Why You Should Practice Breathwork Before Starting Team Meetings (Alex Kremer, Alluviance)

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1. 6:49

   what's the key thing we want to be working on right here? Is it a certain skill set? Hey, I'm a mid-market rep and I'm trying to move up to enterprise. Okay, that means you need to get better at multi-threading. You need to start really getting clear on what the problem is that the executive organization is trying to solve for. Let's really work that. “And you can determine what makes best for those alignment one-on-one calls” that the rep will say, I'm stoked to show up to here because this is actually working on something I need to. Now, obviously on the flip side of that question, if you as the manager realize there's a gap in this person's ability to be effective at their role, oftentimes you are the leader and you have the experience to see

   In Coaching cadence

2. 10:29

   This is your time. And I think that's partially true. I think you need to do a good job managing up if you want to be successful in life no matter who you're working for. But also, I can't always trust that a rep is going to be able to self-diagnose what they need to work on. And sometimes what I'll do is I'll be on calls with my reps all week and I don't “always be able to give them real-time feedback in the moment, but I'll always write things” down on a Post-it note. And sometimes I struggle when it gets around to the weekly one-on-one. They're like, yeah, I really want to focus on cold calling. I want to talk about this deal. And I got to be like, hold on one second. I actually need to tell you that your negotiation skills suck and here's why.

   In Call review coaching

3. 11:54

   It could be anything from a skill development or just like, hey, how are you doing, my friend? What's going on with you? Pipeline is you're tracking any pipeline generation that they've been doing. So it's like, hey, are you hitting your metrics? Or hey, last week you had 300K with pipeline. This time you only have 200K of pipeline. Now you've moved your coverage down a certain percentage. “How are you planning on hitting quota?” Like those types of things. And then last one's big bets. We're talking about any particular big deals that you need to work on right there. So people, pipeline, big bets, it's just a great framework that each manager can make sure that they're prepared to go into a one-on-one with. But then on the other question you asked that I heard you is, hey, when you need to bring up,

   In Pipeline coverage math

4. 12:56

   You're not feeling anger, you're not feeling resentment. Like you yourself need to be grounded. And second thing is you need to first ask, hey, are you open to some feedback? Are you in a place where you can receive this? Because if I just start going into it, it's going to punch them a little bit in their face when they weren't ready for it. But like, I also want to give them the ability to be in their sovereignty to say, hey, not right now. “Okay, when can we set up some space where I can provide some perspective?” So always ask them and then, you know, a lot of times they can like set themselves to maybe take a little bit of a breath and be ready to receive it. And from there, it's like, hey, one of the things that we wanted for you is to be doing XYZ, moving up to an enterprise type of role, becoming a manager,

   In Call coaching tools

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