Podcast episode
How to Run Team Deal Reviews to Find the Blindspots (D’Arcy Doyle @ Productboard)
30 Minutes to President's Club4 Jan 202432 min
Description
FOUR ACTIONABLE LEADERSHIP TAKEAWAYS Run weekly team deal reviews where the entire team finds the blindspots in a deal. Make those deal reviews positive and fun — it’s us versus the deal, not us vs the rep. Use the benign reachout early in your sales cycle by having your CEO send a note to their CEO offering their early support in the evaluation. Get beyond just doing demos. If you talk about features you’ll be relegated to the folks who want to talk about that (a CFO doesn’t care). PATH TO PRESIDENT’S CLUB SVP Sales @ Productboard Sales VP @ Productboard SVP Enterprise Sales @ Carta SVP NA Sales @ Box RESOURCES DISCUSSED Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
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one of us working alone. We all have experience. If we take that experience and pool it, we're going to come to a better conclusion on what we need to do to be successful in our pursuit by using the team together, right? Insert the whole team, insist on them being there. Whether you have an executive plugged in and I see someone who's a consulting partner, “the folks that are involved in your deal, you want them to be a voice in this opportunity” so that, you know, you're scaling and you're getting to hundreds of deals and the company's becoming bigger. You need to trust your team and your managers under you to be able to do this on their own. And that's an important piece too. All right. Round us up. What's number three? Number three is one thing that I've learned the hard way.
Because you absolutely have to understand that they have a business problem that can be addressed by your solution. Why are they talking to us? Why are they taking our calls? Do we have multiple contact points that are telling us that we're engaged in an opportunity that we can win? And then there's a whole bunch of stuff that is just the details around an opportunity, which is more like what's the close date? “When are we focused on? Do they agree that that's the close date?” When are we going to go to legal terms and contracts? When are we going to do those things in order to make sure? And those things are facts. And hopefully they are shared as facts. Are they red flags? Because they might not be agreed to facts between the two parties. Those are the things that are critical, too.
And this is such a critical piece. If you are at the director level, use that and use your experience as a manager to say, look, I've seen a lot of deals burn at the stake here. Let's use multi-threading to get to the right place. Again, can we use something as benign as a note from our CPO to their CPO? They have not met yet. “Let's just get them introduced.” At least then the CPO is going to know, hey, they're talking to X vendor, right? And that somebody who's at a director level is looking at this thing, but they're not aware of it yet. I think multi-threading right now is maybe more critical than ever. So let's say that you are stuck at director and you're going to coach your rep
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