The Audible-Ready Sales Podcast
The Audible-Ready Sales Podcast

Episode · 2 years ago

Why the Best Sales Leaders Go Beyond Compliance w/ Brian Walsh

ABOUT THIS EPISODE

When it comes to launching strategic change initiatives, big or small, how can you ensure that they not only stick but don't become yet another compliance exercise?

 

In this podcast, Brian Walsh talks through how sales leaders and managers can make sure their strategic initiatives provide value for their sales organization, including:

 

- Key ways to get sales teams to put strategic changes to work in a way that drives repeatable execution and results

 

- How to articulate the value behind the specific business change to breed action from sales teams

 

- The three mindsets you’ll face from your salespeople when pushing for result-driven adoption

 

Check out this and other episodes of The Audible-Ready Podcast at Apple Podcasts, Spotify, or our website.

 

Here are some additional resources on Compliance Exercises: 

 

- How MEDDICC Helps Drive Predictable Revenue | Webinar

https://bit.ly/2HjEcyJ

- Don’t Let Your Sales Initiative Fail: Lead from the Front

https://bit.ly/3m79oAo

- How to Convert Skeptics at Your SKO

https://bit.ly/3m6vTp2

It's about showing them that you're going to give them skill that will not just close one deal, but it will have them a massive impact on them because it's replicatable skill from deal to deal, from client to client. You're listening to the audible ready podcast, the show that helps you and your team's sell more faster. will feature sales leader sharing their best insights on how to create a sales engine that helps you fuel repeatable revenue growth, presented by the team afforce management, a leader in BTB sales effectiveness. Let's get started. Hello, I'm Rachel clut Miller and welcome to the audible ready podcast. Today I wanted to bring up a podcast topic that came to me as I was watching one of our recent webinars, the one on medic had this idea for the podcast. So often we institute policies in our sales organization, whether it be medic a new way of doing things, and despite our best intentions, they unfortunately tend to be compliance exercises. People don't see the value in doing them and therefore they fall by the wayside. Putting stuff in sales force is probably a really great, obvious example. Brian Walls joins me to talk about how we can prevent this from happening in your sales organizations. Hi, Brian, Hi Rachel, how are you? I I'm good. I know this is a topic that I've heard you talk about in so many words around a lot of different yeah areas that we cover, this idea of not making things compliance exercises. Yeah, I'm sitting here closing my eyes, shaking my head and just reliving my my past and my career. So, yes, I'm subject that is very near and dear to my heart because, you know, compliance doesn't get people to move because they don't see the value. And I mentioned at the top of the Webinar we just did on medic. That's probably a good example of this. It's an acronym, it's simple to remember, but to institute in your sales organization in a way that provides value to organization is...

...is not easy. How would you describe, Brian, implementing medic successfully? I love to dig into that a little bit deeper. Implementing it successfully, so it's not just a compliance exercises that people have to fill out. And sales force. Well, I you know, there's look, there's some I don't know what the right. I'm searching for the right word. There's some long standing truth or idioms that I think apply to this kind of stuff. You know, like sadly just lost a long time mentor of mine, and as I was thinking about Tom just the other day and this podcast, it reminded me of something he used to sail the time. We talked about something like this getting implemented in our organized station or some sort of a knit initiative or, because that's really what you're doing here right, some sort of initiative or transformation. And you know, Tom Tow would last. Sometimes, need say, there comes another example of managing the ants as the elephants go marching, marching through town and and I, you know, I think as Tom in this moment, and that's saying because I think that's the kind of thing that happens we, you know, some set of leaders has this this idea or this great thought with really good intent, that if we could just get like a standard way that, in this case qualify opportunities, man, that would be just that be great. And before you know it they've handed the project off to some folks who are in an operational capacity and their job is to make it work. And before you, they know it, or before the sales organization this case knows it, they're being asked to throw a bunch of stuff into sales forcecom but without any rhyme or reason or understanding of you know, how are we going to get value out of this? So I think the first thing you have to ask yourself is, is this a project or a transformational effort that's worthwhile because it's going to bring value to the individual...

...contributors in this case and to the company? Right? And if and if it's, if that's truth, if that's if that's true, you got to get your arms on the idea that. Well, the only way people are going to do this or or you're going to make it a part of the company's operating rhythm or PNA, is if they understand that this is how the leaders are going to run the business. Right. Could right, if you know you we can talk about the three types of people later, because I think it applies to this. But they have to know that the leadership is fully invested. And you know, lots of people have heard me tell my story about how David currents, the seat the third CEO Zerox, save the company with a quality manufacturing initiative that he spreads throughout the company from the top down. David did not, and this was an early s David did not advocate his responsibility to lead and and push it down the level or another level or another level. And and as Frank Azolino, on our count, one of our kind of parts, likes to say, you know if you push something down another level, you're going to lose its impact by an order of magnitude. That is really hard to measure, but it's very evident to see and I think that's the first thing you had a terms round. If you're really going to do something like this, you got to get your leadership team fully invested, because they see the value for their people and for the business. That's number one and I think you got to be able to effectively communicate that value. It's not people don't care what you're going to do. They care about why would we do it right? And that's there's more than enough evidence out there to point to the fact that if you can connect people to the why, you have a higher likelihood of people, people being willing to give it, to give it a shot and go long term with something like this. And in my mind for the reps or for, you know, in this case, the individual contributors. It's really the why is about two things. It's one, it's helping them move deals through the pipeline more effectively...

...and more efficiently, more, you know, more quickly and to it's about showing them that you're going to give them skill that will not just close one deal, but it will have a massive impact on them because it's replicatable skill from deal to deal, from client to clients. So that's that's what's in my head, kind of out of the game. Yeah, as a specifically relates to medic and a couple of things. I wanted to dive a little bit deeper in that. You just said, Brian, you mentioned communicating the value. So if you if we use medic as an example, if we say, okay, this is this is how we are going to do we are going to do business because we need to drive predictable revenue for this company, that's valuable to the organization, but for me as an individual contributor, I'm a couple steps away from that. That's right, right. So you have to think about the value at each level of the organization and you just sort of highlighted what that for metic specifically what that is for the individual contributor, because the value changes up and down the food chain. Yeah, the goodness is it's all linked. But you you nailed it right. When I'm sitting down on when I'm carrying a quota, right, and Myke, my earnings and my career and all that are based off of my abilities all over that quota. I mean, I get it. I'm in if and if I if I'm a good employee, right, if I'm a good member of the team. I care that the company wants to grow and needs to grow, that's great, but if I don't feel like that is going to trickle down and impact me, you're probably going to lose my attention. Yeah, yeah, I don't see things as complying if I see the value in it and I think that it benefits me. You talked about addicating your responsibility in launching an initiative as a leader. We have that concept and, I believe, use it to this idea of leading from the front with everything, even if it is figuring out what those acronyms represent in your deal, even if we're down at the individual contributor level, you, as a leader have to...

...own that initiative and ensure that it's happening up and down the organization. Yeah, and I think you know how you how you own it. It's just as critical because if you start with we will do this, come hell or you know, if you if you take the drill, instructor approach to something like this, like we will do this, you know, like it or not, kind of thing. Go Take that bill. There's a high chance that you're going to get a lot of subversive revolt, right or covert resistance. That the idea that people, a lot of people, sit in front of you and shake their head yes and the moment they're out of your eyesight they're like, I'm not, I'm not doing that right. It's the old you know, you go do it, I'm not going to do it. You do it. Versus, if you can start with the why are, you get people connected to the value first and then start to show them the how, well the what. They're like, you know the fact that we're going to do it, that becomes a just an out it's an outcome. It's like well, of course I'm going to do this. I see the value and I understand how to do it versus we're going to go do this period and like people. Don't people, especially adults, they do not respond to well to that. If they did, they'd stay in the military their entire lives. Right and, by the way, command and control works in the military. That in mind and it makes sense. You have to have it, and I'm not suggesting very, very specifically. I'm not suggesting that accountability is a matter. It's the order. If you start with accountability, you're going to lose a lot of people. If you end with accountability, you'll lose you'll lose the people that you should lose, right, because you can start what, you can start with the why and then you move into the how. You become a great coach of skill and you beat the individual players that you have where they are to give them what they need right, give them the skill set that they need to develop. And medic's a great example. If I have a if I have a feller on my team who's already a great sales athletes, but they the place they really need some help...

...with is just one part of medic that's where I focus, versus if I've got someone who's brand new, I got a lot more work to do with that person. So I start with why I coach, to the individual and then, and in my mind, only then, do I have the right to hold myself and all others accountable. And that's when you can start to look at people who don't belong because they don't want to make the change. You Go, you don't fit, and that's okay, not a value judgment, just you don't meet anymore. You know, it's the old people say. What's the old do as I do, as I say, not as I do, kind of thing. Right. You know, I think if you kind of put the Lens on the other, the the other like the reps, it's like they're look at the youth saying I'm going to follow what you do. I'm not going to follow what you say. Yeah, and that's that's how most of us are built. It's like you can stand up on stage and you know, you know, we say this whole time. Stand and stay, can pump your fifth. That loses its novelty after about thirty minutes. People are going to start watching what you do now, what you say. Yeah, absolutely. So. We talked a lot about this, about medic as it relates to this, because it's an easy example to demonstrate. I think some of these things that you're talking about. The other topic that came to mine when I was thinking about, you know, helping people see value in doing activities rather than making them compliance was do deal inspections. You've talked about it a lot and I'm even said deal inspections and you've corrected me, calling them Opportunity Coaching sessions, and that's what we call them at force management. We're very specific about that word coaching, because it's very different than inspecting and it's related to this topic we're talking about today. Yeah, it's funny. It hit me a long, long time ago when somebody I was working for, we work, just having a conversation as a management team and they said listen, everybody, we don't need managers who can check...

...stuff in a box. And that's what you're doing when you do a review of a deal and a rep comes into your office and walks it through everything they know about the deal so that you you feel more comfortable when you get on a forecast update. That's that's all you're doing. You're inspecting. I don't or is as other many has heard me say, and I apologize. As I said, on the webcast before. One of my other favorite people in the world, Bob Web, used to say I don't need a rep to come into the office and read me the news. My job is to help the rep make the news right. So the idea is that when someone comes under my office I'm prepared to have a conversation. If I've asked the rep to keep track of everything in the deal and sales force, I've actually taken five minutes to go in to sales force and look at it before the rep walks in, because if I'm good at this, with less than ten minutes of prep I can have a really good point of view on where this deal is at based on what the REP is put in the sales force. So now it's on me to show up prepared right. If I'm asking the REP to keep the deal of to date, the Rep should expect me to show up prepared to talk about the deal wherever it sits. I don't have all the answers, but now I don't need the Rep to spend twenty minutes getting me up to speed on the deal. We can do it in about three to five and then we can spend twenty or twenty five minutes talking about what we're going to do together right to move the deal forward. So now it's not an inspection or a review, it's literally a coaching session on the deal. Right, it's not necessarily a coaching session on the reps skills, it's a coaching session on the deal. Where is the deal at? Where is the deal strong? Where's the deal week? What does the deal need? I'm coaching the deal as much as I'm coaching the person, if that makes sense. Yeah, and it and the rapids they goes through enough of those types of sessions see the value and having those sessions around their opportunities. Not only do they to the value, two things happen. One, they first and foremost start to get skill that they naturally aart replicating in other deals.

HMM. The second thing that starts to happen is they start to see and get so much value out of these, and I've heard this literally hundreds of times for managers, they start to get about so much value out of these, like they haven't in the past, that before you know it, a manager has more deal reviews on their calendar than anything else. Right, they're not and they're doing less forecast up takes, which is such a waste of time, right, because the forecast is that mean, the forecast just already is and people spend so much time chasing the forecast when they should be chasing the deals much earlier in the process, and doing that provides value for you as the manager and the REP at the same time. Amen. Amen. Yeah, Amen, I mean there's there's nothing for me to add there. You just nail that. We're at a confidence level that gives you as a manager when somebody looks at you and says, Hey, walk me through the the strength of the deals in your pipeline. Yeah, yeah, so, Brian, you we talked about how to drive that accountability so people don't feel like they're just going through compliance exercises, whatever the initiative is, medic just putting things and sales force whatever initiative you're launching with them, starting with with the wide then providing to how are there any other final words or tips you'd like to share as we wrap up this topic today? Well, only in that I don't want it to get lost, because I would never want to leave something like this with people thinking, oh, he's being he's kind of being soft on this or I'm not being sought on this at all. I strongly believe in accountability. You can't hold accountability, you can't hold people accountable until they understand why are we doing something and how are we going to do it right. I mean that's that's a mistake that most people make. Once you've done that, now you can separate people into one of three groups, right, which is my early adopters who saw the value. May Have seen the value even if I did show it to him up front, but...

...they're getting it, they're using it. I'm going to hold those people up as an example of what good looks like. I'm going to recognize them, I'm going to do things to promote them and their behavior. You get my point right? Yeah, then I can look. Then I can look the rest of my at my folks, and go, okay, the rest of you are either skeptics or your cynics. I don't think you have a lot of time to separate them. The good news is it doesn't take long, because the skeptics are people who can be converted through your action. And the reason they are skeptics is because they've seen this movie before. They've seen their company or an other organizations they're in launch some sort of initiative. They talk about it, they talk about it, they talked about it, but they never really do anything with it. So they're like, you know, this might be valuable, but are we really going to do this? Because you get value out of it and if I do this and you don't use it, I'm not going to get any value. So they're they're the ones who you can convert through your actions. So you'll see their behaviors change pretty quickly, as long as your behaviors change. Those are your skeptics. Healthy skeptics are good. Then you got your cynics. Your Synex can't be converted. You'll start acting differently. They won't. You have to decide what to do with your cynics. My point of view and my advice is make your cynics available to industry at large. I've never seen a company go out of business for let their letting their synex walk out the door. That's a piece I don't want to get. I don't want to get lost in all of this. Okay, and I think that's a good, good final thought, and give people easy ways to separate those three types of people in your organization. We also have blog and related to cynics at your sales kickoff and how to convert them with my we wrote that with your input, Brian, and your got about that point of view. It's a good one, so I will link it up in the show notes. I know you know we talked about Medic Opportunity, coaching, those types of concepts with this concept also relates a...

...lot to those of you who are planning your sales kickoffs right now and thinking about these initiatives that you might be launching for next year. Yeah, and I think I think that's really important. As you're thinking about Sko, you know, and especially in the new environment or in where you're probably going to be doing this in some sort of virtual medium, you really need to think through how are you going to engage your folks, not just in that moment but well before, so that you build some momentum, you get them ready, you can start to identify your early adoptors and your skeptics in your sins. You can start to address some of those before you leave and get to Sko and those kinds of things. So, yeah, I think that's a huge thing to be thinking through right now, because before you know it, the beginning of the year is going to be on you. Yeah, and it all makes a difference and how successful you're. Yeah, launch a Venice. Thank you so much for the conversation today, Bryan. Thanks Rachel, thank you, and thank you all of you for listening to the audible ready podcast. See you later. At force management, we're focused on transforming sales organizations into elite teams. Are Proven methodologies deliver programs that build company alignment and fuel repeatable revenue growth. Give your teams the ability to execute the growth strategy at the point of sale. Our strength is our experience. The proof is in our results. Let's get started. Visit US at force MANAGEMENTCOM. You've been listening to the audible ready podcast. To not miss an episode, subscribe to the show in your favorite podcast player. Until next time,.

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