The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 3 months 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 knowFriday fundamentals, that short five to ten minute format where we bring you actionableinsights to help make a difference in what you do. Today we've got thisweek'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 incrediblenew coaching 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, 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. Outreachtriples the productivity of sales teams and empowers them to drive predictable and measurable revenuegrowth by prioritizing the right activities and scaling customer engagement with intelligent automation. Outreachmix 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 yourcareer. Our private membership connects you with a network of thousands of like mindedpeers and resources where you can happen to leadership opportunities, professional development, mentorshipand other services made for high growth leaders like you. Unlock your professional potentialand 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 youmake catching effectives so that you can drive top performance from the people that youwork 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, ifdone well, you know, can be really, really effective. And Ithink the first and maybe one of the most important ones is you, asa 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 meanone of the things that I have been doing for the last few years isis actually producing a bit of a guide... working with with me. Youknow where I lay out. You know things like how I like to work, when I like to work, what I value in team members. Youknow my own personal strengths and weaknesses, the things that I'm working on inmy 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 tworeps is is really important at the start, because what you want is them toshow the same openness and transparency back and and so the second step isreally 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 knowyou're asking things like why did they do in the company, what goals thatthey have in their personal life as well as their professional lives? So reallythinking about the whole person. You know where do they want to be inone and three and five years? You know what's holding them back from achievingtheir goals right now and whether they are many, whether they feel that they'recompetent and happy, and maybe what areas do they feel less competent in andless happy? You know what motivates them,...

...what gets them down. How dothey 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 enableyou to then coach them but also motivate them better. And then, onceyou've done that, then we share a blueprint for what the most successful repsdo in terms of activity, conversion rates, sales process. But we explain that, you know, they have the freedom to find the way that worksbest for them. But you know, here's a pretty good guys. Youknow, 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 ofcalls or emails, and then working backwards, you know, from theirlong and medium and short term goals. Then, you know, we workwith them to create their own plan, you know, their own kind ofblueprint. Really, they decide what metrics they need to hit, they decidein how they're going to hit them and you know, we're there to holdthem to account, of course, around their goals in their plan. Butwe ask them, you know, how... they want me to hold themaccountable to the goals that they set themselves? You want, if they don't hitthe daily or weekly metrics that they've said they want to hit in theirplan, you know, and that you know. Is that a quick huddleto brainstorm blockers or do they want to slap message, giving them a kickup the ass? But the key is that we're asking them how they wantto be held accountable. And of course, things you know, they will gooff, course they always do. But it's then about diagnosing issues andgetting 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. Itstands for goals, reality, options and will. There's a great book,By the way, called coaching for performance by John Whitmore if you want toread more about it. And but the grow model enables you to have thesekind of coaching conversations when things aren't going to plan or even you know whenthey are. But it's just a really, really useful tool and I think oneof the problems here is that too many sales leaders perhaps mistake feedback andtraining for coaching. You know they are.

They're fundamentally different things. They maywell all be needed, but they are different. No, feedback isabout providing input based on observed behaviors. Training is about teaching, developing skillor competence, but coaching is about empowerment in developing personal responsibility and accountability throughgreat questions and selfdeveloped plans and ideas, and so that it really is mykind of blueprint for coaching wraps. And of course, you know you wantto 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 workedon 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, andthen coach feedback around that. So that's my yeah, that's my advice.Well, that was complete as is, which is, you know, trueto form. You are meeting expectations around,...

...around how thorough you are when youdo something, and so just recapping that, Tom Tell me if I'mif I've got the essence of it. First, the thing is, let'smodel openness and transparency. Then let's take some time to understand the RAPP orthe person that you're working with, understanding their why, then let's make surewe 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 doyou want to be held accountable? Take ownership over your own personal development, and then you, as the coach or the manager, can be thereto support them and do the things in the manner that they've prescribed. Butit's not all top down. So much of it comes from the individual takingownership and responsibility for the outcomes of their life. Does that sound like areasonable summary? Sam, you are a gifted listener. I have to saythat was a good thank you. Flattery will get you everywhere. Tom It'sbeen 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 thelast 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 onemails home at scalewisecom wonderful. If folks want to reach out to me,you Ken Sam, a joint Pavilioncom, or also on Linkedin at Sam fJacobs. Finally, thanks to our two sponsors for Friday fundamentals. The first, of course, is outreach, tripling the productivity of sales teams the worldover. And then pavilion. The key to getting more out of your careeris 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 Fridayfundamentals. It's been great chatting with you. My pleasure. Sam,thanks a lot. Talk too soon.

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