Andrew Metz
speaker
65 appearances
1 recordings
1 series
first heard Dec 2024
last heard Dec 2024
Andrew Metz’s voice in public audio — every appearance, attributed to the second.
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Appearances
But my biggest fear as I've moved through the ranks is that I get out of touch with what's going on in the streets. Because I think once you do that, that's a quick way to lose the respect of your team. And, you know, in this market, we're an extremely competitive market. People will People have a freelance mentality, which I think is good.
It keeps leadership honest to go just like a salesperson goes, what's my unique value prop? I'm asking myself all the time, what's our unique value prop as a leadership team that people want to continue to work here and really comes down to showing that you care and there's incentives and comp and all that stuff. But it's really about an investment quality.
And I'm going to make you a better seller, whether you leave here tomorrow or six years from now, you're going to be a better seller because you've been on my team.
That's a challenge. It's been a challenge as I've moved through. It was easy with six people. It was harder with 20. And it's almost impossible with 100, at least on a weekly basis. I think about leveraging my time in larger platforms, but intimate settings. So I did a lunch this Tuesday with our BDR team, and there's 12 people that are on the team.
And they do a Q&A for an hour, and, you know, they talk about my career and cold call strategies and all that stuff. It's small enough where they feel like they get to know me, but that's hard to do in a one-on-one setting. I actually think LinkedIn has created some level of intimacy with me and my sales team.
So one thing I've found that's been really interesting, and I certainly don't have the audience you have, but I don't see a lot of leaders in corporate America taking risks on LinkedIn or being vulnerable. And once again, I think this comes back to insecurities is This, you know, shield of I'm perfect kind of a thing.
And I've found as I've talked about, you know, I have three young kids under the age of 10. I've talked about, you know, alcohol use in corporate America. I've talked about, you know, being let go from an organization. I've talked about things that people maybe would go, I don't know. I don't know if you should talk about that. And I found that, you know.
I think I've gained a lot of traction with kind of doing the opposite of what people have told me in some cases, because people feel like I'm a real person. And then I go on a podcast or do an interview with someone or I meet with someone for the first time. I do a lot of interviewing. And the crazy thing about LinkedIn that I didn't have five years ago is because I put out content,
people that are interviewing me feel like, you know, just like you, it's like they hear your, you know, your podcast, or they see your LinkedIn content, or they've read your books and they feel like they know you before they've met you. Right. So we're kind of scoring points before the game starts. And for me, it's been an invaluable tool for recruiting and leadership and that sort of thing.
So once again, it's how do you scale it, but how do you keep it real? And To me, there's still taking the time. I focus on what's a meaningful activity I'm going to do because just like everyone else, you know, there's 24 hours in the day. I have a busy family, personal life, just like everyone else.
And I'd much rather spend time one-on-one in conversations or in the field or in the office having meaningful conversations, even if that's just talking life than sitting behind a spreadsheet or refreshing dashboards and barking at people.
A lot of who I work with, I would say, is professionals earlier on in their career. They might be in their 20s or 30s. It's usually not their first job, but maybe their second, third sales job. I think they're always trying to find their ground and their footing. One of the things that I really focus on is you can rah-rah people. You should go congratulate them when they're having success.
You should give them direction and challenge them when they're not doing what they need to do. That's all part of coaching and leadership. One of the things that I found that has gained a lot of traction is
Once someone's kind of establishes their footing is creating a mentor mentee situation where even if they just know a little teaching someone something they didn't know, build your confidence a lot. So we actually have a formal mentor mentee set up in our organization. So if a brand new seller comes on, they go through a boot camp training, which is eight weeks.
But they're also assigned a sales rep that's a mentor mentor. And that mentor doesn't need to be there for 10 years. They can be there six months. But the idea is once people learn that I just need to know a little more than the next person to be helpful, that helps establish a level of, oh, I can help someone, right? So there's an opportunity there.
I think the other thing that I've really tried to focus on in my leadership career that I received early on was, you know, catch them in the act of doing something good. I think people are usually waiting for managers to, you know, yell at them for not, you know, for missing the quota, not making enough calls. And I periodically like to
Go look at stats or we use technology like Gong where we can record demos and try to find things that they didn't know I was looking to say, hey, I thought you did an excellent job here. And I think that gives people the confidence level to go. I didn't know someone was looking over my shoulder, but the fact that they're complimenting me gives me a lot of confidence that I'm doing the right thing.
So I think those are simple strategies. But helping someone with something that they didn't know, especially as you're trying to gain your footing. And then from a leadership perspective is complimenting them, catch them in the act of doing something good. I think they're usually waiting to be maybe a little more gun shy of being corrected.
And just a pat on the back when it's unexpected goes a long way.
One of the things I like to do that I don't see enough is not just participation with the audience, but I like to reference people in the audience of past things they've done. You know, there's something to do a Q&A or go, what do you guys think? And you get people. But I like going, I just saw last week. So and so do this. And, you know, so and so does a great job of this.
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