My Secret to Building $100M Sales Teams (Step By Step) | Spotify Video Exclusive
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What is the main topic discussed in this episode?
In this video, I get really in depth on the actual scaling of a sales team process, the training process, the onboarding process, the management process, et cetera, so that you can scale sales within your organizations. The interview process, what we're testing for is the speed of response. You can test work ethic by how quickly they get back to you because you are a lead to them. Number two, somebody who's intelligent. So if somebody sounds like an idiot, then it's the impression that they're going to be giving of your brand. The next one is you want somebody who can listen. So if someone's dominating the conversation, they're talking, they're motor mouthing, It's not a good idea. You want somebody who's kind of an ambivert.
What are the essential qualities to look for in a sales candidate?
There's somebody who can listen and can talk when it's time and socially aware. You want someone who's coachable. And so you can measure coachability by saying, hey, I want you to role play with me in this situation. And you just give them a little bit of context. I don't care about how well you sell me. I just want to hear you talk through things. And then what you'll do is you'll give them feedback and then ask them to try again. Now, if someone can take the feedback without an ego, then you have somebody who's coachable. And if they make improvement on the second try, then you know that they can improve. If someone is not coachable and they do not take feedback well, You can already know way ahead of time that they're going to be a terrible fit for the team.
Now, at this point, they have to transition their general knowledge of sales to your specific product or service. Now, I think one of the things that's overemphasized is product knowledge and what's underemphasized is prospect knowledge. What we should be focusing on is who are we selling to more than what are we selling? Because who matters more in the sale? The person or the product? The person, right? So we want to understand their problems so in-depth because if you can explain to somebody exactly the problem that they're going through, they will buy whatever you have because they will believe that you so intrinsically understand what they're going through. Once we've decided to hire this person,
I like to have a 14-day onboarding period. What is covered in the onboarding period is that we want them to listen to sales calls that are good. Now, if you don't have any sales calls that are good, I would recommend you go and sell and do it well, and then record those calls and have them listen to it. You want them to be bathing in good sales. All they're doing all day long is listening to sales calls, listening to sales calls, listening to sales calls, and you can see if they watched it based on most software. Once they've watched, let's say, about 40 different sales calls, they're gonna have a pretty good idea. Now, in between those watchings, you want them to work on the script. The script should be, in my opinion, a question-based framework.
It's a framework of questions that lead someone naturally to the conclusion. When I review the sales scripts for portfolio companies when they're trying to improve, there wasn't a core decision that was articulated. The sales people, in general, would multiple times throughout the sale just say, do you have any questions for me? Do you have any questions for me? And that's an indication that the salesperson doesn't know how to close. Clearly not following the script. Because you're not asking the prospect to come up with more reasons to not buy, right? You're asking them to make a decision. And so you have to be very clear at the beginning of the call, which is clarifying why we're here. And then labeling them with a problem.
So that's the closer framework. Clarify why they're there. Label them with a problem. Overview their past experiences and pains. Once you have that and you've gathered enough info, you say, cool, I think you'd be a good fit. Can I tell you about it? You get invited to sell, which is the S. And then you explain in very short analogies why you think you're going to be able to solve two to three of the problems that they explained.
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