Hit President's Club Every Year DOING THIS (w/ Marcus Chan)

As a sales leader, you think to yourself, okay, this is one of the highest lever things I can do, which is make my team better. That means then you need to go through and find stuff to show them and teach them. That means you're listening to podcasts like 30 minutes of presence club.

You're pulling one tactic out and you're going to practice yourself to get really good with it. And reality is this is what separates the elite from the average. The average leaders will say that sounds like too much work.

Well, you're right. It is a lot of work. But you know what's even harder?

When you miss your number and you go get a new job, that's even harder. But when you're actually really good at your job, you have longevity in your career. It's amazing how much wealth you can build because of it.

What's going to be harder? Doing this or like getting a different job cuz your team's not performing. All righty, Marcus.

Welcome back to the show. We start every leadership show with your top three actionable takeaways. Let's get your three.

>> All right, cool. Number one, create a personal success blueprint for each new hire. So this is a tool I use to take turnover from over 50% down to sub 20% in the first year of the or over 100 plus reps will go and pick up every single year.

So it's really quite simple. So for every new hire or new employees just sit them down and you you can use a Google sheet and you fill a personal success blueprint includes at least five categories. So you know number one is going to be their personal uh personal goals and income goals.

Two is what drives them personally. So their why. Three is how best they like to be led.

for how they like to receive feedback and perceived strengths and weaknesses. And you use this form as a guide the conversation about their future and then list out like two to three actions that will really help develop them. So for instance, let's just say if they say, you know, hey Mark, I want to get promoted eventually.

So you set a really clear action that'll help them build a really core skill for the future. So that could be something like set up time with the general manager to walk through the P&L and how all departments connect together, put together a presentation to teach the team. So something like that.

So they can walk and do it literally right after the meeting together. >> Boom. What's number two?

>> Create the road to presence club routine. So the reality is is most reps have zero idea what a good day or a good week even looks like that's actually realistic. So build a really simple visual tool inside like Google Sheets that breaks down what we call the road to presence club.

So this pro this shows you literally hour by hour exactly what a presence club AE routine looks like from when they start work. So it breaks down visceral detail. Say for example if they wake up at 8 a.

m. to 5 p. m.

What do they do? That could be exact phone prospecting times, all their internal meetings, that's sales meetings, one-on- ones, team trainings, etc. How many sales spots available for discoveries, doubles, etc.

So you set the expectation how many of those are the prep time or whatever it's going to be. So it should be so clear they follow it verbatim it'll be hard not to be successful. So for instance here you can have all your internal means inside there.

Let's just say for example you want your team to prospect more. So one of those blocks could be from 8 to 10 a. m.

Monday through Friday is a prospecting block every single day. So ultimately once you have this completely filled out this becomes the benchmark for training and the minimum expectation. So performance waines, it's really easy to compare to what a perfect week is and recalibrate if you need to.

>> All right, bring it home. What's number three? >> Number three, I call it the 333 coaching system.

So that's three meetings, three strengths, and three focuses. So by the 25th of each month, send out calendar invites for two different half days together with each AE on your team. And you set the clear expectation.

and they are to set up three meetings that are a mix of new discovery calls, demos, exec readouts, etc. depending whichever role that they're selling for. Now, the A's are also to send calendar invites and any prep materials in advance as well.

Now, on those half days, you want to meet 15 to 30 minutes in advance of the day to game plan, you know, for you know, for a little bit and then at the end of the half day, a 30 minute block to actually debrief with them together as well. So then you use this opportunity to observe, help, and show your AE how to be successful on the calls regardless of the uh development level. So even they're brand new, if they're struggling, if they're crushing it, you're deal with every single AE on your team.

And then at the end of each half day, you review the day together with them and you identify three things they excelled in and then you just pick only three things to focus on that will make the greatest impact. So don't give them 100 things, the three things that'll give them the greatest impact across their whole sales process. And you make sure whatever you pick, you are crystal clear on the what, the how, and the why.

So literally, they can walk away implement literally immediately. You do this consistently, you'll see your team's like skills results improve over time while you build massive trust with them. It's beyond just you checking the box.

>> I want to go back to this personal success blueprint, Marcus. I've seen a lot of people work with their teams on a Google document that try to get at like what is this rep's motivation? How do I support them?

And then literally 15 minutes after they finish the doc, it's never referred to, looked at, or mentioned again, right? How are you getting this built into the DNA of your team so that it becomes like something that's useful and not a one-off exercise? >> You're absolutely right, Mark.

Most time people treat this like a flavor of the week or a one-time event. um you want this to be part of their journey. So there's a couple things I would highly recommend.

So I think number one when you actually walk through the personal success blueprint that should be the only objective of the meeting. So literally like this is the meeting we're only doing this single thing. So you are creating significance around that.

Then number two let them know in six months we're going to discuss this again. Now, if you're managing your calendar tightly, I will literally at that time, just like you're booking a prospect or the dentist, open your calendar up. You book that meeting six months from now.

You put it into your calendar so it's set on your calendar on there. Even if you need to adjust it a little bit, let's get a little closer. At least it's on the calendar and they see it.

They accept it and they realize, whoa, this leader takes it very, very seriously. Now, if you don't want to put on your calendar, this is what I did personally because my calendar got crazy all the time. You know, I actually just had a tickler for in my invite that I just created say, "Hey, set up, you know, you know, set up development conversation with X.

" So that way like I see like, oh, it's time to do it. And that way when it pops up, you just you book that new time with them. And what's actually really amazing is when you do it the second time with them, they're blown away, Mark >> because they're like, "Okay, I thought this was like you just kind of checking the box.

You actually sat down with me initially. No, no one's ever done that. And now you actually follow back up and actually you're actually holding me accountable to these action items and they realize now you actually truly care.

And it's amazing because at this point let's say they're brand new, you've now had six months of developing trust and relationship with them, rapport. So as long as you're consistent, they really see that you truly want them to win. So this is actually how you get them to form and reduce turnover while also deploying discretionary effort at a whole new level.

I I guess what I would be nervous about is doing this and setting an expectation and then my managers are now like not doing it because it's like not in their face every day. I'm not going to bring this up before every oneonone and be like, "Oh, let me remember how Marcus wants me to give feedback. " So, how do you get like into the manager so that it's useful?

>> Yeah, great question. So, I think the the first piece is if you're overseeing managers, you do the same thing with your managers. >> So, the greatest leaders lead not by just what they tell their people do.

They actually do it with their leaders. So, I'll give you a really simple example. So, you know, I went from, you know, managing I was a sales manager running a a group team with six to 20 reps.

Okay. Overnight got promoted and suddenly I ran an 84 five 85 person org with eight different sales managers of 10, right? One of my first things I did with each of them is with literally this exact thing, each leader and they're shocked because they're like, "No one's ever done this before, right?

" And then I actually then did with each of their reps. So, I actually showed them what good looks like at each of the reps do. I sat with each of the reps.

They saw me run through their rep, their team of eight to 12 reps individually with them. So the first year while I was helping them develop this rhythm, they saw me do that. Then six months later when I was back in town again, I did the same thing with the reps again.

And I did the same thing with them as well. So they start to see that I was leading through my actions of what I expected. So that's that's the key.

If you want to change behaviors, performance, it's not you can't be an armchair quarterback. You can't sit back and you know just be behind your lap throwing throwing the ball. You need to lead from front.

Show them what that actually looks like at every single level. >> Marcus, I'm curious, how does this attach to a lot of times people do like beginning of quarter goal setting or stuff like that where you're like building your path to President's Club, for example? Is this similar to that?

Do you like tie them together? Is that like a different goal setting exercise? I know you coach a lot of like seven figure sellers and like how do you get them to break down that path in digestible pieces?

>> Yeah, great. So, I love that. Right.

So there's a couple things, right? So I picture, if we look at from a tiered level at the very top level is actually this personal success blueprint. If you think about this, this should have a lot of the personal goals.

So they'll have stuff on there like I want to buy a new home. I want to retire my spouse. I want to, you know, retire by 40.

I want to stack 5 million cash. Whatever. You'll see a number of these things.

And they really should be things that are beyond like let me hit my number, hit presence club. These should be like if they hit these things, presence club becomes a byproduct. him their number becomes a byproduct.

So if they shoot for the stars land on the moon is the type of principle that's how you want to think. So you have that as a top layer as how it all works and then you go one below that which is okay now at the company level what's that look like? How do you deploy it from a QBR or month or MBR or whatever.

Now one slight pivot I actually don't like QBRS I prefer actually MBRS monthly business reviews instead because I found in a quarter too much stuff changes. you're far far more accurate in least managing your number. So anyways, besides that point though, so you have the the core overall personal success blueprint and then you have your planning out your monthly business review.

So that at that point if you think about it, if they know what they're already going after, everything below in that business review should align towards hitting hitting towards that. So from the accounts they have they want to go after the deals that they need to work on, the red flags they have to worry about, their pipeline, etc. Everything flows together.

So we don't want to treat it as like separate events. It's all part of the journey of helping them get to where they want to go because ultimately if they are clear on their executional path, they're going to have a higher likely actually get to where they want to go. But this is where there's so many systems in place that feed into each other, right?

So you the personal success blueprint, then you have the monthly business review like I mentioned, right? But then on top of that, every single week you're doing certain things as a sales leader to drive performance. And it's not just one's important to the one's important, other's not important.

They all feed into each other. And when you are ultimately going towards the same end goal, their northstar, their personal goals, you have a high likelihood for success. But the mistake a lot of leaders make is they don't do that.

Instead, they lead them towards the number they want them to be at, the quota, you know, the number as a team. And that's just not important to the rep, frankly. >> So, Marcus, you just dropped us into your weekly rhythms, right?

So, it goes from like the personal success blueprint to the monthly plan that will get you to your number, to your goal, or your presence club. And then you have literally on a weekly basis all of the meetings or the rhythms or the trainings you're running with your sales team. And this was like really awesome when we were going through it in the prep.

So could you just give me like a highle overview of the four training systems that you run on a weekly or on a monthly basis? >> 100%. So here's the four simple systems for creating a culture of high performance.

So number one is a winning Wednesday training session where you have a specific training session every single weekend. It's a very specific format. Number two, I call them real play Fridays.

So, not role plays, but real play Fridays where you have a set time on Friday. We're doing full role plays that are real like a prospect every single Friday. Number three, our monthly war room.

So literally on a monthly basis bring the entire team together for 4 hours of targeted skill and deal progression meeting where you're helping them dig through their deals or the biggest deals in their in their pipeline moving things forward and generating more pipeline as part of it as well. And then the fourth is a little more advanced one. It's called the apex club which is creating a leadership development program that you are implementing every single month designed to prepare your AES for the next step.

>> So first let's recap the four. So you have winning Wednesdays which are just a training session. You have real play Fridays which are two hours of like brute force role plays.

You have monthly war rooms which are a 4-hour targeted skill and deal progression. And then you have the apex club which is your leadership development program. Let's start with the winning Wednesday training session.

What are you training on? Who's running the training? What are the keys to running this?

Right. The beautiful part is is this should be very easy to implement literally every single week. So it's a week it's a it's set on the counter for every single rep at set time.

So I love Wednesdays, right? Because you know reps can start off the week, you know, hopefully kind of excited for the week, but then they get kind of run down a little bit. The Wednesday is a bit of a pickme up.

Okay, so it's going to be a weekly transaction every single week that sets that follows a very specific format. Now first off, before I go into that, the way you get topics is actually very easy. It's as simple as what are you seeing on calls and call reviews every single week.

What's the team struggling with? Those are clear signs. It's not it's not you just picking like oh I found some interesting training on YouTube or whatever.

It's like oh the team is struggling with this right or oh like we really struggle with multi-threading we need to run a fourweek session on multi-threading messaging etc to really improve those skills. So you the ideas are all around if you pay close attention. All right now here's how you do it.

So just here's how you start. So you start the meeting off very simple. So first off before you dive into it each AE shares a win so far in the week.

So you have them go round table on the zoom or whatever or in person they each share a win so far in the week. And this is really really important because this allows each a to focus on what has been a win so far because sometime if they had a tough week so far you know they're beating themsel up. This gives them a chance to think okay what was a win so far?

It gets them kind of pull themselves out of it to reframe their mind. So half the time that mental game is like is like everything right if you will. So get them to reprogram that territory between their ears.

So after they share a win then you go through and you teach something specific. So the framework is first you teach exact framework the team needs to improve. So for instance if I'm teaching let's call it you know my objection handling framework.

It's like hey here's how we handle objection. It's it's H E A R T. You explain what it is and what it's all about.

Now that should be maybe five or 10 minutes. So it shouldn't be shouldn't be too complex. Give them exact wording to say, scripting framework, etc.

to follow, right? Make it so simple they can do it literally after you hear. Now, here's the thing.

They're going to be skeptical depending on how how long you work with them, how much they trust you. So, then you're going to role play as a leader live with your AE and you're you want your AE to be tough. So, you pick someone that you know is probably trying to bust you up a little bit and you pick them and say, "Let's we're going to role play now.

" Like, you know, like throw me an objection. I'll be I'll be the salesperson. You be the prospect.

and you do it live with them and you know they can try to throw you curve balls and this is why you need to know your stuff as a leader. So when you do it live with them and you show them how it's done, it's amazing how much trust you actually build with the team and then the team each they go role play with each other and for the next like 30 minutes. So they're actually doing it live and you again you encourage them be tough on each other and they provide feedback for each other and you're just listening in.

So if you're on Zoom you're hopping in different rooms and you're listening giving feedback and you're coaching just like you're watching them coach on and practice on the field. So that's really key. If you do it every single week like that, you'll see the skill increase.

And at the very end, you have time, you pick one person to do a live in front of everybody. So oftent times that peer feedback is always the hardest. So you put them in uncomfortable environments intentionally to thicken their skin and make them better.

So because you don't want them to practice on prospects, you want them to practice with each other. So you pull one person, they practice in front of everyone, everyone gives them kudos, gives them feedback, and then the meeting wraps up and they go crush the day. Your cold email reply rates literally triple if you pair them with a cold call.

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com/courses, go check out our outbound bundle and you will find yourself booking meeting after meeting after meeting and on your way to President's Club. >> Dude, I imagine this being like a killer Wednesday session that most teams run maybe once a month. You're having a sales leader break down one framework.

Then the sales leader does the role play with an AE who's gonna grill them. So it's like I can get grilled so you can get grilled. Then you pair them up to role play on their own.

You're dropping in rooms giving feedback and then the team has one person go up and do the role play in front of the entire team. >> Correct? >> A lot of times with managers, some of the things that I hear is like I can't put together a training every single week.

And so how do you get the managers comfortable literally putting together a framework or full deck or something like that every single week on a grueling pace? >> I was facidious about development. So when I was running a large org, I deployed trains all the time to make it easier for them.

So I gave them PowerPoint decks and slide decks to go and train their teams with so they had tools to go and run with. That makes it a little bit easier, right? That's a perfect situation.

You have somebody who is obsessive with winning, okay? and they're obsessed with making their org win. So they do stuff like that.

Now you may not have that which is okay, right? So that means then as a sales leader, you have to think to yourself, okay, this is the highest one of the highest leverage things I can do, which is make my team better, right? That's one of those highest leverage things you can do.

That means then if you don't if you if you don't go thinking framework and come up with ideas like that is then you need to go through and find stuff to show them and teach them, right? That means you're listening to podcasts like 30 minutes of presence club. You're pulling one tactic out and you're gonna practice yourself to get really good with it, right?

And reality is is this is where this is what separates the elite from the average. The average leaders will say that sounds like too much work. Well, you're right.

It is a lot of work. But you know what's even harder? When you miss your number and you go get a new job, that's even harder.

But when you're actually really good at your job, you have longevity in your career. It's amazing how much wealth you can build because of it, right? So it's kind of like you're going to choose your hard.

What's going to be harder? doing this or like getting a different job because your team's not performing. >> So Marcus, we got winning Wednesdays.

We got this rhythm now hour every single week. Guess what managers? Your job is to get your team better.

So we're going to give you time to do it every single week, right? And now you move into something else which is >> real play Fridays. >> Real play Fridays.

>> Now a little context around this because um when I started as a sales leader this I didn't have this by the way, right? Um because one of the things is you know I was doing the the weekly the winning Wednesdays training which is great and you get skill development but sometimes if you have a bigger team as my team got bigger I found that some of the reps didn't get enough time for role plays and repetition. So what they were doing is they were just practicing on prospects which is very dangerous thing to do like you're like you're putting ill will out there you're losing deals.

It's not a good thing to do right. So uh I started to implement real play Fridays. So what this was was for every new hire or anybody who's not performing and I also made open to other people is I set up uh on a time on Friday for two hours to do full real plays.

So these are like not just role plays. This is where you as a sales leader act as a toughest prospect and you run through full scenarios of your reps on discovery demo whatever right and they're coming in and they're role playing with you and you're just being tough on them. Right?

You're getting them bloody behind closed doors. So this is like one some of the most valuable time to start doing it, right? And some out there like, "Oh, that sounds kind of intense.

" It was intense. It was intentionally intense. But was really interesting was when I started to do this, the new hires, well, they got better faster.

The unperformers start performing as well. But even the top reps started coming. So they're like, they thought they're like missing out because they're we're having fun doing, you know, like we're doing it.

And then like, you know, we're having fun. We're like, you know, we're laughing, we're messing up. It's like it's not like a serious thing.

It's just like we're just trying to improve our skills. So when they saw that, they started coming as well. They started coaching the reps too.

So it became part of the culture as it wasn't just like you know for underperformers or new hires. It was like hey if you want to increase your skills and you have time you don't meetings come join the real play Fridays and we're going to practice your skills. And the really cool part was is like over time you just start to see them develop much faster.

So like you know I knew for instance a new hire by the time I open a job requisition but by the time they started hitting an okay number took 157 days. that's open job wreck to at least closing some sort of deal. That meant I'd have open territories that are underperforming.

So I had to close that gap. Stuff like this helped close the gap. So they're literally closing the deals like booking means closing within our first month.

>> So this is drastically important because I knew I was always up against the clock. If you know you already run 20 30% turnover every single year, you're at a disadvantage every time you have new hires. So you have to be strategic in how you constantly upscale your team and get them f get them scaled up as fast as possible because otherwise you're going to miss your number.

>> So I'm I'm I want to do a real you convinced me I want to do a real play session but I'm having trouble picturing it in my mind. >> I'm a have a virtual team. I have say 12 people on my team.

Am I doing one person at a time? Are they in breakout rooms? Like take me through how that meeting runs.

>> Perfect. So, so if you have if you have 12 people on there, that's that's really awesome by the way. So, most time I would have maybe two to four that would come right as part of it, right?

But let's say imagine you have if you have 12. So, if you have 12 people are going to be there, then you are going to have to get some help realistically. So, that would mean like maybe you're taking someone who's a little more more tenured and they're going to be the prospect.

Okay? Or if you need a couple people, you pick a couple people be the prospect and it's going to be some people are going to be role playing live and I'll write the the snares in advance. If you want and you want if you want to have some fun by the way, you pick some of the reps and you have them write the scenarios.

They love doing this. Hey, just write couple bullet points of your toughest situation you had in the last couple weeks and let's just have some fun with it, right? And then it starts off very simple.

So like, okay, let's say you have three people who are going to be the prospects, you and two other, you know, more seasoned people. All right, cool. They each have a scenario.

Three people are are role playing and the other other it's called other six, they're observing. So they can hop in different rooms and just observe because this is this is key because sometimes it's kind of like it's easier to coach other people but yourself, >> right? But when they start to coach other people, they actually start to improve their own self-awareness.

>> Yeah. >> So it's it's it's what it is. You're almost like watching game tapes live with each other, right?

And then you know once they get done, you basically reverse it, right? And then you do enough time so this way everyone gets a chance to role play. So that could be really powerful.

Now if you depending on the level of resourcing you have if you have other department heads who maybe have some sort of sales acumen or maybe you know how buyers buy get them involved too. So I actually would get other people as well if I want if I was having a larger recession I get other people involved as well. So they can be a tough prospect too.

Like for example someone from CS get someone from CS come over who does all the complaints. It's amazing how tough those role plays can be. But they get so more they get far better skilled now because they they know it's like okay this is like this is going to be tough and the more you can do it the more consistent you are the better it's going to be.

Now it won't be easy to start doing but you have to make it a habit. So this is why as a sales leader you know you have that road to presence club you have these set blocks on your calendar for yourself and the team so they can come in there and you're creating an environment for success. So, I'm I got my team.

I'm on Zoom. I say, "Okay, Marcus and Arman, you guys are going to be prospects. Susie and Sally, you guys are going to be sellers.

Go off into a breakout room or something like that. " >> And then I'm going to the, you know, some people are going to go to one, some people go, they're going to watch and observe and watch those role plays. Then when the role plays over, they come back together and you discuss like what did we learn?

How could we did it better? Is that kind of how it works? >> So, it depends on how you want to do So there's no right or wrong way to do it.

Okay? So like for instance, like it it depending on how how how good those other two people are that are giving prospects. So let's just say they're pretty good reps and they're they've been around for a little bit.

They're, you know, they're pretty savvy, you may want to do all the coaching and feedback just within that room just to make it simple from logistics perspective. You're not like jumping around, right? And you can just do on the spot from there.

But if they're not maybe not as good, then it's going to be like, okay, hey, in one hour and we're going to circle back around. We're going to talk about what you guys saw and and just go round table. So there's some flexibility there.

You have to kind of gauge it based off the skill level of your team to be specific. >> Let's talk about the monthly war room because you have a 4hour skill building and deal progression meeting and it looks like you're structuring hours one and two differently from hours three and four. So like what does that look like?

>> Yeah, these are a lot of fun if you do it right. So this should be ideally it's a it's a set time on the same like you know last Friday of every single month. It's a set time where it's four hours where you're focusing on the skills and moving deals forward.

So for instance here, so hours like one and two. You have each rep pull up their account plan one at a time for one large deal that's st. So this should be like their top deals, maybe the top 10% of ACB deals.

You have them walk through the deal in front of everybody and then just open up for feedback and questions on the deal. So ultimately the cool part is if you if the team will start to ask questions and it's like, "Hey, did you do this? What about this?

" And and dive deeper into the deal. And when you do it together like this, what's amazing is like the the group think and the ideas that come from it. And the goal is you come away with a very clear actionable strategy that AE can literally go and implement literally right after.

So after they go, then you have another rep go, right? And just kind of go through until the time is up. And then hours three and four uh three and four, now it's about deploying the strategy.

So whatever they came up to do like came up with to-d do to follow in that first couple hours. Now they go through and they deploy strategy. They can also go through any other stalled deals.

They can use what happens is they're like now they're the gears are turning. They're like oh here's this other deal that's really I haven't thought through this way right and they they are executing moving forward and if they don't have enough opportunities to work then they work on identifying researching and app new opportunities to add to their pipeline. So this way you're moving your biggest deals forward and you're generating more pipeline through a very set focus time every single month at a set time on a set day each month.

Do >> you have them go do it and then come back and be like, "Hey, this is what happened. This is how it's working. " Is there like kind of like a live stream of what's happening?

>> You're exactly right. So depending on the team and where they are at, right? Like we literally would huddle every hour hours three.

They go through deploy 50-minute timer. They bust their butt, putting the work in for 50 minutes, 10-minute break. They hit the restroom, get some drinks, and they come back and we discuss how did the first 50 minutes go.

And what happens is there's lot of peer accountability. Nobody wants to say, "Hey, you know, the two hours we spent earlier today, I didn't do anything. " >> Yeah.

You know, they're like, "This is what I did. This is the lead I generated. This is what I booked.

" Right? And if they were booking opportunities, uh, we'd actually have them write out who they booked, the accounts, and who it was with. So this way people could see who it was because what happened was was especially for like you know we sold to all industries.

So for instance let's just say they sold into province providence health care systems healthare system right and they they booked a c certain maybe the the clinic side like oh okay we also have you know the the you know the actual hospital side over this other part of the territory. So now we can reference that and that other record now call into this other opportunity. So we actually use to feed off each other.

So you have to create some of the assistance for accountability such as these huddles you know to help deploy that and then you know they 50 minutes goes by they go and they deploy more work and then before they wrap up they get together at the break and they share their results again and the cool part is is like you for sure you'll move make progress but like the team is like buzzing because they're actually making progress because sometimes they get so busy especially if they have a large like portfolio of accounts they get so busy with the other accounts this is like the focus on the biggest accounts that they have and they're like okay I actually really move needle it's deep strategic work that you're helping them focus on because you're creating the environment for success. >> Dude, amazing show. We talked about a lot of good habits that sales leaders can exhibit.

But our final question is this. What is one bad habit that every sales leader should break so that all teams can get it to President's Club? >> Allowing mediocrity to seep into the team.

Like when you set the expectation and standard for how things need to perform and you allow people to break that rule and I'm not saying just be a stickler be a stickler but when you allow mediocre seep into the team you are saying it's okay to do these things it's okay to break the rules it's okay to not hold yourself to certain stand and this applies across the board you could have a presence club level rep and if you have the mandate hey we as a team this is what we do every Wednesday to train the team to help become better this is we everyone needs to do and that top rep's like I'm too good for that and you allow that to happen. You're actually allowing mediocrity to happen. You're allowing them to say the rules don't apply to me.

So you have to be always very very careful allowing them mentality across the board that they have to have a growth mindset and it starts with you as the leader. So you can say all that you want but how do your actions show it and everything we discussed today as you have you seen is you leading from the front. When you lead from the front and you show expectations up here and this is how I perform as myself, the team will follow suit.

And those who can't follow suit, that's okay. You can then top rate the team and bring people in who are willing to follow that culture. >> Amazing show.

Everyone hang on for a 60cond recap coming up soon. All righty, folks. It's time for a three-step recap and one thing you can do.

All right, three-step recap. Number one, lock in your winning Wednesdays where every single Wednesday run a 1hour training with your team. You can run it, a top rep can run it, your manager can run it.

But passing this off to enablement is purely an excuse to claim that you are developing your team when in reality you're passing it off to someone who frankly should be the one who's helping one of your top reps run the training or helping you run the training. That's number one. Number two, real play Fridays.

So, not roleplay Fridays, but two hours of intense scenarios. Ideally, if you can find the prospect at your company. So, if you sell to CFOs, get your CFO to come in there and be the roleplay partner.

That's what you want to do. And you should be getting your group in multiple multiple multiple reps back to back to back. Do not let your reps practice in the game.

That's number two. And then lastly, number three, monthly war rooms. You're going to block off 4 hours and you're going to take all your stalled deals with your reps and you are literally going to find a way to get them on or off.

They're going to make the calls in the room. They're going to say exactly what they're going to do in the room. You might do an exec over the top in the room, but you are going to move your biggest, baddest, stallest deals.

All righty, Mark. What's one thing that people should do? Listen, I think right now what you should do is you should find your buyer persona in your company.

You should buy them lunch. You should go interview them and ask them how they might make a purchase like what with what you sell, right? And then set up some time to do some role plays.

This is an interesting little exercise that we used to do at Outreach. When we'd onboard SDRs and AEES and do prospecting, we would have them call me and the other VPs of sales in the company and they had to book a meeting. And anybody that booked a meeting got a $100 bonus during on on boarding.

It was amazing how much more dialed in the cold calls were and you could give great coaching. So find some people in your company that are your buyer persona and see if you can line them up to do some real plays. And folks, if you want another clinic on how to run great practice sessions and role plays, I've got two resources for you.

I believe the first ever leadership episode we recorded was with the legendary KD Kevin Dorsy on how to run practice sessions and role plays. If you haven't listened to that leadership episode, sometimes those first ones are just goodies. So go listen to that one.

And then we also put together a full newsletter with KD on how he runs those in written form. So go check that out, folks. And if you like what you see, the number one way that you can support the show is by clicking that subscribe button on YouTube right now because that is where we're focusing a lot of our attention.

It tells the algorithm that you like what we're doing and we do more stuff like this. All righty, folks. Peace.