Michael Burns

I need to really go in and do the work to understand at a deeper level what's happening, right?

I'm listening to calls now.

I'm listening to gone recordings, right?

And so what I need to do here is start to implement and say, OK, what are the areas that I could change?

So for me, again, in this economy and with the reality of our selling, I picked a couple of things that I thought would really move the needle.

The first is a full conversion analysis for each rep.

So I prioritize that.

So I changed the sales stages, made them a little bit more aligned to what was happening in the field, started getting really tight on the measurement and the adoption across the CRM, plugged in, obviously, all of our other systems to understand what our email conversion rates were and our

Call conversions, very old school, I know.

But what that allowed me to do is go back to my reps and say, look, you're facing adversity in the market.

People are going back to in-person events.

We were virtual.

We need to re-message and reposition.

But until we figure that out, here's the way to brute force it.

So you can hit your target and you can feed your family.

So I was able to show them it's a lot more calls than we used to make, but here's what the conversions are.

So the first benefit of that is it bought a lot of credibility for us as a management team with the reps.

The reps are saying, okay, they have our back.

They understand that it's difficult out there, and they're giving me a roadmap.

I have a plan.