Podcast episode
Build a Winning Sales Team With Commitment to Practice (Kevin "KD" Dorsey, SVP of Sales and Partnerships @ Bench Accounting)
30 Minutes to President's Club12 Oct 202338 min
Description
THREE ACTIONABLE LEADERSHIP TAKEAWAYS Document the What Good Looks Like (WGLL): It's best if it's defined, documented, and demonstrated. Practice should be built into everyone’s week: You get good in practice, You don't get good in the game. Follow leadership methodologies: Behavior, Individual, Process, Skill, You as a leader (BIPSY) PATH TO PRESIDENT’S CLUB SVP of Sales and Partnerships @ Bench Accounting Mentor @ 500 Startups Advisor @ Worklye.io Advisor @ Regie.io RESOURCES DISCUSSED Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
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And then once that's documented, it's very clear on what to practice, what to focus on, right? So, at the end of every single month, every single one of my managers puts a BIPC report together for their individuals. What's the number one metric you're focused on for the rep? What's the BIPC analysis? Is it behavioral? They're just not doing it the right way. And they know what that is because it's documented. “But like, you need to have your calls documented in terms of scorecards.” You need your deal management documented in terms of what to look for. And all this stuff, y'all, lives outside of whatever sales methodology you're following. Like, I can check the boxes on Medic all day. It doesn't mean I'm managing a deal properly. It's funny.
Do you have to have that same mindset as you move up? Maybe more so. Yeah. I was just going to say, I get asked a lot about the difference between being a manager and then managing managers. And what I should tell people is it's actually not that different. Everything you expect your managers to do for their reps, you do for your managers. “So if you expect your managers to be reviewing calls, well, if you're managing managers,” you need to be reviewing manager calls. If you expect your managers to be practicing with your reps, then you need to be practicing with your managers. It's the same thing. No one enables their managers around these things, right? And so that's the focus. I practice calls with my managers.
metric awareness, close rates bad. How do you know what to focus on with close rate? That's where call reviews come in. By the way, y'all, real quick, the only reason you listen to calls is to know what you practice. That's why, like, why did you watch game film in high school and college? It was to know what you “needed to practice, right? That's all you're listening for in call reviews is what do they” need to practice. So imagine, imagine a world if a manager built their calendar around one-on-ones, practice, inspection, right? And call reviews. If that represented 80% of their time, what do you think would happen to that team? Notice how I did not say being on calls and being on deals.
If I know all I'm working on with our mind is how to improve the discovery, pain question, impact question, and the second layer, until he can do that in practice, I don't need to listen to the calls. If you can't do it with me in practice, I don't have to listen to another call until you're doing it with me in practice. And the takeaway, I left this off, when you end a “practice, you always ask the individual to send you in a call of them doing it.” Mark, that was great. Send me in the next call where you nail this pain question and the red marker example. Send me in your next one. I can't wait to hear it. I want the good example to share, right? Not where you missed it, where the good is. So managers of managers, it's your job to sit down with your managers and make sure they are spending time in the right places.
starting to get the checklist out of your head. Start getting the what good looks like out of your head and on paper because once it's there, everyone can use it. So you have a one-on-one coming up with a rep. You can say, hey, Mark, let's listen to some of your calls. I want you “to listen to three of your calls and run it through the disco scorecard. So when we come together,” we can talk about where we think we need to work. Because if that's not documented, when you just ask the rep, where do you think you need to get better? You're not going to get anything, right? You're operating with an invisible scorecard and that's not fair. So that's the first place I'd recommend is get the what good looks like out of your head
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