The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 1 year ago

Friday Fundamentals 147: Tom Glason


Friday Fundamentals 147: Tom Glason

Hey everybody, it's Sam Jacobs. Happy Friday, welcome to the Sales Hacker podcast and Friday fundamentals. You know Friday fundamentals, that short five to ten minute format where we bring you actionable insights to help make a difference in what you do. Today we've got 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 new coaching platform to help companies grow and scale more wisely, hence the name, and we're going to talk about effective coaching for your reps. what are the ways that you can drive performance through coaching, because it'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 by outreach. Outreach triples the productivity of sales teams and empowers them to drive predictable and measurable revenue growth by prioritizing the right activities and scaling customer engagement with intelligent automation. Outreach mix customer facing teams more effective and improves visibility into what really drives results. We're also sponsored by Pavilion Pavilion is the...

...key to getting more out of your career. Our private membership connects you with a network of thousands of like minded peers and resources where you can happen to leadership opportunities, professional development, mentorship and other services made for high growth leaders like you. Unlock your professional potential and take control of your career. Get started today at Joint PAVILIONCOM now, Tom Welcome back to the show. Thanks, Sam. Great to be here. We're excited to have you. So we ask one question on Friday fundamentals. In our question to you today is this. Why and how do you make catching effectives so that you can drive top performance from the people that you work with? Yeah, and this is a topic I'm really passionate about, as Sam, and I think there's a few steps to this which, if done well, you know, can be really, really effective. And I think the first and maybe one of the most important ones is you, as a leader, needs to really model openness and transparency and and you know, I think there's a few different ways that you can do this. I mean one of the things that I have been doing for the last few years is is actually producing a bit of a guide... working with with me. You know where I lay out. You know things like how I like to work, when I like to work, what I value in team members. You know my own personal strengths and weaknesses, the things that I'm working on in my personal life, my goals. You know the uneconomics of the company. You know I lay out all of this stuff and I think modeling this two reps is is really important at the start, because what you want is them to show the same openness and transparency back and and so the second step is really about deeply understanding there why and showing that you really care about this. You know you have to build this trust through through empathy, and you know you're asking things like why did they do in the company, what goals that they have in their personal life as well as their professional lives? So really thinking about the whole person. You know where do they want to be in one and three and five years? You know what's holding them back from achieving their goals right now and whether they are many, whether they feel that they're competent and happy, and maybe what areas do they feel less competent in and less happy? You know what motivates them,...

...what gets them down. How do they like to receive feedback? How do they like to be managed? All of these questions give you a really rich picture of that individual and enable you to then coach them but also motivate them better. And then, once you've done that, then we share a blueprint for what the most successful reps do in terms of activity, conversion rates, sales process. But we explain that, you know, they have the freedom to find the way that works best for them. But you know, here's a pretty good guys. You know, this is what our most successful reps do. X meetings per week, converting it expercent like amount of pipeline, which normally comes from this amount of calls or emails, and then working backwards, you know, from their long and medium and short term goals. Then, you know, we work with them to create their own plan, you know, their own kind of blueprint. Really, they decide what metrics they need to hit, they decide in how they're going to hit them and you know, we're there to hold them to account, of course, around their goals in their plan. But we ask them, you know, how... they want me to hold them accountable to the goals that they set themselves? You want, if they don't hit the daily or weekly metrics that they've said they want to hit in their plan, you know, and that you know. Is that a quick huddle to brainstorm blockers or do they want to slap message, giving them a kick up the ass? But the key is that we're asking them how they want to be held accountable. And of course, things you know, they will go off, course they always do. But it's then about diagnosing issues and getting them to come up with solutions that they own and feel accountable for. And this is really where the grow model comes in. And the grow model, for those that don't know, it's a very wellknown coaching model. It stands for goals, reality, options and will. There's a great book, By the way, called coaching for performance by John Whitmore if you want to read more about it. And but the grow model enables you to have these kind of coaching conversations when things aren't going to plan or even you know when they are. But it's just a really, really useful tool and I think one of the problems here is that too many sales leaders perhaps mistake feedback and training for coaching. You know they are.

They're fundamentally different things. They may well all be needed, but they are different. No, feedback is about providing input based on observed behaviors. Training is about teaching, developing skill or competence, but coaching is about empowerment in developing personal responsibility and accountability through great questions and selfdeveloped plans and ideas, and so that it really is my kind of blueprint for coaching wraps. And of course, you know you want to supplement it with things like monthly personal development review sessions, you know, reviewing their goals, their plans, of course brainstorming and then really narrowing down, you know, one of the one or two things that are being worked on in that month. Don't try and bully ocean, pick the two things, one or two things that are going to have the biggest impact, and then coach feedback around that. So that's my yeah, that's my advice. Well, that was complete as is, which is, you know, true to form. You are meeting expectations around,...

...around how thorough you are when you do something, and so just recapping that, Tom Tell me if I'm if I've got the essence of it. First, the thing is, let's model openness and transparency. Then let's take some time to understand the RAPP or the person that you're working with, understanding their why, then let's make sure we explain how do the best traps when we've seen top performance, top behavior, this is what those people have done. But then, most importantly perhaps, is then you put it to them. Create Your own plan. How do you want to be held accountable? Take ownership over your own personal development, and then you, as the coach or the manager, can be there to support them and do the things in the manner that they've prescribed. But it's not all top down. So much of it comes from the individual taking ownership and responsibility for the outcomes of their life. Does that sound like a reasonable summary? Sam, you are a gifted listener. I have to say that was a good thank you. Flattery will get you everywhere. 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 over the last three years on pavilion. If folks want to get in touch with you, remind us what's the best way. Yeah, of course, on Linkedin, forward slash in forwards to home, Glasson or you can get me on emails home at scalewisecom wonderful. If folks want to reach out to me, you Ken Sam, a joint Pavilioncom, or also on Linkedin at Sam f Jacobs. Finally, thanks to our two sponsors for Friday fundamentals. The first, of course, is outreach, tripling the productivity of sales teams the world over. And then pavilion. The key to getting more out of your career is our private membership, connecting you to a network of thousands of peers, resources, opportunities, mentorship and other services. Take control of your career today. Get started a joint PAVILIONCOM. Tom, thanks again for joining us on Friday fundamentals. It's been great chatting with you. My pleasure. Sam, thanks a lot. Talk too soon.

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