Episode Transcript
WEBVTT
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I do really think that if we
show people the metrics that matter, if
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we alert them to keep them aware
of the things that will lead them to
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be more successful, that helps everyone. You are listening to be tob revenue
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acceleration, a podcast dedicated helping software
executive stay on the cutting edge of sales
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and marketing in their industry. Let's
get into the show. Hi, welcome
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to be to be a revenue acceleration. My name is Adam with yer and
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I'm here today with Brian Trug should
confounder and chief operating officer at ambition.
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Are we doing today? Brain,
I'm doing excellent. How are you right?
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Yeah, very good. Thank you
very good. Like a Monday in
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the U case, little bit gray, but you know, we passed all
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the winter ice night at three PM, so it's three hundred and six PM.
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Man Kind of sent you out there, so that's pretty cool. So
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today we is you, Brian.
We will be spooky speaking about gemmification.
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Out to introduce gammification into your sales
team and and how can you benefit from
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it? But before we get started, would you mind giving us a little
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bit of background as to who you
are yourself and who is your company?
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Ambition Yeah, well, I'm one
of the founders of ambition. I'm currently
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the CEO. Yeah, this has
been an awesome journey for me. Like
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you said, we are a company
that provides sales performance management software. We're
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trying to help revenue teams get the
most out of their reps. there people
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in whether that's customer facing sales,
because for our success, accle management and
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ultimately have those people enjoy their experience
more. And so how I got to
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start this company, and the inspiration
was we were all sellers as well.
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We kind of graduated college, appendment
to the workforce basically during the two thousand
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and eight financial crisis. So we
had big dreams of what we were going
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to be and in my case,
I ended up doing inside sales for a
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global technology company, and what I
found is that the way that they manage
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their teams, the way that they
instead of as people, how they organized,
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you know, it didn't feel modern, it didn't feel like it resonated
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with a lot of the young people
like myself, and so for the last
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eight years we've been trying to solve
that and the deeper we get into the
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space, the more opportunities and challenges
we uncover. That really impact how salespeople
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go about their day, how managers
go about their day and how they feel
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about the work they do. Yeah, so do you do? You sort
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of thinkas focus, you'll send on
insight sens and be the eyes dals with
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you. You open up to the
rest of the on this hars function.
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We we open up across the sales
function. We really think about teams that
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have clearly defined metrics, the clear
clearly the fine process. That's obviously something
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that's useful in terms of how you
track, measure manage those expectations. We
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started certainly more focused on inside sales
or even some cases like sales development and
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high velocity rolls. But what's interesting
is over the last two years, especially
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as we've all become remote workers or, you know, work from home cultures,
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it's kind of, I would say, it's brought everyone to a similar
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function. Everyone is really focused on, you know, performance metrics, on
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checking people's pacing, making sure that
folks have awareness to what's happening across the
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organization and so whereas you know,
maybe two or three years ago someone would
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say, well, my enterprise sellers, that's an art, they're doing whatever
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they do. I'm not going to
mess with their Mojo or their process.
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Now they kind of want to see
how it's working and how effective it is
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and what type of whether it's weekly
monthly, metrics, they're doing and how
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they're performing to them, of course. And you focus on the specific industry
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because, again, you mentioned you
stop to your carry in the tech space,
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software space, the ease. That's
really well, you guys at ambition,
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are puts in order of you.
I thought of you open up to
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us a voute courts as well.
Yeah, we're focus on more verticals.
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Actually, our first customer was in
logistics. Logistics is, you know sometimes
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now and with all the supply training
crisises around the world, it's maybe in
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the forefront of our minds, but
seven, eight years ago, is kind
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of behind the scenes and we started
there. We had an amazing customer that
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had really an incredible culture that they
were managing and measuring almost exclusively on Pad
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and paper and Excel, all manual, and we digitize that. We brought
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that into a real time virtual world. And so, you know, we
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serve logistics, baking and finance,
mortgage insurance, obviously, tech and software
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and even things like you know,
people we call them industrial. But sometimes
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those companies are are really interesting chart
because they're typically less tecum label than someone
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who's inside for its getting continually been
down by a sales pitches and people in
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alcohalector to get their their business.
Yeah, that makes sense. Yeah,
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we we can feel at the mean
there is definitely a big searche of SDR
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Videa, of sels development function in
the in the technology space, and part
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scary is the lack of covid and
pund the mix and stuff like that and
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events that being available to act.
And you need to have new means to
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generate leads and and obviously one of
the common things that people turn to his
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bed as there. So we've seen
a massive search in a in the BTB
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technology space, in the B to
be selftware space. But let's get into
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the conversation. I've got a few
more question about it. Still as an
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interesting to pick to see how we
can rechivate sales people. But gemmification rights
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bit of a buzz word. It
means lots of things. I've seen lots
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of people pitching us about gammification and
saying how they could bring easy could bring
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that, and you know, some
of it is really is actually very fun
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and it's actually not really related to
commissions or money or a monetary kind of
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a monetary element that you would get
as part of performing well. Some other
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are you know, they could themselves
gamification, but I don't really know if
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it's gamification. Is More like a
point system. It's kind of a little
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about type of things and there is
really, you know, for give me,
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to win something into have challenging and
he's to be a little bit more's
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a bit of a bus. Well, I think lots of people have different
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point of view about it, but
let's say that we've got someone who's completely
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new to it, to the today. They don't do enough get euscation.
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They may have all the bodies,
they've not meant the vent all have met.
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They don't done it in Yale space, they don't really have an opinion
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and they being the death serms flow
is already a good pitch to deve environment.
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Okay, so I would introducing gamification
would benefit that team and that business.
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Yeah, that's a great that's a
great setup, right, because I
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think a lot of more customers are
more companies than we would you know,
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then we would we would actually guess
out of the gate don't know what gamification
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is like. It is a total
new thing and even though maybe in our
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space and in technology or maybe you
know fast moving companies, is something that
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we're aware of or thinking about,
they just think about how is my person
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doing to quota untament like wills there? Are they on track for their commission
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plan? And that's enough gammification for
them. Right like that, they're doing
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you nection, that they have a
competitive salespore. I think what's interesting as
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we got into this space, we
started to build our platform. You know,
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we were competing against people who are
writing their numbers on a white board
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or who are posting, you know, sales rep of the week by the
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coffee machine, and so that's really
organic, like that's classic sales. That's
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in you know, every you know
all of the maximums about our customers.
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I think what's interesting is over the
last couple of years people have become much
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more scientific, as the way a
lot of people describe that. But they're
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trying to have, you know,
really streamline revenue operations. They're trying to
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be very smart about how they build
sales ops and go to market operations and
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using data and visibility to data to
change behavior, and I think that's one
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of the things that we in our
space, and I mean will talk about
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our product, but we really believe
is going to have an impact on reps.
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you know, like I said,
if we went into an industrial company
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or a fortune five hundred company for
five years ago and are trying to educate
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them about ambition, they would say
listen, Brian, we are our team
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has, you know, quota plan. They understand how the commission plan works,
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they know how to hit it and
everything else. They just need to
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go get it done and if they
don't, they're not going to be here.
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If they do, we're going to
reward them. Well, that's ends
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up happening is whether you're looking at
that quarterly or, more likely, annually,
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everything's in the rearview mirror. It's
all or it's already in the past.
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And what you want in a kind
of forward thinking sales organizations you want
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to be looking out the windshield trying
to understand how can you impact behavior so
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that people will hit it and and
you know that's whether it's their sales process
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or how they are their leads come
into their funnel and then what they do
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with those leads. There's a whole
series of conversion rates, right, and
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activities you do against those leads.
You all know this very, very well.
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You want to track the measure,
all those things, and so alsimily
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we think about how do you stack
up a series of you know, awareness
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about that, whether it's pure competition
points, leaderboards, whatever, like.
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The execution of it has to fit
into the business and the culture of that
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workforce. But but we see that
changing a lot. I mean, I'm
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a Pelton writer around pelts on every
day scaryfication right there. It's everywhere right,
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like I can'tnot see it. I
use, you know, my Delta,
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my airline points, like. Yeah, I'm continually being, you know,
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notified and alerted and and I act
on those things. And so I
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think there's a yeah, I think
there's a difference between the gaming side or,
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like you know, we're going to
make I don't believe in making work
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a game. But I do I
do really think that if we show people
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the metrics that matter, if we
alert them to keep them aware of the
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things that will lead them to be
more successful, that helps everyone. That
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raises that raises the baseline for everyone
and it gives them, I think,
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more autonomy to make good decisions as
a sales RAPP board, account manager or
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whatever. Yeah, I could not
agreement with you the you've got put it
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on. So I though, I
don't have a puntone because I've got to
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Jimne trly tend meutes down the road. But add Jim. They give you
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like an out rate money too,
so something that you put around the up
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chest and you good. They've got
station lays, which I like super out
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causation, while you run the way
that you punch stuff, except for etc.
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And God did that make me competitive, because if I'm wearying that stuff,
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I want to build the musclar in
the room. I want to be
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in the red will than all the
other guys in the room. I want
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to try all the I want to
be you know, and it's maybe needs
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a bit silly, but you know, I think and to take kind of
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energy. One of the facts I
want you to mention to use through what
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you are saying. We are trying
to implement ification right now and we've had
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a few tries and we had eaten. Miss I believe that you recognize performance
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through commission plan. Okay, your
courage, behavior through gammification. Okay,
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someone trying hard and not eating the
commission needs to feel good about doing the
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right things and trying out gammification.
It okay. So you can really turn
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with gamification. This is what we
like about it. You could almost turn
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what technically is a down for the
SDRVIDEA, something that we just kill them,
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Modo killed, that would want them
to go outside and walk for five
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days, because that the other bit
of projection or whatever, into a positive.
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Okay, doing things like you know, I don't know. Let's say
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you get hundred dollars, commission,
for each meeting that you book, a
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demode that you book or whatever.
It is. All right, I need
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to speak to an average. You
to speak to let's say five people to
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get one demo. Okay. So
technically, would what you what we try
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to Refraine is like what? Look, that's really good in the gamification systems
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that know, is twenty dollar in
your pocket. You need to have another
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four to get one to say yes. So that's okay, you just made
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twenty dollar by getting a note.
Move on and get the next one or
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get a yes. And as a
sort of things that we as you said,
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it's you use spellit and you don't
want to you we probably won't never
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see you, you know, on
the tour the France and that of things.
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But you all, what grammification can
help you to do is to compete
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in your league, and I think
that's really important because when you've got to
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large cells team like we've got over
two hundred and twenty tword and salts.
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You we using count now of the
ASDAVIDEA, not everybody is equal. I
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can't compel someone who's been with us
for three years. We knows business inside
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out with those our clients, the
market inside out. There's as a new
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be that got all the right skill
but it's just a little bit wet behind
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the heels and it's, you know, six months expresses. You impel them,
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but often the new be will try
to look up to those guys and
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compare themselves to them. So it's
about also creating the subcategories for us where
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everybody at their stage can can kind
of compete with people at their level,
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and that's what we're trying to were
trying to walk and find the right formula
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on at the moment, because it's
why you got to be careful, because
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we know defining leagues almost is it
can leak to people, can lead to
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people thinking that, you know,
there is a little bit of unfairness in
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the process. But going back to
my question, my line of of question
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for today, you know, for
the people who are using gemmification. So
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let's say you've got companies like us
that have been doing a little bit of
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it. We've done a bit on
our own, and I like the FID
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that you speak about. White Body, an employee of the months and Hey,
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we've done at all. Guilty.
What are the method that you think
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are working the best in time of
gammification? We have is done an insentive.
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That is my effective another or challenge. That is my faith terms.
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That would you see, walkie,
what's cool at the moment? Yeah,
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well, that's a great question.
You know, I think I would take
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it back because I think, and
I try to do this on podcast or
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even in sales calls, like it's
less about what's the incentive, it's experiences.
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I'd say, like if you're if
you're going to spend money on employees,
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I'll bring my rule. Then do
things that they're going to remember.
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I think that oftentimes, if you
can give or gift or or award people
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something that is experiential. That could
be as as Nice as, you know,
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a dinner with their partner, it
could be a trip there will they
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will remember that. They'll internalize that
differently than here's a two hundred fifty hour
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Amazon Gift Card or whatever. That's
that's harder, that's more work, that's
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more mental energy. I think the
bigger thing from a concept side, that
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I think every company could be better
at is you kind of mentioned it with
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like the metrics that you actually care
about. How do you turn a negative
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of getting a rejection into something that
kind of builds a back up so they
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don't have to go take that walk
because they feel bad? They're like that
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happens, part of part of playing
whatever sport you play. If you play
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soccer, you miss shots, shots
are off. You know they go off
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the post, so that you missed
a frame. Like it's okay, so
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you have to take more shots to
get back in the game. You know
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you've gone to got to just think
about it and get that in your mind.
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You've got to go back. You've
good, Muzzumi, doubt right.
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It's part of the process. Right, it's just going to happen. If
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you take enough shots will miss some. I think the thing that every organization
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could do is zoom out. Zoom
out and understand, okay, here's what,
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here's the end result I want.
I want this result from my sales
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route, my BDR whatever. Well, how do I break that into monthly
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or weekly or quarterly smaller sections?
And so now I can give them some
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small periodic guidepost that we can build
feedback off of and then zoom at one
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level, one level further back,
and say to hit those guy posts or
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hit those benchmarks where they need to
do daily or weekly. And if you
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can do that and you kind of
build up this this framework of measurements,
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now you can continually have really good, positive feedback things. Because you know,
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if the commission plan is the end
all be all, which is great,
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the ascent of INCINDEM's all have to
be aligned. Well, how do
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you give them the most feedback like
that that also are on your that you're
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wearing at the gym? How do
you know if you're doing while or not?
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continuate, because, like, you
want to have that that feedback to
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be quick, you want it to
be present available, and so I think
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that those are the mindset that a
leader of sales or revenue leader, a
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sales ops person should be thinking about
so that the last thing you want,
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and it's still extremely common, is
day and day out a sales rep is
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making calls, doing demos, whatever. They don't really know if they're doing
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will or not. They're kind of
like, you know, I hope this
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deal closes because I'm getting paid on
that deal. But they need to be,
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you know, having better awareness to
their better insight to how they're doing.
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I don't think that's reportable almost everywhere. I haven't seen a sales process
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where you can where you can't kind
of zoom out and understand the whole as
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well. Yeah, it's what we've
seen and what we try to do also
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is to one of one of our
big problem is it's always a prime you
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know in the cells team, you
you running sell, Steve, and the
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feedback is are there is not enough
training. As well, we can be
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successful and you put all the training
and nobody's using it and nobody gets on
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it. And I have a nice
too long now. Shall I come on?
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So there's no you know, it's
always a it's never good or body's
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always it's always a good excuse to
that. Not Complain, as I should
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not use that sort of us very
negetive, but it's a bit. It's
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a bit like it's difficult to get
it right and and what we like,
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and we've been using a linkedin learning
a fair amount. And they do that
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as what you've got badges, you
know, you could put stuff you've got
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face, you win things, you've
got budges, you level up and I
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think it's some fears is working one. And the point I'm trying to make
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that you almost to take your analogy
of spot. You almost want to also
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recognize and do gammification when people are
training, not just what they're playing the
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game in front of Fiftyzero people,
okay, with huge. So it's about
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you know, because lots of people
don't do that. They just think they
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can win it or whatever. So
how do you actually get them to through
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Gemmification, give them a reward for
doing all place that nobody wants to do?
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Is absolutely horrible to the role play
with your colleague, but it's kind
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of important if you are new.
It's so cool. Nobody like it.
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So you know, it's almost like, in a ways, how do you
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make the things that nobody wants to
do a little bit more fund through Gemmification.
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But one question that I've got for
you, because we found it even
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more complex. So gamification, no
white but employee of the months on the
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coffemeational a sort of great stuff,
as you mentioned. That was pretty cool
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when everybody was in the office.
Okay, now we've got people absolutely everywhere,
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and and that's as to impact,
I think, on what we are
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doing and what we are rethinking.
Number one, sometimes we are not seeing
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the right attitude anymore. What's the
right attitude? Is the right attitude someone
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banging stround Red Chords a day or
sending thousands email a day? Maybe nuts.
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That's maybe not doing the right thing. Okay, so how do we
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see what they are doing? You
know, if you have a team of
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ten people and you are sitting at
the end of that De's can you see
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them all day? You can pretty
much give them points, but do things
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physically that and and he's reads you
really easy, right, but when they
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are two, we found it very
difficult. So I guess the question that
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I've got for you is a two
sided question. Number one is our you
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guys, you know, adapt it
to that walk from type of mentality which
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is slightly different from SDR BDA because
usually we put them in in the same
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room. And number two is,
do you have any fologians? You have
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any that recommendition in time of software
or cloud sus model that people could use?
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So only you keep truck of the
stats and the Gamification, but also,
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you know, you can communicate with
people as too. Is winning what
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with what's happening, and so yeah, it's very it's a mouthful of a
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question, but you hit on.
I think you basically described the challenge that
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that we seek out for with the
prospect or customer like that is. That
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is why you need a losing your
we were, we sold so much to
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organizations that had that. Everyone in
the same room, TV's on the wall,
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scoreboards everywhere like that. Was Our
customer three years ago and we were
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lucky that we built all of these
tools for remote work before that. But
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it's the best thing that happens to
our business ever, was that all those
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people, like you said, we're
everywhere. They're working from home or they're
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working from like cat, who we
talked to the beginning, to call working
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for either skiing somewhere like that is
the doesn't don't say that brand now the
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next thing is that all them praise
of operatics were something like. Imagine stuff.
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So iis cat's walking from the shops. You know all of this.
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Sorry again, that's especial treatment because
catch shift Tonqu possitive. I'll target less
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jail. So that's fine. There
you go. That's that's good gamification.
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That's great. Like that's it.
There you guys. That's rewarding the right
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things. I think you need a
system in place that you can set specific
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goals with specific timelines and measures and
provide accountability. You know, I think
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we talked a lot about rewards recognition
in sentives. Part of it is just
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accountability. You know, are you
are you putting in the right amount of
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training hours, like you said,
are you doing the things that will make
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you a good seller, service person, support person, whatever? Because you
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mentioned the crux of it is,
and this is why we've spent two or
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three years of our Product Really Building
on our coaching suite, because it's about
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effectiveness more than it's just more than
about, you know, productivity. When
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I say productivity, I mean more
and more and more and more and more.
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There's a top end of where more
is no longer good, like you
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said, if someone needs to make
three hundred calls a day, that's probably
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means they're not very effective on the
cause that they're making. There's probably a
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good sweet spot in there where they're
making good calls, having high quality conversations
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to the right type of lead,
and so you want to measure that effectiveness
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and I think ultimately what we what
we strive for, you know, to
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go back to part of that question, is providing a system that that puts
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the right insights about performance, whether
there's productivity, effectiveness, consistency, quality,
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into the hands or or surfacing them
to the right person the right time.
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Sometimes that's the Rep. sometimes the
rep just needs to know your off
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track. Sometimes it's their man the
journeys to know they did something amazing or
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they made some help, some training. Sometimes it's the CEO and you're like,
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Hey, to use cat can.
Just did this incredible deal or really
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did this thing that's far the way
outside the normal. So you so let's
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make sure that Raino so that he
can send a message or give her a
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call and say, Hey, I
just saw this is incredible. Like those
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are the things that become you need
a system to do that because you don't
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have time. I don't have time. distancy as well. I mean you
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can do it. We try to
do it, but being consistent at it.
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Yeah, and evening. If you
start to do it and the information
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is not flowing consistently, then you'd
have John. That feels fantastic because at
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the last all ends meeting he had
a little mentioned about him. All his
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friends were looking at him in the
office and get up clapping and stuff.
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You know where they are on mute. But Pamela next months that did exactly
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some stuff, if not better.
But the information got didn't get to me
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on the side EADS and they're like
right, where am I not getting a
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mention? That's a great and you
absolutely killed dom jo when you that.
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And it's difficult because there is an
expectation someone from sometimes from staff and and
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he's fair. I have him.
We see we should know about everything,
349
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but technically, if you're the CEEO
of a company or if you're that,
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you should know absolutely everything, and
you should. It's impossible. It's constable.
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You can't get all the information.
You don't know the performance of all
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the people and it also dependunty,
you've got some teams for the manager is
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really vocal about the people you've know. Someone's else teams for down. Let's
354
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vocal. So it's about getting that
consistency. So I do agree with you
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at editing a platform that and to
get the consistency the information flowing so everybody
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streets. D quality is very important, because you thought, he's not a
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game. You know, if you
a treaty good in the Games. It's
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not fair. You just built guy. Yeah, it goes bad because it
359
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goes Beta. And so how do
you do that? So do you pro
360
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gets your and systems? I'd like
to also a little bit more about yeah,
361
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feature cougs the Bakens. Yeah,
I was well, I was trying
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to. Yeah, didn't know how
deep want to go into it, but
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yeah, so we're sinking directly with
this drm. So in most cases that's
364
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that salesports or similar diet Microsoft inamics. So we're pulling in not just the
365
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end results, which could be close
one deals or revenue. We're sinking with
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acceleration tools. That could be everything
from you know, the telephony system,
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like how they make the calls,
or or outreach or sales lock or some
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of these great tools that help you
kind of do more automated cadences. You
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know, conversation intelligence, remn intelligence
training as a huge integration for us now
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with folks like signs make or lesson
latey or high spot. So getting awareness
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to all of the things these these
teams are doing, these revenue facing teams
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or customer facing teams. So then
you get a three hundred and sixty degree
373
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view of all the things that are
happening and you can create that those expectations,
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the accountability of what do you expect
from these people? You probably expect
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a whole series of metrics and the
manager feels empowered because you know, ignore
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ambition. If you're a manager,
you've got sales force, you've got probably
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Tableau, you've got outreach, you've
got a lessonly, you've got gone.
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Now you've got six systems and you're
like, where am I supposed to look
379
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to find out how many people are
doing? But I look at you know,
380
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I'm probably looking at one thing because
I don't have time to look at
381
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all, but I'm probably just going
to look at how many deals they close.
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One selles force and that's the only
thing I pay attention to. You
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need a system that brings it all
together and ends up giving you context to
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are they doing well versus their goals? Are they doing well to their peers
385
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goals? You talked about it before. You've got a whole organization that's really
386
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a bell curve from super experienced effective
people to new people trying hard, to
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people who maybe actually not very effective
and need to be trained. They need
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context of that and it's very difficult
for a manager or a sales leader to
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to crystallize all that. So that
we give them a system. We're point
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the data that were manipulating it so
they can see that performance, and then
391
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we're sending alerts out when when things
are on schedule, off schedule, on
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target, and then we give them
tools to go, you know, create
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an employee of the month type thing
or create a special instent of our competition
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around very intentional metrics that they want
to drive behavior toward. So ultimately we
395
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give them awareness and then we give
them levers to pull to change behavior.
396
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Yeah, that's pretty cool. Some
of that. Don't want to come back
397
00:26:34.880 --> 00:26:40.559
on quickly because I think you really
need something that was interesting is the two
398
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hundred dollars and Votua. You know, I think there is nothing worse and
399
00:26:45.240 --> 00:26:48.789
a non personal gift. You know, like I don't care what you done.
400
00:26:48.829 --> 00:26:52.150
Something kind of okay, but I
can't be bother up to get to
401
00:26:52.230 --> 00:26:55.390
know you. I can't be both
up to kind of know what put what's
402
00:26:55.390 --> 00:26:59.109
Rock your board. So here is
something and go andknock yourself phnamazon, because
403
00:26:59.150 --> 00:27:02.539
you know you can buy some tooth
brush or whatever you want that cry.
404
00:27:02.779 --> 00:27:07.140
How much of that you think is
important in the process? Because this is
405
00:27:07.299 --> 00:27:12.619
what I think makes from my perspective, that the that personalization and it's difficult
406
00:27:12.700 --> 00:27:15.450
right in. The bigger the team
that the more difficult it is. But
407
00:27:17.210 --> 00:27:21.609
trying to find something that will be
meaningful for the people, to create the
408
00:27:21.730 --> 00:27:25.529
smell the moments, because I like
your sort process you spoke about, you
409
00:27:25.609 --> 00:27:29.369
know, that the meaningful and then
create this moments thing that they can remember
410
00:27:29.690 --> 00:27:34.960
and create a sort of like emotional
that that emotional tie is with the company.
411
00:27:36.079 --> 00:27:40.440
So is that something that you get, is walk on with your system?
412
00:27:40.480 --> 00:27:42.799
I mean you have like different type
of things that you offer to people.
413
00:27:44.000 --> 00:27:48.470
I mean do you support your client
in personalizing, because that's stuff as
414
00:27:48.509 --> 00:27:51.509
well. Yeah, that's really tough, I'll be honest with you. That
415
00:27:51.630 --> 00:27:55.150
by integration. So we don't end
up being the redemption of that. I
416
00:27:55.309 --> 00:27:57.309
think that that's ultimately on the manager. And then what you're talking about,
417
00:27:57.309 --> 00:28:03.779
the is really key in terms of
when you are delivering rewards or instead it
418
00:28:03.900 --> 00:28:07.940
was, because we talk about this
all the time and there's there's really good
419
00:28:07.980 --> 00:28:11.859
research on this. Reps or employees
often leave a manager. They're typically not
420
00:28:11.970 --> 00:28:17.210
leaving the company. So if the
if the relationship between the manager and the
421
00:28:17.289 --> 00:28:22.450
individuals that great or is broken,
that's when they leave and it's it is
422
00:28:22.490 --> 00:28:26.130
challenging and it's a continual thing that
I think managers have to get better on
423
00:28:26.319 --> 00:28:30.640
of. You know what motivates right? What motivates cat? Is it?
424
00:28:30.880 --> 00:28:34.119
Is it skime? Is it time
off? Is it, you know,
425
00:28:34.519 --> 00:28:40.480
the ability to, you know,
jump off work at three hours? What?
426
00:28:40.759 --> 00:28:41.470
You know, whatever. Yeah,
well, I could be a I
427
00:28:41.589 --> 00:28:45.549
could be you could be lots of
things. I grow with your it's just
428
00:28:45.190 --> 00:28:48.430
it does depend so much from people
who have some people would probably would love
429
00:28:48.509 --> 00:28:52.190
to have a meeting Star restaurant experience. someons I would want to go in
430
00:28:52.230 --> 00:28:56.339
any cupital of our London. Some
of the I would want to go to
431
00:28:56.660 --> 00:29:00.220
a best ket board game to see
the Mavericks, hopefully winning against someone in
432
00:29:00.339 --> 00:29:03.259
the elent trip for you all.
Yeah, but you know, it's so
433
00:29:03.460 --> 00:29:07.339
you've got it's always I that's what
they've done. The last time I went
434
00:29:07.380 --> 00:29:11.170
to Dallas and managed to go to
one of the game and yeah, but
435
00:29:11.250 --> 00:29:15.609
not because I want anything, you
know, it's that's the thing. Everybody's
436
00:29:15.609 --> 00:29:18.329
got down things. Some people may
just want a couple of tickets for our
437
00:29:18.369 --> 00:29:21.490
concepts, you know, and that's
the thing is really meaningful, because that
438
00:29:21.650 --> 00:29:23.289
they the impact of that. She's
also you have to wait for it to
439
00:29:23.359 --> 00:29:26.039
apar. You think about it and
you've got to find someone else to come
440
00:29:26.079 --> 00:29:30.119
with you. You've got to think
about all the ramification of roll that sort
441
00:29:30.160 --> 00:29:34.200
of things. I'm and he's the
fun. It's the fun because even for
442
00:29:34.279 --> 00:29:37.200
us we tried to be very fast. Not So. You're bringing up something
443
00:29:37.240 --> 00:29:41.589
that I think we call this coaching, and we talked about how to create
444
00:29:41.670 --> 00:29:45.910
consistent coaching it and I'll be honest, I think a lot of organizations this
445
00:29:45.109 --> 00:29:48.150
is one of the things that I
think will change in the next few years.
446
00:29:48.470 --> 00:29:51.390
I'll try to wrap this up quickly, so then we're going to Rut
447
00:29:51.470 --> 00:29:53.819
time. But you know, we
do this really well for our prospects.
448
00:29:53.859 --> 00:29:59.859
We keep all this information on them
and in sales force or whatever CRM WI
449
00:29:59.940 --> 00:30:02.980
using. We know the last time
we talked. We know we've talked about
450
00:30:03.019 --> 00:30:04.700
I kept a note of Rayles,
the doubts, Mavericks, Ball Ball,
451
00:30:04.940 --> 00:30:11.490
and like we do that with prospects. If you ask most organizations how they
452
00:30:11.529 --> 00:30:15.849
do that with their people, they'll
be like, I don't know, we
453
00:30:15.009 --> 00:30:18.609
talk every two weeks or I talked
to him every day in slack and you
454
00:30:18.690 --> 00:30:22.799
know, I know I know ray
but like I don't remember what is that?
455
00:30:22.880 --> 00:30:25.960
I don't remember his band, I
don't remember his team. And so
456
00:30:26.200 --> 00:30:29.319
like the notes end up living,
you know, on a legal pad somewhere
457
00:30:29.319 --> 00:30:32.880
or they're like, you know,
in email or whatever. They're not in
458
00:30:33.000 --> 00:30:36.470
a system. And so what we
built with our coaching product is that.
459
00:30:36.670 --> 00:30:40.789
So like every one of those one
on ones or performance reviews or check ins
460
00:30:40.869 --> 00:30:44.630
between our rep and a manager like
that gets store and they can they can
461
00:30:44.710 --> 00:30:48.950
revert back to that meeting from four
weeks ago and he was like he told
462
00:30:48.990 --> 00:30:51.099
me he went to go see a
basketball game. I don't remember what it
463
00:30:51.259 --> 00:30:52.940
was, and I'm going to see
I was doubts mavericks. How cool.
464
00:30:53.140 --> 00:30:57.500
I'm a tip that note. And
I think that employee we call a customer
465
00:30:59.019 --> 00:31:03.500
relationship management like I think that employee
May's better. Those relationships is key.
466
00:31:03.980 --> 00:31:08.250
And then you also combine that with
performance trender were time you say, Oh,
467
00:31:08.369 --> 00:31:12.250
when I ran a certain type of
contest or in incentive, did ray,
468
00:31:12.730 --> 00:31:15.529
did he really like? Did anything
change or it was that just something
469
00:31:15.609 --> 00:31:18.359
that he liked or he don't care
about that? Okay, cool, I'll
470
00:31:18.400 --> 00:31:22.359
remember that. Is it when I
set a personal challenge for him where I
471
00:31:22.400 --> 00:31:26.039
say Hey, man, this is
just between you and I just want to
472
00:31:26.039 --> 00:31:29.200
see if you can go do this
thing in the next month. He responds
473
00:31:29.279 --> 00:31:32.160
to that type of thing? Cool, like I'M gonna. I would now
474
00:31:32.240 --> 00:31:36.150
know if that I'll remember that.
It's I think that's where we're going with
475
00:31:36.430 --> 00:31:41.390
this this space and with us as
a specific company, where it's not just
476
00:31:41.630 --> 00:31:45.150
one size fits all, one in
set of FIT's all. It's more of
477
00:31:45.190 --> 00:31:49.220
a personalized, smarter approach. Yeah, that's next month we trying concept of
478
00:31:49.299 --> 00:31:53.940
about sock like would walk, which
is the the team, the team ships.
479
00:31:53.980 --> 00:31:56.900
I know if you're familiar with sock
like would what is basically a British
480
00:31:56.940 --> 00:32:00.769
guy. That was it. Took
on the coaching for the REDB team do
481
00:32:00.890 --> 00:32:04.369
the you can rid the Teindo wanted
doing well and they went on to win
482
00:32:04.450 --> 00:32:07.289
the World Cup. To the very
end. Then, since that she was
483
00:32:07.410 --> 00:32:10.930
it was basically the end of the
Olympics when the Olympics came to London and
484
00:32:12.049 --> 00:32:15.880
I was one of the best ever
year for our best of an Olympic for
485
00:32:15.000 --> 00:32:19.799
UK athlete in time of gold,
middle and everything. So obviously someone who's
486
00:32:20.000 --> 00:32:22.839
very good at getting the most of
people and he's got that concept of teamship
487
00:32:22.920 --> 00:32:28.160
which is well, get them to
set the rules and it's interest the rules
488
00:32:28.680 --> 00:32:31.789
as them what they think. We
should look at the other complan that already
489
00:32:31.789 --> 00:32:35.190
speak about the performance. Don't want
to hear about that. What are the
490
00:32:35.269 --> 00:32:38.109
stuffings that I important and you gave
mefication. You could get to point every
491
00:32:38.109 --> 00:32:42.029
day because you are puncture. You
don't want me in the office and you
492
00:32:42.109 --> 00:32:45.460
get my five points. If you
don't at nine, certain self, nine
493
00:32:45.740 --> 00:32:49.339
for example. But if he's coming
from the team and the defining the rules,
494
00:32:49.700 --> 00:32:53.180
usually is the better too for people
to Adare to them. The second
495
00:32:53.220 --> 00:32:57.779
thing is we also looking at and
maybe something that only should you do it
496
00:32:57.900 --> 00:33:00.769
with your solutionism, get the other
way around. So basically, is the
497
00:33:00.849 --> 00:33:06.769
team that give the leadership team a
challenge. Yeah, a game or you
498
00:33:06.849 --> 00:33:08.369
know, whatever it is, but
is should be a challenge. You basically
499
00:33:08.369 --> 00:33:10.930
go to a team as it give
us a challenge. What we change.
500
00:33:10.970 --> 00:33:15.200
You all day long about your staff
challenges. Think about it. Come up
501
00:33:15.240 --> 00:33:19.279
with a challenge and I'm gonna take
it and we're gonna have fun about it,
502
00:33:19.599 --> 00:33:22.000
you know, and that's that's sort
of sort of things that again,
503
00:33:22.039 --> 00:33:25.640
it's not it's not the you've got
all the other things about commission plan and
504
00:33:25.640 --> 00:33:28.750
everything, but I think when it
comes to the top, and the top
505
00:33:28.869 --> 00:33:30.750
is a bit to go to the
people that you know working and they look
506
00:33:30.789 --> 00:33:34.230
up, and so it's always medi
managed me and everyference. Know, you
507
00:33:34.309 --> 00:33:37.349
give me a challenge. What can
I do? When do you think I
508
00:33:37.390 --> 00:33:39.470
can do? For it with be
absolutely outstanding, like for me in my
509
00:33:39.589 --> 00:33:43.299
shoes. What can I do and
what's my time for him to do it?
510
00:33:43.339 --> 00:33:45.619
Let's be really sick. Let's pick
up and that's kind of cool because
511
00:33:45.619 --> 00:33:50.259
you end up having a little bit
of fun and from my personal point of
512
00:33:50.299 --> 00:33:52.940
view, this is how you get
to the people, because they will,
513
00:33:52.019 --> 00:33:57.009
you know, you have just conversationals
like the outside of the business, and
514
00:33:57.170 --> 00:33:59.970
some of them may may have somebody
that thought it a bit crazy, so
515
00:34:00.250 --> 00:34:02.089
you may have to tame them a
little bit, but some of them may
516
00:34:02.130 --> 00:34:06.049
come up with some consult are quite
fun and in fact, then you go
517
00:34:06.170 --> 00:34:07.849
and do it, you make it
a little bit public and it shows that
518
00:34:08.010 --> 00:34:12.119
you know, you are also ready
to take a challenge. Yes, just
519
00:34:12.719 --> 00:34:15.239
responsibility people. So that's that's that's
also something pretty cool at we doing.
520
00:34:15.320 --> 00:34:19.119
But UN fun. That's great.
Yeah, I mean you you know,
521
00:34:19.199 --> 00:34:22.440
we try to lead by example and
and and I have a bit of fun
522
00:34:22.599 --> 00:34:25.429
because, you know, I think
it's you know, we speak about gammification.
523
00:34:25.510 --> 00:34:29.510
We can speak about gammification without speaking
about fun. You know, it
524
00:34:29.550 --> 00:34:31.789
should be fun. Yeah, it
should be fun. But thank you so
525
00:34:31.869 --> 00:34:36.349
much for you inside brand. We
getting to the end of allocated time.
526
00:34:36.389 --> 00:34:39.980
We try to keep it factively shot
shots, so some people can just listen
527
00:34:40.019 --> 00:34:44.500
to us, to us on that
commute. If anyone wants to carry on
528
00:34:44.539 --> 00:34:46.699
the conversation with you, Bryan,
or get in touch resambition, what's the
529
00:34:46.780 --> 00:34:50.820
best way to get all of you? Yeah, we're easy to find where
530
00:34:51.059 --> 00:34:53.650
ambitioncom like to connect with you all. We have tons of resources. If
531
00:34:53.650 --> 00:34:57.730
you're trying to change what you're doing, learn more about Seales, coaching,
532
00:34:57.849 --> 00:35:00.849
ification, performance management. I'm happy
to connect with facts on like then please
533
00:35:00.889 --> 00:35:05.130
find me Brian Trout show, as
well as to wear so not to connect.
534
00:35:05.170 --> 00:35:07.280
And once again, where I really
appreciate you have me all. This
535
00:35:07.360 --> 00:35:09.599
is awesome conversation. Yeah, thank
you so much for our time. As
536
00:35:09.599 --> 00:35:14.679
a pleasure to have you on just
brand. Thank you. You've been listening
537
00:35:14.760 --> 00:35:17.519
to bed be read a new acceleration. To ensure that you never miss an
538
00:35:17.519 --> 00:35:22.550
episode, subscribe to the show in
your favorite podcast player. Thank you so
539
00:35:22.670 --> 00:35:23.510
much for listening. Until next time,
