"You're In Charge" with Glenn Pasch
"You're In Charge" with Glenn Pasch

Episode 109 · 1 week ago

Building a Sales Organization that Thrives with Ryann Dowdy

ABOUT THIS EPISODE

Generating Consistent Sales. 

It is a key point of stress for every company, no matter this size. 

Hiring salespeople, creating a thriving pipeline, connecting sales to marketing, all of these points and many others are key to a company's success. 

But what if your company is not consistent? What if someone could help your company or sales team become the revenue generator you dream of. 

In this episode, Ryann Dowdy, a sales and business coach, shares her strategies she employs when helping companies get on track to achieve their goals. 

Funny, effective and always tactical, Ryann will help you take away key points to inspect your team's processes and effectiveness.

Enjoy it and make sure you have your notes handy. 

Don't forget to subscribe and share this episode. 

About Ryann Dowdy

Sales and Business Coach Ryann Dowdy helps high-achieving women leave their 9-5 and build a 6-figure business by teaching them how to master sales conversations and the mindset work required to make a total identity shift.

Before starting her own business, Ryann spent 15 years in the Corporate world building multi-million dollar sales organizations for start-ups in the marketing space. From sales rep and individual contributor to Director of Sales – Ryann has mentored, managed, and trained thousands of sales reps.

Ryann’s coaching business, Uncensored Consulting, has helped hundreds of women get their first clients, leave their day jobs, and take back control of their lives. By teaching tried and true sales strategies that aren’t dependent on social media or trendy tactics, Ryann focuses on the art of building relationship and human to human connection.

Connect with Ryann: 

https://www.socialsellersacademy.com/

About Glenn Pasch:

"Everyone finds themselves in charge at some point in their lives. Yet many of us lack the skills to generate consistent results. My goal is to help you learn the skills to adapt and grow in your personal and business life.”

Glenn Pasch is CEO of PCG Digital, a full service digital marketing agency that specializes in helping businesses create and deliver customers raving, recommending & returning for more. He is author of 2 books including "The Power of Connected Marketing" and has spoken and educated audiences throughout the US and internationally.

Let’s Connect:

Linkedin: https://www.linkedin.com/in/glennpasch/

Personal Website http://glennpasch.com/

Company website: https://pcgdigital.com/

Support for this episode comes from P CG digital. It is anywhere from difficult to impossible to manage everyaspect of the changing digital landscape. Rather than trying to do ityourself, why not leave it to an award winning team of Digital MarketingSpecialists who have mastered it all connect your message with morepotential customers with P C G digital go to P C G Digital Com for moreinformation sales. It is the number one strugglethat most companies have, even when you're successful, it's the fear oflosing that momentum and there's a lot of different aspects of sales thatcompanies stress about from Lee Generation, to marketing, to finding the right talent developingthat talent holding them accountable, growing scaling finding the rightleaders we could go on and on and on- and I know I've thought about this andhelped companies as well as my own company, overcome some of thesestruggles. Well today, I'm so excited that we have Ryan Goudy joining ustoday. Her company helps organizations from start up to mid size, grow anddevelop a sales organization that thrives. Shebrings her expertise from years of being on corporate sales teams andleading those sales teams and realizing that she has an expertise to help neworganizations get off on the right path. So I'm really excited. We cover a lotof different topics today and her passion just comes through very excitedfor you to meet her. So, let's dive into today's episode of urine chargeconversations that spark change with Ryan Dowdy. Okay, Ryan. Thank you so much forjoining me today. I'm excited because this this topic is near and dear to myheart as a business owner, and it is probably one of the most frustratingtopics were things that I have to deal with over my career and that is salesand sales teams and all of the above I wish I had a team of people that wereconsistent and it just never seems to happen. So I'm going to lean on you togive us some tactical advice for those people who are listening, who areleading teams or owners who are having teams in their struggling. So, let'sdive into that. What, when I say, is an owner, I'm frustratedby sales. What questions are you asking me orwhat do you think's going on or what you know? What do you see out therethat could be causing my frustration? Ah, I'm a sales person by Nature Glen.So the first question you say: I'm frustrated by sales. My response istell me more about that, because everybody goes in a differentdirection right. Some people are frustrated because sales areinconsistent repeoples because they have a legend problem. Some people arefrustrated because you know their people aren't doing whatthey're supposed to do all day. Some people are frustrated because theycan't recruit. So it's it's all of the above of these days, and so it's reallydrilling down into you. What what's the core part of theproblem with sales, because there are times we're frustrated with sales whenit's just us like that right right as Roisia. So then, let's, let's unpackthose because those those topics you just mentioned at any moment in time.Over the last twelve thirteen years of running this company, I have hadfrustrations with each of those. So, let's talk about first will put lead generation to the side.Let's talk on the talent, recruiting...

...talent or sales people. Where are wegetting it wrong? Is it our expectations or we asking the wrongquestions? Do we want finish products? I know it's that sort of, probably deall of the above, but when we're out looking for talent, where are wescrewing it up yeah a couple of couple of differentplaces? One. I do think that there is this focusglad that if we could just get experienced sales people, they ont beup and running faster, and the data actually tells us that that's notnecessarily true the honor at time for an experience, person versus inepersons only probably about two to three months faster. If you havesomebody with more experience, so I think it's I always say the first thingthat we're hiring for is a fit with the mission and the vision and the valuesof the company, because if we don't align and the mission mission values ofthe company, they can't sell yourself right because you're looking at ientswho match your mission, vision values. So your sounds: People have to firstMash your mission and vision and values, and what I see a lot of companies doglad as they're looking for you can get me an Roi, the fastest meaning. Themost experience already has context in the industry. You know has maybe sold somethingsimilar to what I sell. You know already speaks the language.Those types of questions are coming up, and so that's what they're looking for andthey forget that piece of like do they believe in your products like do theyfind the Brig? Is there a values alignment in whichyou both find important? So the first thing is like not forgetting thatmission, vision and values are the most important part of of the recruitingprocess of being really clear, this is what was doing for as a company,because, again, if that's not a lined, it doesn't matter how talented they are,how much experience they have. You know it's not going to work, and I knowthat's fluffy and I know that's a very like millenial answer, but it's thetruth and I don't think that is, I actually think you're right. I lookback now as I'm listening to you. The people who have been success will havealigned with that or we were more clear or maybe we weremore patient, so so with that, then so I know peoplewho are leading teams or owners who are sitting here. Listening to this wouldsay then, okay, so then what question should I be asking in the interview tosee if there is an alignment with what I'm looking for versus all of thoseother things you said they're in the industry, they're familiar withproducts, they've sold it before. What are the questions? I should be askingin my interview yeah, so I think it's going to be different every single time,because it depends upon your values right so, like one of our core valuesis a company and social sellers account is human to human connection. Right,like that's, really important to us, that's how we sell and so like askingthat question like you have to spend. You know the next you've just beeneight hours a day in conversation with people wat is that energising? Is that terrifying?Is that, like a? What do you you know what I say that the next eight hoursyou were going to spend in conversation with other human beings? What comes upfor you right, because that's one of our values and asking them they dealwith? How do you? How does it work? You know you come across somebody who youhave different values with right in different opinions. How do you handlethat? Because, again, I'm looking for somebody who can do that withcompassion, I'm looking for somebody who could do that through connection?Not Let me shove my opinions down your throat right to me that right action,so it's taking whatever your core values are as the company Glen and thenpulling apart. What questions do I need to ask to see how they feel about this?I so again, one of our core values is family. You know I, my children wereliterally the reason why I started my business. I left a very successfulcorporate career because I wanted to be in control of mytime, so I could spend more time with...

...my kids so asking them about therelationship with their family and all those types of things, because I familyis not a priority for them: they're not going to lie with our values andthey're not going to live with our clients, so it rivals and askingquestions around those things and how they handle those types of situations.I think it's probably the best place to yeh see I like that, because it alsoforces you or the person who's asking the questions to be very clear aboutexpectations of what you should be doing. To your point. Is this a face toface I get in the car? I know we're getting post coved right and wherepeople are going to talk to people or it's in a face to face meaning a retailwhere customers are coming in and we're selling that way versus someone who is over the phone email, video chatter, acombination thereof. I like that question of the next eight hours or forty hours of your week. You'regoing to be reaching out to have conversations tohave, and part of that is also, I would assume how do you deal with thefrustration of not connecting with someone? You know, I'm making phonecalls I'm sending emails at, and I just can't get past the gate keeper to evenhave a conversation. How how do I deal with that frustration as well right,yeah? I mean all of those things I think are super important and, like Isaid it's just outlining your values and then mapping out like whatquestions do you need to be asking during your interview process? I also like we encourage all of ourclients glen to include their values and their mission on their jobdescription, HMM, and that's not going to totally screen out everybody,because I've learned a lot of people. Just don't read job descriptions. Trustme. I've had that too. But again, you know, for us like one ofour big ones. Is Growth Mindset you know. So it's like what was the lastbook that you read personal development books that you read right. I don'tremember means that you can't work here. Hmm See, I think what I'm hearing is is is sometimes when we're in sales and I'dlike your opinion on this now is sometimes we. We start looking for a sales person ora new employee when it's too late, meaning that someone left something'sdrastic. So we start panicking and we don't give ourselves enough time to bethoughtful in the interre process, were really screen people or write a greatjob description to be able to say this is what we're looking for and bewilling to say. No, you can't work here versus. I just need a body. Let methrow it at that that never works. So, do you see that a lot with clients whoare reaching out to you that they're waiting too long to hire or where theyshould be, maybe looking always to add someone to their team versus this panichiring process, especially now the it's crazy town right nowrecruiting in general right there are moreopportunities than there are candidates and the best people. You are pluckingout of other rules right right. It's not you know. So it's crazy town out,but yeah I mean we always say like my business partner, Sur, like always berecruited right, like as a business owner, you go for like closing rightlike the old school Abad, then once you have a team, then it's always berecruiting right. You have to be a solid. You know three to six monthsahead of your needs because of the pipe line because oftraining because of the amount of time it takes to get somebody up and running.I think that's also a really big challenge. Clen that people have youkind of the initial pro question you ask me was I'm frustrated with sales?Most people are frustrated with sales. On like days, sixty two of their salesperson on the job hasn't closed, like four deals and then right, the salesperson sucks. Meanwhile, the data tells...

...us that it's now between, like nine andtwelve months, is the time frame of which you can expect your sales personto be one hundred percent on boarded and on Ram. It doesn't mean thatthey're not going to sell anything for the first nine months right. It cantake nine to twelve months to really get somebody in and get them you knowtrained, get them have enough relationships. Have a big enoughpipeline have had enough touch. Points have built enough of a runway to beproducing at the rate that you expect them to. So I think a lot of times oursales frustration comes from lack of patience, and it always goes back untilwe waited. We waited too long to hire right, serious person producing in Con,but we waited until the end of K, four to hire them and so hiring them in thebeginning of you, three, knowing that you know, I really need them producingby q on Yeah. So so that's interesting because I've worked. I wrote an articleabout this just recently about one, not marketing. You know marketing that youwant somebody to work for marketing your company as a place to work as hardas you're marketing your products right. Do you have testimonials from youremployees? Saying hey? This is a great place to work. Look at this growthmindset. But to that point, what I don't see is people really reverse engineering toyour point, how long it takes right. So if you say that even if you said on theoutside, if I could get a sales person up to say thirty percent productivityin three months or four months right so then you're going to say well thenthat's part training. Well then, how long did they do? I have initialtraining before I even turn them loose. Well, that's a month! Okay! Well then,how long does it take me to actually find good candidates and advertise nowall of a sudden you're saying if I need somebody to be a thirty percentproductivity after three months I got to start looking for someone, maybe sixmonths and think to your point, because I've mapped out how long it's going toon board someone to dedicate the training to so that they couldpotentially start producing, as you said, building up their pipelinegetting comfortable with the product getting comfortable with the cultureand the team and all the rest of that we just very rarely see it. So so,let's talk about this, I think a good place to pivot, because I'd love tohear your your view on this on. I always findthat on boarding right that initial new higher type of on boarding, mostcompanies do a pretty good job right, pretty decent, but then people are cut loose and we'reexpecting productivity, but we're not really there isn't doesn't seem like astructured, either training or checking or coaching mentality. It's well. I didmy two weeks on boarding. Here's your product, here's, your computer! Here'syour you know, CR M and Co. SEL D! Is that something most companies reallyare missing or missing the importance of that ongoing coaching anddevelopment. Absolutely absolutely you like dead that up perfectly! I'm likeyou want to sell it. I sound God because you're pretty good at it, but a hundred percent like that isactually what happens and it's and it's worse N, when you're a Matapan ur right,the more established companies at least have a little bit more set up. But likeyou're luck at that two week, training windows in place, but so first it'sabsolutely that we agrestis on and we expect them to be productive and weexpect them to produce at a certain level without giving them the tools todo so. And we use a lot of sports analogies around here. But I always uselike I use a professional athletes right and lately I've been using theTom Brady example. If he went from you know, went from New England to Tabacright and like just because he's theoretically the greatest of all timeand I'm from Kansas City and I'm not a fan, but he makes I it's a really goodpoint here in all of this. That, like it wasn't just like hey tom you're,really good at football, can you just come here and throw a ball and likehere's, the playbook figure it out...

...right? Well see on Sunday like that's,not that's not how it went right. I mean I wasn't there, but I can makesome assumptions and this is not how it went right. You know he's watching GameTin. He has coaches, he s all kinds of coaches and all kinds of support right,so but what professional level activity out of our people, but we're not givingthem professional level, coaching training and supporting happen. No, andI think that to me that I, like that analogy, I've used it before as well as we don't it's. The word we are alwaysmissing is development right. We call it training, but really its trainingand development, but we don't really develop anyone which is to your point.You know we were taught. I was listening tosomeone on Sports, radio and they're talking about rookie quarterbacks, andthey say I wait till the middle of their second year to really make adecision on what we see, because everything is changing. It's movingfast, completely different environment, but that every day theyplay these are the professionals, the one percent of the one percent of theone percent, and they have meetings where they break down film, look atwhat they did. How are they doing there going out and practicing this over andover and over again just for that game on Sunday or if it's basketball? Youknow your eighty two game schedule it's amazing, but to your point, is weexpect part because we're busy and we don't build it into the structure orsystem where, when are you going over that game tapewith your sales person? When are you listening in on phone calls and I think it's to pull one? It's thebeginning. You know when you're new, we don't pay attention or we think Oh Ryanselling, so I don't have to look at all and actually we're missing out on thepotential you have or the fact that you're just going to start getting lessand less productive because no one's paying attention hundred percent. I think all of thosethings happen inside of organizations begansmall. You know, like I've, seen it in teeny tiny companies with their firsttwo sales, people and I've seen it happen with you know four or fivehundred sales person organizations across the board that gain we allboarded on the really great and then or or gladly do this. We mistake producttraining for sales, training, okay, go into that, because I think I know whereyou're going, but I want to make sure the audience understands. Idifferentiation between that because, most of the time, I think they thinkit's one in the same right, so I spent a lot of my career selling gigiamarketing services. Many you know facebook, AD search, engin,optimization, search, ingin marketing, et Cetera, some things that have thethings that change a lot right like spelling, face becos. It's like amoving target right, so there were product of dates all of the time andwhen the practice dates would roll out right. We have trading s is a team andwe tell them about the product of dates, but it wasn't like how does thisproduct update impact your sales process right? So we're focusing on here's theproduct herself a product Achango her the new things it can do, but then wedon't take it one lay it. You know, onestep forward it S. okay, this iswhat this means and our sales conversations. This is a really craopportunity. This is a brand new segment of people. We could now supportbecause the product it does this right, so we're not tying. The two thingstogether were relying on our sales people to figure out how to connectthose dots on their own, and you know it's a eighty percent of awall that you're now you're the best of the vast rates, the eight twenty allright, the top twenty percent they're going to get it anyway. Right isthey're going to get it with R without the product of dates, because they'redamn good at their job and they're good at relationships and whatever I'mtalking about the other. Eighty percent then need to connect the dots for them.How does this impact the sales process right? That a D D- And I think, there'sanother piece when you're talking about salestraining? You're right? I don't think there's enough of how do you start aconversation o? How do you re...

...productively? Listen, how do youovercome objections or respond accordingly? Those are technical skillsthat we just assume that, oh, you have a great personality, you'll figure itout versus really listening in on them.That goes back to you. What you talked about in listening to tape, listeningto phone calls sitting with them to say you, you sort of cut that person allfor. You didn't really answer their question or you know. So it's not you're right. How does the productconversation go, but there's a whole another wrapper around this oftechnical skills that I think a lot of people, just assume that if you applied to asales person's job, you should already know how to do this right. I meanabsolutely or we train in one area of the sales process, glad I do see that,like we train a lot on overcoming objections,right, leovigild objections, overcoming objections, but we forget like if wejust did a better discovery. We'd get less objections right in our pitch wasa little bit more polished. We would get fewer objections, so I do see thatwhere people like, but I am training my team ring, we do we role play onobjections every Friday and I'm like what that that's the process right.Well, I used to when I used it when I used to teach I used to say, if youdon't start your conversation or open your conversation correctly, you'renever going to get to the objections, all right, they're just going to hangup the phone or they're going to walk away or they're going to say. Thank youvery much. That's okay! I don't need any help and you're going yeah, but Ihave a great pitch. I know how to come over overcome objections. So so, okay, let let's let's pivot tothat. Then when, when you're- and I know again it- this will depend on theorganization and what you were saying before in terms of your mission and your values. But are there in your experience? Arethere two or three qualities that a good sales person must possess, or elsethey're just going to struggle? Yes, one they have to like people like people. That's so funny you saythat, because I every time I've asked that question, I'm not sure anybody hasever answered it that way, they've given me every other quality, but thatone it's funny that that that's the mostobvious it's a lot of people. You know, becauseI know that that you're, like Ol Dorian, no there's no dot anymore. It's like no literally. The do you likepeople like do you feel like humans are like generally good or it's like? No, Idon't know like people or no. I prefer to do my own thing. I know you knowwhatever I think they'll tell you what I think of people. If you ask them you have to like people. I think thatthat is so important right. The second thing that I am looking for is awillingness to learn. I think that sales is a totally learnable skill, but it is onethat changes all of the time as technology changes. Right, like Istarted my sales career, you know back in two thousand and fiveselling Radio Advertising in Orlando Florida. When they're, you know need tolike print the math quest directions to get where we wanted to go right. It isprocess has changed and we have to be willing to change with it or you'regoing to wind up. You know with those people that are like I've always got itthis way right. So I think it's like the willingness to grow and learn andchange like that's a thing so important for sales, and they have to be willingto take feedback there to be willing to be coached right, assuming they getcoached and try and think they need that. So I'm looking for somebody wholikes people, I'm looking for somebody who was willing to learn and grow, and then, if I had topick a third one I am always looking for. I really likecompetitive people. I find that competitive people willmotivate themselves. They don't need me to motivate them. They will competewith themselves and if I had a choice...

...like, I literally would only hireathletes. I don't think that's legal, but I would realise what we do so if I had choice, because I thinkthat that that competitiveness that willingness to learn that being okay, olosing that you know learning how to have difficult conversations. So muchof that comes in sports, but if I had to boil it down to one word, is I wantsomebody who is competitive even if it was? You know themselves small stuff, like okay? Yesterday Imade twenty calls today, I'm going to make twenty five right last month. Iclosed eight deals this month out of the close ten, because they have tohave some of that self motivation that self competition right, I'm looking fora character trait like that's it right that competitive self motivated driverfactor I'm to have to have that. Okay, so next level from that, when you'rebuilding a team, I've heard people default to to yourpoint, I want all those hyper competitive, I'm looking for superstars,I want to staff for superstars. I've never run across a team where it's allsuper sages. I don't believe you can have all superstars on your team. Thedynamic doesn't work, it almost becomes cut throat where me becomes really toostressful. So when you're building teams and adding on, is it always just your same sort ofcheck list or you yeah? Do you just put him through thesame filter? But then, once we put him through the training people sort offall into their well, you know: Ryan is going to Pencil. Eight deals everysingle month, maybe she'll get to night. Maybe she'll get the seven, but that'sright, but then someone else is going to go there, one month or twelve onemonth or seven one month this one month that how do you build a team and scalea team, because that's also something that people really struggle with astheir business grows? Yeah great questions, so I mean, I think the firstpart of the question is you know if you go for all drivers and competitors youwind up, you know with a cut for environment. I think that's our job isleaders right like if I be environment, has become for cut fort, like there'ssomething missing from a leadership perspective, but I want them competingwith themselves, not each other right competing with yourselves your goals.What you want it's really about like managing people to their own personalstandards, not each other. So that's how we find a bunch of drivers drivingin the same direction without them trying to kill each other. Okay, I onethat step to is how do we? How do we build a team? We have a rule of film?Is that everybody for xes their investment before we hire the nextperson, meaning if the base salary for this job is fifty sandolas? That personhas to have generated two hundred thousand dollars in revenue before wehire the next month, and then that person has to do that before we hirethe next one. So then we can we create enough space profitability wise to notneed them all, to do something specific to pay the bills right. Watch con. Dothis. I worked for this company that hired you know. They got a bunch offunding and they hired like four hundred sales people across the countryand then within. Like eighteen months, we were a sales team of like twohundred and thirty right. It was because we took the cash and we dumpedit into it, and then we didn't, we make sure each person was profitable beforethe next person came on board, and then we didn't have the cash for the peoplewho were never profitable right and not everybody who hire isgoing to be profitable. Some people are going to have to fire. Some people aregoing to have to left us, so people aren't going to be able to make it, andI think it's also a misconception. Glen kind of a side note about sales is thatwe should always get it right right like Oh, you know, there's turnoverwe're doing it wrong. It's again it's normal and I would rather get somebody out ofthere than keep him in and keep paying for him. You know, but if you're a show,let me let me push back on that and somebody would say I can hear itbecause my brain went there for a moment. Okay, going back to what yousaid, it takes nine to twelve months to get up to producing right what, if youare trying to scale faster, I mean you could probably hiring hundreds right,but if you have the band with or the...

...ability to say well, I'm going to throwtwo or three people at it under the same guidance of are training, bewilling to pull the trigger and say one if you're not doing the work thatyou're supposed to right. That that's the one thing: If you're not going todo it, then you can't be here: I'm willing to invest in coach becausesomeone's going to say at fifty thousand, if I have to wait a year fortwo hundred thousand hire man ex hales person. Well, then, I'm not growing atthe pace that I want to as a company sure. So I want to clarify producing atthe level you want them producing right, nine to twelve months. Our goal is thatthey four x within three to six months like we should have them in a space, before and three to six months day, Tex by the end of twelve, like for us,that's the benchmark of fully on hoarded day ten. Next, they generatedfive hundred sand up the fifty sandor salary right. I Ale that, like forforty percent in you said I needed performing at forty percent and thatfirst three to six months and the time frame for that is going to do dependentupon the company you know. Are they given leads? Arethere in Boundley? It's like what are the leads look like that. I must alwaysdictate how quickly they'll be up and red right right if they're gettingwarmer leads or conversations versus knocking on the door cold. Calling thatthat I told Eletta you know we've built they have people who have some contextversus they've got to start from scratch right, that's always going totake a little bit longer. So you know for that person. He wantsto go faster, it's just being prepared from a cash perspective to to be ableto do that. You know I e Your Company, the decisive pockets. Can I hire three people, knowing that you know there is a chance that allthree of them are not a fit like. Can I can I take that risk hello andeverybody's girth and scale plans are going to be based on that, andsometimes it is as much as we can turn the lead. You know the lead flow engineon my business partner and her first bitter in her other business. She hiredsix sales people at the same time, but it was because e they had. They hadreally hold to their AB strategy and they knew exactly how to tip that lever,and so she needed that she could rap up the ads to support the people. So thatwas an II think those people didn't work out, but you know because the leadflow was there. They were able to figure that out quickly. So I would sayit depends on how denyer pockets are that is to how quickly you want to dothat. But I think what I like about what you're saying is that you'rehaving a bench mark or a scale ability metric where you're saying I need youto for x, meaning that, if you're gettingto fort at this sort of juncture, whatever Mile Post you throw it outthere. That means okay, you're on the right path, your momentums going andnow you're sort of the hockey stick is going to go in your production. I cannow focus and bring someone else in, so that I'm always having someone and thenhopefully I have a bunch of people who are Tenein out there, but I have thatmile post versus you get frustrated at the beginning,you're not going to hire anybody. You don't have those metrics to measureyou're, not you know investing in them to be successful. I think there's somany pieces to this that you just said in leads quality of leads seasonal.Whatever it's going on, it's easy to just say: Oh the salesperson's horrible, that's a MIS match versus having that guidance to say Ye.Yes, we're on the path and we're going there another. Let's. Let's talk, structureof teams and we've seen I've seen different styles work. What your do you have a favorite set up of theteam, meaning where one person sales person may I'd work for you. Here's your database go generateconversations, go, sell, there's been other companies that will have likeappointment. Setters, do the groundwork and then I'll hand, either a warm leadover to me or I'm going to go now.

Deliver the presentation or even stacksomeone on top of that. Where then, the closer type of person comes in toreally seal the deal again, all variations depending on yoursize, pockets, but is there any one that works better or they all couldwork? They all could fail. What are your thoughts? I think theyall could work and they all could fail. Is The answer to that. But you knowagain, I think it breaks down like skill sets and developments right. Somost of the people that we work with, like they will start their first salesperson, will start in kind of that appointment center rule right. This isblood whatever you call it and then grow into the closer rule. I also think it depends on how muchlike account management. The team has to do so. I grew up selling radioadvertising. That's where my career started. We did it all when, like wefound the lead, we sourced the lead, we closed the business and then we did allthe account management right for a terrible structure. I do not recommendthat one, because there's no time to do the things that you need to do to fill your pipe line right, but I thinkthe reason that most sales organizations fail is an empty pipeline,so our priority has to be the pipeline. If somebody can generate a pipe lineand close business game on that should be our business model right. If they,you know, if we think hey, if we had three people filling a pipe line forone closer, we could get a faster or live and like game on make that happen.So, like really understanding the lead flow, if you, if you're running adslike a lot of our clients, are the running ads, if you don't need somebodyto generate leads, and you really just need somebody to qualify and clothes, Ithink that's that's one person that doesn't need to be two people rightright. I think it depends to me. It all goes back to what is the lead flowright like what is the Devin generation in the business? That's going todictate the best Hans Process for you right, yeah we've played around withfor our company we've played around with a variety of styles, and now we'resort of getting back to that idea of we've gotten burned a fewtimes with sales. People who promised the world and just didn't want to dothe work at ultimately comes down to it. They didn't want to do the work, maybein their previous company they were fed, you know, or they were up in thathigher closer and now we're saying well, we also need you now to come back anddo some of the qualification and they just couldn't go backwards to see thethe movement forward. Now we sort of have a fewer few people that are comingin at a more at that that qualified level and we're teaching them how toclose, like Delta up, will get on the phone will do the presentation, they'llhear it, and then they can send the proposal out and they can close. Youknow get it back in, but every day or every week, they're they're moving it alittle further on their own versus us. Trusting that you know how to do it. Ibecause going back to those mistakes, Oh you were in the industry. Oh yousold this before. Oh, you know the Lingo and you know we've been burned,and so I think we've gone back to slower growth to be that, like we justsaid, get him going and then let the hockey stick take. Take over oncethey're they're truly ready to do that, which has not always been easy for us,because you know we have other things we're focusing on and we just all grateyourselves person sell and then all of a sudden we're frustrated when they'renot selling. So okay. So, let's talk about because you came from the marketingside, yeah and sales, I see a disconnect in certain companieswhere sales and marketing those two people departments, however big it issometimes are in odds with each other...

...marketing saying sales. Isn't you knowif somebody's questioning well is the marketing effect of someone? I've heardwell, sales isn't closing the deals and then sale is going to turn around withthe lead. Your giving me are horrible right and they're, not working intandem to really break down. What are what conversations are youhaving sales? What can we do better? So one have you seen that and number twois: What is your recommendation to get those two departments to work more inunison than adversaries? Yeah I've seen it I've, seen it amillion times and it always just kind of fascinates me a little bit like. I don't understand like how we'reonesty different teams here, like I don't know how we got to that placewhere, like it's US versus them, it should all be. You know, pulling in thesame direction and what I have seen to circumvent thatGlen is it's a commission split Mike My Company that we work with theirmarketing people like they're actual their ads people if they, if they're ads genre, aconsult that closes, which that's all track able right, then they get halfthe commission in the sales person gets half the commission. So then it does a couple of thingsright. It makes the sales people not dependent on marketing because they getthe full condition if they go generate, are only it's right, so you get fullcommission if you generate your on late. But if somebody saying in you leads,you have commission, but then it also has the marketing team have some skinin the game right, like my compensation, is tied to generating good leads. So Ican't just be like: Well it's your fault, it's like what do I need to do,and I also think that they need to be talking all the time like this ideathat Silliot kind of blows my mind like. I don't understand that you know I talked to my marketingperson, I'm theoretically a head of sales of my company right. I talked tomy marketing person all day every day. Right like this is working. This isn't.What are your thoughts on this? How about this like try this with this lastemail? We are really great. You know we schedule some appointments, but theyweren't with the right people. Can we add in this, like it's a constantcommunication with us, my right so to me the fact that there was to like- andI know this happens- of big companies all the time land they operate insilence, right you're, in the sales teams over here and on occasion, and aquarterly meeting we're yelling at each other, and I'm like I don't. This is ajust, doesn't compute so, but for me the way that I've seen that work isyeah. Like tie their compensation to it all of a sudden everybody is I likethat that idea of compensation, what we've done and I've recommended for myclients that I consult for from a marketing strategy department would say,have those meetings, because, as a marketer, I want to know where theobjections are or what questions are they struggling with or what for us asan agency? What didn't they like about their other agency right? Why are theyon our doorstep right now? Looking for to change agencies, that then can say.Oh can we build a campaign around that problem? That hey do you have thisproblem to? We can solve that, but I would never know if I didn't respectthe questions from the sale of the information the sales people aregetting or or the sales person thought someone was listening to say: here'swhat's working, here's not what's working to your point, we're talking tothe wrong people. What could we do you know? So, that's! I think it's amuch more efficient way to have that collaboration to be moving that companyforward right from a visibility standpoint to closing deals. They haveto work in Tan and it's it's frightening. How often one hand doesn'tknow what the other one does. I mean I've seen sales teams that don't knowwhat ads are running. They have no idea. What's going on right, that's it's justcrazy to me yeah! No. At least I mean I've seenthat before and again most of my points...

...in there were a little bit the r alittle bit smaller. So you know it's. There is a little bit more cohesive,but I've definitely seen at as companies grow they they get divided,but again they all pull in the same direction with their compensations timeto it. No, I like that. That's a good note! I'm writing down. I got my pencilhere writing down so, as I said so, let's talk about. Iwant to pivot now to the leadership of the teams. We talked about sales,people, we've sort of talked about scaling, and that seems like therethat's almost an above level at the CEA level or owner level, and we have oursales people. We've talked about that marketing. Getting going one of thebiggest places where I see attention needs to beplaced for a lot of companies are the people who are running teamsright there, the sales managers, their team leaders. Whatever word, you wantto call they're responsible to help a team become successful. So my question to start this out,because I think your expertise will help people solve some of this number one. Do you see the wrong person in chargeof the team, as often as I did yes unperch, because we take our highestperforming sales person and we make them a manager? Hmm and what's the downfall, of that, the loss of production and B, mostreally high performing sales? People then, are not excellent leaders. Yes, I've seen that as well. I've seenthat as well. I remember a salesperson wanted to be the leader of a team andwithin three days he said I can't do this. I don't understand why they don'tget it like. I do meaning that it's almost second nature to someone andthey don't have that patience to really coach and develop so okay. So let meask you, then: If someone one of your clients said: Okay, Ryan, I have a team of ten people. I have tochoose the next person to lead this team. How do I figure out? WHO, on this team,should be in consideration for that role? How do I figure that one out well,first Entresse, ask them right who actually wants to be in leadership andthen ask them why? Because I have found that oftentimes, it is because they want to get out of thegrind of, as which is not a good research to hirethe is age right: okay, many'd love to be a sales manager, I'm really tired ofCo. Calling right like that ain't it right. In fact, we should be worriedabout that person in general, so I think it I ask who wants to you knowwho actually wants the role and why step one? Okay and then so, if you'regoing to have you like for that bubble up to the top out of those ten thatwant it, they want it for a good reason right and then I'm not looking just asales performance. I'm looking at- and this is actually a vice- I got from someone else who would talk about this.I forget the conversation, but I thought it was excellent, and so westarted doing this is now you like do to other people in the organization and say for people. You know what areyour thoughts about them? How? What are your interactions like that been withthem? Give them some more? Don't encourage them to gossip right, likeMOS. In elevating this person to a team leadership position. Is there anythingthat you would see to that you've seen that would support, or you know, deter from that right becausehow they work with other people in the organization right I mean because againtop sales people are not notorious for being likes right there, the right fortelling it and you figure out how to...

...fulfill this. I don't care. I did myjob. You do yours right, like that's. A very stereotypical high performingsales persons mentality right, so I feel like. Oh No,that guy's jerk, like he, you know, or this person is fantastic. You knowwhatever the case may be, so I think it's fighting out from the other peoplethat they work with day to day what their experiences are, because if theyhave to you know, if they can leave the internal state holders, they can leavetheir team and then finally, it's looking at it productivity andproduction. You know what what productivity are wegoing to lose by taking this person out of the field or cutting back on theirtime, and is that something we can afford to do right now? But that's kindof the steps that I would look at is of the ten who wants it and right and then,let's put everybody else in the organization or other stakeholders, andwhat's your relationship with this person, what do you think and then fromthere you're, probably going to wind up with one or two candidates and thenit's figuring out, you know who actually has the skills to leadandcoach and not just the skills to set right. So so a couple things. I lovethose those those are really great points and going back to the person who wants tostop doing their job. That's usually because they see that team leader or manager,and it looks like th- that's an easier job. They always seem that they're attheir guests, they always seem to be on the phone doing something. So I thinkif it's assuming that we have an environmentwhere that leader Team Leader Sales Manager is coaching and developingevery day, they're working one on one or they're, inspecting and they'rehaving these they're involved. So someone realizes well that being amanager is actually not easier. It's just different things to do. It doesn'tknow it's a vacation from this. I think number two, which is a very importantpoint when you're looking at. That is a fact- and I like that when youwere saying how do they work with other people on the team, because now they'regoing to be on someone else's team right now that leader is on the generalmanager, the owner somebody else now they have to be in that environment andresponsible to someone above them. How are they going to handle that? Can theybe at that table? Are they going to be a good team member? I think that'sreally great one one additional one that always helped me was. I always would ask. So if you wererunning the team- and you were asking me that question saying who should Iput in this position, I would say: Let me ask you this Ryan, if you're outsick, you're on vacation and the team needs something needs, an answer needshelp. Who Do they go to that person probably is an aboveaverage performer because they get results. Number two, their patientthey're willing to help there. They get along with people someone's going tothey're approachable like all of those, some sort of qualities that we wouldlike in that leader. Sometimes that's a flag for me to go,Oh, that per hm right, because they have those qualities. Where that Ithink good leaders need, as you said way back in the beginning, that goodleaders have that mentality of listening and they're developing andtheir patient without being soft. They want to get results, but they find thatway, and but I really like th, that idea- I forgot about the one aboutgoing to other people outside of the department and asking because maybethere's a whole different side to somebody that you don't see. We, we always put our best put forwardfor our direct manager, right, M E and depending on the size of yourorganization and the environment of which you work in that's, going todepict things differently, but yeah I mean there are plenty of people that Iworked with. In my you know, in person in office days where who they were performance, wise versuswho they were around the water. Cooler was two different people, and...

...do you want that person leading others? Okay, so now your rain again here for the audience.Okay, so again, we have a people who are listen to this are a lot of themare in managerial roles, new or experience? Okay. Now, the next step. Is You chosenthat person a person's going to ask you great? Ihave to take over a team. Now we can look at it both sides. It's a the teamis performing well, the reason they're taking over is somebody got promoted upgreat or were replacing because the teams not performing more times and notthat's? Why somebody's there some things didn't happen. So what's youradvice to a new manager taking over that team right, you just selected thatperson and they're going to take over this team. What should they do in theirfirst thirty days to help them like? Where should their focus be? Whatshould they do, what shouldn't they do? Walk me through some advice, maybethree, four five things that someone should do in those first thirty days, first INS first have a one on one likea Solen, sixty minute, one on one with everybody on the team figure out. What motivates that person when you say motivate? What is whatwhat do you mean by that like? What does that person want to need? Why arethey going to be successful? Why are they going to go above and beyond oneof the things that I saw in all of my experience in the corporate world, itwas always not what the company needed and wanted right. The company goal. Isthis we're behind stockholders the Lord did it I III right that we wereconstantly driven by somebody outside of ourselves and the soul. People arelike yeah. I don't care about any of that, like right, my family, to Disneyworld for Christmas this year. I right right right, right, right right, it'sreally figuring out like what what is their driver? That's going to get themto perform. What are they working for? What happens when they hit their goals?What do they want? Why are they doing a more a harder than averagejob for right?What why are they doing that? So it's felonious, don't assume that you knowanything, don't assume that it's money, Jon Aston, that it's your it's whatyou're but motivates to you and figure it out. That's kind of stuff one,because it's going to endear you to those people and then you're, going tofigure out how to manager people. That's going to tell you what they want,okay, so just on that point, there's two people taking over onecoming in from the outside one who was promoted from within the team you'restill doing that under that guys of don't assume that you know just becauseyou were sitting next to the person doing the job Yep. Okay, Great! So that's the first thing. I would dofigure that the second thing I would do is I would do real pipeline management. Without consequence, it's really hard right, but, like sitdown, tell me what is in your pipe line: Do not below a smoke right. You nottell me that you have two hundred and dollars worth of business closing inthe next thirty days. If you do not being really honest with me because again we're like Oh shit, I gota new boss, so now I got to tell him I got to inflate. Well, I haven't thisguy, never got back to me that I'm going to keep him in warm, and I movethis and we like, as projections all of the time like give me the projectionsas real as possible for the next ninety days, okay, and be willing to hear that likethe pipeline is empty, because if especially, if you're replacing it onther performing manager, the pipeline is empty right. So, let's figure outhow it do the pot clue is, so we can figure out what we need to tofix it and then map out action plans for eachrap based on their pipe line in their goals. Great. So I do an example. This morning I havewhen I'm on with some one on my team and we're rebuilding some databaseswhich made some shift to, or I dont client, and so, like my my plan for herwas by the end of the week. This is...

...what needs to be done. This is successfor you by the end of the week. This needs to be identified. This needs tobe done because come November, first wore your action items. Are This right,so it's you know figuring that out the pit. When is dry, why is it dry? Whatare the action items? How are we going to fix it? Here's your you know yourninety day plan to make that happen and then make sure that you are managingthat Nada Plan, manical right, like okay, where we are what's the activitywhat's happening? What's going on where our opportunities, I would even havesome fun with it. Those first ninety days on the jobcreates some spits. Do some fun stuff due bonuses rally around like reallycreative, massive action and it can be CIPPA stuffs right, starbucks get cards.If you have an in office team bringing in lunch, you know fifty dollar siftsthat we give away and the PM stand up every day. You know here's fifty bucksto plan because he went above and beyond for this like really make it funand exciting and try to gain as much moments icily as possible. Brigit willfind that your key players will probably rise to the top and the peoplewho aren't going to hack. It are going to fall out and then you'll figure outwhat you need to replace, because every time there's a regime change somebodyneeds to be replaced because they probably needed to be replaced beforethen a manager took over anyway right, and so what I'm hearing is- and I lovethat that first thirty days, then I you know it. Do you see, then, if we start seeingmomentum, people forget what it took in those ninetydays to go and they start to get a like back off or you really helping them tosay. Okay, once you get it up to this level, then it's ground hogs day likeevery day we're doing this every day. We're doing this every day were doingthis a minute. We take our eye off the ball. We're going to start drifting. Isthat where you see right so if we get them to the first thirty sixty ninetydays, and we see that momentum, what sort is your advice to them just keepdoing what you're doing sense absolutely wash ring repete? I lovethat the science of sales right like theysay that the? What is the science of sales? It's our numbers, it's ourmetrics, it's our Kepis right! What we just did over the last time in a day aswe built our pipe line right and now we have to keep doing that. The good newsis, is that the seeds that we put in a thirty days ago, they're going to startto close and them were planting, uses right. We don't even now in the samedesit. We just got to keep planting seats. It's it right. It's we stop. We start closing he s right. It has tokeep going yes and I think for everyone listening, don't don't let what Ryn just said likerace by you and you're. Like Oh sure we do. I would advise you to even helpyour team break it down to say: Hey, maybe half of your day is plantingright and then the you know, a quarter of my day is moving somebody from demoto proposal and then a quarter of my day is chasing proposals to get him inthe door, whatever whatever. However you're moving people through the stagesof your of your funnel, but I think to your point is sometimes we because Iwas guilty of very early on is once I got enough opportunities that were inthat you know pruning to harvesting stage I stoppedplanting and then all of a sudden, once all of those either closed or died off.I looked around and said: Oh Man, I don't have anything left to move to thenext and I think that is an advice for all of you. Leading teams is reallyhelping your team focus on planting planting planting and then deal with it as we move along, butnever stop planting those seeds, or else you will have no harvest down theroad there you go so listen. I could chatwith you. I love this to say these are great because you can't pin plan. Wejust go after the Ilie a minute, but I lovethis. Let's go yeah, I know, but that's...

...because one you're passionate about itnumber two. I find what I find: Sales people who are really good or leadersof sales teams, their brain breaks down those pieces like they know their Kpis.They know what lever to poll they know where to look. They can pop betweenplanting and closing, but it takes it takes time to develop those muscles. Ittakes time for you to step back and actually plan this out and I think themost successful teams that I have ever run across and for mine. You know atdifferent times I can say that was really goingwell that wasn't going well. It was the fact that everyone knew what they weresupposed to be doing. Everybody was rowing in the same direction and it waswritten out. So nobody could ever say. I didn't know, that's what you wantedright. Everything was documented. I find when I'm running across groupsthat are not doing well where's your process. So we all know it. I'm like!Oh here we go it's not written down, so I think the more organized you can bejust like going back to what you were saying about the pro sports. They allhave the playbook. It isn't just we're, not we're not drawing stuff up in thesand and winging it. This is here's our playbook. This is what we say. This iswhat we do. This is how we're successful. So I really love that, andI just can tell from your energy you do that so before we jump into ourquestions, talk to me a little bit about your company and how it helpsorganizations. This is your time to Brag about your company a little bit I er, so social sellers academy is veryspecifically designed for that early stage. Startup, we usually saysomewhere between like one and you know, twenty million is kind of that sweetspot where we help build and train sales teams that are leveraging socialmedia has their primary sales tool and not go only sales told their primarysales tool so whether it's Lindon instagram facebook, so you focus onthree Keyson's focus on systems first, because of what you've just said, rightno playbook, you know now were we're dead of water right. So first it's whatare the systems and knowing that, if you're in that one to five milliondollar range, you probably don't have good ones and there's nothing wrongwith that, but there's a process because you're making money- and wejust have to draw an out of you right. So the first thing we do is we reallyhelp like the process setting up the sale systems andprocesses. So someone can be successful on that and then we focus on team. Sowe do keep a recruiting pipeline for our clients in the academy and thefinal step of what we do plan is mastery. We train live five days a week.We are, we run drills every day. We will play every day we do exercisesevery day today. It was like the emotional reasons why people buy and wehad everybody in the room go around. Why do people buy your stuff and I'mlike Al? That's not it right and another reason why people buy yourstuff, but so we run drills five days a week. So It's a group coaching program,but they is really very much designed to learn by both doing and listening.So we work with our clients and a container for twelve months, because again we know in the start ofspace that you don't have the time to do all of the stuff that Glenan I justtalked about. Nor did you really get into business tolikely be a SAMLEDE nor worth a sales trainer for that matter. So we reallyhope to you know we fill that gap for stars. Great See, Look Love that folks,you really should be diving into this. I have some notes and I might bepicking her Ryan's brain as well. So, let's on that M, how did they find you?How do they connect with you and then we'll get into our fun question? So how do they connectwith you, the online or where can they locate him? We'll put it on the shownotes, but where? Where do they find the company itself, Sir? So our websiteis daily sales on demand for Co Com. We also have a podcast by the same name,so daily sales on demand for CEOS,...

...great places to connect with us. I am an avid networker on Lindon, so it'sRyan with two ends. Dowdy, so you're welcome to connect with me there. Thoseare the best places to connect with US right. We will load those up in theshow nuts, so everyone who's listened to these episodes. Always like the funlittle questions. I call him the one because again it's the first thing thatpops into your mind random question, so don't overthink them, so, let's diveinto number one. So I always love to know. What's the onefood that you just cannot live without your go to thing, I don't care healthwise, whatever got to have it Sushi? Oh you're, the first person out of ahundred something episodes that have said Sushi and I love Sushi myself. Ido someone's, like you know, O: U An to order like or want to go out of. Mylike Sushi O is the first thing that comes to my I know, and so a lot ofpeople go. I don't know I'm like I'm so happy when someone else goes yeah,let's do it like. Yes, let's go number two: where in the world, would you like togo and spend time that you have not visited yet I want to go to. I want Asalto, do anentire European wine tour for it's on my road back for my fortiethbirthday. I don't know what I'm going to do with my kids, but like I want togo to Gerome for a month and go to put fineries and like really justfocused on like what regions of you know. Different parts of Europeproduced really great grapes and Right. Well, what if you? If and when you dothat my brother has been to Italy multipletimes. He knows a lot of the wineries knows them as well. So he'll give youhe can map out a great tour for Italy, for you other places like France andother ones. We could probably connect you withsomeone. What are you currently listening toreading watching that is either that's inspiring you getting you really pumpedup and focused that you'd like to share with the audience sure, so I just finished one buck andstarted another and like the last week, so on t talk about both of them. The magic of thinking, big, wasactually a really excellent leadership. Reminder like the last couple ofchapters in the book. He talks a lot about how to be seen as a leader that Ireally love and how to position ourselves a finers. Regardless of ourrules. Right, I mean you guys, are primarily managers or in manager levelrules, but the magic of thinking, big, is just a really great one, really goodideas on like training, a managing your team, I kind of now it's so that that'san excellent one, and then now I'm reading the Five Am Club. I thinkthat's the name of it, and so I had about that. I've heard I think it's a lot of fun. I haven't, got allthe way into the weeds with a Yap, but like I'm listening, I listen to bookslike when I Walk Er when I you know, work out and stuff like that, and it'stold as a story and which is kind of fun, because a lot of you knowprofessional and personal development books can be a little dry but, likeit's told in a story- and it's literally like voiced by differentvoices, so there's like a female character in the book and it's a femalevoice, so I've been really enjoying that we're just digging into it, but it'svery entertaining in a very easy, listen great great! We love that. Okay,if I gathered your close friends family in a room and ask them to describe youin one word, what would that one word you think they would share? Their word would likely be determined. Okay. I can see that you're going. HMM,okay, the word the word is like: I would describe it as persistence right.They would not because they're not the...

...behind the S, you know they don't knowhow she's gonna Fighis Otto that down, I determined okay at last question. We've talked about a lot of differentthings, really fascinating and greatinformation. But if there was one thing you said:here's the one thing I want the listeners to get out of this or takeaway from our conversation today at out of everything. What's the one thingthat you would want them to take away? That's tales is always about solvingproblems for people we get really in the weeds, like you,and I got kind of far in the weans of like sales, management and leadershipand et, and how do we for ex our people and how do we train our people and howdo we run the drills and for some of you, like your brain, is like a holycat right? How am I going to do all that in a day right, but when we reallydrilled down to what is our job as sales peoples, our job as sales, people or leaders andsales organizations are to solve problems for people and if, at anypoint in time, we find ourselves wasting time on things that are notsolving problems for people, they're, probably not soles activities. I love that love that love thateveryone write that one down. We will be using that one for promoting theepisode so Ryan. Thank you so much. This was a great conversation I enjoyedit. I hope you had fun hope everyone who's listening, you know got out of got a lot out of it.Please make sure you connect with Ryan. This is definitely someone that youshould connect with a lot of great information. So I appreciate your time. Please make sure everyone that you dosubscribe to the podcast on Apple Or, if you're, an android user on spotifyas well. You pop over to the Youtube Channel and watch our conversation aswell. Please make sure you share it out that I'm! I know there's a lot oforganizations and people that can use the information that Ryan shared today.I do appreciate your tension. I know there's a lot of places that you couldbe watching and consuming content, but the fact that you spend some time withRyan and myself means the world to me. So, as I say at the end of everyepisode, Yur in charge, but now Ryan gave you a few more tools to help. Youbecome more successful, both professionally and personally. So Ihope to see you again on the next episode Ryan. It was absolute pleasure.I look forward to being in contact and connecting with you and picking yourbrain, some more awsome thanks G, a thanks. So much take care o.

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