Latest / The Relentless Pursuit of Winning Podcast / Inside Sales Leadership: How to Grow Sales by Coaching the Middle Performers | Lynn Hidy

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Inside Sales Leadership: How to Grow Sales by Coaching the Middle Performers | Lynn Hidy · The Relentless Pursuit of Winning Podcast

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  Information is super easy to get.
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  But insight, not so much. If you can tie product to problems
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  and give me insight into how that's going to help me solve the problem,
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  that's what I need a person for.
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  Organizations, a lot of them are looking for the next rock star.
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  You've got this big lump in the middle,
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  these were people that were doing fine.
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  if we raise them up, the whole bell curve goes up.
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  Make sure that there is a technical interface between the AI and the human
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  so that it feels seamless, to the consumer.
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  Without the context of a human
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  It sounds like a robot.
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  Hey folks, we are back with another episode of the Relentless Pursuit
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  of Winning Podcast. My name is Rick Meekins.
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  I'm your host as usual. And in our studio,
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  we have Lynn Hidy. How are you today,
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  ma'am?
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  I am fabulous, thank you.
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  I'm so glad you were here. This is going to be an absolutely fantastic conversation.
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  I think you are going to enjoy it,
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  audience. So
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  before we get into it, let's do this.
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  If you haven't done it already,
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  I would be grateful if you would like to subscribe and hit the bell so that
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  you can get updates every time we drop a new episode.
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  And without further ado, let's get to it.
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  So Lynn, again, welcome to the show.
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  We
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  Thank you.
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  would love it if you would share with us who you are,
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  what you do, and why you do what you do.
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  So I am Lynn Hidy and I am the founder and strategist behind
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  Up Your Telesales. And I will say that the big thing that I do for other people
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  is I help them understand what's happening with their sales team and how
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  to make it better without driving yourself crazy.
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  Mm. Mm. I I I like the idea of not driving myself crazy as a salesman either.
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  How about this? We lose our sense of humor and we lose our equilibrium often
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  in sales, right? There's so much going on and it gets crazy.
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  Yeah.
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  So let's not do that anymore.
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  I love it. I love it. What what got you into this line of work?
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  so decades ago I
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  did the whole corporate ladder thing,
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  right? Like I'm a good corporate citizen and I,
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  you know, moved from an inbound marketing kind of sales development
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  rep into a territory, into a team leader,
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  right? I'm climbing the corporate ladder.
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  What I
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  didn't know until it was too late,
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  I like to say, was I'm childless by choice in my life.
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  I hate to say it, but managing salespeople is a lot like having children,
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  apparently, and it was not for me either.
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  So why am I, if I don't have them in my real life,
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  why would I want to spend 40 plus hours a week acting the same way as a parent does?
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  So the luck for me was that I worked for someone who said,
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  okay, you are a fabulous coach,
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  you are a fabulous trainer, you are
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  really good at that part of the job.
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  Do you like that part of the job?
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  And I really did. So
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  Mm-hmm.
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  he was willing to say, Hey, why don't you do that?
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  I'll get someone else to manage these people.
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  So I turned that into a corporate job and then turned it into a company.
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  Wow. Wow. Congratulations. Congratulations on that.
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  What's what is that big thing that you've come to realize,
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  you know, about about telesales in particular?
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  So what what I well number one,
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  right? I started out where really was the phone.
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  That was what you had, right? ~
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  Yeah. And
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  there was no internet once upon a time and you know,
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  people dropped catalogs, right?
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  What really? Catalogs, I'm sorry.
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  Sent things in the mail.
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  I actually remember the first time the company I worked for got
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  a fast purchase order rather than one in the mail.
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  And the
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  The owner called his lawyer to make sure it was a legally binding document,
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  right? Like so,
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  Well.
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  so the way we have communicated with our customers has changed significantly
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  in the last 30 years, right? But the same thing is true,
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  which is all right, there's a group of salespeople out there that whether you're
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  inbound or outbound, right? Like that's how you find business,
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  either following up on leads or
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  Going out and searching for them and hunting.
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  There's a subset of salespeople who are never physically going
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  to see their customers, right?
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  So they're they are inside salespeople.
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  And while we always used the phone at the beginning,
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  I mean, now we've got video, right?
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  I can see you today. Your audience can see us.
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  And we can leverage that.
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  when we're communicating with our customers.
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  We also have social media and the internet and all sorts of different tools.
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  So the tools have changed significantly.
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  But the one thing that hasn't changed is that it's people connecting with people.
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  Because yes, I can use an AI tool
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  or a search engine tool to find out information now,
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  right? When I started, like people needed us for information,
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  like specs on things. They called you because they needed to know those things.
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  Well, now they're looking for that human interaction,
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  right? Tie what you do.
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  to what I actually need to be successful in my job,
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  in my business. And that hasn't gone away.
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  I wanna I wanna dig into that a little bit more.
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  I mean, you're if if we if we listen to what people are are are selling us today,
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  you know, we can get rid of our entire inside sales team.
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  We can have automated calls and robots and,
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  you know, customer intake and and that sort of thing.
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  But it sounds to me like you're saying that,
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  I'm gonna use an old fashioned term,
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  that's a bunch of baloney.
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  Well and how about this? I think I think that people don't want
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  a salesperson calling them about I'm gonna call it stuff.
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  Right?
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  Mm-hmm.
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  If you're calling me about product,
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  Mm-hmm.
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  I don't need to talk to you. I can find that information,
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  right? I can find speeds and feeds,
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  I can find out details about a policy,
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  I can find out that kind of information for myself.
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  And right, all of the studies are now saying most people are talking
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  to salespeople way further into the buying process.
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  Well, because Information is super easy to get.
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  Yeah, yeah.
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  But insight, not so much. Right?
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  So If you can tie the product to problems I have
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  and give me insight into how that's going to help me solve the problem,
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  that's what I need a person for.
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  Yeah. Yeah. Give me give me an example that give me a story about that.
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  All right, so I'll use technology because there are a lot of tech right people
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  Mm-hmm.
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  that are saying, Hey, I don't need salespeople,
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  you can, you know, you can self-serve,
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  right? So, okay, so great. I can run my own demo
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  Mm-hmm.
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  in a lot of worlds, but I need a salesperson to talk to me about
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  the specifics of my business.
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  Mm-hmm.
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  And how I can tie it into
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  The CRM, right? So full disclosure,
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  I'm a user of Membrane as my CRM.
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  And I'll just use that as an example,
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  right? I I can I can set myself up,
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  right? Like they have a whole process where I'm self-serving and
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  I'm watching a video and doing it myself,
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  but there comes a point when I say,
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  okay, but I wanna do this,
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  Mm-hmm.
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  right?
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  Like this is the problem I'm trying to solve for my business using this CRM.
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  I know the pieces and parts and the bits and bytes,
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  but I don't know how how it how is it going to do this for me?
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  And that's where I talk to Jen,
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  I talk to Pam, and they're like,
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  and they can tell me the story,
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  right? They take my stuff, somebody else's stuff and their product
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  and put it together.
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  Mm.
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  Mm. Mm. And that's beyond what like a like a cloud or ChatGPT can do or
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  Yeah,
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  and and how about this? Sure, if I'm a prompt engineer,
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  it might be able to tell me, but it's way less work for me to talk to a human.
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  Mm.
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  So
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  And
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  the other the and I'll tell you the flip side of it,
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  right? I don't know about you,
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  but if I have a problem with somebody's product,
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  I don't want to talk to AI.
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  I'm with you.
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  Right,
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  right. So I so I think that from a customer service perspective,
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  sure, like I have no problem self serving for paying my bill or right,
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  like the the day to day workings,
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  I'll do that on my own. In fact,
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  I'd rather because I think I can probably do it faster without talking
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  to a person than I can with. But
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  Mm-hmm. Mm-hmm.
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  if I am frustrated.
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  Number one, I want another person to empathize and tell me that it's okay.
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  Mm-hmm.
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  I also have less brain power when I'm frustrated,
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  angry, annoyed than I do just problem solve when I'm fine.
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  Like right now, you and I probably on our own would be great at problem solving.
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  If you've tried to make something work for 45 minutes and you can't.
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  And there's no person to talk to and it doesn't quite understand that
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  you don't even know how to explain the problem you're having to AI,
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  to that little
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  Mm-hmm.
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  like, wait, I have to articulate something.
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  I I'm just I no, you talk to me.
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  Yes.
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  Right? We'll we'll figure it out faster.
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  Yes, yes, yes. I'm I'm I'm I'm like having a PTSD moment like right now,
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  like going through tech support and you know,
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  going through these endless loops of
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  Right.
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  you know, I I mean something as simple as okay,
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  I was on vacation. I
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  Mm-hmm.
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  have easy pass. Apparently the credit card on my easy pass was not refilling.
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  Okay, I'm on vacation.
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  So I grabbed my easy pass and,
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  you know, try to log in using the account number.
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  I don't remember my password. I,
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  you know, I'm not at home, so I don't even have the like I don't even remember email
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  I used to set this up, right?
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  Uh-huh.
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  I just wanted a person to tell like to to take my credit card information,
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  update it in the system for me,
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  and I could go on with my vacation.
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  Right.
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  By the way, that did not is not how it worked out.
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  I I did get it sorted,
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  Ha ha ha.
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  but there was no person to talk to.
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  So
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  I'm sorry.
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  But
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  again, right? Like like I think if I talk to you and you're like,
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  let's you could log in because you're in like you're in,
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  then all you're doing is updating the credit card.
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  Boom, I'm done. I'm back on my vacation.
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  Exactly. Exactly. It's it's interesting how you know,
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  companies and I don't know how we're making these decisions,
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  but how companies, you know, take people out of that loop,
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  you know, so quickly and and so and so aggressively.
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  You know, it's it's like I need to speak to a person for what?
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  you know, please articulate your question differently.
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  We need to wrap you to the right department.
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  It's like, come on, as you said,
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  I've already been working on this for forty-five minutes.
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  Now I'm really frustrated because you're giving me another set of questions.
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  It's like, come on.
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  Ha ha ha.
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  And I do I I think there's you you say why do they do that?
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  Right? They believe it's gonna be cheaper.
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  Is it? That remains to be seen,
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  in my opinion. But
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  I also think that there is
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  Everybody else is doing it, so I should do it going on.
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  I think there is a yeah.
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  And it's funny too because if you hear people talk about how great it works,
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  I think there's a huge disconnect between if you read what people
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  are saying on their reviews of companies that have done this versus what
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  the founders and the the the leadership is saying about how it's working.
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  I think there's a disconnect there as well.
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  Right.
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  I agree.
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  It sounds great, right? They go out and do their TED talk,
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  right? On how awesome it is to automate all of this stuff and get rid of the people.
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  Well, but then if you ask their customers how happy they are with how this
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  new thing works, the huge I do believe that the huge disconnect is I do need
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  to talk if I wanna talk to a person,
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  there needs to be a a a competent,
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  articulate human for me to talk to.
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  Let's let's not go down that rabbit trail.
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  But yes, I agree. Yeah so I mean all all of this says
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  to me that the role of the inside salesperson or yeah,
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  the the role has changed. There's a different set of
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  Mm.
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  responsibilities and expectations.
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  Can you can you speak to that?
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  Yeah, I think that let's let I'm gonna talk to it a little differently.
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  I think the problem is people aren't figuring out what that role looks like
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  in their organization
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  Mm-hmm.
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  and doing everything they need to to get the humans who are now working
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  for them to do the new role. Right,
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  Mm-hmm, mm-hmm.
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  okay, yes, let me self serve on a chat.
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  Okay, great. So you don't need a human to s to help someone self serve
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  on the chat for the most part.
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  Right.
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  Make sure that there is a technical interface between the AI and the human
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  so that there is it feels seamless,
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  right, to the consumer.
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  What part of that role do you want an inside salesperson to do?
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  How do you want me at, you know,
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  what is the new role for your inside salespeople?
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  And again, define and articulate when someone needs a human.
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  So they need a human because they're frustrated,
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  right? We already talked about that,
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  but they also need a human to tie other customer stories
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  to their story.
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  Mm. Okay.
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  They need a human to feel valued.
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  Like we haven't gotten to the point,
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  right? A friend of mine says it's not artificial intelligence yet,
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  it's assisted intelligence, which I really like.
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  You
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  Mm-hmm.
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  know, so we're not mimicking empathy and understanding
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  and kindness with these tools yet.
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  Someday, you know.
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  If you and I have this conversation in five years,
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  I may have a very different answer,
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  right? But there's still that.
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  And there's, you know, there is still from an outbound sales effort,
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  gotta tell you, calling people,
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  it still works. Does it take more dials to reach a human?
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  It absolutely does. Do you need to have a multiple touch strategy?
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  Right? Yes, we all know that, right?
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  What does that look like?
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  I still though believe picking up the phone many times is the fastest way to assess.
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  So how how so how are they so but I feel like and I feel like they need
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  to be equipped differently, you know,
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  to to
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  Mm-hmm.
• 14:41
  make these outbound calls. I I feel like there's as you mentioned,
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  you know, there there are fewer responses,
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  you know, based on, you know, the size of a a list or whatever.
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  So how do we as inside salespeople,
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  you know, truly become successful?
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  What what do you what do you what are your thoughts on that?
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  So let's talk about it from a outbound effort,
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  prospecting, right? That's because
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  Mm-hmm.
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  that's kind of where that's that that's where the hardest,
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  that's the hardest part of any sales job,
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  right? The prospecting part. So let's let's for a second just say,
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  okay, so outbound prospecting,
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  how do I successfully navigate the fact that less people are answering the phone?
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  Again, it ties back to it needs to sound like it's about that,
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  right? So the skill set piece is that you need to give me the inside salesperson
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  the tools I need for it
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  Mm-hmm.
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  to feel and be personalized outreach.
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  Mm-hmm.
• 15:39
  Now, I will tell you, sure, I'd love it to be one to one.
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  Like I'm always I always know who Rick is and I'm calling him specifically.
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  But from a volume perspective,
• 15:50
  I don't think that that's doable necessarily.
• 15:53
  So they need to understand about segmentation of their list.
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  Like, okay, and and who do they connect with?
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  How can we tie a company's ideal customer profile to a salesperson's ideal customer
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  profile so that
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  It's a good fit and they're targeting people they're going to
• 16:14
  be successful with when they talk to them.
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  And I'll just give you an example.
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  It it's very different if my market is manufacturing and I'm talking
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  to people who are in a plant, process control driven,
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  and I do really well with that.
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  And the
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  Mm-hmm.
• 16:30
  person sitting next to me is much more corporate and is having great success with.
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  law firms and selling the same stuff into
• 16:39
  Mm-hmm.
• 16:39
  those very different markets, okay,
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  Mm-hmm.
• 16:42
  let them.
• 16:43
  Yeah.
• 16:43
  Right.
• 16:44
  Give salesperson A a list full
• 16:47
  of manufacturing prospects because they obviously know the language,
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  know the problems they're facing,
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  can tie things together. So I
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  Mm-hmm.
• 16:56
  can make a bunch of outbound calls to different companies,
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  but because they all look similar,
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  we know that the problems they face are probably very similar.
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  So the language
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  Mm.
• 17:09
  I speak in is the language of their industry,
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  the language of the job they do,
• 17:14
  and the language of the problems that they face.
• 17:16
  Which
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  Mm, yeah, yeah.
• 17:18
  also sounds significantly different from the person sitting next to
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  me who's calling on law firms,
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  right?
• 17:24
  Do you s do you see with this do you do you see hyper personalization with this with
• 17:29
  this outbound calling? So I think about it from,
• 17:31
  you know, like we talk about from an industry perspective,
• 17:34
  but even getting down to perhaps like some level of persona.
• 17:38
  I mean, just given the prevalence of data that we have.
• 17:40
  Yeah, yes, there's a right. So then we get to that fine line of okay,
• 17:46
  how do we balance volume and hyper per personalization?
• 17:50
  And where that comes down to is I think it becomes hyper personalized once I know,
• 17:57
  and we can talk about how know like knowing next,
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  like I now know that Rick.
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  is a good target for me for this thing.
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  Now I can hyperpersonalize it because I'm not wasting time on somebody
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  who isn't an ideal customer. And
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  Right, right.
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  a lot of times I will tell you,
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  I don't know that because of the psychographics until I talk to a human.
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  Okay.
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  Right. Like demographics we can do all the time,
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  but can I really understand how you feel about something if I don't have
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  a conversation with you?
• 18:29
  Right, right. Are there are there ways
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  It's difficult.
• 18:31
  to find that information? I mean,
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  I you know, what what comes to mind is like,
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  you know, how Facebook, you know,
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  captures all kind of, you know,
• 18:38
  psychographic information about people.
• 18:39
  Is is that is is that a source or are there other places or other ways
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  we can get that type of information if if if it would make sense.
• 18:47
  I mean, if it's a cost effective venture.
• 18:50
  So all of my customers are business to business,
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  right? Like so, like my personal target market is businesses selling to businesses.
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  So
• 18:58
  Uh-huh.
• 18:59
  I am gonna say I don't have enough expertise on the consumer side to know.
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  I think companies know that internally.
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  Like Facebook knows the answer,
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  Amazon knows the answer, right?
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  Like that's why you keep getting,
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  hey, if you watch these things,
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  you won't, you know, you probably are gonna like to watch these things or
• 19:18
  You know, you bought this stuff,
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  other people have bought right.
• 19:21
  The I don't know that there is a place to go get that information.
• 19:26
  Mm-hmm.
• 19:26
  But I bet specific industries have places that could can get like that like
• 19:32
  for like I still don't know can you can you trust information about
• 19:36
  how what somebody thinks about something or their attitude around right?
• 19:42
  So
• 19:43
  I'm just gonna use an example of used cars.
• 19:46
  Mm-hmm.
• 19:47
  If we're in a room with a hundred people,
• 19:49
  there's a percentage of those people who would never buy a used car no matter what.
• 19:54
  And there's a percentage of people who would never buy a new car,
• 19:57
  no matter
• 19:57
  Yeah.
• 19:58
  what.
• 19:59
  Yeah.
• 19:59
  And then there are people that,
• 20:00
  okay, if money were not an object,
• 20:02
  I would buy X. And the interesting thing about that is some of those people might
• 20:07
  be motorheads like me who are gonna go,
• 20:10
  Well, I'm gonna, if I have unlimited funds,
• 20:13
  I'm gonna buy, you know, a 1967 Jaguar,
• 20:17
  and I'm gonna have two of them because I'm one of them's always gonna
• 20:19
  be in the shop.
• 20:20
  Mm-hmm.
• 20:21
  Right? So
• 20:22
  Someone else is gonna be like,
• 20:23
  well, if I have unlimited money,
• 20:24
  I'm gonna buy a brand new whatever,
• 20:27
  right?
• 20:27
  Yeah, yeah.
• 20:28
  So so I don't know how good we are at figuring that kind
• 20:33
  of attitude or opinion thing out without actually talking to somebody.
• 20:38
  Interesting. It's it's interesting because,
• 20:40
  you know, I I look at things, you know,
• 20:42
  through you know, through AI, you know,
• 20:45
  and it's it's like it seems like,
• 20:47
  you know, it seems like, you know,
• 20:48
  we should be able to, you know,
• 20:50
  capture more of that information.
• 20:51
  Even even capture information about ourselves that we don't necessarily
• 20:54
  we we don't necessarily lead with.
• 20:56
  Or we don't, you know, our blind spots sometimes to help
• 20:58
  Mm-hmm.
• 20:59
  us develop what our our sales program looks like.
• 21:02
  I mean it seems like, you know,
• 21:03
  even outbound.
• 21:05
  You know, we should be able to develop our own strategy based on
• 21:07
  our own personality and as you said,
• 21:10
  you know, our industry expertise and that sort of thing.
• 21:12
  But you know, even the way that we talk with people,
• 21:15
  you know, it's like some people might be better speaking with,
• 21:17
  you know, a you know, an ex you know,
• 21:20
  an executive members of the executive team with advanced degrees,
• 21:23
  et cetera, et cetera, where other people might be more comfortable working with,
• 21:26
  you know, people that may not have you know,
• 21:29
  may not have achieved that much education or,
• 21:31
  you know, whatever that is. ~
• 21:33
  Mm.
• 21:33
  Is is that part of the selling process at this at this stage?
• 21:38
  So
• 21:38
  I'm I'm gonna say something that's gonna sound funny.
• 21:40
  If you have the luxury, sure. Like,
• 21:43
  okay, let's figure out
• 21:46
  who the best team of people, right,
• 21:50
  is
• 21:50
  Mm-hmm.
• 21:50
  gonna be to close business with an ideal customer.
• 21:54
  Mm-hmm, mm-hmm.
• 21:55
  Yeah.
• 21:55
  So you so we that that that could be an interesting conversation.
• 21:59
  I'm I'm I just keep going back to like the
• 22:01
  That's okay.
• 22:02
  I it's it's this it's this whole idea around the the AI assisted sales.
• 22:06
  You know, it's like you know, we started talking about like replacement,
• 22:09
  but you know, AI gives us so much more information,
• 22:13
  the potential for so much more information
• 22:14
  well
• 22:15
  to aid differently so that we can be better.
• 22:18
  Well, how about so
• 22:20
  so how about this? So I'm working,
• 22:21
  I have an engagement that is going on right now,
• 22:24
  and the first thing I am do you know,
• 22:26
  step one was I said, Okay, we need a better way for them to research.
• 22:32
  So I have created an agent,
• 22:36
  an AI agent for this company where
• 22:39
  It's okay, here's a hundred accounts that are in a salesperson's name.
• 22:44
  Mm-hmm.
• 22:45
  with their website, go out and you know,
• 22:47
  for their specific product, what they do,
• 22:51
  right? Like, what's our biggest,
• 22:53
  what's our best play?
• 22:54
  based on what you can find publicly available information,
• 22:57
  it is telling us, okay, what is the potential that they could ever
• 23:04
  buy from the company? And who are the humans that you can find out there
• 23:11
  on the internet who would be in charge of the things,
• 23:14
  you know? Who needs what we do?
• 23:16
  Who buys what we sell? Right. So if nothing else,
• 23:20
  they're starting with a target list of people that could be their ideal customers,
• 23:26
  and it scores itself. Right? Like,
• 23:29
  okay, so we have we we think here,
• 23:31
  you know, and there's a ranking.
• 23:33
  So it's not ranking against each other,
• 23:35
  it's a ranking against publicly available information.
• 23:38
  So,
• 23:38
  Mm-hmm.
• 23:39
  okay.
• 23:39
  Anybody 80% or you know at scores an eighty to a hundred.
• 23:43
  We haven't found a hundred, by the way.
• 23:45
  We've only gotten into the
• 23:46
  Yeah.
• 23:46
  nineties, but right, like, okay,
• 23:48
  let's call these people first.
• 23:50
  And then it's saying, okay, and this is the thing that they're trying to
• 23:55
  do based on their mission, like what the company does that fits best with this
• 23:59
  product set, and this is what the messaging is gonna look like.
• 24:03
  Right, right, right. That makes sense.
• 24:06
  That makes sense.
• 24:07
  Well,
• 24:07
  one of the salespeople was like,
• 24:09
  Where were you six months ago?
• 24:10
  I'm like, I wasn't engaged yet,
• 24:12
  sorry, right? You know, so so so there's that,
• 24:15
  like there's the assistance of who is the highest value target for
• 24:20
  us from an organization perspective based on what we do and the organi
• 24:25
  and the and the organizations that are in my account base.
• 24:28
  Mm-hmm. Does that mean we go after fewer?
• 24:30
  So I'm I'm thinking from the perspective of account based sales.
• 24:31
  Yes. We go after fewer. Yes.
• 24:33
  Yeah. But
• 24:35
  okay, awesome, awesome, awesome.
• 24:36
  so here here's an interesting question.
• 24:38
  We talked we talked about your your your bell curve theory in terms of you know,
• 24:41
  Hey he's
• 24:42
  sales
• 24:42
  performance. How does how does this conversation,
• 24:45
  you know, we're talking about AI incorporating AI,
• 24:47
  we're talking about empowering people differently in sales.
• 24:51
  How does this impact if it does at all?
• 24:53
  Well, I'm gonna need you to explain,
• 24:55
  of course, but
• 24:55
  Ha.
• 24:56
  how does
• 24:56
  this impact your thinking around the belt?
• 24:58
  So the Bell Curve, my Bellcurve Manifesto,
• 25:01
  as I like to call it, because I feel like it's a manifesto,
• 25:03
  and it's very different than how other people look at organizations,
• 25:07
  right? So when I talk to Organizations,
• 25:10
  a lot of them are looking for the next rock star.
• 25:13
  Mm-hmm.
• 25:14
  Well, just based on the math, you can't have all rock stars because
• 25:17
  the definition of a rock star then changes.
• 25:20
  So if we're thinking about it,
• 25:23
  right, there's that middle. If you look at a bell curve,
• 25:27
  you got look, easy math. We got 10 salespeople.
• 25:31
  Mm-hmm.
• 25:31
  Two of them are at the top.
• 25:33
  And you're having strategic conversations and they're demanding your attention
• 25:36
  because they're working deals,
• 25:37
  they're closing business, right?
• 25:39
  And you love spending time with them.
• 25:41
  And then two at the bottom, your HR department is making you spend time with them.
• 25:46
  And there's a lot of what feels like wasted coaching out time that's
• 25:51
  Yeah.
• 25:51
  in documentation that's going on.
• 25:53
  So you're you end up with these six people in the middle that are doing okay.
• 25:57
  They're fine.
• 25:57
  Right? They're they're at n ninety two to ninety seven percent of their target.
• 26:02
  They're not above it, or sometimes they are and sometimes they're not,
• 26:06
  right? They're but you leave alone because you can't
• 26:09
  Mm-hmm.
• 26:09
  Well, my belief is that if we raise them up,
• 26:13
  the whole bell curve goes up.
• 26:15
  And if You've got this big lump in the middle,
• 26:18
  that all of them are making goal one more quarter a year,
• 26:22
  or they're setting one more appointment a week,
• 26:26
  but there's six of them.
• 26:27
  So all of them are making one more quarter a year,
• 26:30
  all of them are setting one more appointment.
• 26:31
  That's an exponential increase in production from a sales perspective.
• 26:36
  So making them a little bit better is gonna have a wild impact
• 26:42
  on your team and how the
• 26:44
  Yeah.
• 26:44
  sales production is.
• 26:45
  Yeah. Yeah. Yeah. Do you do you do you see so when we look when we look
• 26:50
  at improving performance, do you see a different approach now than
• 26:54
  you would have taken, you know,
• 26:55
  a year or two ago?
• 26:56
  so I think that what AI allows us to do
• 27:00
  is remove roadblocks to people's success differently
• 27:05
  Mm-hmm.
• 27:05
  than we absolutely could three years ago.
• 27:08
  Mm-hmm,
• 27:09
  Right. So that example of it's doing the research to to determine the
• 27:14
  the best you know, best potential accounts.
• 27:17
  Right.
• 27:18
  And when I was working with the sales leader,
• 27:20
  I'm like, look, I haven't timed it.
• 27:22
  I kind of like in all the playing I had done with the tool,
• 27:25
  like I I do it and then I go do something else and then I come back and it's done,
• 27:29
  right? Like that's the beauty of of AI.
• 27:31
  I don't have to be there for it.
• 27:33
  He
• 27:33
  Right.
• 27:33
  and he's like, Well, I timed it and it was eight and a half minutes.
• 27:37
  So in eight and a half minutes,
• 27:39
  it took a hundred accounts.
• 27:41
  And scored them.
• 27:42
  For probability of success.
• 27:44
  That's a lot of time.
• 27:46
  What like I can't even imagine like imagine how much time it would have taken
• 27:49
  a sales human to go out, look at the website,
• 27:54
  read the documentation, find all the infra right,
• 27:56
  like figure out the the correlation between the mission of that organization
• 28:01
  and what you do. Like that's thinking work,
• 28:04
  right? Versus
• 28:05
  Yeah.
• 28:06
  AI turned it into data.
• 28:08
  Yeah, yeah, yeah, yeah. And then you can better match that data,
• 28:12
  match those accounts to your to your to your inside sales team.
• 28:15
  And then you can I guess going beyond that,
• 28:17
  I mean we can evaluate every salesperson's call,
• 28:20
  you know, using AI and then give them points on how they can improve,
• 28:24
  you know, their their whole process,
• 28:26
  There
• 28:27
  right?
• 28:27
  are c there are companies out there now that are using AI.
• 28:31
  You put a you upload a call recording.
• 28:34
  Yeah.
• 28:35
  Now, it's not magic, people. So you do have to like give it like,
• 28:39
  okay, what are they supposed to be doing on the call?
• 28:42
  Yeah, no.
• 28:42
  What does
• 28:42
  a good like what does a good call look like?
• 28:45
  Right? You like there's setup involved,
• 28:47
  Yes.
• 28:48
  but it's it's taking someone's recorded call.
• 28:52
  And saying, Okay, here's the script that the salesperson is using.
• 28:57
  Yeah.
• 28:58
  Again, we can have a whole we could talk about scripts for an hour,
• 29:01
  but right. How did they do against the script?
• 29:04
  How did they do against the call objective,
• 29:07
  whatever the call objective is,
• 29:08
  right?
• 29:09
  Mm-hmm.
• 29:10
  How did how many you know I'm working with a salesperson right now
• 29:14
  on asking more open-ended questions about someone's answer?
• 29:19
  Mm, okay.
• 29:20
  Well, so I listen to the calls still myself because I think again,
• 29:24
  right, tone inflection, it's still not great at right.
• 29:28
  Like it can tell empathy and compassion just based on words,
• 29:32
  but I still want to hear like what what it sounded like on both sides.
• 29:36
  Sure.
• 29:37
  But it's counting for me. Right?
• 29:40
  Counting work.
• 29:41
  Rick Rick asked nine open ended questions following information he was given.
• 29:48
  Okay, this is somebody who wasn't very good at that.
• 29:50
  So if there's nine now, I like f just from a count perspective,
• 29:54
  that's nine more than they were doing a month ago.
• 29:57
  So so how do you go go ahead, I'm sorry.
• 29:57
  They get that so they get it, right?
• 30:00
  Uh-huh.
• 30:00
  Like
• 30:01
  like that helps you know if they're getting it.
• 30:03
  So I'm using an AI tool to ri check all of the things.
• 30:07
  And I'm also listening to the calls,
• 30:09
  so I'm making sure that I am validating that I agree with what the AI tool
• 30:14
  is is is telling me. But I can then take nine calls.
• 30:19
  Which I used to, right? So back to time,
• 30:21
  it used to take me four listen throughs to do what I considered
• 30:27
  a good job as the co as the coach,
• 30:30
  right? Some of these calls are 20 minutes.
• 30:32
  That's 80 minutes. Okay, now I have an AI tool that will judge the call against
• 30:38
  the script and against the coaching criteria that I'm
• 30:43
  currently using with individual salespeople,
• 30:45
  I get that. I'm listening to calls twice.
• 30:48
  So you're more efficient.
• 30:49
  Sometimes once,
• 30:50
  right? Like sometimes I can listen to it once and I can tell.
• 30:53
  Like I'm making my notes, listen I always listen once without the without looking
• 30:58
  at the tool. So I put the
• 30:59
  Okay.
• 30:59
  everything in and then I start listening.
• 31:01
  But okay, so now it's taking me twenty minutes plus the AI tool.
• 31:06
  So on you know it's taking me a half an hour to do a call review rather than
• 31:10
  two hours.
• 31:11
  How how why do why do you listen to the call first without the AI info?
• 31:15
  Did I answer my own question?
• 31:16
  Because because I'm a per because I truly
• 31:18
  mu right because I truly believe that I'm like if you are looking at how
• 31:23
  an a I don't care what the tool is,
• 31:25
  if you are looking at how a tool scores somebody,
• 31:27
  it is influencing your belief around it.
• 31:30
  Yeah, yeah.
• 31:31
  Right. So I want I want my expertise,
• 31:34
  right? My years of experience,
• 31:37
  my understanding of the person I've been coaching and what
• 31:41
  the organization is trying to accomplish with them calling somebody.
• 31:45
  like I'm a piece of that.
• 31:47
  Yeah, that I mean that's that's a really,
• 31:49
  really important thing to say.
• 31:50
  I mean it's it's this is I think this is the fallacy that you know we're facing
• 31:54
  right now. People feel like, you know,
• 31:56
  we can just replace you know, people with AI,
• 31:58
  but you know, it's it's the insight and the creativity and the connections
• 32:02
  and that sort of thing that we make as humans,
• 32:04
  you know, aren't being made by AI.
• 32:05
  AI is a tool, it's an assistant,
• 32:07
  it could help to provide us with more information,
• 32:10
  different insights or whatever.
• 32:12
  You know, I I can't tell you how many times it's just like,
• 32:14
  hey, I never thought of that. But you know,
• 32:17
  we've we've got to we've got to be in the loop.
• 32:19
  You know, we've got to be in
• 32:20
  Well and how
• 32:21
  and how about this? The thing it told you that you're like,
• 32:24
  I hadn't thought of it that way or I hadn't thought of that.
• 32:27
  had to include all of the things you had thought about to get to there.
• 32:30
  Mm-hmm. Mm-hmm.
• 32:32
  And I think again, without the person
• 32:35
  And sometimes, right, you and I probably both use AI tools a lot more than other
• 32:40
  people. We've been training it,
• 32:41
  right? We also have content on the out there in the universe that it
• 32:46
  it knows what we sound like, what we're like,
• 32:48
  okay, for a salesperson who doesn't have all this content,
• 32:53
  it's not gonna sound like you.
• 32:54
  You have to make it sound like you.
• 32:55
  For a sales leader, it's not gonna know what's important to you as as
• 33:00
  the leader of a team.
• 33:02
  Until you teach it what's important to you as a leader of a team.
• 33:05
  Mm, yeah. It makes sense. That makes sense.
• 33:07
  Like you are
• 33:08
  the context.
• 33:09
  And Without the context of a human
• 33:11
  It sounds like a robot.
• 33:13
  Sounds like a robot. That's the thing.
• 33:14
  I I hate getting I shouldn't it's probably a strong word,
• 33:17
  but I hate getting like these these robot emails,
• 33:19
  you know, that sound absolutely brilliant.
• 33:22
  You're just like, no, it's it's a robot.
• 33:25
  Well
• 33:26
  and and so to that hyperpersonalization,
• 33:29
  right? Okay.
• 33:30
  Mm-hmm.
• 33:31
  I mean I could pull up some, right?
• 33:34
  Lynn, what you said about blank was really insightful.
• 33:39
  Okay, I've I have seven or eight emails that like start like that.
• 33:43
  Okay, the first
• 33:44
  Right.
• 33:46
  one I got stroked my ego a little bit.
• 33:49
  And I was like,
• 33:49
  Right.
• 33:50
  I'll read more. The second one I got,
• 33:52
  I was like, this must be a new thing.
• 33:54
  The third one I got, it's a new thing,
• 33:54
  Right. Right.
• 33:57
  right? So
• 33:58
  I think that
• 34:00
  Hyper personalization by a robot isn't personalized.
• 34:05
  Yeah, I agree with that. I agree with that.
• 34:06
  I I have seen the frameworks over and over and it's just like,
• 34:10
  come on, please. What's you had we you started down the bunny trail about scripting.
• 34:15
  It was
• 34:16
  Yeah.
• 34:16
  interesting. I was talking to somebody a couple of weeks ago and they
• 34:19
  and they were talking about being able to use scripting during a call
• 34:23
  and they're using AI to help like answer a question or help,
• 34:26
  you know, frame some of the some from their responses.
• 34:28
  What do you what are you seeing?
• 34:30
  What's in terms of scripting?
• 34:32
  So I believe that
• 34:34
  You need to start with a company script.
• 34:37
  Like what
• 34:37
  Mm-hmm.
• 34:38
  is important to the company? And then you need to help salespeople make
• 34:44
  it sound like them. I use the same example in every training class that I do.
• 34:49
  I went to a training class and the trainer was talking about the knock-on effect.
• 34:55
  Well, I was lost because I have no idea what the knock-on effect is.
• 34:58
  Until a break when I could say,
• 35:00
  Okay, you lost me like twenty minutes ago.
• 35:02
  Like what's the knock-on effect?
• 35:04
  Well, turns out in Australia, it's just a phrase that people use.
• 35:08
  It's the bad things that happen when bad things happen.
• 35:11
  So you get a flat tire on your way to work and you're late for work.
• 35:14
  Being late for work is the knock-on effect.
• 35:16
  I'm never gonna say that. I didn't even know what it meant,
• 35:19
  right? So that's
• 35:20
  Right.
• 35:21
  right. So I you you need to give salespeople back to our language choice,
• 35:25
  right? Like my education, my experience,
• 35:29
  how much I read changes my vocabulary.
• 35:32
  So let the salespeople take the corporate script,
• 35:35
  turn it into their script, then have them use it and actually
• 35:37
  Mm-hmm. Mm-hmm.
• 35:39
  change it because
• 35:40
  I was working with a salesperson the other day.
• 35:42
  We had come up with this question that she thought was great.
• 35:46
  It actually turned out we had to switch it.
• 35:48
  So she tried it for a week and she's like,
• 35:51
  Lynn, I am tripping all over this question.
• 35:53
  Like like w the information we're trying to get,
• 35:57
  I love the question to get the information I need,
• 35:59
  but I just I it's not natural.
• 36:02
  It feels awkward. So we I had her say it out loud,
• 36:06
  and I'm like, what if we did it?
• 36:07
  This way instead. And all of a sudden she could say it,
• 36:11
  right?
• 36:12
  Yeah.
• 36:13
  But it took a week of her trying it one way and realizing,
• 36:15
  ooh, this isn't quite right. And then us talking about,
• 36:18
  okay, how can we get the information but say it a different way?
• 36:22
  So there's that piece of the scripting that I think is important.
• 36:26
  Like let me hyperpersonalize my script while still getting
• 36:31
  the corporate message across.
• 36:32
  Yeah,
• 36:33
  yeah.
• 36:34
  I love
• 36:34
  the idea that I can use AI and it'll pull from an internal company database.
• 36:41
  I have customers that like have an intern an AI that's pulling internally from
• 36:46
  information. So if a customer asks me a question about information,
• 36:51
  right? Specs or whatever, it gives me the answer.
• 36:55
  So Dell, their tech support team now has
• 36:59
  access via AI to every document that Dell's ever created basically.
• 37:04
  Right. So if you call Dell tech support,
• 37:07
  that tech support person has
• 37:08
  More information than a human could consume,
• 37:11
  but if it type like the human types in the question that you ask,
• 37:15
  it can pull up the answer. Right?
• 37:17
  Mm, mm.
• 37:19
  So that
• 37:19
  kind of interaction is is really valuable to move the sales process along more
• 37:25
  quickly, for sure.
• 37:26
  Yeah.
• 37:27
  Yeah, absolutely. Absolutely. Absolutely.
• 37:29
  you know, we we've we've talked on at a high level,
• 37:32
  you know, kind of theoretical level on on a number of the things that that you've
• 37:35
  done for companies and how you work with companies.
• 37:37
  What's what's a great turnaround story that you'd love to tell?
• 37:40
  So it's an old one, but I'm gonna use it anyway.
• 37:43
  There were a group of salespeople who raised their hand and said,
• 37:48
  I'm not doing as well as I want.
• 37:50
  And a company hired me to coach them.
• 37:52
  And they had a great data guy at the time.
• 37:55
  And so he actually took people of the same tenure,
• 37:59
  the same like experience level.
• 38:02
  He tracked the people who raised their hand for coaching and the people.
• 38:06
  who did not participate in the coaching.
• 38:08
  And I love the fact that coaching itself,
• 38:12
  and I will say, and having people who raise their hand for it,
• 38:15
  I think that's an important distinction.
• 38:17
  Like they weren't forced to come,
• 38:18
  there's a 17%
• 38:19
  Mm-hmm.
• 38:21
  increase in their sales over
• 38:23
  nice.
• 38:23
  the six months.
• 38:24
  Something bright about.
• 38:25
  And
• 38:25
  like the ch like the two things there,
• 38:27
  right? Is number one, they wanted to be like they were coachable.
• 38:32
  They wanted
• 38:32
  Mm-hmm.
• 38:33
  to improve. And number two, that just giving them that attention,
• 38:39
  that you know, that was actually where the Bell Curve manifesto started coming from.
• 38:43
  these were people that were doing fine.
• 38:45
  Mm-hmm.
• 38:46
  But spending time getting them out of their own way in some right,
• 38:51
  'cause sometimes that's what coaching does for people,
• 38:53
  helps them get out of their own way.
• 38:55
  improved their sales like demonstratively over people that did not take advantage
• 39:01
  of that and were not coachable.
• 39:02
  I really think that there's a sales assessment objective management group
• 39:07
  has a sp sales specific assessment that people do and they talk about figure
• 39:12
  it out factor and coachability.
• 39:14
  And then
• 39:15
  And if I had to only look at two things on their entire assessment,
• 39:20
  high
• 39:20
  Mm-hmm.
• 39:20
  scores on those two things, I think,
• 39:23
  are leading indicators of sales success.
• 39:26
  If you can find a curious person,
• 39:28
  right, curiosity is is is definitely a sales trait,
• 39:32
  right? and people who are curious tend to figure things out.
• 39:36
  So those tend to go hand in hand,
• 39:38
  in my opinion.
• 39:39
  yeah. I absolutely agree with that.
• 39:40
  I absolutely agree with that. I I can't under I can't understate,
• 39:43
  you know, the value of coaching.
• 39:44
  You know, because a lot of times it's it's those little things.
• 39:47
  You know, it's like, hey, you could do this a little bit better or differently.
• 39:50
  Did you realize that you were XYZ?
• 39:52
  So it's that's absolutely beautiful.
• 39:54
  one last question for you.
• 39:56
  So the name of the name of the podcast,
• 39:58
  of course, is the relentless pursuit of winning.
• 39:59
  And most people can define winning,
• 40:01
  you know, very easily. They know,
• 40:03
  you know, kind of what they're going for.
• 40:04
  The challenge that we have sometimes is maintaining that relentless pursuit.
• 40:08
  What would you advise to someone,
• 40:10
  to our audience, to encourage them to maintain that relentless pursuit?
• 40:15
  So I am a very diligent person when it comes to things like this.
• 40:21
  Mm-hmm.
• 40:21
  And I would say that you need to figure out what your habit
• 40:28
  needs to look like.
• 40:30
  Yeah.
• 40:30
  And
• 40:31
  Again, I tell people all the time,
• 40:33
  look, I am freakishly organized.
• 40:35
  You may not it your life may not look like mine.
• 40:37
  It probably doesn't, right? I have lists about lists.
• 40:39
  I love to cross stuff off. So I get pleasure out of crossing things off a list.
• 40:45
  Well, relentless pursuit. Okay.
• 40:47
  So I have 15 minutes on my to-do list in the morning to read something I've never
• 40:54
  read before.
• 40:54
  Mm-hmm.
• 40:55
  'Cause I love crossing it off my list when I'm done.
• 40:58
  So
• 40:59
  Mm-hmm.
• 40:59
  I it great, I get dopamine hits crossing stuff off lists.
• 41:03
  So figure out what your habit needs to be to give you the ability
• 41:08
  to relentlessly pursue what you want.
• 41:10
  And
• 41:10
  Mm.
• 41:11
  I actually was just yesterday talking to a team and they said,
• 41:16
  Well, you know, what if you miss once?
• 41:17
  I'm like, Once is not a ha like,
• 41:19
  once is not a deal breaker. Two days in a row for me?
• 41:23
  Okay, that's becoming sloppy.
• 41:26
  Mm-hmm. Mm-hmm.
• 41:27
  And two days in a row makes not doing something the third day easier.
• 41:31
  Yeah. Yeah.
• 41:32
  Right. So I would say that number one,
• 41:35
  figure out what your habit is.
• 41:36
  And the second thing it I always wanted to be self sufficient.
• 41:42
  Right. and in twenty twenty four I found a study about accountability
• 41:49
  partners.
• 41:50
  Mm-hmm.
• 41:52
  And I realized it was crazy for me to try to do it by myself because
• 41:57
  Well
• 41:58
  the probability of completing a goal.
• 42:00
  If you decide you have one, right,
• 42:02
  you set a goal for yourself is ten percent.
• 42:04
  If you consciously are like, I am gonna do this,
• 42:08
  it goes up to
• 42:08
  Mm-hmm.
• 42:09
  twenty five.
• 42:09
  If you decide a timeline attached to it,
• 42:12
  it goes up to 40%. If you set a plan,
• 42:15
  it's 50. But that's still coin flip territory,
• 42:19
  people. Like that's like, okay,
• 42:21
  Yeah.
• 42:21
  am I gonna hit this or not? Let's,
• 42:23
  you know, which is not enough for me.
• 42:25
  So then if you commit to someone else that you're gonna do it,
• 42:30
  it goes up to 65%. So at least like if I tell Rick.
• 42:35
  Rick, I am gonna do this thing.
• 42:36
  This is what like I'm gonna do this thing.
• 42:39
  This is when I wanna get it done.
• 42:41
  This is my plan for doing it. 65%.
• 42:43
  But if you and I set up a meeting with each other where I have to report back
• 42:49
  to you on whether or not I do it,
• 42:51
  95% chance that you are going to make that goal.
• 42:55
  That's golden. That's golden.
• 42:57
  Like why
• 42:59
  do we like so if you really want to win something,
• 43:03
  you need an ac like not my study.
• 43:05
  Right? It's attributed to the associate association
• 43:12
  for talent development is the organization
• 43:14
  Uh-huh.
• 43:15
  I had to look at it. So I didn't want to miss quote like that not my study,
• 43:19
  their study, right?
• 43:20
  Mm-hmm.
• 43:21
  All right, so if you want to win,
• 43:22
  get an accountability partner.
• 43:24
  Yeah. Yeah. Yeah. I I I I go back to,
• 43:27
  you know, a coach, you I've got I've got a I've got a performance advisor
• 43:31
  and that's exactly what we do.
• 43:32
  You know, we meet like every couple of weeks and I've got goals and you know
• 43:35
  we go over them and you know, it was it was so cool,
• 43:38
  you know, in our meeting yesterday,
• 43:39
  she's like, Did you get this done?
• 43:41
  Done I'm like, Yeah, done, done,
• 43:42
  done, done, done. You know, and and I I think that because to your point,
• 43:47
  because I was accountable to her.
• 43:49
  I was you know, I didn't keep pushing it off of my to-do list,
• 43:52
  which is ever growing.
• 43:54
  Well how right?
• 43:55
  And because you knew you had a meeting and you were gonna have to say whether
• 44:00
  or not you got it done or not.
• 44:02
  Now
• 44:03
  In the meeting I was in yesterday,
• 44:04
  somebody was like, Well, for me that's gonna be ego.
• 44:07
  Like I want you to right I I need you to tell me that I did a great job.
• 44:10
  Like I that
• 44:11
  Yeah.
• 44:11
  so so so he was saying like I like the idea of an accountability partner because
• 44:17
  I want someone to tell me I'm doing well.
• 44:19
  Yeah, yeah, yeah.
• 44:21
  Well then someone else said, but how I look at it is that I don't want
• 44:25
  to disappoint them.
• 44:27
  No.
• 44:27
  And that's very different. Like the mental game that those
• 44:32
  two salespeople were talking about is a very different mental game,
• 44:37
  right? Like I don't want to you to be disappointed in me,
• 44:40
  so I'm gonna do it versus I want you to tell me I'm doing a good
• 44:43
  job are two different things. So that's
• 44:44
  Yeah.
• 44:46
  you know.
• 44:46
  I think it's also important to know what you personally are looking for.
• 44:50
  Mm, mm, yes. I agree. I I
• 44:53
  And
• 44:53
  think I wanted a little bit of both.
• 44:54
  Well, I and and again, right? Like great.
• 44:57
  Right? And it might be
• 44:58
  Whatever works, right?
• 44:59
  right, whatever works, right? I I used to there was a woman who I met to work out.
• 45:05
  Well, I was never not gonna go if Terry was gonna be there.
• 45:08
  Like that's rude, right?
• 45:09
  Mm-hmm. Mm-hmm.
• 45:10
  And that would have been a rash of you know what,
• 45:12
  like forever. But
• 45:14
  Very easy for me not to work out if I'm not meeting Terry.
• 45:18
  Uh-huh. I think I've got that habit.
• 45:22
  I I feel badly if I miss a day.
• 45:24
  Habits.
• 45:25
  Right. So it right
• 45:28
  again back to the like figure out what habits you can leverage that you already
• 45:33
  Mm-hmm.
• 45:33
  have.
• 45:34
  Mm-hmm. Mm-hmm. That's interesting.
• 45:36
  That you already have. That's that's that's a good thought.
• 45:38
  That's a good thought. I it's it's kind of I guess harder to start a new habit.
• 45:43
  You know, just something that,
• 45:44
  hey, I'm gonna start doing this thing every day.
• 45:46
  And it's I remember, you know,
• 45:48
  when I first started started going to the gym,
• 45:50
  it was just like, you know, once once a week,
• 45:52
  and it was twice a week, that was three days week,
• 45:54
  and then you know, up over time versus,
• 45:56
  you know.
• 45:56
  I think a long time ago I went like three days in a row and I like so sore
• 46:00
  and I couldn't move. And then I didn't go back for a month.
• 46:02
  Yep,
• 46:05
  and and how about this? LinkedIn is the same way.
• 46:07
  I tell people all the time, okay,
• 46:09
  don't go on LinkedIn and try to post every day.
• 46:11
  Post once a week. Consistently.
• 46:11
  Yeah, yeah, yeah, yeah. Consistency.
• 46:15
  Pick the pick a day,
• 46:17
  pick a time, go to LinkedIn, do the thing,
• 46:19
  right? Okay.
• 46:20
  Mm-hmm.
• 46:21
  Once that it becomes a habit, then try to then add a second day,
• 46:25
  then add a third day.
• 46:25
  Do something cool.
• 46:26
  And maybe you will never add more than like
• 46:29
  Three days a week is better than at the gym is better than zero.
• 46:33
  a hundred percent, a hundred percent,
• 46:34
  hundred percent. you have a giveaway for our audience,
• 46:37
  the ~ salesperson
• 46:37
  Thank you.
• 46:38
  value calculator. You want to talk about that?
• 46:40
  So when we think about salespeople,
• 46:42
  one of the things that we also look at,
• 46:45
  right, as like when we're leading a team,
• 46:47
  too often the leadership of a company is only looking at the number.
• 46:52
  Well, one of the things about looking at the number is that's based
• 46:56
  on past behavior. Like that result is a lagging is it is is a lagging indicator.
• 47:02
  It's not a leading indicator. It's not
• 47:04
  You know, looking at whether or not somebody hit goal does not lead them
• 47:08
  to the next success.
• 47:09
  Right.
• 47:09
  It tells you what they did before.
• 47:12
  So
• 47:12
  Right.
• 47:13
  one of the things about the salesperson value calculator is that you're looking
• 47:17
  at both results and behaviors.
• 47:20
  Because they need the behaviors to keep getting the results.
• 47:23
  And as we talked about earlier,
• 47:25
  sometimes the behaviors you need are changing.
• 47:28
  So if you don't change how you're judging.
• 47:31
  Someone's performance based on the changes in
• 47:34
  You've got a problem as well.
• 47:35
  They also almost never take into consideration what I like to call the PIA.
• 47:40
  Are they a pain in the ass?
• 47:42
  Yes. We have to put that into proposal sometimes.
• 47:47
  Add ten percent, right? 'Cause that you know
• 47:50
  this. So but with salespeople it's a divisor.
• 47:53
  Their value to your organization is
• 47:57
  Less if they are a disruptor, if they bring the mood of every other person
• 48:02
  on their team down, if they are
• 48:04
  Yes.
• 48:04
  undermining other people's success.
• 48:07
  Yeah.
• 48:07
  And I have seen top performers in quotes who really needed to be fired.
• 48:13
  Yeah, yeah, I've seen that. I've seen.
• 48:16
  And
• 48:16
  now leadership is like, but who's gonna do the number?
• 48:20
  Well, almost always within the next that that I've seen,
• 48:23
  like in the next six months, everyone else's performance increases
• 48:28
  and you don't even miss their n not hitting the number.
• 48:31
  First couple of months are usually rough,
• 48:33
  but
• 48:33
  There you go.
• 48:34
  right? Like within six months,
• 48:36
  again, back to that bell curve,
• 48:38
  the entire team has raised up.
• 48:40
  Mm-hmm, mm-hmm.
• 48:42
  So that's the thing about the the salesperson value calculator.
• 48:45
  It is right results plus behaviors divided by the PIA.
• 48:50
  How how do how does someone get one?
• 48:51
  Get access to that?
• 48:53
  So the easiest way I get to
• 48:56
  also mention my book. So if you
• 48:58
  Yeah.
• 48:59
  go to masteringinsidesalesleadership.com
• 49:03
  Scroll all the way to the bottom and there's a link for
• 49:06
  the salesperson value calculator.
• 49:08
  Awesome, awesome, awesome. And your book,
• 49:10
  how accessible is your book?
• 49:12
  It's easy. well mine's just on my desk,
• 49:16
  but so
• 49:17
  If you are so my audience, inside sales leaders,
• 49:21
  are primarily listening to it.
• 49:23
  So if you want to listen to me for five and a half hours,
• 49:26
  read my book to you. anywhere you get your audiobooks,
• 49:29
  you can find it. so that's easy.
• 49:31
  If you would like a hard copy or Kindle version,
• 49:35
  go to Amazon.
• 49:36
  Awesome, awesome, awesome. Fantastic.
• 49:38
  And and do you have your wonderful sense of humor as you read the book?
• 49:41
  so yes, absolutely, because it it is it is the subtitle is your
• 49:47
  get it done leadership success guide because
• 49:49
  That's what we want to do, get it done.
• 49:51
  Absolutely. Absolutely. Let's get it done.
• 49:53
  if our audience wants to get in touch with you,
• 49:55
  what's the best way to do that?
• 49:56
  believe it or not, my phone number is on my LinkedIn profile.
• 49:59
  So find me on LinkedIn. I'm an inside salesperson.
• 50:03
  Gotta give you my phone number.
• 50:04
  So find that find me on LinkedIn.
• 50:06
  Click connect. Tell me you heard Rick and I talk.
• 50:10
  And that will absolutely get you a connection.
• 50:13
  Fantastic, fantastic, fantastic.
• 50:15
  Thank you so much for being on the show.
• 50:17
  I would I enjoyed our conversation.
• 50:20
  Me too, Rick. It was great to have the opportunity to chat.
• 50:23
  And folks, thank you so much for watching or listening to another episode
• 50:26
  of the Relentless Pursuit of Winning Podcast.
• 50:28
  We'll catch you next time.