peak Performance (Jason Bay, Outbound Squad)
30 Minutes to President's Club4 Jul 202434 min
Description
FOUR ACTIONABLE LEADERSHIP TAKEAWAYS Hold regular one-on-one meetings, set public goals in team meetings, and use midweek check-ins to monitor and adjust prospecting efforts to ensure accountability and goal achievement. When implementing new initiatives, enlist team members who excel in those areas as champions. Their involvement and sharing of experiences will enhance adoption and effectiveness across the team. Utilize top-performing team members to shape and structure enablement sessions. This ensures that training content is practical, comprehensive, and directly applicable to real-world scenarios. Calculate the number of opportunities and meetings needed to meet sales quotas based on win rates and conversion rates. This systematic approach provides clarity and a roadmap for achieving sales targets effectively. PATH TO PRESIDENT’S CLUB Founder & CEO @ Outbound Squad Owner @ Jason Bay Consulting Director of Marketing @ Chamber DS, Inc. Marketing Director & Corporate Sales Trainer @ National Services Group, Inc. RESOURCES DISCUSSED Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
Show moreShow less
Listen
Loading the recording
0:000:00
This recording could not be loaded.Open the audio file
Quoted on this wiki
Every place a page here uses this source, in the order the words come in it.
You literally want to reverse engineer what you want to earn for your commission down to the revenue that you need to close, the number of deals that you need to have in pipeline to close the number of deals that you need to hit the revenue target, the number of intro calls you need to run to have those opportunities. “And then you're going to work down into your pipeline coverage target.” If you have 4x pipeline coverage, let's say you know that I need to have four times the amount of opportunities to meet my target. So you're going to find a way to work down into how many intro meetings do I need down to how many outbound activities do I need in order to get those meetings?
calls you need to run to have those opportunities. And then you're going to work down into your pipeline coverage target. If you have 4x pipeline coverage, let's say you know that I need to have four times the amount of opportunities to meet my target. So you're going to find a way to work down into how many intro meetings do I need down “to how many outbound activities do I need in order to get those meetings?” You literally want to have a number that says every day I need to do 26 outbound activities to hit my target. Let's go. What's number two? Number two is enablement on tactics way more than process. I work with a lot of really large sales teams and I think the larger your company gets, the larger the enablement team gets.
And then you're going to work down into your pipeline coverage target. If you have 4x pipeline coverage, let's say you know that I need to have four times the amount of opportunities to meet my target. So you're going to find a way to work down into how many intro meetings do I need down to how many outbound activities do I need in order to get those meetings? “You literally want to have a number that says every day I need to do 26 outbound activities” to hit my target. Let's go. What's number two? Number two is enablement on tactics way more than process. I work with a lot of really large sales teams and I think the larger your company gets, the larger the enablement team gets. And I love enablement folks. I love ops folks, but there can be this motion inside the company where we spend hours on
“You need to participate too.” Sure, you're not gonna be making cold calls every week, but you should be celebrating in the Team Slack channel, in your one-on-ones with your frontline leaders, in the all-hands calls. You need to celebrate the successes that people are having from an outbound standpoint, and you need to talk about it and live it and share those stories.
The one-on-ones, the team meetings, the Slack updates that you put on on a daily basis. And if you need to, the Wednesday check-in meeting is something I'm a really big fan of. And don't make it just like a, did you hit your activity target or not? Come into that check-in call with, hey, by the way, I listened to one of your calls. I found that you're doing this one thing around how you handle this objection. “I had a quick tip for you.” But that extra bit of touch, you can't do this out of sight, out of mind kind of thing as a frontline leader. Yeah, the public accountability thing is really powerful. Armand, I know this was something you would do when you would run the Monday morning team meeting at PAVE, where it was like, everybody had commits and you were holding people accountable to it.
I'm going to be strategic and be a sharpshooter when it comes to AE propping. So I'm curious from your perspective, is there a difference between AE and SDR prospecting? And if so, what is that? Yeah, it really depends on your sales motion on the enterprise and strat level. Absolutely. “If you're doing something that's a little more transactional and small mid market,” it's probably not going to be that much different. So I'll speak to folks.
That's a really easy way to do it. The other thing that you can do that gets really interesting too is you can say, hey, we're going to split by persona, industry, use case, account size, et cetera. So what you might do is you might say, hey, SDR that has three months of career experience, you also might split up the work with the account. “I'm a really big fan of, hey, do the account planning together, have the AE bring the account” plan essentially to the SDR of who we want to reach out to, and the SDR does a lot of the work of, hey, do we have email addresses, phone numbers, like all of the list building on the account. But the most important part is this cannot be AE bosses around the SDR. It cannot work like that. The way that oftentimes I've seen it work best with an AE and SDR is, to your point,
I'm a really big fan of, hey, do the account planning together, have the AE bring the account plan essentially to the SDR of who we want to reach out to, and the SDR does a lot of the work of, hey, do we have email addresses, phone numbers, like all of the list building on the account. But the most important part is this cannot be AE bosses around the SDR. “It cannot work like that.” The way that oftentimes I've seen it work best with an AE and SDR is, to your point, it's almost this V-shaped process where the account planning happens together at the top. The SDR then goes and dives down and starts ripping through every single account. They start finding new information about that account that could never happen in the account planning.
plan essentially to the SDR of who we want to reach out to, and the SDR does a lot of the work of, hey, do we have email addresses, phone numbers, like all of the list building on the account. But the most important part is this cannot be AE bosses around the SDR. It cannot work like that. The way that oftentimes I've seen it work best with an AE and SDR is, to your point, “it's almost this V-shaped process where the account planning happens together at the top.” The SDR then goes and dives down and starts ripping through every single account. They start finding new information about that account that could never happen in the account planning. And then it's the SDR's job to bring that information back to the AE so that AE can in the most efficient fashion possible.
start with the number of opportunities you need to get to hit your quota, and then back it out from a 30% win rate to get the number of opportunities you need in pipeline, “and then back out another 30% to assume that 30% of your meetings will turn into opportunities.” Alrighty, Nick, how can people help us out here?
Quotes are verbatim and belong to their publishers. Where a quote has been translated, the original wording is kept below it.