WEBVTT

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Medic is not a compliance tool.
It's not screaming at the scoreboard tool.

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It's a confidence and conviction tool.
You're listening to the Audible Ready Podcast,

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the show that helps you and your
teams sell more faster. We'll feature sales

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leaders sharing their best insights on how
to create a sales engine that helps you

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fuel repeatable revenue growth. Presented by
the team at Force Management, a leader

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in B to B sales effectiveness.
Let's get started. Hello, I'm Rachel

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Kldmiller with the Audible Ready Sales podcast. John Kaplan is joining me today to

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talk one of our favorite topics,
medic. Hi. John, Hey Rachel,

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and I'm just going to give people
a little chuckle. We just ripped

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each other's face off for about ten
minutes and we forgot to hit record,

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So they're going to get a double
dose of emotion and confidence and conviction right

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now. That's right. We had
a warm up session before we're actually now

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recording this episode. So John,
I know we talk talk a lot about

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MEDIC I write a lot about it, we talk a lot about it on

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Revenue Builders. There's a lot of
chatter about it on LinkedIn, people saying

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what it is, and what it
isn't. You could have a posted recently

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on LinkedIn and I wanted to expand
upon in a podcast episode. So that's

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going to be what we're going to
use today. But I want to start

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first with talking about the origins of
medic. Let's level set people with where

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it came from. It's a great
story, Rachel, you know, I

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love it. So medic was developed
at PTC. It was spearheaded by the

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cro the great cro, the legendary
John McMahon, and so the value of

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the market value of PTC was all
about its predictability. Because of medic and

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because of Medica, PTC we went
forty three straight quarters, that's over ten

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years without missing our number to Wall
Street. We were and still probably are

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the record holders of the most predictable
and accountable salesforce in the history of software.

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So, you know, Rachel,
I'm an abundance guy, meaning you

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know, there's enough of the pie
to go around for everybody. But I

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do get a little frustrated, it
a little worked up about other firms out

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there who are kind of making up
their own versions of the qualification process.

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And if I'm a company out there, if you're listening to this, then

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you're evaluating medic from you know,
us or from somebody else you know,

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fire with you. I'd want to
know if the people that are talking to

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you about qualification actually use it themselves
or used it in real life outside of

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academia. Not just used it,
but they had their organizations thrive in it,

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so it's in their blood. It's
not something that is on slides,

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right. They know how to use
it and make it work for their organization

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as a qualification tool. So John, I know when we tell the origin

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story, that's when some people may
roll their eyes. So here we go

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back in time talking about the history, like medics to old school. It

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doesn't apply to the new SaaS environments. It ignores the renewals, et cetera.

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And that really could be farther from
the truth. And I know we

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get very passionate when we hear those
arguments because I know that our position is

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if you think that it's just proof
you're not using medic correctly, Yeah,

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you know, I do get it. I get it because there's a lot

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of people out there that are living
in the past. I mean, I

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think Bruce Springsteen has an awesome song
out there called glory days. And there's

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a lot of people, especially some
of my partners from you know, back

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in the day at that great company
at PTC. There's some people that you

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know just I mean, I understand
they were glory days, but if you're

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not making it relevant to people around
you today, then you're doing people of

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disservice. Nobody likes to hear about
the good old days, but I will

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tell you I think those good old
days still exist. That company, Rachel

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went from zero to a billion dollars
in less than ten years, the stock

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split five times in seven years.
The family tree of PTC, like what

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happened after PTC that extends out over
several hundred billion, several hundred billion dollars

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of market cap that was created by
PTC alumni. So sorry, but I

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think that's pretty unique and awesome.
And what we use back then is just

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as relevant today and even more so
because I think there's a lot more competition

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today. People are facing a lot
more competition. Heck, we had a

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dominant product that was highly differentiated,
and we still held ourselves to a high

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accountability standard. So basically, back
in the day, if you didn't make

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your number, you did not keep
your job, and you know what,

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that was fair enough for me.
It was very clear, It was very

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clear what the expectations were. So, you know, I think we need

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more of that today and not the
threat of losing your job, you know,

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being an ogre out there as a
boss or leader. Those days are

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gone. But the confidence and conviction
that you would have when qualification matters what

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you do and how you qualify,
it matters. How many were organizations out

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there right now, rachel are missing
their numbers quarter after quarter. I just

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don't get it. Stop the bleeding. Let's go all right, so let's

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go. Now. We know the
history, we know the value of it.

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I'd like to start with talking about
how people go wrong with MEDIC.

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Where are they getting it wrong?
I think that a lot of people try

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to use it as a compliance tool. MEDIC is not a compliance tool.

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It's not screaming at the scoreboard tool. It's a confidence and conviction tool.

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So you should use it to increase
your confidence and conviction on an opportunity.

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Think of it as an X ray. I often talk about this that you

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know that you use it to identify
broken bones. The X ray does not

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tell you how to fix the broken
bone, but it tells you that there's

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a problem. MEDIC tells you your
gaps in the deal. So also,

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Rachel, I think we're going to
talk about this, but MEDIC is not

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a sales process. It's not a
sales process. It's qualification criteria. We're

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going to talk about that in just
a second. Right, your gaps and

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your deal? What is the X
ray showing on your deal? You use

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the word compliance tool, John,
what do you mean by people using MEDIC

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as a compliance tool? Is that
just checking the boxes? What do you

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mean by complete? Yeah, that's
a good question. So when I run

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into companies that are saying they use
MEDIC, I'm always eager to find out

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how how do you use it?
Many organizations are proud of all the fields

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they've created in Salesforce dot com.
And I don't want to be a hater.

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I mean, you do need fields
in Salesforce dot com. Heck,

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we got to. We have a
great product at Force Management that plugs right

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into Salesforce dot com. So,
don't get me wrong, that's a good

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thing. But if it's a check
in the box, then forget about it.

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You have to live it, You
got to breathe it. It has

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to be part of your bones.
So reps should aspire to be voracious qualifiers,

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and managers should look to coach and
develop reps by helping them get unstuck

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again. You know a lot of
firms out there are selling medic, but

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many of them don't know how to
get it into the culture, into the

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bloodstream. So telling your people's stories
about the good old days is a complete

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waste of time. You've got to
bring it to modern life. That's why

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I'm always so proud of what we
do at Forest Management. Simply we get

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it in the blood. Right.
If the goal is to be a voracious

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qualifier as a REP, if you
want your organization to be filled with voracious

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qualifiers, medic is the tool you
can use to embed great qualification into your

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organization. So given that John in
the blood, how do I think of

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this as a REP as a manager? Well, the first thing I think

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about is visibility. Helps both of
you REP and manager get visibility in your

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deals. So if I'm a manager, it helps me understand how many of

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those gaps there are and if this
deal is qualified enough to move to the

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next stage. It also helps me
assess where and how to help my reps.

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That's your job. If you're a
manager listening to this, your job

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is to help people. Your job
is to help them with the how.

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It's not to scream at the scoreboard
and tell them they don't have the right

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numbers from the MEDIC worksheet that you
give them. But you also have to

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provide you know, you've got to
provide the how. Let me give you

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a quick example. So in MEDIC
maybe you'll see that your rep hasn't gotten

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to the economic buyer or needs help
with a certain PERSONA. You need the

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ability to coach your rep on how
to get to the economic buyer or how

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to have that conversation. That's why
I love what we do it force management.

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So we're not only finding the break
in the bone, we're helping people

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heal the bone with what we call
having command of the message and how you

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articulate how you do something based upon
the problem that you solve. Check that

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out on our website, Rachel,
give some plugs in there, right exactly

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exactly. Really, MEDIC is a
qualification tool, as you said, not

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a methodology. To your point,
John, you need to surround it with

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great value messaging and great sales process
and it also helps you. I think

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another point a lot of people miss
if I was just to survey LinkedIn messages

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about medic is it helps you qualify
it all points of the customer engagement process,

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not on that initial I'm going to
sign this person up. It helps

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throughout the whole shebang, the renewals
implementation, all of that. It can

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be just as effective at renewals as
it is when you think about it earlier

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in this initial sales process. This
is such a great point, Rachel.

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It's one of my pet peeves is
people tell me, oh, we use

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medic for our sales process. No, you don't. You might think you

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do. But is that aligned to
how the customer buys? Is that aligned

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by stage? Who does what?
When? Where? Does it have customer

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verified outcomes which talks about what's the
edge criteria and what's the customer supposed to

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be doing in the sales process?
No, no, no, and no.

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So it is a qualification criteria.
But it's very very powerful to be

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used, like you know, at
the renewal process. Let's say the economic

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buyer might be different than in the
original deal. The decision criteria might have

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changed, the metrics may have evolved, but if you aren't qualifying at the

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renewal process, you're doing it wrong. So at the same time, you

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need to make sure that you have
a way in your organization where you are

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communicating this important information at critical handoffs. So one common language, Rachel,

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I'm shocked to learn that companies have
different qualification criteria in different organizations. So,

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for example, I know that many
people out there the insight seller level

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that BDRs and the SDRs those organizations
that use a criteria a lot called BAND

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BA NT so bans you know pretty
good, it was developed by IBM back

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in the day. Nothing against it. But how can you have one organization

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qualify with BAND and then hand it
off to another organization using medic or something

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else. If you're hearing me now
and you have that fix it, pick

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one. Remember most of aes today
where SDRs are bds in your organization,

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Why make them learn two different languages? And I guarantee you that this mess

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is going to show up in a
three foot conversation with a customer. So,

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Rachel, you know that funny meme
out there that says they're never going

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to know, They're never going to
know? You know that one? Yes,

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yes, I guarantee you people they
are going to know. Have you

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ever called let me give you an
example. Have you ever called a cable

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company that has multiple silos that you're
involved with, maybe you got the cable

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on the internet, what have you? Do you really feel like they understand

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your problem in a holistic way?
Do you really feel like they listen to

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you if you send me an email
and let me know who the provider is,

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because I'll give them a call.
But I shut down cable company a

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long time ago. You know,
I'm one of those cord cutters. Rachel,

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I'm like, I'm total streamer now
right because of the experience that you

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get a lot of times when things
go wrong. And you know, John,

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you're talking about the internal language you
have as a revenue driving organization.

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But the key here, the link
is the more consistent you are internally in

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your language drives a more effective customer
conversation because everybody has the information they need

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to execute with the customer, no
matter where that customer is in the engagement

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process, no matter if it's a
renewal, no matter if it's a fourth

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renewal, no matter if they just
came to your website for the very first

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time that consistency is critical. And
when we talk about MEDIC, we're talking

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about it as a qualification tool.
But as John said, the power of

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it comes when you surround it with
value messaging so your reps know how to

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fill the gap and the sales process
so everybody knows who's doing what. When

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we have a great ebook, I
want to make sure that I mentioned that

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it is on the intersection of MEDIC
and value messaging and your sales customer engagement

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process. Check that out on the
show notes. It talks about how it

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all comes together. We use this
x ray analogy in that ebook. It's

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a great resource if you're a leader
and you're trying to build this discipline in

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your organization. Another short plug a
sender oh right to plug plug. Yes,

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our Sales Performance Accelerator platform online subscription. We have a great MEDIC certification

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that anybody can log on and get
and it comes with a great deal value

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assessment that you can map your deals
onto that figure out where you are with

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any deal, and some great courses
to make sure that you know how to

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execute with MEDIC. So I want
to get those in there. Check those

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out in the show notes and as
we wrap up John, leave us with

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a great bottom line. Okay,
So in my opinion, there is one

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medic or medpick, and right there
people jump all over this, Oh kaplan,

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even you have multiple acronyms, No, I don't. Let's say we

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add the P. Why did we
add the P for some companies? Because

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some companies fail miserably in the paper
process. You know, it happens you

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do everything that you're supposed to do
and you don't get the deal because you

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didn't have the right paperwork in place. So when that's the case, we

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add the PE to medic. So
give me a break. But these versions

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of the acronym, the versions that
are out there, Rachel, I don't

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even recognize them anymore. For me, it's just companies and people trying to

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be different. And what I say
to that is, why don't you just

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try to be the same before you're
different? What do I mean by that?

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Medic and medpick have been around a
long long time. People had blood,

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sweat and tears out in the marketplace
to make that come to life.

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Not creating PowerPoint slides, not yelling
at the scoreboard, but having massive impact

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for you and your customers. Remember, it's not a compliance tool, it's

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a conviction tool. Managers, you
need to help your reps get unstuck and

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reps you can't just do, you
know, a check in the box.

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Or worse, don't tell your manager
what you think they want to hear.

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That's not doing anybody a favor.
I see people doctor up medic worksheets and

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you know they try to convince themselves, i mean, their boss that they

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have a champion. Don't do that, you know, get thick skin,

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check your ego at the door,
and do a really, really good comprehensive

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opportunity review. Take the feedback.
Come on, people, be uncommon.

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You got to remember that how you
sell it can be just as important as

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what you sell. And I'm going
to put in a little plug here,

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but if I'm out there listening to
this, I'm going to Force Management right

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00:15:33.799 --> 00:15:39.600
now and joining the Ascender program.
I'm going to get certified on medic It's

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00:15:39.639 --> 00:15:45.360
like property values going up. That
certification for as sender from Force Management will

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make your value go up. I'd
have it on my LinkedIn, I'd have

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it on my resume and watch what
happens to your opportunities out in the marketplace.

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So Rachel I know we got a
little fired up today. I know

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I'm kind of talking loud and you
know, forcefully or what happen. I

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don't want to be arrogant. I
don't want to sound arrogant, and I'm

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sorry if I did do that to
anybody out there. I'm trying to give

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you spirit. I'm trying to give
you confidence and conviction. If you're going

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to do it, do it right. Go crush it, Go crush it.

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Thank you, John, You're welcome, all right, and thank you

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to all of you for listening to
the Audible Ready Sales Podcast. At Force

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00:16:22.919 --> 00:16:29.000
Management, we're focused on transforming sales
organizations into elite teams. Our proven methodologies

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00:16:29.039 --> 00:16:34.039
deliver programs that build company alignment and
fuel repeatable revenue growth. Give your teams

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00:16:34.039 --> 00:16:38.559
the ability to execute the growth strategy
at the point of sale. Our strength

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00:16:38.639 --> 00:16:42.919
is our experience. The proof is
in our results. Let's get started.

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00:16:44.240 --> 00:16:48.399
Visit us at forcemanagement dot com.
You've been listening to the Audible Ready podcast.

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00:16:48.720 --> 00:16:52.360
To not miss an episode, subscribe
to the show in your favorite podcast

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00:16:52.360 --> 00:16:53.720
player. Until next time,