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Editor's Notes

• #5: Let’s talk mindset here…… Synonyms alchemize, make over, metamorphose, transfigure, convert, transmute, transpose, transubstantiate
• #7: It’s really your culture. And if you don’t think you have one, that’s it.
• #8: This might be what it looks like to operationalize your culture. How do you take the feeling and codify it so people can work it?
• #10: Keys to keep in mind when you’re building out. You’re putting action behind your framework. Your build out should answer the question(s): How do I? (Make calls, open a conversation, deliver a high quality demo, etc.) How do you? What does good look like? How do you measure? How do you know success? Can your team self-drive? If there was not training team, can a new hire start and “get there” just reading/using your documentation?
• #12: Assimilation into your Company culture and Team culture; along with goals. Your overall onboarding program will depend on your company, product, role and overall complexity. Some good things to measure when onboarding: ability to capture and say company VP in own words both verbally and written. Mock sales calls go extremely well. Back in the day, the question was, can a kindergartener or 5th grader understand what you do? Now, the question is, if you were to explain to your parents what you do, would they understand? Some organizations are putting in certification programs. If you’re not there yet, recommend setting a weekly cadence with your new hires with a definitive 30 day expectations. I worked for a MSFT partner with 5 practice areas. The onboarding program I designed was 30 days of immersion before they were allowed on the phones. It was drinking from the fire hose – reading, reading, reading, and meeting with me twice a day to review. Went from me to 10 and 18 million dollars. If you’re a transactional company, maybe you need 10 business days. Teach the product and then the value proposition.
• #13: This is NOT HR onboarding. That should actually be called Employee Orientation. Begin with the end in mind. Where do you want your new hire to be at the end of week 1, week 2, week 3, etc. Again, sales is about revenue. What happens when your people are onboarded appropriately, all departments have a stake in revenue generation.
• #14: As a professional, ongoing training is a must. It is for teachers, doctors, lawyers, insurance adjusters, etc. Not saying you have to embrace each and every new fad that comes out b/c sales has always been and always will be about the art of conversation. Training is about staying sharp. If you’re an athlete and work out twice a day in high school, then you go to college, get married, have kids, and work 60 hourse a week – guess what you’re not able to do…everything you did in high school. BUT, if you still worked out at least once a day, over the course of the next 20 years, you’d still have some game. Maybe not as fast and sharp, but you’d still have game. Keep your sales saw sharp! Helps drive recruitment, retention, and the customer experience. Let’s briefly talk about all of those. Recommend a Training Editorial Calendar For example, I create a Sales Training Editorial Calendar and populate it with my team. And share with other departmnents. Do you have training or sales enablement?
• #15: It’s not about you. Awesome you had the idea- how does it help your potential customer? Who could really use what you’ve come up with and why?
• #16: Let’s shift how we think about things. How people view time. Be able to adapt to that particular style. What’s your style?
• #18: Manager manages the process and doesn’t provide any more value. Leader makes changes for the better.
• #19: It’s not about you. It’s about making your team successful. How do you do that? What does a day to day look like?
• #22: Let’s talk about reporting. And before starting your planning process; keep this phrase in mind. Feelings and what we like, don’t matter. Data and actual evidence from our customers is the key in making decisions. The data will guide us in allocation of resources and time. Ultimately, keeping our Cost of Sales low while bolstering sales.
• #26: Here’s why this is important: Professionals have probably 9 different coaches. Your reps have you and each other. This is the easiest way to reinforce!!!!
• #27: Why does that matter? AA-ISP Top Challenges Report & Trends from 2015 On-going Speed Industry & Product Focus Time as an issue: setting aside the time to properly train and focus Gallup - engagement The leader. Yep, I said it, it’s the leader of the group that can make or break success. Here’s why: according to a recent Gallup poll, Manager’s account for 70% of an employee’s variance in engagement. Wow. Also according to Gallup, an engaged workforce outperforms it’s less engaged counterparts by 147% per share. Staggering.
• #28: If you take nothing away, I encourage you at least start/continue your 1:1’s. And here’s how. This is the culmination of all these efforts so far. and our example 1:1 <CLICK> Take a look at your coursework, you’ll see these examples and other dashboard. It all comes together. <CLICK> Activities breed outcomes and data doesn’t lie. Alignment is super important here. Training your people to talk the talk and walk the walk is critical. Circle back to the sales playbook session – see how it all comes together? Having the data at your fingertips also helps in crafting your business case for money requests for sales tools. More to come on that in the next session.
• #30: In the handout in Part I.