Episode Transcript
WEBVTT
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You weren't listening. To be to
be revenue acceleration a podcast dedicated to helping
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software executives stay on the cutting edge
of sales and marketing in their industry.
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Let's give into the show. This
podcast is sponsored by Gong. Gong empowers
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your entire go to market your organization
by Operationalizing Your Most Valuable Asset, your
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customer interactions. Transform your organization into
a revenue machine, or unlocking reality and
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helping your people reach their full potential. Get started now at Gong dot Io.
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Hi, welcome to be. To
be a revenue acceleration. My name
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is antier and I'm here today with
Dave Sherry, send your manager Business Development
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and sells e at Gong. How
are you today, Dave? Very well
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or how are you? I'm good. Thanks, very very good. So
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today we'll be speaking about managing seales
development talents, but before we get going,
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it would be lovely if you could
give us an introduction to yourself.
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I don't know if you need to
introduce Gong that you know what you all
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mean. If someone's living onto our
rock for the last for the last five
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years, you may as well speak
about maybe not about gun but maybe what's
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new at gun? Yeah, absolutely. So. Yeah, I think gone
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was a really good job of getting
its name out there as well. So
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look a little bit about me.
been working in tech sales for nine years.
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Started off with in marketing technology,
working for a company called Ad Role.
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Started as a sales development rep there, moved into an account executive role
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after four years of working there and
working with a kind of trailblazing product in
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a new category, and so joined
a company called amplitude at a very early
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stage in Europe and over in Amsterdam. Worked as an enterprise account executive there
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before moving into sales development management role. Did that for around two and a
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half years and then I don't know
if you can say the peak of covid
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because we've had so many peaks,
and in the middle of twenty I decided
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to finish up with amplitude and go
all in on on kind of working as
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a freelance consultant helping early stage SAS
companies in Europe build out sales pro to
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see so founder lad sales or early
stage sales teams decide on sales frameworks,
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methodologies and what tools to use and
so on. So I love that.
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Did that for around eighteen months and
then I definitely wanted to be part of
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a team again, and so the
opportunity presented itself to one move back to
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Ireland, where I'm from, from
Amsterdam and and and secondly, to to
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join a great company like God.
So, Um, yeah, I'd used
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I'd heard of God. I think
everyone's heard of Gong, but I'd used
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it as a power user and I
thought I was using it too, it's
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it's full capability, until I joined
the company and realized that I was kind
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of only scratching its surface. But
yeah, I've been at the company now
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since November of last year and I
managed the sales development team and we are
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now a team of ten strong,
getting to seventeen by the end of the
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year. I think a lot of
people will instantly think of, you know,
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linkedin posts, funny linkedin posts,
people working at gongs posting on Linkedin,
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and they will instantly think of recording
on calls. Yes, that is
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a part of what we do,
Um, but now we are developing the
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product naturally into other areas where we're
seeing, UM, some some very exciting
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things happening, the most recent being
are our launch of forecasting, where companies
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can now actually leverage the power of
going to identify what deals in their pipeline
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are real, are real based on
reality based insights. So what is actually
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going to close versus what is just
a rep saying it is going to close?
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And so that is a whole new
kind of exciting territory that we've recently
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launched in and, based on initial
results and feedback, it's it's going really,
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really well. So yeah, I
love working on there's there's a lot
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happening. I love the world of
sales developments and no doubt that we're going
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to touch on some of those areas
today. That sounds great. What going
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is, in fact one of the
sponsor of the punk guests. Thank you
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so much for that gas you're putting
us. And Yeah, like the new
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functionates, you will technically be welcomed
by sales directors. Surely they've got that
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that breach pipeline in place. So
they you've been managing a lot of teams
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and some of some of the people
you know would be good, some of
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them will be bad. When you
are recruiting, when you're trying to get
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the Talentin, what sort of skills, are competencies of values are you looking
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at getting from this individual. What, what, what is that you are
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looking for, and maybe you can
speak about what number one priority and the
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nice to have as well. Be
Great to have your opinion on that.
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So I might start by defining the
two types of kind of profiles I will
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look at and then, within those
profiles, once we kind of connect,
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what are the key consistent characteristics I
would look for across these two profile types
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that I consider like my non negotiables
and when it comes to to hiring.
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So firstly, the two profile types, let's call a profile water profile too,
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very creative and profile one is typically
someone who, yes, who is
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is a lot greener in their career. It's someone who you know hasn't gotten
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an str role yet with a company, but they've gone, you know,
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perhaps maybe they've gone to a good
university, or perhaps they've gone and you
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know if they it's okay if they
have gone to a good university, but
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you can clearly see from their linked
in profile or their CV or resume that
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they have tried something entrepreneurial, they've
tried something themselves, to create something themselves
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and they've show an entrepreneurial traits Um
and that they're showing curiosity towards the world
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of sales. So there's a lot
of certifications you can get now to develop
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your learning of of of the world
of SDR. You know, hope spot
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of certifications Linkedin, have linkedin learnings
and so on. You want to make
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sure that there's someone who is showing
interest in that field. So someone who
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has that. We're ultimately trying to
find like a superstar before they're superstar.
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The next profile, too, is
someone who has a bit more relatable functional
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experience working as an SDR and ideally
in a company where you're pretty confident that
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that that they've gone through some great
trainings so they're quite polished. So one
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of the larger tech companies, for
example. However, the potential to actually
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get promoted within these companies is quite
long. It might be a two to
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three year play, and so we
also really want to find someone who who
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wants to grow their career fast but
knows that in one of these larger companies
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where they're having great training and they're
very polished, that it's going to take
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a lot of time. So we
want to try and find someone there to
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bring it. So there are the
two types of profile. Types I would.
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I would go after and Linkedin is
obviously a big focus for that and
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we have a naturally we have a
recruiting team and a sourcing team that goes
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out there to the field to try
and get in touch with people and but
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also I get involved as the hiring
manager. And you know, uh,
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sometimes it can, it can pack
a bigger punch if we see a great
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candidate, if they're getting hit up
by a recruiter, but then me as
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the hiring managers, saying hey,
that we really want to speak with you.
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It doesn't always work, you know, some people tell me to go
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away, but absolutely, I think
we all work in sales right. So
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there are the profile types that we
look at, the characteristics. I have
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three kind of primary characteristics that I
look for and then I would have kind
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of two secondary ones. The three
primary ones are first, urgent curiosity,
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so like people who are just like
they're like undeniably curious and they and when
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it comes the time of me meeting
them, they've researched the hell out of
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not only gone but the space we
operate the industry. And then they've researched
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me. They've researched the individuals they're
interviewing with, but they have like this
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authentic and urgent curiosity to understand the
why behind everything, and so that's the
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key thing that I would look for. Secondly, is coachability. Naturally want
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to and bring on someone who can, you know, absorb and be willing
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to take on the feedback you you
give and apply it. I think this
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is a really important one because it
depends on the context the product you're selling.
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Gone is arguably not as technical a
product as you know, maybe something
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that is suitable for data scientists or
something that is related to the world of
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databases and so on, and I
think it's important for whatever SDR is interviewing,
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for whatever type of product, that
they can grasp that product and being
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able to be, you know,
coachable on that product. So I will
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deliberately give things in an interview and
in the hope that the SDR will give
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it back to me later on in
the conversation. And then thirdly, is
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just an undeniable, you know objective
to be actually held accountable to a number.
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So someone who wants to their work
to be impactful and to be held
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accountable to that number. So someone
who wants to be measured someone who has
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is yeah, it wants to know
that if they're successful, their team and
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business is successful, and also someone
who takes on the responsibility that if they're
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unsuccessful, the team hurts, the
business arts. So there are there three
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things, and that the three primary
things, and then the secondary things,
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and I'll finish up with this,
is like, yeah, resilience, you
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know, Grit. You just want
to make sure that sales is tough,
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especially right now. You know you
need to get through fifty knows. I
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you know, sometimes it's not just
a know, sometimes it's like hey,
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piss off, you know, like
you need to get through that to get
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to the s and for for a
lot of people who had a lot of
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success in their you know, in
their time and education or early stage of
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their career, sales can be a
smack in the face, and so resilience
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is keeping. And then the second
secondary one is just yet team player,
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someone who's just not a lone wolf, someone who is willing to go the
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extra yards so someone else can be
successful in the team. And it's that
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for me as a manager, that's
just icle as we go through this team
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building phase. Agree with you.
Dave through the five kind of characteristic traits
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of you know, you know,
things that is engraved in the in the
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person. Which one do you think
can be transferred through training and mentoring and
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which one do you think, you
know, this is basically the way you've
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been brought up? So, for
example, curusity, is that something that
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you can develop in someone? Accountability, is that someone that you can develop
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into someone? Resilience, Tim Player, I mean all these things. Do
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you think there are things that,
if you've got it missing at the interview
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process, but they're good on the
other four, you would still take the
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personal and trade to develop? Or
do you think there's a characteristic that you
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individual have or just don't have?
Yeah, no, it's it's it's a
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great question. I do think a
lot of those things are are sold skills
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right, and I think a lot
of them are are are naturally an age
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and a lot of people, I
think, naturally, like not everyone that
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we would like, you know,
hire or interview or feel good about it
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has like an equal spread across those
characteristics. And if we feel, you
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know, you know, when we
debrief as an interview panel and we talk
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about these key areas, if we
see that someone is like very strong and
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kind of curiosity, but and they're
very like, you know, their team
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player and they have, you know, they really want to be measured and
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so on, but they're just not
coachable at all. Like that's that's a
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big red flag because it's going to
create a challenge, but for the for
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the rep for the leader and so
on. And so I think a lot
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of these things that I've mentioned.
They're they're not the easiest thing to to
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coach and train and so on.
So I would argue that probably know,
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these are the things that we would
need in the individual as kind of true
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characteristics, because if we can take
care of that, those is those individual
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if that individual is good in those
key areas, then any kind of future
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training or any kind of coaching or
any kind of transferable of any kind of
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skills, I am very confident they'll
be able to absorb and apply very,
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very well. Okay, so you
know what this is. This is music
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to my heal because we we kind
of thought about that and about people in
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my team. You know, when
you've got a managerity is really kiss and
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now I'm gonna I'M gonna train the
people to that person to become coachable.
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I'M gonna train the person to be
a bit more curious. I think you
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just can't. This is not transferable. Is is the way you've been brought
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up. Is I don't know what
sort of chemical you need to have in
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your body, but you is a
curious or you're not curious. People who
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are forcing themselves to be curious will
be curious for a week and then they
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go back to not being that curious
after so I completely agree with you.
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In fact, one one thing that
was added to that, to that list,
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and I was quite surprised about,
is naturally introverts, for organic introverts,
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and that's the conversation that we had
with with one of one of our
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previous guests on the podcast, where
what they were saying they was and we're
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looking for people who are quite introverted
because they listen better and usually the introvert
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has played in more curious than the
extravers, because they will want to ask
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you more questions, they would really
want to understand, they would have a
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little bit more of emotional intelligence,
which agains are like on the soft skilled
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type of things, probably not the
must have, but nice to have,
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but I guess, but for audience, because we probably have a lots of
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people who are biders and they will
live and do that and, Oh my
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God, you know, I'm a
curious enough conchab enough. I'm a good
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team player. I don't really they
can, you know, make a little
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for that and then. But for
the SDR managers, what I'd like to
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speak about is the techniques that you
use to kind of go through that in
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the interview process. So you mentioned
about the curiosity. You've got someone coming.
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They've done the research, they know
what Dave is, they know who
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going is. When you you finished
the intervigences, you have question for me
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to say? Yes, actually,
let me take my piece of paper.
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I've got plenty of questions for you. They really want to know what the
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job is about and it's probably the
people that you try to interview, you
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versus Shue, interview in them.
So so that's the curious. Now how
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do you do coachable? So first
and foremost, and I think for any
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kind of change, for any kind
of change to happen, there needs to
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be acknowledgement that something is not doing
well it needs to change. So I
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would firstly start off with the question. Okay, can you help me understand
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an objective that you set out for
yourself, like as if it was a
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project or something you wanted to do, but you failed in a chieving it.
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So you firstly want to see are
they like humble enough to accept that
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they failed? What went wrong?
So that there it shows this kind of
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self awareness that they're not doing something, that they didn't do something. And
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you have you have the people who
are so that because you're touching them,
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two things. Now we're get involved
aline accountability. Yeah, that's that question.
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Inter and people are like, m
the last time I've failed, web
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flag, web flag, I'll fail
every day. So can you fail every
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day? It must be like some
small failure. Absolutely exactly. So I
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would just ask, okay, so
a failure. So that that's a really
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important piece. And then the second
piece is okay. So on the topic
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of things not going so well,
can you provide me with an example where
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you've received some form of constructive feedback
from a manager, a fellow colleague about
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something that you didn't do so well? And then I would ask some follow
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up questions to a, one,
how did I feel getting that feedback?
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To what did you do as a
result of getting it? And three,
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what was the result of doing I'm
sorry, I'm aguous. Even say like
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what did you do one? You
got the feedback. So I don't want
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to lead them into applied it and
you know I got this result. I
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want them to get there on their
own. So that coachability piece is critical.
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And if I feel I haven't gotten, if I'm interviewing someone who is
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at the very early stage in their
career and they haven't got so much feedback
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from like managers and so on,
there should be a time when they've received
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some sort of feedback, whether it's
from, you know, a family member
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about doing something or whether it's sports
like there is feedback happening and I think
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it's a concern to me if someone
has issues kind of giving a solid examples
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and that because I really want folks
to be coming into going to realize like
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Hey, I'm trying all these things, I really need to make sure if
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I'm doing a good job or not, and can you give me some feedback?
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I I think. I think those
individuals who come in and we'll just
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do work and wait for the feedback
to come miss out on a great opportunity.
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And so that question gets to the
coach ability side of things, and
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you mentioned some things. Coming back
to your characteristic what we found very successful
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for us it is people who with
a spotting background space. So people have
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what ideally need a team. You
would have some individual but then you may
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find a lot wolves. So if
you've got someone who's really good at martial
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art or, I don't know,
playing tennis and things like that, you
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may have a bit of a lone
wolf. So someone who's really you know
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themselves and they are really good on
their own and they may be less of
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a team player. But people who
don't rugby football and then you look at
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that position on the pitch. You
know what we are they doing on the
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pitch and they find number ten,
some sort of person that kind of organize
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the things, and people say,
well, you know what, I was
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the captain of my team. So
you've got all those things that can be
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like God, I remember those things
being a little plus one that we are
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looking for, because you've got team
player, you probably have resilience. These
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are people, as well told you, one day, you know what,
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you're gonna be benched because you actually
was not right or because you didn't play
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well. So that to take it
that to take it in front of the
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group and that's kind of probably building
a little bit of something inside them.
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But I think there is also the
accountability and part of a team. So
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also spotting background is a good one. And for resilience, I remember my
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every single interview. Closing it.
It's a very old school trick that I
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was told by by by someone that
lens cells in the in the eighties.
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You know, the people who sell
printers and stuff like that. You got
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to the end of GENTLN say that. If you know what, on the
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personal level, I really get on
with you. I think you are a
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great guy, but I'm fifty.
Fifty, I don't think you've got any
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text. So, but if I'M
gonna make decisions, take you on and
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then you throw and see what happened. If they their back and go,
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you're gonna you want to push the
table, break doors, puns something,
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because they were a really good but
technically under resilience and what you wanted that
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stage. Someone say, are you
mad? Yeah, take me. That
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obvious before you take me and they're
fighting for it. And if they say
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that, you know you start on
Monday. That's fantastic. I'm not trial
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that. Yeah, on the topic
of leadership, so so that's the topic
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of kind of, you know,
getting the people in Um and we agree
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that some of the skills, in
fact most of them, you can't fully
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teach them. You know, these
are skills that are they need, they
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need to be in a things that
you are, you do, things that
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made you. When you want to
progress these people, you know, when
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you want to take them to the
next stage? Are you looking for issuing
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all skills, additional traits or behavior
for them to progress within your team?
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Because it's all good to be a
fantastic Strvida, but taking on responsibility to
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manage more can be difficult, and
then moving to an a is even again
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more difficult, and then enterprise,
e. and potentially becoming a leader of
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enterprise people. It's kind of the
journey that people want to take because that's
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what we are told. Okay,
it's like, Oh, if you're a
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boy, you should play with little
cars, if you're a girl you should
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play with adult you know, it's
kind of the thing that you are told.
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You've got to go with the but
I don't think that everybody can progress
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and accurately. Some people are really
good at one role and and it takes
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time to progress the next one.
What are your thoughts on on developing new
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students and what do you think need
to have on top of the cost,
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the five cost skills? You you
you mentioned to go to the next page
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and progress within your team. Absolutely, and it's a very reliable conversation to
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the context of God in Europe at
the moment. You know, everyone on
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my and the STR team is with
the company in less than a eight months,
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okay, and so we're now looking
at the progression paths and so on.
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I think in my experience managing str
teams, like from the best days
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and worst days for me are when
someone moves into another role, because I'm
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like, like it's like a graduation, like brilliant, but it's also the
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worst day because I'm like we've lost
the top perform and someone who's been so
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instrumental on the on the team.
But for me, even for myself selfishly
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thinking about it, like the most
significant promotion I've ever had was moving into
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an a role from str. I
think it just made such a big impression
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on me and it just it was
it was so huge, and I think
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that's a consistent team with a lot
of folks who had spoken to but to
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come back your your question. More
specifically, I think first and foremost,
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it's it's it's it's really understanding every
individual SDRs. Like why? Like what
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is their motivator like? where?
Like, like why are they firs?
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See why they here and where are
they trying to get to? We have
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some folks who don't know whether they
want to be an a e, whether
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they want to go into enablement,
where they want to go into customer success,
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whatever the case may be, and
so I very much encourage and,
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like, I never want to prescribe
what they should do. You, like
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we work in flat organizations. Go
Talk to people in those areas of business.
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Is Understand what their day to day
is, what their month to month
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is like, what the challenges and
wins they they have from being in their
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role. And then, you know, when you get to the nine month
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mark and the SDR or let's let's
make a call and we're like okay,
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firstly, where do you have aspirations
to go to move into? How what
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has your performance been like? If
things are going great, well, then
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let's actually start working on a plan
to get you into that area of the
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business. So what why would then
do is approach the managers of those particular
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organizations and identify, like here,
where the are the key gaps that you
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see from strs moving into your parts
of the business, like where do you
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the areas you want them to focus
on most, and then we'll look at
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and typically those areas would be around
kind of like you know, deeper discovery,
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demoing and you know, the negotiations
and stuff can come a little bit
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later on, but a lot of
it is deal execution. So we're working
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now on putting certifications in place to
help people and fill those gaps that they
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don't have being an SDR what are
necessary for them to be successful in this
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role, whatever it may be.
So when I think about a e if
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someone who's going to go into the
world of a we need to and get
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them set up on demo certifications,
true discovery and certifications and then also maybe
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introduce them to some smaller deals to
run with and to get their toes wet
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and so on. In the world
of CS it's a little bit different and
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naturally the conversations are different versus selling. However, there needs to be a
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lot more kind of consultative based conversations, and so we and the goal is
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to put some certifications in place for
that and but we're still at the at
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the early stages of that. So
I think certifications are a great stamp of
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approval to say that this person is
working on these skills, these you know,
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discovery skills, demoing skills and and
kind of deal execution skills and then
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also, for the c side of
things, consultative based skills as well.
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We have a very similar APPROACHT.
So we we could in the operatics to
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getting me a thing for the apiece. So we are working on the APIS.
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We don't do a ourselves. We've
got a few sales people and and
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in fact all of our selveses.
Team is a people that have been successful
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in our video as the ARTI that
a're moving to our selves team. And
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you know there are as for operatics, but of our requirement fise is probably
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a couple of years. You know, maximum maybe three UH and that may
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increase in the future. But with
the level of people, with three hundred
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people, you've got much popable at
once to progress to a so we've got
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three rule for maybe twenty people that
would want to become a major in that
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year. So what we've been thinking
of doing is saying wow, if those
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people want to become a and I
know the feeling of you are great resource
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and you want to leave me,
you want, but at sometimes I feel
355
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like you. It's like we've done
something together. You've been a great soldier.
356
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You work really out. You did
some great stuff. You help us
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to have a great relationship with customers. You deserve the next step. We
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should all work together and if if
it's not within our organization, within operatics,
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we should help you to find a
good place to get into an unfortunately,
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we've been you know, our guys
when they start looking for a job,
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they just get a's money. They're
like Oh, they just go okay,
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Um, and they often don't end
up in the right company. They
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end up doing a video as Dr
Job for six months and they've been promised
364
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the a year role, but there
is no real training, there is no
365
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certification like you guys have. So
and then things change. Maybe your owner
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financing is that coming? So they're
not really and they always come back to
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us saying always promised the world and
got absolutely nothing, pretty much a'mstein and
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the video. So to try to
avoid that, we kind of listed a
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few clients that we know value human
capital as much as we do and we
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are vetting them and checking them and
understanding how they're gonna move toose people not
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only from junior a s to,
you know, enterprise as, but even
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potentially further ap they don't eve in
the past. They have a structure and
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then we have a program where one
of the things that we want to implement
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is actually understanding the life of an
aid. Okay, because I think when
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you an SDR BDA, you've got
that sort of satisfy on the daily basis.
376
00:23:00.160 --> 00:23:04.119
You know, that little bit of
Oxy Persin in your bloody when you've
377
00:23:04.160 --> 00:23:07.960
got like a short term success.
You book a meeting with someone or you
378
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an opportunities that it is identified with
someone, and that can happen pretty much
379
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every day. So every day you
can come back home with a yes,
380
00:23:15.160 --> 00:23:18.119
I've done it. If you're an
A and you're saying complex stuff, you
381
00:23:18.160 --> 00:23:22.720
may have the oxydacin doesn't exist anymore
because you spend eighteen months raying to close
382
00:23:22.759 --> 00:23:25.680
that dial even if it's twelve months, and by the time you close it
383
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you exhausted, you just don't feel
anything. So we try to really so
384
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that's one of the examples, but
we really tried to tell them look,
385
00:23:33.160 --> 00:23:37.759
okay, that looks super pretty,
that looks Super Shiny, but let's look
386
00:23:37.799 --> 00:23:41.519
at the other side, the dark
side of the role, because you need
387
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to understand what you're stepping into.
Do you really want to do that?
388
00:23:44.599 --> 00:23:47.720
So and as part of the cursores, will try to have to work with
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our customers so we can have a's
to come and speak about what they're doing,
390
00:23:52.720 --> 00:23:55.559
but not in a in the show
off way, in the way of
391
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this is why the job is different, this is why, this is when
392
00:23:57.079 --> 00:24:00.720
my mentor else was not great.
This is what this and that and you
393
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know, people really open up about
about about the experience and we hope that
394
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it's like the Navy Seale. We
think that probably around thirty percent of the
395
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people that will sign up for the
course we'll just say, you know what,
396
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I'm going to go back to do
sdrbd for or six months and then
397
00:24:17.519 --> 00:24:19.880
we'll see again. But then the
people will stick with it within the course,
398
00:24:19.880 --> 00:24:23.559
then we will invest in them like
you do, and maybe like a
399
00:24:23.599 --> 00:24:26.759
street or six months course to get
them to an a and when they get
400
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there we can then transfer them to
a client that can take them as an
401
00:24:30.079 --> 00:24:34.599
a. So almost becoming like not
a resourcing company, because I don't think
402
00:24:34.640 --> 00:24:38.440
we have the scale to become a
resourcing company, but a conveyor belte of
403
00:24:38.440 --> 00:24:42.759
talents and and we've did. We've
done fifteen donald promotion in the last eighteen
404
00:24:42.759 --> 00:24:47.400
months within operatics, you know.
So so that's not bad because eighteen months
405
00:24:47.440 --> 00:24:51.359
ago we were twenty people in the
organization. So it's pretty much fifty percent
406
00:24:51.400 --> 00:24:55.079
of what we started with that has
been promoted internally, but it's not enough
407
00:24:55.960 --> 00:24:59.440
and people want to promote quickly.
My last question for you, Dave,
408
00:24:59.680 --> 00:25:03.079
is that I'm frame. So you
and I have been in the business for
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little while, and do you think
the expectation in some of time frame to
410
00:25:07.079 --> 00:25:11.400
progress with an organization is becoming shorter
and shorter? Yeah, it's a good
411
00:25:11.480 --> 00:25:15.960
question. So it varies a lot, you know, as I mentioned,
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00:25:15.960 --> 00:25:18.720
there are some organizations where it's like
a three year promotion before you're in closing
413
00:25:18.759 --> 00:25:23.240
deals. Others it's, you know, maybe nine months. I think that
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00:25:23.279 --> 00:25:27.119
your your question. Is it getting
shorter? Is the expectation shot? So
415
00:25:27.279 --> 00:25:32.720
I'm talking about the company, but
the expectation of the individual with someone who's
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00:25:32.799 --> 00:25:37.160
joining you. Yes, Short,
and it was five years ago in some
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00:25:37.319 --> 00:25:40.279
of the expectation to be promoted to
something else if they're doing a good job.
418
00:25:40.440 --> 00:25:41.920
Yeah, I wonder, is that
a generation thing that they just want
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00:25:41.920 --> 00:25:47.440
results, they want things now.
I don't want to say it's yeah,
420
00:25:47.680 --> 00:25:49.880
no, no. I think a
lot of it does depend on the on
421
00:25:49.960 --> 00:25:56.400
the complexity of the product itself.
I think if you're selling a true enterprise,
422
00:25:56.559 --> 00:26:00.799
very technical based product for an str
straight out of college, for example,
423
00:26:00.920 --> 00:26:04.599
to expect to go into this,
into a closing role, you know,
424
00:26:04.720 --> 00:26:08.519
twelve months in, where you're dealing
with super technical people at a very
425
00:26:08.559 --> 00:26:12.440
high level for potentially multimillion dollar deals, is it's not a reality. I
426
00:26:12.440 --> 00:26:15.440
think a lot of it does does
relate to the I suppose, the environment
427
00:26:15.440 --> 00:26:19.519
and the context of the product you
are selling, and I think that like
428
00:26:19.559 --> 00:26:23.960
my high of my view on it
like a sweet spot, and I will
429
00:26:25.000 --> 00:26:29.519
always convey like that the teams that
I've managed that you know, nothing is
430
00:26:29.559 --> 00:26:33.240
gonna Happen, like no promotion is
going to happen in less than twelve months,
431
00:26:33.079 --> 00:26:37.599
but if you're still in this seat, you know in twenty four months
432
00:26:37.640 --> 00:26:41.279
there's a problem like this. It's
it's not good for you. It's like
433
00:26:41.480 --> 00:26:44.720
for me it's not good for the
company. Okay, so in my sweet
434
00:26:44.759 --> 00:26:48.480
spot is somewhere between twelve and eighteen
months and and and and I will I
435
00:26:48.519 --> 00:26:52.680
don't want to say that's exactly what
it's going to happen with a team,
436
00:26:52.759 --> 00:26:59.559
but I think that is when I
think about a company that is fast moving
437
00:26:59.599 --> 00:27:03.880
scale up, likely have very kind
of large, big, audacious goals and
438
00:27:03.039 --> 00:27:08.359
which require an SDR profile that runs
a million miles an hour in terms of
439
00:27:08.359 --> 00:27:14.440
like activity and effort, I think
in my mind eighteen months around that period
440
00:27:14.680 --> 00:27:18.240
is like that's the time that we
could probably use that energy to it to
441
00:27:18.400 --> 00:27:22.680
its fullest. And I'm a true
believer of promoting SDRs because it relates to
442
00:27:22.720 --> 00:27:26.359
things that you said. The opportunity
calls to bring someone externally in versus.
443
00:27:26.359 --> 00:27:32.240
Promoting an SDR is just it's huge
because the SDR has not only the kind
444
00:27:32.240 --> 00:27:36.880
of the product, knowledge and so
on, but they have this just undeniable
445
00:27:36.960 --> 00:27:42.400
like attention to detail and hunger with
not leaving any loose ends, and which
446
00:27:42.440 --> 00:27:45.640
can translate really well to deal execution. What I mean by that is if
447
00:27:45.680 --> 00:27:48.640
they get a sniff of blood in
the water, they'll just be on it
448
00:27:48.720 --> 00:27:52.559
straight away. Or if like,
they will never let a conversation end without
449
00:27:52.559 --> 00:27:56.960
the next step being in the calendar, confirmed and so on, whilst,
450
00:27:56.000 --> 00:28:00.920
you know, maybe a ease that
are coming from different organizations where, Um,
451
00:28:00.200 --> 00:28:03.839
you know, some organizations might sell
differently, some organizations they might,
452
00:28:04.200 --> 00:28:08.200
you know, be okay without having
the next step on a call and so
453
00:28:08.279 --> 00:28:11.279
on, because they've seen that they
you know, a call does happen in
454
00:28:11.319 --> 00:28:14.559
the end. That's a challenge.
So yeah, I've seen. We've seen
455
00:28:15.039 --> 00:28:17.880
not only a don but the last
two companies I've been with as well.
456
00:28:18.279 --> 00:28:22.559
That the true success stories and have
been those folks that we've promoted from the
457
00:28:22.680 --> 00:28:26.680
SDR work within. But what I
like about what you said is setting up
458
00:28:26.720 --> 00:28:30.119
the expectation, you know, from
the beginning, from the interview process,
459
00:28:30.359 --> 00:28:33.799
when they start, when the down
bodied and just said look, if you
460
00:28:33.839 --> 00:28:36.960
expect anything in less than twelve months, if you're gonna get it, you
461
00:28:36.960 --> 00:28:41.279
know you may if you are absolutely
exceptional, but he's such you would be
462
00:28:41.279 --> 00:28:42.400
such an I no idea that I
don't even want to speak about it.
463
00:28:42.440 --> 00:28:45.240
So setting up expectation, I think, is key. I guess the prime
464
00:28:45.240 --> 00:28:48.519
we've got the recruitils potentially getting into
the inbox and said, well, you
465
00:28:48.519 --> 00:28:51.480
know, you've been up on nine
months, you've not progressed. Are you
466
00:28:51.519 --> 00:28:53.319
considering, you know, doing some
stuff? And we've seen this message because
467
00:28:53.359 --> 00:28:56.240
they get forwarded to us when we've
got people in the tone that look,
468
00:28:56.279 --> 00:28:59.279
I'm not interested in moving, but
just so you know, this is what
469
00:28:59.640 --> 00:29:03.039
that's the pitch. But I think
we covered most of the topic really,
470
00:29:03.240 --> 00:29:04.680
so I want to thank you for
your insight, Dave. I think you've
471
00:29:04.720 --> 00:29:07.759
been very, very, very very
good to to us today and to audience.
472
00:29:07.799 --> 00:29:11.480
You gave us a lot of tips, executable things that we can do,
473
00:29:11.640 --> 00:29:15.359
but purely around the interview process and
what to look for. Um.
474
00:29:15.480 --> 00:29:19.000
I think that's super important. I
love what you had to say also about
475
00:29:19.480 --> 00:29:22.839
about the certification. I think that's
so good that you've got that in place
476
00:29:22.880 --> 00:29:26.319
and really I wouldn't courage in your
organization to do the same thing. Just
477
00:29:26.400 --> 00:29:30.599
make sure you don't promote people just
because they are good at the previous row
478
00:29:30.680 --> 00:29:32.880
into a new role. That doesn't
mean that it will be good. You
479
00:29:32.880 --> 00:29:37.200
could turn an a player into a
c player very easily do that. But
480
00:29:37.279 --> 00:29:38.279
yeah, I want to thank you
for your time and your insight. Today
481
00:29:38.319 --> 00:29:41.640
was wonderful to a young show.
Thank you very much. Really love the
482
00:29:41.720 --> 00:29:47.160
chat and yeah, I follow a
lot what operatics do as well. UH,
483
00:29:47.279 --> 00:29:49.240
Catarina has been great to deal with
as well and look forward to continuing
484
00:29:49.279 --> 00:29:53.119
the partnership and so on, and
hopefully meaning in person, some safe so
485
00:29:53.319 --> 00:29:56.920
yeah, we should have we should
come to the being. Yeah, absolutely.
486
00:29:57.200 --> 00:30:00.559
Yeah, bring your drink, bring
your drinking jacket, as we say.
487
00:30:00.079 --> 00:30:03.079
Yeah, I should be that actually
in September, I think. So
488
00:30:03.240 --> 00:30:06.440
I'll give you a call, please
do. Absolutely upset. Thank you so
489
00:30:06.480 --> 00:30:10.559
much for your time, Dave.
Thank you all the best. You've been
490
00:30:10.559 --> 00:30:14.680
listening to B two B Revenue Acceleration. To ensure that you never miss an
491
00:30:14.680 --> 00:30:18.799
episode, subscribe to the show in
your favorite podcast player. Thank you so
492
00:30:18.880 --> 00:30:22.960
much for listening. Until next time. This podcast is sponsored by Gong.
493
00:30:22.519 --> 00:30:29.839
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494
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