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<v Speaker 1>They remove the stuff that is not going to generate

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<v Speaker 1>revenue for them, and they clear their calendar for the

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<v Speaker 1>things that are going to generate revenue.

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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. Will 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 of 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 kleb Miller, and today we are going to talk

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<v Speaker 3>about managing your time, which I mean, who doesn't need

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<v Speaker 3>to do that no matter what your role is, but

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<v Speaker 3>particularly in sales, when you are living by the quarter,

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<v Speaker 3>the month, the year, it is really important that you

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<v Speaker 3>maximize your time on those high valued sales activities. So

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<v Speaker 3>I have roped John Boney into this conversation today to

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<v Speaker 3>share his best tips.

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<v Speaker 1>How you doing, John, I'm doing great, Rachel, Good to

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<v Speaker 1>see you again and thanks for having me on the

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<v Speaker 1>podcast today.

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<v Speaker 3>Yes. So John has spent his whole career selling and

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<v Speaker 3>now he helps organizations with force management and also provide

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<v Speaker 3>some great words of advice in his trainings for reps

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<v Speaker 3>who are owning the day to day, so to speak. So, John,

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<v Speaker 3>let's just start with the mindset that we need to

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<v Speaker 3>have when we're structuring our day when we're in that

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<v Speaker 3>quota carrying individual contributor role.

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<v Speaker 1>Yeah. So there's so many things when we talked about

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<v Speaker 1>this topic and I wrote a bunch of things down

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<v Speaker 1>that came to mind when I think about the mindset

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<v Speaker 1>of elite sellers and people that operate in that mindset.

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<v Speaker 1>So for the first part, first and foremost, they operate

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<v Speaker 1>as an owner or CEO of their territory. Like they

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<v Speaker 1>have that mindset that they own the territory and they

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<v Speaker 1>run it like their own business. They treat their time

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<v Speaker 1>like a finite resource and prioritize activities that drive revenue

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<v Speaker 1>and pipeline growth. Some of the key things that they

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<v Speaker 1>focus on that I've seen over the time that I've

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<v Speaker 1>been leading salespeople is one their strategic operator, right. They

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<v Speaker 1>think in terms of territory planning and multi threading and

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<v Speaker 1>long term account development. They create value. They focus on

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<v Speaker 1>solving business problems, not just talking about features and functions.

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<v Speaker 1>They are the owner of their pipeline. They own every

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<v Speaker 1>stage at the deal cycle and treat pipeline health as

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<v Speaker 1>a leading indicator of success. They're very intentional with what

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<v Speaker 1>they do. Every hour of their day has a purpose,

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<v Speaker 1>whether it's progressing deals or prospecting or internal alignment which

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<v Speaker 1>is sometimes forgotten right making sure that we have that

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<v Speaker 1>internal alignment that needs to take place. They are very

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<v Speaker 1>proactive versus reactive. They don't wait for things to happen,

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<v Speaker 1>They make things happen. They have tremendous discipline and focus.

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<v Speaker 1>They protect their calendar from distractions and low value tasks.

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<v Speaker 1>Qualification and discovery is an ongoing event for them. They're

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<v Speaker 1>always qualifying their opportunities and just going through discovery to

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<v Speaker 1>ensure if things are changing, they're on top of it

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<v Speaker 1>and they're aware of it, and they're consistently evaluating their

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<v Speaker 1>opportunities while that discovery phase never stops. And the last

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<v Speaker 1>thing that I would say, and I know I'm given

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<v Speaker 1>a laundry list of things here, but there's just so

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<v Speaker 1>much for these elite sellers that kind of make them elite.

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<v Speaker 1>Quarterly territory planning, they revisit their icps and white space

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<v Speaker 1>and expansion opportunities and really evaluate that to determine where's

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<v Speaker 1>their next move, where are they going to go. So

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<v Speaker 1>the overall mindset that they have is that if it's

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<v Speaker 1>not on my calendar, it doesn't exist. They remove the

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<v Speaker 1>stuff that is not going to generate revenue for them,

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<v Speaker 1>and they clear their calendar for the things that are

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<v Speaker 1>going to generate revenue. And that's just a handful more

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<v Speaker 1>than a handful of things, Rachel, that kind of came

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<v Speaker 1>to mind when I think about that.

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<v Speaker 3>Yeah, they make the news, they don't read the news, right, Yeah, yeah, yeah.

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<v Speaker 3>And then if I was a sum of everything that

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<v Speaker 3>you said, I would say it is the ownership of

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<v Speaker 3>their territory or the area they're working as a business. Right,

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<v Speaker 3>It's ownership of that, and then it's ownership of their day.

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<v Speaker 1>Yeah, ownership of their territory. It's like it's that territory

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<v Speaker 1>is their own business. They're the CEO and the founder

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<v Speaker 1>of that business, and they run it that way, and

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<v Speaker 1>they manage their time and activities as relates to doing

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<v Speaker 1>everything they can to build that business.

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<v Speaker 3>Yeah. That's a great mindset and I think it's something

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<v Speaker 3>that we can always like reset on, right, And you

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<v Speaker 3>think we do that, and then you know, we get

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<v Speaker 3>to we're recording this on a Thursday. He's a Thursday

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<v Speaker 3>of the week, and all the waves of stuff have

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<v Speaker 3>come much at you and you've lost ownership of your

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<v Speaker 3>day or you've lost ownership. So it's a good like reset.

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<v Speaker 3>Put on a posted note. Take ownership of your territory

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<v Speaker 3>and ownership of your day. I think one of the

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<v Speaker 3>things that is a constant struggle, no matter if you're

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<v Speaker 3>a new repor or an experienced rep, is like striking

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<v Speaker 3>that balance between current business, new business, current deals, pipeline generation.

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<v Speaker 3>I mean, it's easy to let the PG fall by

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<v Speaker 3>the wayside, particularly if you're busy working current deals. So

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<v Speaker 3>how did you strike that balance, John, when you were

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<v Speaker 3>in sales? How do you recommend others stand top of it?

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<v Speaker 1>Yeah? So what I did and what I recommend to

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<v Speaker 1>others is this is where I think the elite sellers

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<v Speaker 1>really shine, right. They treat PG as a non negotiable.

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<v Speaker 1>It is not optional. It is something that they do

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<v Speaker 1>all the time. So the strategies to balance PG to

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<v Speaker 1>active deals, they have set times. They block sixty to

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<v Speaker 1>ninety minutes like I would block sixty to ninety minutes

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<v Speaker 1>or pipeline generation before the day gets reactive, right, So

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<v Speaker 1>first thing in the morning, I'm doing my pipeline. Another

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<v Speaker 1>thing that I would do is I would do pipeline

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<v Speaker 1>generation sprints, short focus burts of time that I would

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<v Speaker 1>do pipeline thirty minutes of LinkedIn outreach as an example,

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<v Speaker 1>I would set weekly pipeline generation goals, a number of touches,

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<v Speaker 1>meetings that were booked, new contacts that were added. And

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<v Speaker 1>the accountability that I would use around that, and I

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<v Speaker 1>recommend to the people that I would lead is having

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<v Speaker 1>peer check ins or manager check in. Sometimes it's a

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<v Speaker 1>lot easier to do with peers. Sometimes you get that

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<v Speaker 1>real feedback from peers when you have the right team,

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<v Speaker 1>environment or manager to review it and keep it top

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<v Speaker 1>of mind. And I was proactive with that as a seller,

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<v Speaker 1>and I was proactive with that as a sales leader.

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<v Speaker 1>That accountability check in and elite sellers they really know

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<v Speaker 1>that pipeline generation today is quota protection for tomorrow, and

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<v Speaker 1>so that is kind of the mindset and some of

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<v Speaker 1>the things that you can do to really make sure

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<v Speaker 1>it stays top of mind. You got to block that

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<v Speaker 1>time that goes back to the you got to own

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<v Speaker 1>your calendar. And if you don't own your calendar, then

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<v Speaker 1>other things are going to infiltrate into that space, and

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<v Speaker 1>then pipeline will be one of those things that goes

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<v Speaker 1>off to the wayside. Elite sellers don't let that happen.

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<v Speaker 3>I love that quota protection. That's a good mindset to

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<v Speaker 3>have too. Right, you mentioned being proactive, and I know

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<v Speaker 3>that we talk about being proactive in planning your day,

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<v Speaker 3>and you talked about it at the top of what

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<v Speaker 3>those elite sellers do elite behaviors. As a manager, I mean,

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<v Speaker 3>how many times have we said I'd like you to

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<v Speaker 3>be more proactive?

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<v Speaker 1>Right?

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<v Speaker 3>Okay, but what does that mean? So how do you

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<v Speaker 3>coach reps to be proactive and avoid reactive selling for

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<v Speaker 3>lack of yeah.

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<v Speaker 1>Well, productive planning. In my opinion, it's the foundation of

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<v Speaker 1>consistent performance. You know. It allows that rep to anticipate

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<v Speaker 1>objections and stakeholder needs. It aligns internal resources before there's

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<v Speaker 1>a problem or challenge, and allows you to stay ahead

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<v Speaker 1>of renewal or expansion opportunities. So when you're coaching to

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<v Speaker 1>avoid that reactive selling mindset, you've got to have weekly

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<v Speaker 1>planning sessions, right, it helps the reps map out the

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<v Speaker 1>week with pipeline generation, deal strategy, preparation, all things that

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<v Speaker 1>go into your week, deal reviews, right with a forward

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<v Speaker 1>looking lens on those deal reviews, focusing on the next steps,

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<v Speaker 1>the gaps, the stakeholders, the engagement, leveraging medic as an

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<v Speaker 1>example to do that, pipeline health check ins. We just

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<v Speaker 1>talked about that a couple of minutes ago, about making

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<v Speaker 1>sure that you're having these health checks on your pipeline,

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<v Speaker 1>whether it's peer or leader led ensuring the reps that

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<v Speaker 1>aren't just working on what's hot, but they're building what's next,

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<v Speaker 1>knowing what's coming down the pipe for what's next. And

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<v Speaker 1>then the last thing I would say is scenario planning.

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<v Speaker 1>What if this deal stalls, what do I do? What's

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<v Speaker 1>the backup plan going to be for the pipeline generation?

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<v Speaker 1>In other words, do I have something that can fill

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<v Speaker 1>the gap if this thing stalls. There's nothing more frustrating

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<v Speaker 1>as a REP and as a leader that you've got

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<v Speaker 1>your quota, you've got your forecast, and then all of

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<v Speaker 1>a sudden the deal stalls. You miss something in the

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<v Speaker 1>qualification of the opportunity and your pipeline isn't strong enough

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<v Speaker 1>that you can fill that gap with another opportunity, And

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<v Speaker 1>so you've got to be thinking, what if this does stall,

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<v Speaker 1>what is the backup plan? What am I going to

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<v Speaker 1>be able to fill that gap with? So those are

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<v Speaker 1>again some of the planning sessions, deal reviews, health checks

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<v Speaker 1>on your pipeline, and scenario planning, or just a handful

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<v Speaker 1>of things that you know as we're thinking about how

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<v Speaker 1>to get out of that reactive selling stage.

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<v Speaker 3>Always forward thinking, Yeah, and some great questions to ask

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<v Speaker 3>ourselves as we're in that process. If I am a

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<v Speaker 3>manager and I see my people struggling with this, you

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<v Speaker 3>gave some good tips here, But I'd like to talk

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<v Speaker 3>a little bit about micromanaging, right, because if you are

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<v Speaker 3>constantly asking about like in the weeks with your people,

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<v Speaker 3>it can almost appear like you're overbearing your micro managing.

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<v Speaker 3>So as a manager, how can I add value? How

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<v Speaker 3>can I be an asset to my team without micromanaging

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<v Speaker 3>their day?

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<v Speaker 1>Yeah, really good question, and it's such a big topic.

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<v Speaker 1>We could probably have a call just on this topic

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<v Speaker 1>alone if we haven't already.

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<v Speaker 3>Rachel Oh next podcast.

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<v Speaker 1>Yeah, Zach, the key is the coach, not control, And

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<v Speaker 1>I think we fall into this mindset because of the

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<v Speaker 1>pressures that we're all under as sales leaders to try

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<v Speaker 1>to control the situation, and that we've got to coach

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<v Speaker 1>on it. And so the first thing I'll say is,

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<v Speaker 1>and this is where the topic can get bigger and

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<v Speaker 1>bigger and bigger. We've got to take the time to

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<v Speaker 1>understand what is the value we can provide to that

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<v Speaker 1>account executive, what's important to them, just like we do

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<v Speaker 1>with our customers. We've got to provide value versus talking

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<v Speaker 1>about features and functions. What's going to be valuable in rachel.

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<v Speaker 1>Use you as example, if we're going to have a

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<v Speaker 1>session together, what is the thing that's going to be

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<v Speaker 1>most important for you? How are you going to see

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<v Speaker 1>value out of this? Because it's different for each person,

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<v Speaker 1>so it's critical to understand what is the value What

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<v Speaker 1>does this person need or want from me that I

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<v Speaker 1>can help them get there? And once we do that,

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<v Speaker 1>we can then help the reps prioritize on impact not urgency.

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<v Speaker 1>Where's the biggest impact that we're going to make. And

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<v Speaker 1>we can do that by offering different frameworks for time management,

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<v Speaker 1>all all kinds of matrixes that are out there and

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<v Speaker 1>how do we make sure we're getting pipeline generation and

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<v Speaker 1>build blocks. They're important again, understanding what is going to

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<v Speaker 1>be the most critical thing for each individual and finding

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<v Speaker 1>out where their value is that we're going to get

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<v Speaker 1>from this. And I think a couple other things that

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<v Speaker 1>I would share with this is we've got a model

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<v Speaker 1>to behavior, right, what is my own calendar strategy or

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<v Speaker 1>what pipeline generation rituals have I used before? Or account

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<v Speaker 1>methodologies that I've used before. And the last thing is,

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<v Speaker 1>and this is so important, because we're so good, we

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<v Speaker 1>get we're just ingrained with catching people doing the wrong thing.

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<v Speaker 1>We got to catch people doing the right thing. Celebrate

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<v Speaker 1>the reps who are demonstrating strong planning habits right, Celebrate

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<v Speaker 1>that and expose that to other people, and expose them

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<v Speaker 1>to other people. So by creating some of that accountability,

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<v Speaker 1>doing it without this tremendous pressure. Everybody's got pressure on

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<v Speaker 1>them right now with trying to generate the revenue or

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<v Speaker 1>trying to generate more pipeline, trying to hit the numbers

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<v Speaker 1>that they need to hit. So having things like lightweight

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<v Speaker 1>check ins, what's your pipeline generation focused for the week,

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<v Speaker 1>encourage peer sharing, let the reps learn from each other's

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<v Speaker 1>workflows and how they're using some of the things that

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<v Speaker 1>they have. The strategic deal reviews we mentioned before focused

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<v Speaker 1>on medic and shareholder mapping and next steps and close

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<v Speaker 1>plans in order to help them get there. And rather

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<v Speaker 1>than asking did you do your pipeline generation this week,

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<v Speaker 1>ask them the you know something different, like walk me

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<v Speaker 1>through your pipeline pipeline generation plan. Have them explain it

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<v Speaker 1>to you, just like we want the customer and explain

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<v Speaker 1>to us what's their strategy, Where are they going? Where

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<v Speaker 1>do they want to be when they get somewhere. Try

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<v Speaker 1>to eliminate some of the internal meetings that we set

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<v Speaker 1>as leaders. Oh gosh, right, Like are there meetings that

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<v Speaker 1>we're having that could be communicated via email or slack?

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<v Speaker 1>We don't have to have a meeting just to have

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<v Speaker 1>a meeting. And then, you know, leverage your enablement team

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<v Speaker 1>to provide the right templates and sequences and account plans.

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<v Speaker 1>And I'll say it again, celebrate the wins, the small wins,

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<v Speaker 1>not just the big they want a deal, they want

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<v Speaker 1>an account, but the small wins. They moved it to

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<v Speaker 1>the next stage. They got the meeting that they were

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<v Speaker 1>trying to get so on and so forth, those behaviors

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<v Speaker 1>will go a long way.

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<v Speaker 3>I think that's a great takeaway. Celebrate the wins. But

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<v Speaker 3>I love the other concept you brought up about lightweight

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<v Speaker 3>check ins. Right just picking up the phone saying hey,

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<v Speaker 3>what's going on? What can I help you with? How's

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<v Speaker 3>your pipeline generation going this week? It comes from a

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<v Speaker 3>place of I want to help rather than have you

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<v Speaker 3>generated pipeline this week? Like those light check ins can

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<v Speaker 3>give you the information you need to coach effectively, but

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<v Speaker 3>without seeming overbearing.

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<v Speaker 1>Yeah, that's exactly right. And I like to think of

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<v Speaker 1>this as like our role as sales leaders. One is

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<v Speaker 1>the coach and develop the people around us. But to

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<v Speaker 1>create an environment where when we're talking about something like planning,

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<v Speaker 1>it's valued and rewarded, not enforced. And that's a different mindset, right.

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<v Speaker 1>Enforcing it feels micromanagy, and we've set it over and

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<v Speaker 1>over again. People don't want to be told what to do,

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<v Speaker 1>but they don't want to be led that art of persuasion.

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<v Speaker 1>And so if we can take a concept like planning

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<v Speaker 1>and make it value and rewarded, then people are gonna

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<v Speaker 1>be more inclined to want.

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<v Speaker 3>To follow along and do that exactly, John Boney, great

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<v Speaker 3>bottom line, Thank you for joining me for this conversation today.

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<v Speaker 1>Thank you for having me once again. I appreciate it.

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<v Speaker 1>Look forward to the next one.

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<v Speaker 3>Awesome. Yes, and we're going to do it on micromanaging.

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<v Speaker 3>I already wrote it down, all right. Thank you, John,

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<v Speaker 3>and thank you to all of you for listening to

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<v Speaker 3>the Audible Ready Sales Podcast.

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<v Speaker 4>At Force Management, we're focused on transforming sales organizations into

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<v Speaker 4>elite teams. Our proven methodologies deliver programs that build company

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<v Speaker 4>alignment and fuel repeatable revenue growth. Give your teams the

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<v Speaker 4>ability to execute the growth strategy at the point of sale.

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<v Speaker 4>Our strength is our experience. The proof is in our results.

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<v Speaker 4>Let's get started. Visit us at forcemanagement 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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