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<v Speaker 1>The knowledge, skills, and cultural updates should all be tied

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<v Speaker 1>to metrics. How are we planning to measure success in

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<v Speaker 1>these areas? In the next thirty sixty ninety days.

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<v Speaker 2>You're listening to the Audible Ready Podcast, the show that

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<v Speaker 2>helps you and your teams sell more Faster. We'll feature

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<v Speaker 2>sales leaders sharing their best insights on how to create

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<v Speaker 2>a sales engine that helps you fuel repeatable revenue growth,

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<v Speaker 2>presented by the team at Force Management, a leader in

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<v Speaker 2>B to B sales effectiveness. Let's get started.

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<v Speaker 3>Hello, and welcome to the Audible Ready Sales Podcast. I'm

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<v Speaker 3>Rachel Klett Miller. Today we are going to be talking

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<v Speaker 3>about what we need to do after the SKO, After

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<v Speaker 3>those sales kickoffs. There's so much focus on the planning

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<v Speaker 3>of these events from a leadership level, and as reps

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<v Speaker 3>and managers, we often are just focused on the event itself,

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<v Speaker 3>but we also have to have a game plan coming

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<v Speaker 3>out of the SKO. John Kaplan joins me today. Hi, John, Rachel,

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<v Speaker 3>how are you good?

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<v Speaker 1>Tidy? Yeah? Tis the season and this is kind of

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<v Speaker 1>the what happens after the Hoopla podcast exactly.

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<v Speaker 3>So we're going to break this down with kind of

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<v Speaker 3>people in different roles and talk through how you want

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<v Speaker 3>to think about your game plan after the hoopla dies

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<v Speaker 3>down to use John Schwartz. So, John, let's just start

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<v Speaker 3>with people who are listening right now that are managers.

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<v Speaker 3>These people have gone through the SKO. What are their

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<v Speaker 3>action steps as a manager immediately afterwards?

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<v Speaker 1>Yeah? Well, I think any good SKO should consist of

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<v Speaker 1>a distribution of from the company to the troops, a

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<v Speaker 1>distribution of knowledge, skill, and culture. There should be like

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<v Speaker 1>a minimum those three things that are being discussed at SKO.

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<v Speaker 1>And so what new knowledge was brought forth at the SKO.

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<v Speaker 1>As a leader, I have to learn that new knowledge

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<v Speaker 1>and just like the reps. And then what new skills

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<v Speaker 1>are required to act on that knowledge? And how will

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<v Speaker 1>we put them into practice and measure them either by

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<v Speaker 1>the company level or certainly for my team? And what

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<v Speaker 1>were the overall cultural themes that were introduced at the

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<v Speaker 1>SKO And how am I going to break those down

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<v Speaker 1>and break those messages down and make them consumable and

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<v Speaker 1>meaningful for our team based upon where we're at right now.

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<v Speaker 1>So that's the mindset you should be going into with

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<v Speaker 1>the SKO. You should know the agenda figure out that agenda,

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<v Speaker 1>get a head start on sitting in your seat thinking

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<v Speaker 1>about day after that SKO or plane ride home or whatever.

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<v Speaker 1>And those are the things I would be thinking about

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<v Speaker 1>as a leader.

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<v Speaker 3>Yeah, and reinforcement is a big component here. What are

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<v Speaker 3>you going to be reinforcing after that event? What am

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<v Speaker 3>I planning to do thirty sixty ninety days out?

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<v Speaker 1>Yeah, so the knowledge, skills and cultural updates in any

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<v Speaker 1>adjustments should all be tied to metrics. How are we

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<v Speaker 1>planning to measure success in these areas in the next

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<v Speaker 1>thirty sixty ninety days. So if I'm thinking about knowledge,

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<v Speaker 1>I've got to get that new knowledge into skills. I

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<v Speaker 1>want to see if that's translated into activities, and so

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<v Speaker 1>I want to put those measurements in place that said,

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<v Speaker 1>what should I expect in the next thirty days, sixty days,

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<v Speaker 1>ninety days. So, like you're saying here, it's very very

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<v Speaker 1>important that we take this thinking all the way down

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<v Speaker 1>to the measurement level.

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<v Speaker 3>Yes, okay, so that's some great advice for managers. I'll

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<v Speaker 3>go ahead and put some additional manager resources for reinforcing

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<v Speaker 3>in the show notes. Be sure to check those out.

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<v Speaker 3>Let's shift to the rep, the quota carrying account executive.

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<v Speaker 4>What am I taking from the SKO.

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<v Speaker 1>Well, I think prepare yourself for these skos, and whether

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<v Speaker 1>you say it or you don't say it, it's going

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<v Speaker 1>to be. My message to the leadership too, is that

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<v Speaker 1>there's a vast majority of you that use skos to

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<v Speaker 1>figure out whether or not you want to be in

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<v Speaker 1>the company for the next year. And I think that's

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<v Speaker 1>just the nature of things that companies have to take

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<v Speaker 1>it that serious that the men and women that are

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<v Speaker 1>going to be sitting in those auditoriums or on those

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<v Speaker 1>zoom calls, or however you're going to do it, you

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<v Speaker 1>need to make sure that you're putting forth the right knowledge, skills,

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<v Speaker 1>and culture, and you're painting a picture of something in

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<v Speaker 1>the future that I'm going to want to be a

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<v Speaker 1>part of. So I just wanted to kind of put

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<v Speaker 1>that out there. But at the REP level, it's the

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<v Speaker 1>same reference of knowledge, skills, and culture, which becomes character.

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<v Speaker 1>I'd like to take the knowledge for just a second.

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<v Speaker 1>You should be looking for supplemental information on knowledge that

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<v Speaker 1>helps you with the four central questions, what problems do

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<v Speaker 1>we solve for our customers? How specifically do we solve those,

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<v Speaker 1>how do we solve them differently or better than our competition?

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<v Speaker 1>And where have we done it before? And if you're

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<v Speaker 1>on the leadership team, you should be bringing knowledge to

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<v Speaker 1>the company and put them in those four buckets. So

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<v Speaker 1>with that, I now have that information that's going to

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<v Speaker 1>help me attached to big business issues for my customers.

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<v Speaker 1>And I now have information that's going to help me

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<v Speaker 1>these are the skills that are needed that's going to

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<v Speaker 1>help me influence the decision criteria with my differentiation. So

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<v Speaker 1>you should be really really keen to go into that

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<v Speaker 1>SKO and really think about what you're hearing as it

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<v Speaker 1>relates to the answers to those four central questions. How

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<v Speaker 1>is that going to help you attach to big business issues?

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<v Speaker 1>And how is that going to help you influence decision

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<v Speaker 1>criteria with your differentiation? And then when you come out,

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<v Speaker 1>ASKO commit and say this is either a place I'm

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<v Speaker 1>going to be or it's a place I'm not going

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<v Speaker 1>to be, and then get that out of the way

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<v Speaker 1>and roll put your plan together and roll right right.

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<v Speaker 3>Yeah, this comes down to that concept you off talk

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<v Speaker 3>about around this time of year, John, the plan to

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<v Speaker 3>make the plan you want to also look at the

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<v Speaker 3>opportunities that are now being offered to you. Maybe they

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<v Speaker 3>talked about it in SKO, maybe in other conversations, but

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<v Speaker 3>you want to make sure you're taking advantage of all

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<v Speaker 3>of those opportunities your company is giving you.

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<v Speaker 1>I would be working on my plan to make my

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<v Speaker 1>plan before SKO, and I utilize the updates to drive

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<v Speaker 1>the execution on my plan and even further cement my plan.

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<v Speaker 1>The problem great is that a lot of companies, they're

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<v Speaker 1>often late with the distribution of quota, and they try

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<v Speaker 1>to do as much of this as possible as SKO.

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<v Speaker 1>And I know many companies that have people in for

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<v Speaker 1>an SKO knowing people are going to be in the seats,

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<v Speaker 1>knowing that they got to be fired up and ready

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<v Speaker 1>to go, and they haven't even distributed the quota yet.

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<v Speaker 1>They haven't even that's like a cardinal rule for me.

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<v Speaker 1>So there's no plan to make the plan going on,

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<v Speaker 1>there's no deciding whether or not I'm going to be

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<v Speaker 1>here or not, and it just becomes a big you know,

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<v Speaker 1>drink faster, food faster. Hey, we'll see what happens when

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<v Speaker 1>the quota gets out there. It's just I think that's

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<v Speaker 1>why so many people miss Q one. So if you're listening,

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<v Speaker 1>most people aren't doing that till the end of January,

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<v Speaker 1>beginning of February, what have you, And then they don't

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<v Speaker 1>have this stuff in place. You're going to miss your

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<v Speaker 1>first quarter, so get it out there. So many people

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<v Speaker 1>want to get a head start on things. If i'm you,

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<v Speaker 1>what I'm thinking about, whether you're a leader or a

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<v Speaker 1>rep how do I get off to a fast start?

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<v Speaker 1>And I think this combination of knowledge, skills and culture

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<v Speaker 1>and then getting my mindset adjusted to getting off to

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<v Speaker 1>a fast start is the best way to go.

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<v Speaker 4>Yeah, that's it.

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<v Speaker 3>And you know you might be in a situation too

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<v Speaker 3>that you might be asked to do things differently in

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<v Speaker 3>the upcoming year. There may be some changes, you might

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<v Speaker 3>have a new different segment you're targeting. Whatever, change is hard,

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<v Speaker 3>we know it, We've lived it, and if you need help,

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<v Speaker 3>don't be afraid to ask for it.

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<v Speaker 4>If that guidance isn't clear for you.

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<v Speaker 1>Yeah, I think you never have to give that advice

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<v Speaker 1>to the elite sellers because they know life is pretty

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<v Speaker 1>boring without change. So you know, change is inevitable, and

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<v Speaker 1>I think that people that have the best mindset are

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<v Speaker 1>the ones that really just kind of get theirselves geared

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<v Speaker 1>up for change and they're impacting the change. So if

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<v Speaker 1>I'm doing the right things and people are deciding about

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<v Speaker 1>things to change, let's be in that camp of saying, well,

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<v Speaker 1>let's change things for the better for this individual. But

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<v Speaker 1>your point is really valid, Rachel, like some of the

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<v Speaker 1>stuff you might not have a great handle on in

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<v Speaker 1>order to get off to a fast start, And for me,

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<v Speaker 1>it's okay not to know or not to understand, but

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<v Speaker 1>it's not okay not to be doing anything about it.

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<v Speaker 1>So coming out of ask KO whatever you don't understand,

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<v Speaker 1>even down to the point of is this the right

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<v Speaker 1>company for me? I always respected people because I could

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<v Speaker 1>see it in their eyes and the people that kind

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<v Speaker 1>of came to me and they're like, hey, I just

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<v Speaker 1>want to share with you. You know, I've had a

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<v Speaker 1>couple of interviews or what have you. And I always

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<v Speaker 1>encourage people to do that, like you got to go

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<v Speaker 1>and see what the value of what you have is.

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<v Speaker 1>And I never discouraged anybody from interviewing or looking at

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<v Speaker 1>other opportunities. And I want to feedback on how to

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<v Speaker 1>make our opportunity the best opportunity. But I think that

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<v Speaker 1>communication part is really really important. Is that if you're

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<v Speaker 1>not feeling it or if you don't understand right after

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<v Speaker 1>that SKO, get with your leadership team and leadership be

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<v Speaker 1>on the lookout because you can see it in people's eyes.

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<v Speaker 4>That's true, Okay, John, great advice.

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<v Speaker 3>I think depending on when people are downloading and listening

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<v Speaker 3>to this, you've got about fifty weeks left in the

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<v Speaker 3>calendar year cooking as they move into twenty twenty five,

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<v Speaker 3>what's the bottom line.

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<v Speaker 4>You have for them?

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<v Speaker 1>Again, I would have said start now before the SKO

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<v Speaker 1>to work on your plan to make the plan. So

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<v Speaker 1>by the time this runs, if you haven't done that

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<v Speaker 1>and you still have time, start working on your plan

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<v Speaker 1>to make the plan, and then use that SKO to

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<v Speaker 1>supplement your plan and your knowledge and your emotion and

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<v Speaker 1>your emotional connection to your plan leaders. You got to

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<v Speaker 1>remember many sales reps use the SKO as a barometer

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<v Speaker 1>decide if they want to be in the company for

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<v Speaker 1>another year, and you have to help them get the

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<v Speaker 1>right mindset. You got to set them up, help them

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<v Speaker 1>get set up for success in the coming year. Keep

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<v Speaker 1>your eyes and ears open at these skos, and after

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<v Speaker 1>these skos, if i'm you, I'm putting eyes on everybody

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<v Speaker 1>that works for me within a few days of that

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<v Speaker 1>SKO and so companies also, if you want to get

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<v Speaker 1>off to a fast start, get your quotas and assignments

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<v Speaker 1>out there early. If you haven't done it by the

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<v Speaker 1>time you did the SKO, put a rush on it

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<v Speaker 1>and say we got to get this done immediately. The

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<v Speaker 1>longer you do that, it's kind of like a feeling

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<v Speaker 1>of pause or an idle mind. And elite salespeople, elite leaders,

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<v Speaker 1>they don't like having idle minds. Idle minds is not

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<v Speaker 1>a good thing in a sales organization at the beginning

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<v Speaker 1>of the year. So if that's going to be the

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<v Speaker 1>case at all, step it up and get those quotas

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<v Speaker 1>out there, get everything distributed, make those decisions, make those promotions,

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<v Speaker 1>and just get yourself off to a really, really fast start.

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<v Speaker 4>That's it.

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<v Speaker 3>I wanted to make sure we let everybody know, John,

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<v Speaker 3>you're hosting a plan to make the planned conversation that's

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<v Speaker 3>going to be yes geared towards reps. Maybe a little

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<v Speaker 3>bit for that first line managers that's coming up Thursday,

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<v Speaker 3>January twenty third if you want to go, Yes, for

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<v Speaker 3>all you listening, everyone's invited, open invitation. Check out the

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<v Speaker 3>link in our show notes.

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<v Speaker 1>Are we doing something like something special for.

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<v Speaker 4>That, Yes we are.

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<v Speaker 1>We're not going to announce it yet though.

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<v Speaker 4>No, yes, yes we can announce it.

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<v Speaker 3>So for that webinar, we are going to be raffling

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<v Speaker 3>off giving away a free one on one coaching session

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<v Speaker 3>for a quota carrying rep who attends the session or

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<v Speaker 3>first line manager who attends the session.

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<v Speaker 4>We're going to be giving that away.

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<v Speaker 1>And who's that going to be with?

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<v Speaker 4>That's with you getting there? Y, Let's just see.

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<v Speaker 1>Let's just see, you got to attend the webinar to

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<v Speaker 1>get it. Let's just see. I would love to help

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<v Speaker 1>somebody get off to a fast start. I think that's

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<v Speaker 1>an awesome idea.

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<v Speaker 4>H awesome.

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<v Speaker 3>Yeah, we're excited. So the links in the show notes.

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<v Speaker 3>Make sure your registers you can and join us for

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<v Speaker 3>that conversation and potentially have a one on one with

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<v Speaker 3>mister Kaplan here.

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<v Speaker 1>And get ready for that one on one. I'm telling

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<v Speaker 1>you what. Be ready, be ready, let's go.

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<v Speaker 4>Let's go. All right, John, thank you, you're welcome. See

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<v Speaker 4>Rach Yeah, see.

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<v Speaker 3>You and thank you to everybody for listening to the

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<v Speaker 3>Audible Ready Sales podcast.

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<v Speaker 5>At Force Management, we're focused on transforming sales organizations into

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<v Speaker 5>elite teams. Are proven methodologies, deliver programs that build company

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<v Speaker 5>alignment and fuel repeatable revenue growth. Give your teams the

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<v Speaker 5>ability to execute the growth strategy at the point of sale.

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<v Speaker 5>Our strength is our experience. The proof is in our results.

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<v Speaker 5>Let's get started. Visit us at forestmanagement dot com.

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<v Speaker 2>You've been listening to the Audible Ready podcast. To not

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<v Speaker 2>miss an episode, subscribe to the show in your favorite

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<v Speaker 2>podcast player Until next time.