Sales Leadership Insight

Onboarding New BDRs

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5 Sales Manager Tips for Onboarding New BDRs

Great news. You’ve got proof of concept, found your ICP, and gotten some funding. Now it’s time to build out your BDR team.

Bad news. Once you win the war for talent, the real work of sales training begins. Since most SaaS startups aren’t hiring classes of 15 reps and a trainer, you get the task of onboarding one or two at a time. And then again. And again. And again.

Here are some sales manager tips to save your sanity when onboarding new BDRs:

  1. Start a Google Doc now with everything they’ll need to know. Brainstorm in the following categories:
    • Industry acumen
    • Product knowledge – feature, function, benefit
    • Customer knowledge
    • Ideal customer situations
    • Business acumen
    • Competitor acumen
    • System logins and skills
    • Company info – who’s who, relevant background, etc.
    • Company processes, procedures, etc.
    • Customer FAQ
    • Demos
    • Testimonials and case studies
    • Questions to uncover ideal customer situations and challenges
    • Call recordings to hear good, bad, and ugly calls
    • Phone sales skills like leaving good voicemails, intros, uncovering contacts, and delivering value props on the phone
  2. Wherever possible, start hyperlinking to internal and external sites, videos, and resources so reps can self-serve for the info. Why go back and re-find that email 20 times?
  3. Now identify what you can outsource. Trust me, if you try to hire, train, coach, and lead the team you will either explode or mess a few of these up in a serious way.
    • Buy the system training if your vendor offers it or go find free forums and videos to link to. 
    • Sales skills are another area. Your job is to coach them, not teach them from scratch. Outsource the heavy lifting and stick to leading the team and coaching the delivery. The Sales Bar has hundreds of phone sales resources for new BDRs and Managers. They’ll also want some basic LinkedIn skills. I like Vengreso or Frontline. 
    • Find internal experts. Use your CEO, product geeks, and past customers and get them to do a video or recorded webinar to teach key points. Keep them short and on track with some guidelines during your request; these folks typically aren’t natural trainers! And if they do it live, get it recorded, I promise they won’t be available every time. Where you can’t record, set up a lunch or coffee chat vs. a formal presentation. Get your new rep to record it, plus their notes!
  4. Start a schedule and get your document in chronological order with about 6 hours of learning work/day to start. Make the schedule about 2 weeks long and ramp the training time down while call time goes up. So by the end of the second week, they may be doing 1-2 hours of training/day and 6 hours of work. Show that training doesn’t stop and they have some assignments every month! Bonus: show a path to the next level in their career, even if it’s just a footnote. In addition to the learning, your schedule should include:
    • Call shadowing with you or other reps. Bonus: have them score it using your coaching form. Side note: get a coaching form
    • Calls to past customers to hear their stories and happy outcomes
    • Research on their own – e.g. top features of competitors
    • Outbound calling – even if it’s just to capture contacts, qualify accounts, data cleanse, etc.
    • LOTS of time with you where they bring their questions, you talk shop, build a relationship, and make your newbie feel important
  5. Hook them up with a buddy/mentor. Reps who build strong friendships at work are happier and stay longer according to Gallup. With the average lifespan of a BDR under 18 months, it’s worth the effort. Pay for their first lunch and ask them to get together weekly for the rep’s first month. If it doesn’t stick after that, you’ve at least planted some seeds. Bonus: they’ll come to you less often for their questions when they have a buddy.

This approach will help your reps be more independent while saving you at least twenty hours per rep. Each hire can help make the document better and old hires can support the new. 

Make updating the document and improving it part of their work assignment so it stays current and off your to-do list.

May this also help you resist the temptation to hand your new rep a script and wish them good luck on the phone. Millennials are searching for career development and time with their boss at work, and they make their employment decisions based on this. Spend a few bucks, give them some structure, buy them some training, and you’ll see the payoff in their faster success and tenure!

Want some help onboarding new BDRs?

We’ve got your back! Contact us today to learn how you can incorporate sales training into your new BDR onboarding process to speed ramp time and improve retention.


hiring sales managers

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How to Hire a Great Sales Manager

Hiring Sales Managers vs. Promoting Reps to Management

Raise your hand if you’ve promoted the wrong rep to sales manager before. Yeah, no sales leader in the world can keep both (or either of?) their hands down. And it’s so painful, right? Because they were SO GOOD at the job and so ambitious and all over you about it. Honestly, you kind of HAD to right? For risk of losing them? And how’d it end up?

I really hope you didn’t lose your top rep AND a manager within a year. But that’s how the story usually goes when I’m commiserating with my fellow sales leaders. It’s like the million-dollar elephant in the room…the right of passage every great leader endures.

So you’re in the club (welcome, leave your t-shirt size in the comments). Now, how on Earth do we stop making that mistake? I believe the key is to understand why your top reps are so darn good. Because it’s the same reason they’re terrible managers.

Top reps are in the winning business.

Doesn’t matter what industry. They’re in the “try harder” business. The “don’t give up until you get the “W” business.” They get up faster, they get up better. They make ten more calls. They do NOT take a no for an answer or a loss lying down. You might not let them date your daughter, but you want 10 more on your team.

Never put this guy (or gal) in charge.

Because management isn’t the winning business. Management is the people’s business. I love how Jack Welch said it:

“Before you are a leader, success is all about growing yourself.

When you become a leader, success is all about growing others.”

— Jack Welch

If we can agree that the top reps are hard-wired for competitiveness and selfishness, and KILLING your number, then we can agree we need to go in a different direction for a top manager.

Hint: have this conversation immediately when these bulldogs ask about management because they will. They’re ambitious and they want more money and prestige like always. Try something like, “Why on EARTH would you want that crap job? I hire those guys to tend to my real superstars – you. The money is worse, the hours are longer, and you’ll always have to play by the rules.” That should hold them off for a while. If that doesn’t work, put them in charge of mentoring the newbies for a year or two and see if they get sick of it.

SALES TEAM RETENTION [INFOGRAPHIC]


Now, how do you find and hire the REAL management superstars? Here are my Factor 8 tips for hiring sales managers. Hope you’ll share yours as well!

  1. They’re a “B” level rep. These folks hit quota consistently but seldom outperform. If you had to guess, they have the effort and attitude and pretty good skills, they just lack the killer instinct to be an “A” level rep.
  2. They love to teach or mentor the newbies. Not sure if they’re a great mentor? Assign someone to them and see how they like it.
  3. They speak in KPIs. This means they know what really contributes to and indicates a win outside of dials. Try asking, “What trends have you found in your business?”
  4. They’ve got a process. Whether it’s how they attack leads, own their day, manage an account, or whatever. Try asking “How do you attack your account book/territory?”

These last two questions can help indicate a more strategic viewpoint. We’re looking for someone who sees the SCIENCE of sales vs. the ART. The science can be taught, but the art can not (your superstar reps were born to sell. It’s an art. They’re not really sure how they even do it, but it probably doesn’t include following the rules).

  1. They prioritize well. Front-line management is nothing if not chaotic. Many fail their first year just under the weight of the constant barrage of questions and requests. Someone who can prioritize time and tasks has a much better survival rate. Try asking,
    “What do you do first each day and why?”
  2. They’re a tremendous listener. If 50% of us quit because of our boss (it’s a thing, Google it, Gallup cited it), then we want someone who can connect well with others. Listening is a critical engagement skill and one that’s REALLY hard to teach and change. If they have this naturally they’re ahead of the pack. At the end of the interview, give them a rating here – subtract a point every time they interrupt, break eye contact, or were clearly just waiting for their turn to talk.
  3. They play well with others. You don’t need all your other departments logging complaints about the bulldog manager who’s hounding the credit department. Look for evidence of sharing, learning, teaching, and relationship-building outside an immediate team member. Try asking, “Tell me 10 people you’ve met and like outside of your team.”
  4. They want to make things better. I ask every new manager I teach why they decided to get into management. The bad ones want the title or money, the good ones want to help others win, and the great ones see something and want to make it better. Try asking, “Tell me about your ideas for ______.”

I look forward to updating this blog annually with the ideas you share with me. Like a grocery bag “Take a bag and leave a bag” station in the park, together we will stop hiring bad managers!

Want to set your new sales managers up for success?

Contact us today to learn about our award-winning sales management training programs.


increase sales coaching

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Tips for Enablement Leaders to Increase Sales Coaching Focus

This one is for the enablement folks. Truth: I’m an enablement leader in my heart and soul.

I was just talking to an enablement leader friend who was really frustrated that they spent so many months building a robust training program – rolled it out beautifully – and had to hand their baby over to the sales manager to keep those skills alive. Which did not work…

I’m here to tell you why it’s not their fault.

READ: Why You Need a Sales Training and Enablement Budget

I’ve been both an enablement leader and sales manager and can tell you that sales management is the busiest job in the world. We spend the bulk of our day fighting fires and there’s never been a learning emergency.

So if you’re an enablement or training leader and you’d like some tips to get sales managers to coach more often and keep rep skills alive, keep reading.

WATCH: Creating A Coaching Culture

I’ve got 20 tips to help you increase the sales coaching focus at work. Below are my top 3 (get the rest at the bottom of this article).

#1 – Don’t expect them to do more work. As I said previously, sales management is the busiest job in the world. If you want them to coach, you’ve got to fit coaching into their jam-packed schedule. What meetings do sales managers have often? Rep performance 1:1s, pipeline meetings, team meetings, and sales huddles. You’ve got to find ways for your managers to keep rep skills alive during their existing meetings. 

At Factor 8, we’ve built manager toolkits that have activities a sales manager can run during a sales huddle to keep skills alive after training.

#2 – Make it easy. If they need to build a deck, it’s not going to happen. If they need to create a process, it’s not going to happen. If they need to go on a scavenger hunt to find different information for the coaching session, it’s not going to happen. You’ve got to make it fast and easy for managers. 

At Factor 8, we’ve created coaching guides for various rep skills that managers can easily use for skill reinforcement. They combine a cheat sheet of what “good” looks like, which questions to ask during coaching, and a ready-to-use worksheet that coaches both the will and the skill with an easy grading form.

#3 – Most managers don’t know what “coaching” means. Sure, they understand the definition, but they don’t know what it means to actually coach a rep and they definitely don’t know what “good” coaching looks like. That means you get a lot of things like this…

“Hey rep, let’s work on this deal.” You’ve been coached. ✔

“Hey team, what’s the forecast?” You’ve been coached. ✔

“Let me get on this call and help you close it.” You’ve been coached. ✔

Folks, this isn’t coaching. As enablement leaders, we know that.

READ: How to Increase Sales Coaching Frequency

So, in training hundreds of sales managers over the last few years, I’ve learned that it’s a tough skill, it’s not natural for sales managers, and they’re too nervous to do it (though they’ll never admit that last one out loud).

Just put yourself in their shoes. Imagine going to a top player and saying “Let me listen to your call and give you feedback on how to do it better.” Sounds terribly nerve-wracking, right?

That’s why we’ve got to address it and build confidence in their sales coaching, call coaching, and rep skill coaching skills.

If you haven’t taught your managers how to coach to build up their own confidence, it’s probably no surprise that you think they can be doing more coaching.

If you’d like to talk about more specific strategies or a particular issue you’re dealing with in making that connection with sales leadership so they really get behind enablement, I’m here to talk. Email me at LB@factor8.com. 


Want more tips to increase the coaching focus at work?
Download our guide on “20 Ways To Increase Sales Coaching Focus At Work.”

Are you looking for sales training?

Contact us today to request information on our customizable virtual sales training programs
available for reps (and managers).


ramp sales team

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How To Ramp Your Sales Team 10x Faster

Ramping new reps to hit quota faster is every sales leader’s dream, but it doesn’t have to stay a dream. With the right approach, you can accelerate your team’s learning curve, helping them hit the ground running and reach their targets sooner. Here’s how to turbocharge your onboarding process and get your reps to quota 10x faster.

First, incorporate recordings into your training and play the pause game. This technique builds wider neural pathways, which speeds up how fast reps can remember and use new knowledge. It’s not just about listening—it’s about active engagement that sticks.

Next, ditch the boring “subject matter experts” and lifeless videos. If your training is one-way, it’s a dead-end. Instead, build in interactivity, and you’ll see your reps applying what they’ve learned much sooner. Make sales training a two-way street where participation is key.

Lastly, stop treating sales skills like they’re separate. In the real world, multitasking in sales is constant, so your training should reflect that. Teach skills together, not apart. By integrating different aspects of the sales process, your reps will develop a more holistic understanding, allowing them to pivot seamlessly between tasks.

Watch the video for more detailed advice on applying these tips to ramp your sales team fast so they’re hitting quota sooner!

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sales enablement best practices

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 8 Sales Enablement Best Practices to Partner with Revenue Leaders

This one is for my sales enablement and training pros.

Have you struggled to connect with your revenue leaders?

If you’re in enablement and getting rapid-fire requests or getting ignored by leadership, it’s because…

They don’t get it.

READ: How to Find the Best Inside Sales Training Company 

When I was hired to run global sales training years ago, I thought my job was to build training to onboard new salespeople in the digital world.

I was wrong.

Instead, I spent a year traveling the world and meeting with sales leaders to talk them out of what they thought would work.

I had to teach them how people learn. I had to learn their language and build the bridge between revenue and enablement.

WATCH: Sales Enablement Secrets: Actionable Sales Training Tips, Trends, and Advice

So here are 8 effective ways sales enablement can forge a better partnership with revenue leaders:

  1. Keep meetings short and fast. Confirm meetings the day before via text if possible. Revenue leaders have packed schedules, so respecting their time is crucial. By keeping meetings brief and confirming attendance the day before, you ensure that your interactions are efficient and prioritized.
  2. Get three or more follow-up resources – top, middle, and struggling sellers, as well as a go-to Sales Manager. Understanding the perspectives of sellers at different performance levels and involving a reliable Sales Manager can provide comprehensive insights. This helps tailor training programs that address varied needs within the team.
  3. Uncover root causes by questioning results, metrics, challenges, sales cycle stages, and KPIs. Dive deep into the data and ask probing questions about the results and challenges. Understanding the intricacies of each sales cycle stage and key performance indicators will help pinpoint the real issues that sales training needs to address.
  4. Get five or more recorded call or video examples so you know where to insert new skills and role-play ideas. Recorded calls and videos are invaluable for identifying where sales reps need improvement. They also serve as great tools for developing role-playing scenarios that target specific skills gaps. Save these recordings to help develop future reps, showing them the good, bad, and ugly.
  5. Move mountains to get going fast but set expectations up front for build time and class time. Sales leaders often expect rapid results, but it’s important to manage these expectations by clearly communicating the time required for developing and delivering effective sales training programs.
  6. Appoint a sales liaison to shadow sales, attend meetings, and translate insights. Ask for the same in return. Having a dedicated liaison who understands both sales and enablement can bridge communication gaps. This person can provide real-time feedback and ensure that training initiatives are relevant and aligned with sales goals.
  7. Always document deliverables, expectations, and commitments in a client “contract.” Clear documentation of what’s expected from both sides helps prevent misunderstandings. A “contract” outlining deliverables and commitments ensures accountability and clarity throughout the training process.
  8. Measure results post-training at two weeks, four weeks, and eight weeks. Raise flags if no movement is detected. Consistent follow-up on sales training effectiveness is essential. Regular check-ins at defined intervals help track progress and identify areas where additional support may be needed. If there’s no improvement, it’s crucial to address the issues promptly.

READ: How to Measure Sales Training ROI

By incorporating these strategies, sales enablement professionals can build stronger, more collaborative relationships with revenue leaders. It’s about speaking their language, understanding their challenges, and providing tangible value that directly impacts sales performance. When both sides work together seamlessly, the entire organization benefits from improved alignment, communication, and results.

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video sales training

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Why Sales Training Videos Don’t Work

Calling All Leaders Training Sellers! 

There’s something wild happening in the sales training industry right under our noses, and it’s severely impacting the skill level of your front-line sellers. Truth: Sometimes I’m part of the problem.

Riddle me this, my friends:

If it takes 8 meaningful interactions for a buyer to take action (Salesforce) or 900 digital touches before a major purchase decision (Google), then…

Why do we expect sales reps to try a new skill after watching one video? 

Video learning is as passive as it gets (not that anyone ever checked email while playing a training video) and yet we’re “training” sellers with this single touch (not even eight touches like SFDC says we need. Video alone should take hundreds, right?)

Getting a seller to try a new skill = getting a buyer to make a purchase. 

And a 30-minute training video = a single commercial.

In other words, sales training videos alone don’t work – they’re not effective in teaching skills. In fact, I’m going to climb up a little higher on my soapbox and say… 

Video-based sales training is NOT ACTUALLY TRAINING.

It’s entertainment. “Edu-tainment” at best. In our marketing vs. sales analogy, training videos would be the equivalent of content marketing. Its purpose is to brand, to “passive touch”, and to warm a prospect. 

READ: 10 Signs Your Sales Team Needs Sales Training

Unfortunately, not a lot of leads convert from content alone. Especially from a single blog or ad. This is where marketers share the stat that it takes eight “meaningful interactions” before someone will take action. And sales leaders get that “meaningful interactions” are best driven by the sales team – things like asking the right questions, qualifying, customizing the pitch, applying the solution to their world, showing value, etc.

Training works the same way. What we’re selling is a behavior change – the breaking of one habit and the installation of another. Let’s say the goal is to stop sellers from prematurely pitching as an example. We want to replace the habit with a new one like asking prospects 5 questions before delivering a custom pitch.

A great webinar or video on the subject will at best introduce this concept or maybe passively gain some attention or buy-in to the idea. Great first step!

READ: What Makes Good Inside Sales Training?

But as leaders, it is irresponsible of us to leave it there. We left off the entire rest of the learning cycle!  If your training is only (or primarily) video-based, then your learners are missing:

  1. If and how the idea applies to them
  2. When in the sales cycle it’s happening
  3. Which behaviors they do today that they need to stop
  4. How to write better questions
  5. When to ask new questions
  6. What to do when they get the answer
  7. How to ask the questions confidently
  8. How to bring up the pitch
  9. When to bring up the pitch
  10. Practice and support doing this over and over until it’s a habit

The most important parts of training to gain behavior change are missing. Don’t even get me started on maintaining that behavior (heard of the forgetting curve?)

Here’s the hard truth: If your training does not include an opportunity to try the skill, customize the application of the skill, share examples of the skill being done in different situations, practice using the skill, or feedback on the execution of the practice, then I’m sorry to tell you that you’re not training. You’re entertaining.

READ: How to Level Up Your Team with Sales Training

It’s gotten harder to influence buyers to take action with all the “noise” out there, right? Your sales teams are right in the middle of all that noise, and the younger generation is accepting video training as complete. It’s up to us to do it better. It will be a competitive differentiator for those who do.

Please do yourself, your managers, and your salesforce the favor of checking. Here are some questions to ask your training/new hire/enablement team:

  1. What percent of our new hire (or ongoing/career path) training lessons are video-based? 
  2. What do we do after the video?
  3. When do they customize and practice the skill?
  4. Who gives feedback on the execution of the skill?
  5. What actions are being done to keep it alive?

Sales enablement leaders and trainers, I know you feel me. You’ve been preaching this for years, and you could chart out where video lands on Bloom’s taxonomy and how much real estate is between a video and the confident application of the skill. Need some buy-in? Send this blog, and then go ask your sales leaders these five questions:

  1. What are you doing to teach new hires basic selling skills?
  2. How much of their training is video or webinar/zoom-based (aka a “talking head”?)
  3. What percent of their time in training is spent listening to live calls or practicing the skill?
  4. What tools do the managers use to reinforce the training?
  5. Have you taught managers how to coach and reinforce the skills?

READ: How to Find the Best Inside Sales Training Company

Let’s all do this better. There are too many young salespeople failing out of sales. Very few get to sit next to a rockstar to soak in how it’s done. It’s up to the sales and enablement leaders to demand better skills training! I’d LOVE to share how we built 10-15 interactive touches into our training at Factor 8. If you have teams of front-line digital sellers or managers, please let us show you our methodology and our results.

Want more information on why sales training videos don’t work?

Contact us today to request information on our customizable virtual sales training programs
available for reps (and managers).


Different Inside Sales Roles

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The Different Inside Sales Roles Explained

Years ago, we had two kinds of sales reps: inside and outside. Thanks to awesome technology like Zoom and Microsoft Teams, in the near future we’ll have one: rep.

Focusing on the last five years, we’ve seen a trend in role specialization. And it’s a good one. If you’re growing or starting up a team, you’re wise to spend time researching the type of rep that will best suit your sales process, talent pool, and customer preferences. And if you’re researching roles in sales, even better. Let’s dig in – starting with the top of the sales funnel or the beginning of the buying process.

BDR/SDR

Also called the business development rep, lead generation, sales development rep, appointment setter, marketing development rep, entry-level selling, cold caller, data cleanser, and sadly, the empty seat. It’s the most junior person on your team with the highest turnover.

The BDR role is sometimes broken out to exclude those handling inbound leads, and these are typically referred to as SDRs (sales development reps). But asking a company to clarify the difference between BDR, SDR or any other of the titles is never a stupid question. Everyone does it differently, and the demarcations between them may be based on more than lead type – like reporting structure, industry, product set, or customer type.

You’ll find BDR/SDR roles reporting to Marketing about as often as to Sales, but the growing trend is moving them out of marketing and into sales. Primary SDR responsibilities include accepting inquiries (e.g. lead forms or inbound calls), qualifying, and routing them to the appropriate sales channel. The outbound BDR team may call on lead lists, prospect for new customers, or even work on internal lists like re-activating old customers. Consider them a bridge between Marketing and Sales, converting tire-kickers to Marketing Qualified Leads or MQLs to Sales Qualified Leads (SQLs).

The role is high-activity and driven by metrics like number of calls, talk time, appointments/leads generated, show rates, acceptance rates, and ultimate conversion. You’re looking for hungry, competitive, outgoing, and confident people who can multitask like a working mother and handle rejection like an over-eager barfly without being phased.

This role is key if your charter is growth, you have large available lists to work, your customers are used to a separate appointment for a demo (SaaS really made this role popular), and if your other reps have account bases to manage and upsell that would prevent them from acquiring new business.

Set the team up for efficiency with investments in demand-generation marketing, lead lists and data sources like ZoomInfo and Seamless + a quality dialer if it’s not already included in your toolset, and call recording for their ongoing coaching (I like Chorus, Gong, and ExecVision).

Staff with an experienced manager who can develop these green reps, keep them motivated and provide some semblance of fun and security for this high-turnover position. Also, invest in different training for this crew than your full-cycle sellers and go heavy on the “first base skills” to help them get more initial conversations. If you have a high price point, pilot human-assisted dialers like ConnectAndSell will triple the times they land on first base. Whoa, a little heavy on the advice. Let’s move on. 

DOWNLOAD: Top Virtual Sales Challenges

Account Executive 

Our next position is the AE (Account Executive). This could be called an Inside Sales Representative (ISR), Closer, Sales Executive, Rep, or any other general sales position term. If the title doesn’t designate top-of-funnel or existing account management, it’s probably this role. Again, just ask. Totally normal.

The AE will typically accept (or deny) the lead passed to them, perform the discovery call, conduct the demo, run follow-up, and close the sale. Some AE positions will generate their own leads to supplement the BDR/Marketing Leads. If they fully own capturing new business and closing it, we often refer to these teams as Acquisition reps – but their titles will be the same as the AE/Sales Executive title roles (confused yet?).

Typically, AEs aren’t great at juggling prospecting and working passed leads. In fact, the advent of the BDR and an uptick in inbound marketing has made tenured AEs VERY happy. They reject leads that aren’t ready to buy today or where the Decision Maker isn’t served up perfectly. I lovingly call this Silver Platter Syndrome and frankly, it’s a great problem to have. If you’re not happy with what’s passing through your funnel to the proposal/contract stage, investigate your lead acceptance rate and open/close your pipeline faucet by adjusting lead-acceptance criteria used by your AE team. 

The AE is typically a more senior role than the BDR. They are trusted to work high-opportunity deals, uncover needs, match your product/service to the leads, uncover customer values to generate excitement and close the business. They spend their day doing system demos, and the great ones spend more time talking to customers than touring your product. That skill is displayed by more advanced AEs who can climb the tree for the more difficult or hidden fruit vs. simply basketing what’s on the ground.

Measure AEs with pipeline revenue, velocity, and close rates through pipeline stages and ultimate revenue for measurements here. Opportunities will stay with AEs until closed-lost or closed-won, meaning a need for excellent follow-up and nurture skills for deals postponed or gone dark. That means these folks need more product training, more business acumen training, social media, and more robust sales skills. (We like Vengreso for social media skills). Customer expectations are higher here and the goal is for AE’s to actually consult, not just pitch. Won the business? Congratulations. The next role in line is an Account Manager or Customer Success Rep. 

Account Manager/Customer Success Rep

For Account Manager or Customer Success Rep, also look for titles like Client Engagement Rep, Client Success Manager, Existing Accounts Rep, Key Account Manager, or you may see Account Executive used here too (naturally).

Customer Success Reps are newer roles and typically align with SaaS. They are managing subscribers and are measured by their ability to reduce churn (account cancellations), achieve high customer engagement/happiness scores, and upsell/cross-sell accounts. You may see them termed as “Renewal Reps” but with the sky-rocket maturation of the SaaS industry, smart companies have their eye on more than just renewals. Their reps are charged with adding more users, selling upgraded packages with more features, and securing longer-term contracts.

Although they are point-of-contact for ongoing customers, work hard to differentiate them from Customer Service or Customer Support roles that handle technical difficulties and inbound requests. Your customers will absolutely confuse the two, and a great Customer Success Rep will maintain relationships and sell while leaning heavily on the support team to keep them free to sell vs. problem-solving.

Beware of not defining this as a sales role and appointing service or junior reps here. Like AEs, they require more business, industry, and product knowledge to quickly add value to existing customers and help them navigate how to use your product optimally (if it isn’t sticky, it isn’t renewing). Sales skills will include uncovering more contacts, building relationships, aligning with business goals, making product recommendations, getting referrals, and overcoming user inertia by making it easy and desirable to use more and more of your product.

Account Managers require similar skills but are likely not selling/managing a software product. Often the most senior role, AMs maintain a portfolio of several hundred accounts and sadly often only talk to the top 20%. They build incredible relationships here, take ongoing orders, suggest new products, send birthday cards, and swear they have 100% of the available business.

Account Managers are a smart role if you have a complex product offering, a deep customer base, or large complex clients. Be sure, however, that you’re still hiring for and measuring the hustle. Skills should focus on consultative selling, growing wallet share, having business conversations, overcoming competition, gaining referrals, and finding new buyers. It’s the cushiest of sales jobs and may cross over into inside/outside roles where Account Managers will visit top accounts occasionally, attend conferences together, and shower top buyers with whatever perks you have available.

Say what? Do you have a Field team too? Just when I thought we were at the end of our Sales Rep Soup. OK, here goes…

DOWNLOAD: How To Budget For Sales Training

Field Sellers

Traditionally, field sellers are the one-size-fits-all sellers like AEs or Acquisition Reps albeit with bigger titles and paychecks. They own the top accounts and the dense territories. But like most reps charged with maintaining business and acquiring new, they farm more than they hunt and here we go back to the growing notion of role specialization.

When combined with Inside Sales, more traditional industries (retail, pharma, manufacturing, distribution…) will have field reps owning the big accounts and/or dense territories (think NFL cities), and inside sellers either support the field, own smaller accounts, or work rural areas. But, as a card-carrying Inside Sales Advocate, I love CDW’s model where the field supports the inside. The BDR/Acquisition teams hunt new opportunities at a rate of 10x the field, the AE or AM works it, and they deploy a field resource for a site-visit is needed to close the deal or love on the customer if needed.

So, here’s our list of the different inside sales roles explained. There are many ways to team up, but alas, that is a different blog.

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Improve Manager Rep Relationship

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How to Improve the Relationship Between Sales Reps and Managers

With all the economic uncertainty out there, it’s tough to find and keep good reps right now. Data from HubSpot indicates that sales rep turnover is around 35% (even in an economic downturn, attrition is shockingly high).

So how do you keep your star players around? Well, according to our Sales Team Retention Research Project study, the top reason both reps and managers stay with a company is ongoing training and development opportunities to help them succeed in their roles.

In my opinion, the key to a solid rep-manager is: both sides support each other to develop and grow. Here are some tips to put it into action to improve the sales rep-manager relationship. 

What should managers do to retain their reps?

READ: How to Hire and Retain Sales Reps

1. Create coaching opportunities outside the normal flow

A lot of managers wait until the pipeline call or the forecast call to coach. While those meetings add value, they focus on specific outcomes. Where reps often struggle is investing in skills that they can apply to a variety of situations, like negotiation and price anchoring. Spend 30-60 minutes with your reps to work on these skills, and you’ll start seeing more engagement from them. As a general rule, newer or underperforming reps should be coached once per week and tenured or high-performing reps should be coached once per month.

2. Create an explicit growth template

Reps can’t grow if they don’t know what their growth path is supposed to look like. This means you need to actually document the basic competencies and objectives you expect. Then monitor rep improvement on a weekly, monthly, and quarterly basis—not just during an annual 360-review. 

READ: Increase Sales Coaching Frequency

3. Don’t be hypocritical

People have a strong B.S.-meter. They know when you’re faking them out. So if you’re going to expect things from them, you better make sure you’re holding yourself to the same standards.

This doesn’t mean you need to be “macho” or push bravado all the time. You’re going to make mistakes, just like anyone. But set the example of always striving to be better, holding yourself to a high standard, and fixing problems when they arise. 

4. Drive deeper engagement

The more engaged your reps are at work, the more they’ll stick around. So make sure their work stretches them and helps them grow. Provide opportunities for them to push themselves without setting them up to fail. 

When appropriate, let them provide input on the direction and growth of the product and company. They have valuable insights that you can use. Plus, it helps them feel included. 

5. Stay hungry and humble

Even though you’re in a management position, there’s always the opportunity to learn more. Don’t rest on your laurels. Stay hungry, and always look for ways to learn, grow, and improve. 

DOWNLOAD: Tips for Retaining The New Generation of Sales

6. Don’t expect your people to always copy you

Don’t fall for “mini-me” syndrome. Just because you have a great process for selling doesn’t mean it’s the best for everyone. Instead, think about how effective reps are in driving results and meeting quotas, and focus on helping them close gaps and reach those goals faster. There can be an openness in process and style, while at the same time consistency in results. 

7. Seize on little opportunities to build human connections

Managers can do a lot to show reps that they care about them not only as sales machines, but as individuals. And these don’t take a lot of extra time. 

Especially in virtual environments, reps hear from their managers only to discuss forecasts, or when there’s a problem. Find other ways to connect with them as well, even if it’s just to talk about how they’re doing on a personal level. 

What can reps do to build a better relationship with their managers?

1. Be solution-oriented

Don’t come with problems and no solutions. Be a solution-oriented thinker. It helps show the manager that you’re taking ownership of a problem, rather than force them to handle every little thing that comes up. 

2. Be coachable

The opposite of coachability is “I already know everything.” Know what you know, but also know what you don’t know. And be open to learning and growing. It’s really hard for a manager to support a rep who thinks they know everything. 

READ: 10 Tips for Sales Success from a High Performer

3. Don’t blame the leads

We all hear it all the time: If only the leads were better… Strike that phrase from your vocabulary! Stop blaming outside sources for your problems. Find a way to make the most of what you already have. 

4. Get comfortable with ambiguity

Things aren’t always going to be straightforward, especially at different stages of companies. Can you execute when the answer isn’t fully defined? Are you willing to put the answer together yourself? If so, your manager will love you for it. 

5. Always be curious

No one knows everything. There’s always a chance to learn, grow, and evolve. While your manager should be open to your own style, don’t assume that your way works best. Learn from others, and find a way to implement those learnings in your own unique way. 

Final thoughts on the ultimate rep-manager relationship

The key to a good rep-manager relationship is this: support each other, hold each other accountable, and focus on growth. If you do that, you’ll build a solid foundation that makes both parties hesitant to leave the organization. Happy selling!

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sales training buy-in

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How to Get Sales Training Buy-in From Salespeople

If you’ve been in sales training and enablement for a minute, you’ve encountered this challenge: How do you engage those who don’t wish to be there? 

Sometimes the “crusty experts” who resist training are the longest-tenured, sometimes the highest performers, often just a random non-believer or egoist. So how do you handle them? I have three sure-fire solutions that work like a charm when it comes to getting sales training buy-in from your reps: 

1. Let them go. No, really. Nowhere in your job description does it say your job is to sell the Kool-Aid to the non-thirsty. Are you graded on attendance? This approach ends one of two ways:

    1. They’re grateful to leave and the rest of class is happy to see them go.
    2. They realize they’re being unprofessional and backpedal themselves right into your front row. 

DOWNLOAD: Sales Training Vendor Partner Checklist

Here’s what to say (at first break/quiet work opportunity): 

“Ethan, do you have a moment? Pop into the hall/breakout room with me? Hey, I feel like I’m wasting your time. I’ve heard a few comments about my approach and your busy schedule, and I just want to remind you that this is optional. If ongoing training isn’t for you or this doesn’t work for you, I’m the last person who is going to keep you.”

If the backpedaling begins in earnest and you really want them gone, try this:

“Actually, Ethan, what I’m suggesting is no longer a choice. The disruptions are now affecting the whole class and I’d appreciate it if you’d grab your stuff and maybe try next time this is offered. Appreciate it.”

Be careful to stay cool. You don’t need to offer lots of evidence he’s being rude, just let him know you noticed and give him the out.

If you want to keep him, then try something simple like:

“Hey, I get busy. You’re welcome to stay but I need you to really be here and act like a role model to…” There’s some good stuff here and I’d love your input if you can get present and stop the commentary maybe?”

2. Stroke that ego! As soon as you see the attitude, assume they’re a top performer superstar and pull their story and tip for the class. “Jane, what do you think about storytelling during discovery, have you seen it work?” 

Note: For this to work, we want to pick something where Jane will agree AND give her narrow guardrails, OK? Otherwise, you’ve handed Jane the stage to derail you in front of the entire class on nearly any subject she chooses.

DOWNLOAD: How to Partner with Busy Sales Leaders Checklist

What NOT to say:

“Jane, What do you think” 

This invites her to wax on about nearly anything. Good luck getting the spotlight off her and her amazing self.

Try this instead:

“Jane, have you ever tried using the second step of the objections process? I bet you have a great story”

This should give her a headstart in proving your point. Assume she will agree with you, give her a narrow focus, and specific instructions so she knows how long she has the green light. One of two things happens next:

  • “Thanks, LB. Yeah, I’ve totally seen this work…this one time I was a hero…”
  • “Nope, in my experience this happens instead…”

If I get the latter, I get a few details and then interrupt (stop her momentum before it gets worse) and ask the class, “Do you all agree? Raise your hand if there is no second step of this process? What happens instead?” Now quickly organize into a positive direction. You don’t want ten individual stories, you want a vote so you know where to go. Follow up with, “OK, how can we pivot these four steps to work in this situation?”

READ: How to Measure Sales Training ROI

In other words, be ready to pivot and engage their expertise. Maybe Jane is actually right! If she isn’t, the class will shut it down and pop that inflated ego balloon.

The second benefit of this approach is the learning we do by abandoning script/trainers’ notes. Your credibility will soar with your ability to zig-zag your way to a custom solution the class experts endorse.

3. Option three is best or a 1:1 coaching approach vs. classroom. It’s two steps:

  1. Enroll their help
  2. Call them perfect

This approach combines a little of the psychology of options one and two, and almost always lands with the resistant egoist shifting into reverse and backing right into helping you out! Here’s how it works:

Adam: “Do we really need to do this? I’ve got so much to get done.”

You: “No man, we totally don’t! I’m 100% not here to tell you how to get better. You’re the best there is! I was more hoping you could show me what it should sound like in a few of these areas. Talk me through the ultimate demo. How do you kick it off?” 

How to Find the Best Inside Sales Training Company

Let the ego stroking ensue – smile, nod, clarify, maybe even a few ooohs and ahhhs – then go in for the kill:

“Would you be willing to do some coaching on this? I’d love to have some of the new guys hear this. Maybe we can book a session with 2-3 guys and have you do some role plays?”

He’s taken the bait, now it’s time to reel him in!

DOWNLOAD: Maximize Free Sales Training Resources

In front of the group, find an opportunity to call Adam perfect. You’ll have to move out of his way he’ll be shifting so fast. 

Try this:

“Group, this is Adam and he’s one of our top 10% around here. 10%?! Probably 1%! I heard his demo kickoff and asked him to share it with you all. Seriously, ya’l’ need to keep your eye on this guy. Adam, you must literally be the perfect Account Executive.”

Wait for it…

Adam’s reply will sound like, “Oh, gosh no. I’m far from perfect! I’ve just been doing this a while.”

I’m humble and fabulous, and terribly good-looking.

Now you have a chance to ask what he’s working on and his brain will search for and find an answer in front of the group (or 1:1). 

Try something like, “Whatever, humble! No, I really love that even the best are always striving to be better. That’s what makes the greats great right? Tell us about the skills you’re focused on improving right now?” 

Pretty soon he’s a coaching role model, assistant coach, and your best friend.

WATCH: Sales Enablement Secrets: Building A Manager-First Approach To Empower Your Team

Have you found a theme? There are plenty of people who may not believe in sales training and coaching and it’s usually ego-related. They’re feeling under-recognized for their skill and maybe a little insulted someone sent you to teach them anything. As soon as we reverse this and give them some spotlight, recognition, and control, the defensiveness deflates and they shape up. They will also become a big YOU fan and you can count on them to help and sing your praises.

Most of the time. (Then I recommend choice one!) 

Good luck! 

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best sales coaching questions

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The Best Sales Coaching Questions Ever

Learning to be a great sales coach is hard – really hard. It’s the hardest thing we teach new managers who were formally reps. Now, it’s not as hard as climbing Mt. Everest or teaching your grandma how to order presents online, but it’s rough. 

It’s the #1 skill that most new managers struggle with. If you’re a naturally phenomenal coach, congrats (seriously!), but the rest of us are struggling. Why? We don’t often know what defines great sales coaching. So let’s break it down…

The Difference Between Presenting vs. Facilitation vs. Coaching

The lines are often blurred between presenting, training, and sales coaching, especially when we don’t have staff and resources dedicated to each. Why does it matter?

Well, does this sound familiar?

“I’VE TOLD THEM 100 TIMES!!”

We’ve heard it from managers and VPs (and parents 😉 ). It’s rough, folks. If people aren’t retaining what you’re telling them to do, they obviously aren’t going to do it. So we have to back up a few steps and make sure it gets in their brain and sticks.

What is presenting?

We define presenting as…Introducing new information through speech often using slides/visual aids.

Watching a webinar? You’re listening to someone presenting. Sitting in a lecture hall in college? That’s presenting.

Now the downside to presenting is something called The Forgetting Curve. If you’re in sales enablement or training, you’ve likely heard of it. It shows us that by the end of the day, reps have lost 50% of what you taught them. In a week, they’ve lost 90%. So it’s pretty obvious why they aren’t doing what you told them to do – they can’t even remember it!

There are two ways you can beat The Forgetting Curve.

  1. By utilizing great facilitation or training. The better (and more interactive) the training, the more likely the skills will stick. The more often reps actually do something, the more likely they’ll remember it and the more likely you’ll get results. 
  2. Through coaching. All you have to do is tell people what to do and then 1:1, 4x throughout the week, go and coach them on the same skill. You’ve got time to do that, right? 😐 Nope! That’s why good facilitation is the better option.
The Forgetting Curve
What is facilitation?

Folks the name of the game to get people to do what you need them to do, to get results, to get commission checks is: RECALL. They can’t do it if they can’t remember it.

In order to obtain recall, you need to have good facilitation or training. Unfortunately, most facilitation is broken. You can’t just tell someone to do something and expect them to do it perfectly, they need to practice.

Grab a sheet of paper and draw a picture of the Statue of Liberty based on memory. Assuming your side hustle isn’t as an artist, it’s probably going to look like something a child drew. Why? Well, when was the last time you drew something? Drawing is something we did a lot as a kid until other things became more exciting or interesting. We quit practicing, and when we quit practicing, our skills freeze. 

For many of us, teaching is also a skill frozen in time. We think of teaching and we see ourselves sitting in a lecture hall with someone talking at us, telling us what to do. And we know that’s not how people learn.

That’s why we’ve got to redefine teaching and facilitate instead. 

We define facilitation using the acronym CUP. It stands for…

  • C = Connect. If you want people to remember things, apply them, and do what you tell them to do, you have to help them connect with the information (it’s called Adult Learning Theory). It basically says that adults have filing cabinets in their heads. If you tell a kid something new, they’ll accept it as fact. Adults won’t even log it until you help them find the file folder. That means you’re helping them connect with it.
  • U = Use. Great training takes longer because we’re facilitating them actually getting their hands on it. I’ve watched people do systems training where their team is just sitting and watching. Totally hands-off, and totally a waste of time. If we want people to understand, we have to get them to use it.
  • P = Practice. We absolutely, positively have to practice. End of story.

By using the CUP method for facilitation, that’s how we beat The Forgetting Curve. Expect 70-80% recall. Get some buy-in along the way, a little practice and roleplay, synthesis with what they do on the job, and you’re looking at 80-90% recall. Plus, you’ll create new habits.

What is sales coaching?

Everyone does it a little differently, but a lot of people confuse sales coaching with leading, but with a few questions sprinkled in. 

We define sales coaching as… Ongoing development method used by leaders using questions to inspire and deliver personal feedback on skills.

Pay attention to the bolded words. If you’re just giving people advice or there are 25 people in the room, that’s not coaching. When you’ve got a team of reps in the room, what you’re really doing is presenting.

ACTION: Go and CUP check your virtual sales training. If you’ve got a lot of videos and little practice, people aren’t doing what you tell them to do. Leaders, if you do a lot of announcing without any coaching, follow-up, or roleplays, they’re not doing what you tell them to do. And when it’s something critical like learning how to sell and be successful in new hire onboarding, you’ve got to do all 3.

READ: Why You Need a Sales Training and Enablement Budget

The Power of Sales Coaching

If behavior change is critical, start with the 1-2-3 punch. Begin with the presentation, then facilitate, and then coach. Now, coaching alone CAN be powerful (but not how you think…)

Great coaches have 1 thing in common: they motivate people. Motivation is the key to everything. It affects recall (information + caring = recall).

READ: Tips for Enablement Leaders to Increase Sales Coaching Focus

Our job as managers and coaches is to ensure our reps leave our coaching sessions feeling like superheroes. That’s why we teach the 5:1 method – share 5 positives and 1 area for improvement. It’s also the #1 mistake new managers make. Why? We hear the laundry list of things that went wrong on a sales call and can’t help but tell them every single one of them. 

The power of sales coaching is in the questions you ask. Said in another way:

“Leaders who ask more, get more.”

That’s why we coach in questions. It’s called “Instinctive Elaboration”. It’s the secret behind the Factor 8 SWIIFT℠ intro where we’re literally hijacking the brain of the prospect to answer our questions even if they didn’t mean to and it’s why it works to get them talking.

It works like this: how old are you?

Did a number pop in your head? Now it’s halfway out of your mouth. 

The brain stops what it’s doing and starts answering questions whether it wants to or not. 

Here’s more proof: how much do you weigh?

I know you didn’t want to share it, but you thought it, didn’t you? 🙂 

DOWNLOAD: 20 Ways to Increase the Sales Coaching Focus at Work

The Best Sales Coaching Questions Ever (and Why!)

We’ve spent years mastering the art of coaching and have compiled the best sales coaching questions ever (and they’re backed by science).

1. “Tell me about a time you had to do something similar?”

This helps them connect. Unfortunately, not all of us have the time or tech to do the CUP theory. We use a lot of video, but do videos actually teach? We don’t think so (read more about that here.)

2. “Why are you so good at this?”

You can ask this to anybody in any coaching session and something happens in the brain called “Confirmation Bias”. If you ask them a ‘why’ question, they’ll look for the reason that it’s true. This instantly boosts motivation. 

3. “What happens when you knock this out of the park?”

This question builds confidence by creating mental imagery, scientifically known as “Functional Equivalence.” You’ve probably heard it with Olympic athletes where they picture themselves doing their gymnastics routine perfectly in their head and it fires the neurons as if they’re doing it. If you can get your reps to picture success, they’re more likely to achieve it.

There’s also something called the “Pygmalion Effect” which says that if your manager believes in you, you’ll believe in yourself more. Read differently:

“Leaders who expect more, get more.”

4. “What are you most proud of on that call?”

If anybody has reps that beat themselves up a little bit, this question is for you. The brain will search for an answer and find it – guaranteed.

5. “What should we do next?”

This is all about active recall; going in and finding the information in the brain. The other question we ask is “what was the customer thinking?” This is out of our head and our noise and puts ourselves into the shoes of the customer which is what we’re trying to do. It shortens ramp time, folks. Ramp time isn’t about me not knowing it, it’s about me not knowing when to use it. And if we can burn the pathways in the brain to recall the information we need at the right time, that’s how we get people to learn and apply skills faster.

6. “What one thing is most important to work on?” 

You can use this in any coaching interaction anywhere and the science behind it is called “Implementation Intention.” Studies show that if you work on one thing and put a plan in place, it’s 2-3x more effective. 

Coaching your team is more than just sharing information with them—it’s about really changing the way they think and act. By incorporating presenting, facilitating, and coaching, you’ll move from just talking at your team to actually sparking real behavior change.

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