DiscoverCatalyst Sale Podcast: Sales Training | Sales Strategy | B2B | Selling | Marketing
Catalyst Sale Podcast: Sales Training | Sales Strategy | B2B | Selling | Marketing

Catalyst Sale Podcast: Sales Training | Sales Strategy | B2B | Selling | Marketing

Author: Mike Conner & Mike Simmons

Subscribed: 73Played: 225
Share

Description

Sales is a thinking process. The Catalyst Sale podcast with Mike Conner and Mike Simmons will help you learn what works in sales, hone your skills, and increase your success.
99 Episodes
Reverse
#99 - Sales for Non Sales Professionals - Part I
Sales for Non-Sales Professionals A segment of the audience who listens to the Catalyst Sale podcast are not practicing sales professionals.  This week we discuss some high-level topics related to sales for non-sales professionals.  For the sales pros out there, some of this may be a little basic, but you may want to share it with other members of your organization. Questions Discussed Why is sales an interesting topic to those who are not in sales? What comes to mind when thinking about sales for non-sales professionals? How does sales apply in a non-sales role? Key Takeaways Everybody sells We are all trading something, sometimes it is time, sometimes it is insight, sometimes it is information Sales for Non-Sales Professionals is one of the workshops we facilitate at Catalyst Sale. Sales is the activity that leads toward a business transaction Success is often measured by the dollars generated, number of people or number of companies you expose to your product. Sales is about connecting a problem to a solution. A core component of sales is influence. How do you influence others?  Communication, Empathy, Listening, these are all skills that are important. We can get better with influence by understanding general sales best practices. Influence requires listening, gathering information, and delivering the solution in the context of what is important to the individual. Vocabulary plays a big role in this discussion as well. Quota - the sales professionals target for a given timeframe (year, quarter, month) Activity metrics - the number of calls, number of proposals, number of demos.  These can be leading indicators for an organization. The sales team's ability to meet objectives can have a significant impact on other aspects of the organization, including investment. Take the time to ask people questions about their roles within the organization. Be cognizant of the time period and time of year. i.e. budget planning and award periods, or mid-year/beginning of the year kickoffs. As a sales rep leverage the other members of your team to improve and shift your perspective. Salespeople are people - they are human. Show Links Catalyst Sale Twitter LinkedIn hello@catalystsale.com Territory Planning that Works Catalyst Sale Workshops & Training Thank you Thank you for rating and reviewing the podcast via iTunes, Google Play, or your favorite podcast platform.  Ratings & reviews help others discover the podcast - thank you for helping us get our message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.  Sales is a Thinking Process.  
#98 - Coaching with Guest Christie Walters
Christie Walters, co-host The Why & The Buy Podcast, and President iCore Strategy Christie is a speaker, sales & marketing strategist, coach, Gitomer certified advisor, and co-host of the Why and the Buy podcast. This week Christie joins us to share her perspective and experience as a certified coach.  We discuss what changed in her approach pre-certification & post-certification, and discuss how coaching can help you and your organization. Questions Addressed What is Coaching? How does coaching differ from mentoring? What prompted Christie to become a certified coach? Can a boss be a coach? What are some questions we can ask ourselves to determine if coaching is something we will benefit from? Why is authenticity important? How does authenticity impact the way that she coaches? Key Takeaways True coaching is about helping you uncover the brilliance within yourself. As a coach you are not the sage on the stage, you are the guide on the side. The Mentoring relationship is two-sided, a coach is a bit different. The relationship between client/coach is all about the client. Designed Alliance - laying the groundwork, this is what you can expect, this is the role I will play. You are rarely just a coach, just a mentor, or just a consultant, you may shift between roles. Coaching - how can you help others think through their process? Coaching is about getting the right questions in front of people. The questions you ask are powerful as a coach. The best coaches are likely not going to be in the organization. Going outside of the organization to find a coach helps to reduce pre-conceived notions. A third party coach will allow you the level of freedom to express what is really happening at a given point in time. Too often we are trying to run someone else's race. Define success based on your expectations, not someone else's. The Why and The Buy Podcast - Jeff & Christie wanted to create a space where sales professionals & sales leaders could look at sales as an act of service. Christie is a recovering perfectionist. The levels of listening & true self-management in the coach/client relationship are two of the biggest changes post-certification vs pre-certification. Nothing beats recording a coaching discussion, and then listening to it with a critical eye. Engage with a coach as a way to determine if coaching is right for you. There are three key elements to a successful organization. Culture Cultivation - to build capability & train Ongoing Coaching - to help minimize drifting Show Links Linkedin chistiewalters.com Why & the Buy Podcast Dear Basketball Authenticity podcast Thank you Thank you for rating and reviewing the podcast via iTunes, Google Play, or your favorite podcast platform.  Ratings & reviews help others discover the podcast - thank you for helping us get our message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.  Sales is a Thinking Process.
#97 - Prospecting - Building Pipeline
Prospecting - building your well before you need a drink. We have recently passed the mid-point of the year for most sales organizations. How does your pipeline look for the remainder of this year?  What about next year? Q2 has wrapped up, we are moving into what many see as the most financially active period of their sales year.  This week on the Catalyst Sale Podcast we discuss the importance of prospecting and building pipeline.  We discuss a couple of best practices, tools, and tactics.  We also discuss how you may want to approach hunting within the base using methods similar to new customer acquisition. Questions Addressed Where do you start with prospecting? What are some best practices in building pipeline? How do you identify the appropriate vocabulary for a given vertical? What about prospecting within your existing client base? Key Takeaways Pipeline saves lives Start first by defining your "Ideal customer" Size of organization Market/Vertical Link to Territory Planning that Works Identify where the people who will use the product, purchase the product, or influence those who may purchase, hang out. Hunting requires that you go where the customer is. Best Practices Stay engaged with the community that you serve Read analyst reports & research relevant to the given market What are some common problems that your ideal customer profile experience? Use the vocabulary that the community uses Tools Google LinkedIn/Sales Navigator Questions Deliver value to the audiences and communities with whom you engage.  Share experience, be genuine about your interest in solving problems within their market. Ask questions with a genuine intention to learn. Think about growing business within your account base as hunting within the base. Use the same process, when hunting within the base.  Identify ways to expand your network within your account base. Ask these questions Who else cares about the problems we solve? How are they addressing those problems today? Who is experiencing those problems? Act as an extension of your client/customer's team Take a humble approach, be genuinely interested in solving problems. When you do the right things, good things tend to follow. Focus on the customer Prospecting is hard, but you have to keep doing it, put in the reps, do the work. Set aside specific time to focus on prospecting. Show Links Catalyst Sale Twitter LinkedIn hello@catalystsale.com Territory Planning that Works Catalyst Sale Workshops & Training Thank you Thank you for rating and reviewing the podcast via iTunes, Google Play, or your favorite podcast platform.  Ratings & reviews help others discover the podcast - thank you for helping us get our message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.  Sales is a Thinking Process.
#96 - Motivation Based Interviewing with guest Carol Quinn
Carol Quinn, CEO of Hire Authority and the Founder & Creator of Motivation-Based Interviewing Hiring is one of the most important decisions you will make as a CEO, Founder, Leader, or Manager.  Carol Quinn joins us this week to discuss Motivation-Based Interviewing (MBI), the importance of hiring, common mistakes, and important considerations when working through the interview process. Carol Quinn is CEO of Hire Authority and a national speaker with more than 30 years’ experience in interviewing and hiring. She has taught thousands how to hire High Performers using motivation-based interviewing. Questions Addressed What are the differences between motivation-based interviewing & behavior-based interviewing? How do you identify/reveal passion? What is the difference between an internal & an external locus of control? What's wrong with "one-upmanship" in the interviewing process What are companies doing when it comes to keeping track of data in their hiring process? How do you bring passion, attitude, and skills into the interview process? Key Takeaways Hypothetical questions create hypothetical answers With Behavior-Based Interviewing, the expectation is that past behavior will be indicative of future behavior. If you can hire somebody great one time, why can't you when using the same process, create consistency in hiring success? This question and the hit/miss hiring results led to the creation of MBI. MBI - designed to identify high performers - someone who will go above and beyond to get the best results High performers have great skills, passion, and attitude. You can hire someone with great skills, and they could be a poor, average, or high performer - It's not just about skills. The interview process has evolved.  MBI looks at what all high performers have in common. They have the Skill They have the Passion They have the Attitude (how a person responds to on the job challenges) Passion You cannot assess passion directly Interviewers have to get wiser about the questions they ask, they need to understand how to assess attitude & passion. Passion is usually tied to self-motivation Find out what the candidate likes doing the most - ideally, match this to the role. MBI includes a series of 5 questions that focus in on what the person likes doing the most, the least, etc. Weaknesses tell you about skill deficits and tell you about passion. Passion is not something you can teach. Passion helps you get through the adversity. Attitude The high performer's attitude reflects an internal locus of control, their attitude may be "I don't know how to do it, but, we can figure it out" - This is solution focused & empowering The high performer goes into a problem-solving mode They have an optimistic perspective that keeps them in the game This is a split second decision "I can't" or "I can" The "I can't" is representative of an external locus of control The "I can't" person begins a to build a case for why they cannot be successful. No one is pure "I can" or "I can't" Skill, Knowledge, IQ combined predict the successful hire approximately 7% of the time, while Attitude accounts for the remaining 93%. A hiring mistake can set you back, not only due to the cost of the hire, but the time that is lost. As interviewers, we want to be able to identify the high-performer despite their interviewing skills. CareerBuilder - 68% of employers surveyed struggle with interviewing. Interviewing for a sales role is one of the most interesting of all interviews because you have candidates who are prepared to interview & want the job as a sales professional, while at the same time, the interviewer wants to put someone in the role.  This can create significant risk. Many companies look at the cost per hire and average days to fill a role.  These metrics can lead to fast/cheap hires.  As a result, we miss on the quality of the hire. Quality of hire is the most important factor. It does not take any longer to evaluate the quality of a hire. (See link below) Short-term turnover is tied to the hiring process - MBI reduces short-term turnover by ~50% If you have a "quality of hire" problem, and you end up retaining low performers, you will create a culture problem. Attitude is 80% formed by age 5.  The person who has the attitude has to change it, not the employer. The #1 reason for the metrics - to motivate positive change in the hiring process. "Training is not going to fix what the interviewer missed" - Carol Quinn The average interviewer either (A) asks questions off the cuff, or (B) asks canned questions that are ineffective.  Show Links Hireauthority.com Hire Authority - free resources tab Phone Number - 561-231-0313 LinkedIn LinkedIn group Twitter Anniversary edition of MBI - Motivation-Based Interviewing - published by SHRM Thank you Thank you for rating and reviewing the podcast via iTunes, Google Play, or your favorite podcast platform.  Ratings & reviews help others discover the podcast - thank you for helping us get our message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.  Sales is a Thinking Process.
#95 - Enabling the Organization
Transitioning from Sales Enablement to Organization Enablement This week on the podcast we discuss sales enablement as a function and the different lenses that an organization may use to inform their approach.  We also discuss the idea of organization enablement and wonder if this will be the next evolution within organizations. Questions Asked Has your attitude about Sales Enablement changed? How does Sales Enablement gain a better understanding of the functional areas of the organization? How do we make the transition from where we are today, to Organization Enablement? Key Takeaways Start with considering the lens you are looking at enablement through Learning Operations Marketing Sales Operations Enablement Technologies we use at Catalyst Sale. HubSpot Pardot Funnelwise Slack Google When enabling sales, you should consider multiple functions within an organization.  Identify how these teams interact and cross paths with your sales team. Sales enablement created to address a gap - we needed someone/something to bridge the gap between Product & Sales, and Product & Marketing. The enabling function inside an organization can help to create consistency in communication The enablement function should meet with customers - they can connect the dots between what the customer is saying and what product/sales/marketing sees. Organization Enablement as a function - maybe we should consider learning as an enabling role inside an organization.  In order to perform at a high level, to be successful, I need everyone in the organization to perform well. Everybody sells, we are all part of the value chain  Get others engaged - leverage the expertise of your team - They can ask great questions, many times with better context. Show Links Catalyst Sale Twitter LinkedIn hello@catalystsale.com Jennifer McClure ep 60 Sales Enablement Society  Catalyst Sale Workshops & Training Thank you Thank you for rating and reviewing the podcast via iTunes, Google Play, or your favorite podcast platform.  Ratings & reviews help others discover the podcast - thank you for helping us get our message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.  Sales is a Thinking Process.
#94 - Gender Pay Gap, Building Business Acumen, and Networking
Compensation, Building Business Acumen, and Networking Round 2 with Guest - Jennifer McClure - Speaker, Executive Coach, President of Unbridled Talent & CEO of DisruptHR Jennifer McClure, CEO Unbridled Talent & DisruptHR joins us for her second appearance on the Catalyst Sale Podcast.  We cover a number of topics this week, including the gender pay gap, building business acumen, and networking both inside and outside of your organization. The gender pay gap discussion was prompted by a twitter chat initiated by a friend of the podcast - Cara North. Thanks for listening to the Catalyst Sale Podcast Questions Addressed How real is the gender pay gap issue? What can we do to fix the issues at an individual level? How can we prepare for the salary/compensation negotiation? How can we build our business acumen, financial acumen, understanding of general business strategy? How can people improve their approach to networking? Key Takeaways The issue is real, it is clearly an issue. Women are typically paid less than men for doing the same job. The smart HR Leader/Business Leader will look at the current pay structure for their team. This may exist today because the leadership is not looking at the data. They may not be looking at the data because they believe this is not an issue they are having at their organization. From an employee standpoint... You have a choice, your goal is to get paid what you are worth. Consider all of the parameters - Salary, Opportunity, etc. Make your choice, own your choice. From a manager's standpoint... If you notice issues in pay equity, you should take measures to fix the issue. Look at the data objectively Create a communication plan This is not part of a merit increase budget It is on you to make the business case.  Use the data, work with your HR leadership to help make the business case. Separate this type of adjustment from performance. Make the change once you recognize the error. What would it cost us to replace the person? If they came in today and said they were resigning or leaving for another opportunity, would we counter with a similar "market rate"? Preparing for the negotiation Do the research. Know your worth. Power comes from information. Know the top things that are important to you, before you get seduced by the role or the conversation. Have the data. Own your choice, create your own opportunities. Understanding what the biggest problems are, that the business has to solve. We tend to look at ourselves first, rather than the organization. Talk to the functional leaders within the business. What are your challenges? What obstacles are you facing? There are a number of things you will hear, if you are having the discussions. If you want to work at a strategic level, you have to be solving business problems. Ask questions & listen There are no stupid questions when you are truly seeking ways to help others be successful.  (Be Intentional) Any system that takes the human connection out of the process in networking, and allows you to network at scale, is not relationship building. Networking is not Marketing. Add value first, but don't do so "automatically, every two weeks" Relationships & Networking should be intentional. You can share value, people can connect, when they are ready to engage, they will do so. Outbound/Outreach - be intentional, be personal. Whether it is Pay Equity issues, knowing your worth as a candidate, networking with others - be intentional. Do the research on your end to understand how you can add value. The action starts with you. Show Links Unbridled Talent jennifermcclure.net Impact Makers Podcast Twitter Call to Action How do you build business acumen?  Let us know via twitter @catalystsale or email us directly. Please share your stories with us @catalystsale on twitter or via hello@catalystsale.com  ---------------------- Thank you Ratings & reviews help others discover the podcast - thank you for helping us get the message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit Catalyst Sale - Sales Fundamentals Training Program ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.   Sales is a Thinking Process.
#93 - Making the Transition from Inside Sales to Field Sales
Listener Question - Tips for Making the Transition to Field Sales This week on the Catalyst Sale Podcast we have a listener question.  Chris from Ontario is the process of transitioning from an inside sales role to a field sales role, and he wonders if there are any best practices or tips to keep in mind when making the transition.  We discuss the importance of planning, building rapport, being aware of your surroundings, and tips to keep the conversation on track. We wrap up the discussion talking about the transition from a customer success role to an account executive or account manager role. Please continue to send the questions and recommendations.  Thank you for engaging with us via LinkedIn, Twitter, and Facebook. Questions Addressed What are some important considerations when making the transition from an inside sales role to a field sales role? What are some considerations around non-verbal communication when meeting with a customer? How do you overcome a reliance on scripts? What are some important considerations when making the transition from Customer Success to Account Executive or Account Manager - how do you make the transition effectively? Key Takeaways Get back to basics, people are people Go in with a plan Anticipate challenges Confirm meetings beforehand Anticipate challenges Take advantage of your time on location, schedule other meetings. Ask Questions Set the Agenda Clarify Expectations Gather intelligence - look around the office, notice books, magazines, company-specific communication in the lobby. Dress the part Work to wrap up the meeting 5 min before the scheduled end time.   Use pen & paper to keep notes Customer success to account executive or account manager - how do you make the transition Stay committed to customer success, focus on the customer. Help your customer accomplish the things they are trying to accomplish Account manager - growing accounts renew by default Shift mindset - take a growth mindset Final Thoughts Be yourself If you have a question, ask it. Be aware of your surroundings Establish next steps Execute on next steps Show Links Catalyst Sale Twitter LinkedIn hello@catalystsale.com Product & Sales Alignment - a Catalyst Sale Workshop Thank you Thank you for rating and reviewing the podcast via iTunes, Google Play, or your favorite podcast platform.  Ratings & reviews help others discover the podcast - thank you for helping us get our message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.  Sales is a Thinking Process.
#92 - Leading, Doing the Work, & Communication - Guest Dan Cockerell
Leadership Lessons from Dan Cockerell This week Dan Cockerell joins us on the Catalyst Sale podcast to discuss leadership, experience, doing work, and his next journey. Dan recently retired from the Walt Disney Company, as the Vice President of the Magic Kingdom, and has recently launched his consulting, public speaking, and virtual COO practice. Questions Addressed Did Dan say "Yes" too fast at times? Was it tough to decide to make the move to leave the stability of the Walt Disney Company? How do you get feedback from the frontline when you are leading a large organization? How do you inspire others to engage? Why is hiring important, and how does Dan identify talent? Where does nature vs nurture fit in ideal roles? How can podcasting help with internal communication? How does Dan differentiate between Coaching vs Mentoring vs Training? What's Dan currently working on? What has Dan learned about selling? Key Takeaways Grab the next opportunity, and focus on it like every other job, and make good things happen "I guess you'll have to go out and get a job" if it doesn't work out. "Do Your Best and Forgive Yourself" - Admiral Charles Payne, Naval Academy class of '42 - Have a high expectations for yourself, but know you will fail sometimes. (mind) The Gap - we all have a belief system, there is who we want to be, what we want to do, but sometimes we fall short.  Hold yourself accountable to "the gap". What you do, defines who you are. Doing the work is important. Be intentional, but do not look like you are being intentional. Walk the floor, work with customers, interact with others in the operation. Don't go into feedback discussions with an agenda.  When you get information, you have to use it correctly. Building a relationship takes care of a lot of things. When Dan facilitates roundtables, he starts with sharing experiences and asking for their thoughts on the scenarios. There is always something between the lines, make sure you are listening. If you are out there, and accessible, you have a better chance of success. Talented people in the right job, with the right skillset, do great things. Find the best person you have worked with, or the person on your team who you really enjoy working with, think of their traits, what makes them the best.  Frame your interview questions around those traits & behaviors. Be open & authentic when evaluating data & asking questions, whether in the hiring process, or when bringing on clients. (internal podcast) When launching the internal podcast, Dan was working to address a gap in communication and reach. He wanted the team to hear his voice. He did this by recording on his iPhone & distributing the MP3 to the cast members.  Don't stress or over think the tech.  This does not need to be overproduced. No one is above coaching. Coaching is an in the moment thing.  If it is done right, it is based on improving performance. Training is technical in nature, it is less behavioral, according to Dan. An Advocate is a person who is in a position of authority, they can advocate for the person when they hear about a role.  The Mentor is a thought partner.I can meet with them periodically, we can work through scenarios. Mentoring is a partnership - Dan You are the one who can take the action. Leverage the collective intelligence & perspective of your tribe of mentors. Dan's three areas of focus. Consulting/Coaching Keynote Speaking Virtual COO Be a student, ask questions, be humble, but have confidence. Show Links LinkedIn DanCockerell.com The article of the Week Call to Action What do you think about fractional roles?  Let us know via twitter @catalystsale or email us directly. Please share your stories with us @catalystsale on twitter or via hello@catalystsale.com  ---------------------- Thank you Ratings & reviews help others discover the podcast - thank you for helping us get the message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit Catalyst Sale - Sales Fundamentals Training Program ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.   Sales is a Thinking Process.  
#91 - Setting Expectations, Creating a Plan, and Adapting the Plan
Failing to Plan is a Plan to Fail Part II in our series on common challenges that we see across our customer and prospect base is focused on planning.  Specifically developing the plan, adapting the plan, and execution.  One of the biggest challenges organizations we work with have relative to planning, is clarity around expectations, which leads to issues with focus & expectations around speed.  Setting expectations, establishing a plan, working the plan, and adapting the plan all play a critical role in this process.  We hope you enjoy the discussion and look forward to your feedback. Questions Addressed What are some of the challenges organizations face when it comes to planning? Why is adapting the plan the third step? Why is it important as a park ranger to know how to take a punch in the head? How does this apply to us in Sales? Key Takeaways Defining expectations, creating a plan, adapting the plan.  One of the biggest challenges organizations face relative to planning, is clarity around expectations.  This usually leads to issues with focus.  Ryan Carson reinforced this point on a previous podcast, when talking about issues with hiring that first Sales VP. When it comes to planning - begin with the end in mind. Know that perspective may be different depending on role.  i.e. VP of Marketing vs VP of Sales vs VP of Operations.  Design thinking - once we understand the objective, we design backward.  Create a plan that helps you get to that objective.  It is important to identify the gates that you will need to get through in order to meet the objective. (Think of a road trip) "Everyone has a plan until they get punched in the mouth" - Mike Tyson  Know that you will need to adjust the plan once you start gathering additional information. Maybe the use cases you have identified are not accurate. Your plan is philosophical, it will never be perfect.  Apply your OODA loop - Observe, Orient, Decide, Act, and repeat the loop. (link)  Communicate the plan, adjust, iterate, optimize. Something is going to happen, that you do not expect One question we should ask ourselves - What are the things you are doing on your end to adjust your loop, so that the competition cannot get inside your loop? The fundamentals. How do you ask the right questions to get to the root problem/challenge? How do you position your solution in the context of the customer need? You don't know until you know As you go through this, you identify patterns, and identify different ways to address the issue. Training helps you prepare and know how you will react to the situation.  (Pepper spray discussion/example) Experience should provide clarity. Everyone wants to move fast. The process we follow Set a goal - Buy-in on the objective is important (identify and establish your goals) Establish measurable items that work toward the goal Set a plan to help you execute on the measurables - consider how you might address the objective (i.e. growth within the base, identifying partners, etc.) Evaluate the data to determine success. A weak plan with a solid foundation is better than a solid plan with a weak foundation. Show Links Catalyst Sale Twitter LinkedIn hello@catalystsale.com Product & Sales Alignment - a Catalyst Sale Workshop Thank you Thank you for rating and reviewing the podcast via iTunes, Google Play, or your favorite podcast platform.  Ratings & reviews help others discover the podcast - thank you for helping us get our message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.   Sales is a Thinking Process.
#90 - The Art & The Science of Sales - Leveraging Data to Take Action
The Art & The Science of Sales - Leveraging Data to Take Action. This week Steve Will, Revenue Champion & SaaS Sales Leader, joins us to discuss sales, data, common challenges, dealing with conflict, and what's next.  We discuss Steve's background and experience, both as an individual contributor, and leading sales teams. Questions Addressed How does Steve define success in sales? How do you distinguish between the Art & Science of Sales? How can you improve functional product knowledge? What are common mistakes companies make when thinking about data? What are some of the questions you should be asking when looking at data?  How can technology be leveraged to help improve Marketing & Sales alignment? What does the sales professional of tomorrow look like? Key Takeaways When Thinking of the Art - three things come to mind for Steve. Sales Skills Product Knowledge  Industry Knowledge Talk to your peers - Peer & Customers are a great source of information when it comes to industry knowledge Ask your prospects & customers where they go for information. Separate yourself from the norm in your space, put your product through the use cases, work through the practical application. When Thinking about the Science of Sales - consider the data that is available. The ability to uncover the story that the data is telling is critical. Putting the information into practical use is the next step. There are a lot of Sales Enablement tools that will help support sales cadences. A common mistake, is running using these tools, but not understanding how the cadence should change based on the personas you are working with. The Funnelwise playbook is a good example of where the Art & the Science of Sales come together in a successful partnership.  Leveraging the data in context to take action. Crucial Conversations You need to have a good understanding of each others role & responsibilities Give your team member the benefit of the doubt Treat people with respect Be patient Most of the time, conflict occurs when goals do not align. As sales leaders, we are comfortable with being measured by revenue. Jill Rowley - talks about the traits of the modern seller. Leverage Data Seek Collaboration Communicate Effectively Exhibit Business Acumen Share New Ideas Embrace Technology The root of sales evil is poor discovery Show Links LinkedIn Crucial Conversations Jill Rowley Catalyst Sale Twitter Call to Action How do you distinguish between the Art & Science of Sales?  Let us know via twitter @catalystsale or email us directly. Please share your stories with us @catalystsale on twitter or via hello@catalystsale.com  ---------------------- Thank you Ratings & reviews help others discover the podcast - thank you for helping us get the message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit Catalyst Sale - Sales Fundamentals Training Program ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.   Sales is a Thinking Process.
loading
Comments 
loading
Download from Google Play
Download from App Store