Turning Pressure to Productivity for Happier Reps (Adam Ochart, Gong)

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1. 8:41

   And then the alternative is if it needs some tweaking, I typically find myself just one or two small edits and then going from there. So the flow is, got it. Here you take a stab at it and let's work together to clean it up. And then they deliver something and you offer coaching based on what they've delivered, right? Yeah. And again, this is like an evolution cycle. “Typically it goes into a coaching session where I ask questions.” Curious why you went with that? Because I want to understand where they're coming from and understand the root of how they're thinking about problem solving. And that's evolution one. Evolution two is they typically send me something and I just give it a thumbs up emoji. It's like, you're good. Fire it off. Step three is take a draft at it and let me know. And they usually stalk me back. All good. Reply. And it's like the training wheels are off. Now you can go.

   In Coaching cadence

2. 9:20

   All good. Reply. And it's like the training wheels are off. Now you can go. This will happen super often when I'm doing advisory work with founders where they will ask me, hey, it seems like I'm having a hard time setting next steps. And they'll be like, how do I solve the problem? And when I first started doing advisory work, I would start to say when you're “ending your discovery call, you set out five minutes to set your next steps.” And these are three questions you asked. And they had already done half of that stuff. And so no one wants to hear advice that they've already chosen to take, right? When you have your reps submit their own answer first, you give them the opportunity to get the green light with no answer, right?

   In Discovery next-step agreement

3. 10:52

   First of all, the first thing I'll ask is, hey, is this a trend in your calls or is this a one-off thing where you got stuck? I want to assess if this is a bigger trend, I'll then go to the team and say, hey, Armand had this happen on a call and he didn't feel like he was equipped to answer the question, is this happening to anyone else? “Then we'll search across calls, is it coming up frequently?” That's how I escalate towards like, hey, we need to have an impromptu office hours around this specific thing. The second thing I do is similarly, I'll just listen to their response and I just want to know why they responded that way. And again, as much as I can get into the brain of my team and think about what they're thinking about, the better I can equip them with the answers that they need.

   In Call review coaching

4. 18:33

   not going to focus on the right thing. So like they'll run disco on like a pain that's tactical and it's one thing. And they'll miss that. Like, why are we even doing this? It's because we're rolling out a new product and we have all this going on. So oftentimes I'll just, Hey, can I jump in? Cool. Hey, I want to know about that. But before we do, you said this, do you mind unpacking that a little bit more? “Why is that a priority?” And then I'll slack the rep, take this from here. And then they'll dive in. And I literally went through this today with one of my newer reps and they were doing great discovery, but it was just in the wrong area. So that's early on mid funnel. I don't join a ton of mid funnel calls unless, you know, we were in pilots, unless people are in a pilot and then late stage, it's often that fullback position, I would bring this home. You know, I have four kids.

   In Timing and priority objections

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