Podcast episode
Steal Kyle Asay’s Sales Competency Framework to Produce World-Class Sellers
30 Minutes to President's Club7 Dec 202333 min
Description
Kyle’s Competency Framework FOUR ACTIONABLE LEADERSHIP TAKEAWAYS Pick 1-3 competencies to coach a rep on max. Train your team, then establish a coaching rhythm to reinforce the training and a metric to track it. Get your managers bought in otherwise your training will fall flat. Turn your managers into microphones instead of filters. Give your reps multiple ways to get to a “good day” — build a Good Day Framework that assigns points to both inputs and outcomes. If you have a rep who isn’t willing to work hard at the professional development plan that both you AND they agreed to… why would you keep working with that rep? PATH TO PRESIDENT’S CLUB RVP, High Tech Acquisition for North America @ MongoDB RVP, High Tech Acquisition - Midwest, Northeast, and Canada @ MongoDB RVP of Sales, Corporate Midwest @ Qualtrics RVP of Sales, Midwest CX @ Qualtrics RESOURCES DISCUSSED Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
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setting? The way that I look at it is whenever I have cohorts that are at similar competency levels, I want to group those together for peer learning is much more scalable. And so we have the same leader led onboarding program for all of our new hires. They go through all the fundamentals together and we have ways we track their progress to graduate them “However, once they get through onboarding, that's where we begin to see deviation” and how quickly reps progress based on their prior experience, their aptitude, whatever it might be. That's where training and enablement becomes one-on-one and it's a requirement for me. That's my biggest thing for my group. If you get anything for being in my org is going to be a targeted coaching program. At the org wide level, we're always looking
it's a little bit of tomato to model. I guess I'll stoke the fire a little bit because one of my SDR managers back at Pave, he switched the team to tracking commits instead of dials. And I was freaking pissed. And the reason I was pissed is I was like, any idiot can make 200 bad dials, “but I want you to make 200 good dials,” not 200 idiotic dials. And so make your 200 freaking cold calls, you lazy bum. That's your Northstar metric. But your constraint metric is you need to make those 200 dials at a connect rate that is not abysmal.
It's just nearly impossible. And that's why I usually found that it was most helpful to give them the leading indicator that no matter what they could control, they could always control how many times they picked up the phone. And then coach to how they do that thing “more intelligently or more effectively.” But again, he was speaking to the people and I know the refs were starting to complain about not being coached to connects versus being coached to volume of dials. All right, I think it's an important point there is like when you set, and I think you were talking about this a little bit earlier too, Kyle, this is when you set a metric that isn't controllable,
versus being coached to volume of dials. All right, I think it's an important point there is like when you set, and I think you were talking about this a little bit earlier too, Kyle, this is when you set a metric that isn't controllable, like for example, your favorite metric is next quarter weighted pipeline coverage, right? Because you can always control that. I can sit down every day “and can control making 200 quality dials.” There's nothing that keeps me from doing that except for my own will. But I don't know if I can control getting 10 connects every day, right? Like I just don't know if that's gonna happen, if I'm gonna get people. And so that's where I think it gets tough is like I want something that somebody can look at at the end of the day and to your point be like, I did my job today. Am I not a book to meeting?
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