The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 1 month ago

Friday Fundamentals 147: Tom Glason

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Friday Fundamentals 147: Tom Glason

Everybody it's Sam Jacobs, happy Friday,welcome to the Sales Hacker podcast and Friday fundamentals. You know Fridayfundamentals that Short five to ten minute format, where we bring youactual insides to help make a difference in what you do today. We'vegot this week's guest back on the show Tom Glass and he's the CO founder,along with his wife and the CEO scale wise, which is an incredible newcoaching platform to help companies grow and scale more wisely. Hence thename and we're going to talk about effective coaching for your reps. whatare the ways that you can drive performance through coaching becauseit's really important now before we get there? We want to thank our sponsors.We've got two sponsors Friday. Fundamentals is brought to you byoutreach outreach triples the productivity of sales teams en empowersthem to drive, predictable and measurable revenant growth byprioritizing the right activities and scaling. Customer engagement withintelligent automation, outreach mixed customer facing teams more effectiveand improves visibility into it really drives. Results were also sponsored bypavilion. Pavilion is the key to...

...getting more out of your career. Ourprivate membership connects you with a network of thousands of like mindedpeers and resources where you can happen to leaders of opportunities,professional development, mentorship and other services made for highgratiate, like you, unlock your professional potential and take controlof your career, get started to day at Joint Pavilion Com. Now, Tom Welcomeback to the show thanks, I'm great to be here, we're excited to have you, sowe ask one question on Friday: Fudan Ls and our question to you today is this: Why and how do you make coachingeffective so that you can drive top performance from the people that youwork with yeah, and this is a topic I'm really passionate about the salmon andI think, there's a few steps to this, which, if done well, you know, can bereally really effective and- and I think the first and maybe one of themost important- what ones is you as a leader- needs to really model opennessand transparency, and- and you know, I think, there's a few different waysthat you can do this. I mean one of the things that that I have been doing forthe last few years is, is actually producing a bit of a guide to workingwith with me. You know where I lay out.

You know things like how I like to workwhen I like to work. While I value in team members, you know my own personalstrengths and weaknesses, the things that I'm working on in my personal life,my goals, you know the unit economics of the company. You know I lay out allof this stuff, and I think modeling this to raps is- is really important atthe start, because what you want is then to show the same openness andtransparency back and- and so the second step is really about deeplyunderstanding their wife and shown that you really care about this. You knowyou have to build this trust through your empathy, and you know you askingthings like what did they do in the company? What goals do they have intheir personal life, as well as their professional live? So really thinkingabout the whole person, you know: Where do they want to be in one and three andfive years you know what's holding them back and achieving their goals rightnow and whether they o Medher do they feel that they're competent and happy?And maybe what areas do they feel less competent in and less happy? You knowwhat motivates them or gets them down?...

How do they like to receive feedback?How do they like to be managing all of these questions? Give you a really richpicture of that individual and enable you to then coach them, but alsomotivate them better, and then, once we done that, then we share a blue printfor what the most successful reps do in terms of activity, no conversion ratesales process, but we explain that you know that they have the freedom to findthe way that works best for them, but you know he's a pretty good guys. Youknow this is what our most successful wraps to x meetings per week,converting e x percent x amount of pipe line which normally comes with thisamount of calls or emails and then working backwards. You know from theirlong medium and short term goals, then you know we work with them to createtheir own plan. You know their own kind of Blue Trink, really they decide whatmetrics they need to hit. They decide. You know how they're going to hit them,and you know we're there to hold them to a camp, of course around their goalsand their plan. But we ask them, you...

...know how do they want me to hold themaccountable to the goals that they set themselves? You? What if they don't hitthe daily or weekly metrics? So they said they want to hit in their plan.You know, and that you know, is that a quick huddle to brainstorm blockers ordo they want to slap message, giving them a kick up the ass, but the key isthat we're asking them how they want to be held accountable and, of course,things. You know they will go. Of course they they always do, but it'sthen about diagnosing issues and getting them to come up with solutionsthat they own and feel accountable for, and this is really where the grow modelcomes in, and the grow model for those do now. It's a very well known, coachymodel. It stands for goals, reality options and will there's a great bookby The way, Call Coaching for performance by John Witmore. If youwant to read more about it, and but the grow model enables you to have thesekind of coaching conversations when things aren't going to plan- or evenyou know when they are, but that it's just a really really useful to K- and Ithink one of the problems here is that too many sales leaders, perhaps mistakefeedback and training for coaching. You...

...know they are they're fundamentallydifferent things. They may well all be needed, but they are different.Feedback is about providing input based on observed. Behaviors training isabout teaching and developing skill or confidence, but coaching is aboutempowerment in developing personal responsibility and accountabilitythrough great questions and self developed plans and ideas, and so thatreally is my kind of Blue Print for coaching raps and, of course, you andyou want to supplement it with things like monthly personal developmentreview sessions. You know reviewing their goals, their plans, of course,brain still, man and then really narrowing down. You know one or the oneor two things that have been worked on in that month: Don't try and bull theocean pick the two things one or two things that are going to have thebiggest impact and then coach feedback around that. So that's my idea, that'smy advice. Well, that was complete, as is which isyou know true to form. Now you are...

...meeting expectations around around how thorough you are when you dosomething, and so just recapping that Tom tell me if I, if I've got theessence of it first, the thing is: Let's model openness and transparency.Then, let's take some time to understand the rap or the person thatyou're working with understanding their. Why, then, let's make sure we explainhow do the best draps when we've seen top per performance top behavior? Thisis what those people have done, but then, most importantly, perhaps is thenyou put it to them, create your own plan. How do you want to be heldaccountable, take ownership over your own personal development and then youas the coach or the manager, can be there to support them and do the thingsin the manner that they've prescribed, but it's not all top down. So much ofit comes from the individual, taking ownership and responsibility for theoutcomes of their life. Does that sound like a reasonable summary? So you are agifted listener, perhaps to say that as a God. Thank you, flattery will get youeverywhere Tom. It's been wonderful...

...having you on the show this week,congratulations on scale wise, of course, that's been incredible,pleasure and honor to work with you of the last three years on Pazin. If folkswant to get in touch with, you remind us what's the best way, yeah, of course,I'm linked in forward slash in forward a Tom Glasson or you can get me onemail, Tom, a scale wise com. Wonderful, if folks want to reach out to me U KenSalmon, Joint Pavilion Com or also on like dennet Sam of Jacobs. Finally,thanks to our two sponsors for Friday fundamentals, the first, of course, isoutraged, tripling the productivity of sales teams the world over and thenpavilion. The key to getting more out of your career is our privatemembership, connecting you to a network of thousands of peers resources,opportunities, mentorship and other services. Take Control of your careertoday get started at join five tom thanks again for joining us on Fridayfundaments. It's been great chatting with you my pleasure, Sam thanks. A lottalk to you soon.

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