The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 8 months ago

Friday Fundamentals 126: Joe Venuti

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Friday Fundamentals 126: Joe Venuti

Everybody, it's Sam Jacobs. HappyFriday. Welcome to Friday fundamentals and the salesacker podcast, second show of theweek. This is the episode where we take five to ten minutes to bringyou actionable insights from this week's guest to help make a difference in what youdo today. And, of course, back on the show. We've gotJoe Venuty. As I mentioned on Tuesday, Joe is the VP of inside salesat Sendoso, an incredible sales leader. He's got fifteen years of sales andsales management experience and has built out the Arizona Office and really the NationalOffice now that we're all remote. Two over forty people in two years.Joe, welcome back to the show. Thanks to yeah, we're excited tohave you. So the question we're going to ask you and we're going tohear from our sponsor first, but before we get they're going to tease everybodywith it, with the question the questions. What's the number one trick to hiringand maintaining great talent? Now, before we get there, we wantto thank our sponsor. Friday fundamentals is brought to you by outreach. Ourreach triples the productivity of sales teams and empowers them to drive predictable and measurablerevenue growth by prioritizing the right activities in...

...scaling. Customer engagement with intelligent automationoutreach makes customer facing teams more effective and approves his ability into what really driveresults. Now, Joe, the question we want to ask you, becauseyou've got some secret sauce here, is what's your number one strategy for hiringand retaining great sales talent? Yeah, it's probably one of my favorite thingsto talk about. It all stocks and ends with the individual, right hiringto the person and managing to the person. So you know what we're talking about. Sales development especially. I think that you see a lot of jobpostings out there and people are looking for five years experience, looking for experiencewith this tool and that tool, and I think you got to kind oftake a step back and realize that a lot of people coming into the salesdevelopment organization looking to be an SDR or BEDR are probably right out of collegeor maybe just one job out of school. So if you're looking for three yearsexperience, like three years ago, this person was probably at a FRATparty. So I think like tempering the...

...expectations of what the like experience levelis of these of these candidates is really crucial to being able to bring greattalent into your organization. I have found myself over the years really just usinga resumes as a box to check and just like a very high level ofwho is this person? When it comes to interviewing STRs, I'm much moreinterested in the soft skills. This three like big things that I'm looking foran Sdi to show me in an interview, and it's Grit and grit, becauseif you're the best SDR in the world, you going to get toldno seventy percent of the time. So you need to be able to powerthrough that. You need to be able to move on to the next one. You need to kind of roll with the punches and understand that your innerroll where there's not a lot of move but there's not a lot of immediategratification, and the work you're doing today will pay off tomorrow. The secondthing that I look for people to show me as coachability. especially the startup world, you have to be agile. Things are going to change, newtools are going to come in and...

...we're going to have. We're goingto ask for different things. We're going to ask you to pivot how youwere doing your outreach and you've got to be able to take constructive criticism andconstructive feedback from your leadership team and actually be able to implement that to continueto be successful. And then, last and probably most importantly, intrinsic motivation. You have got to bring the motivation to me. I cannot care moreabout your success in you. There's a lot of really cool things that Ican teach you R I can teach you how to open, I could teachyou how to cold probably teach you how to write sequences. It teach youall of that. I cannot teach you to care. That's something that theyhave to bring. So if an str can really committed, articulate those threethings and display that they have a desire to move up in the organization,more often than not I'm willing to take a long haired look at bringing thatperson and and it's worked out really, really well for me over the years. One of my top people in my entire organization. She's now a seniormanager. She was a bartender and she was selling insurance when she interviewed.She was a referral from one of our...

...account executives using the second group thatI ever hired into Sendoso. Her name is Ryan English and she was oneof the most productive outbound strs we ever had because she was smart, shetook every piece of coaching that we gave her and she was very constructive.She would give us feedback, she give us idea, she tell us whatwas it wasn't working. You know, fast forward, you know, littleover two years. She's now a senior manager my organization, running, youknow, a really, really critical piece of the business and excelling at it. So I genuinely believe that a lot of people might not have given hera second look just based on her resume, and it's probably one of the besthires I've ever made in my entire career. And I can tell youthree or four other stories of people that are on the team that you wouldlook at their resume that. I don't know how this relates to like tolike SASS outbound prospecting. It doesn't, but you got to teach them likeyou got a living. They have to learn somewhere, so you've got tobe willing to be that teacher. You've...

...got to be willing to hire aleadership team that's on board with that. It's been just pivotable in my careerto being able to hire great talent. As far as the retainment piece goes, I am a firm believer in managing to the human being. Right likeeverybody, every other leader out there, my calendar is jammed every day,but you've got to find time to manage to the person. These are notwalking quotas. They just like you, have a family, they have bills, they're trying to build a career, they are trying to do the bestthat they can in this moment and you have to recognize that right there peoplein there doing the best that they possibly can. So manage to the person. The people have got to become your first priority. Sometimes that means thatI need to push someone by administrative stuff off to till the weekend or until, you know, later on in the evening, but you've got to beavailable to the team. That's one of the things that I'm so focused on, especially in this remote world, is not just being yeah Joe's MVP,but I I hear from him like once every quarter and that's only when something'sbroken. Like that's absolutely not the kind...

...of department that we're trying to build. A lead and I think that that helps drive culture and keep people engaged. And lastly, they need to be able to feel like they can movethe needle, both for the organization and for themselves personally. Right a lotof SDRs are coming in and this is their first step in sales. Theywant to become a manager, they want to become an account executive, theywant to go to partnerships, they want to do something else and not manypeople are saying I want to be an str for thirty five years and thenretire. So you've got to build that progression for them. One of thethings that I did is I built a complaint where we hire SDRs, theycommit as an str one, do a hundred and twenty percent a quote ofthree months rolling. It's an automatic promotion to str to. So the quotagoes up a little bit but they get a little more money. Say thingSDR two to three. Once they get two three, that is their ticketto interview for any Open Rolling Organization. So it's an upfront contract between meand them where they understand here's what I have to do to be considered fora promotion. So they have a very...

...clear path. There's no surprises,there's no it's just right there in black and white and for me is theleader. What it doesn't really helps contention because it protects me from the REPthat comes in, hits quarter two months in a row and says, well, I'm ready to be an account executive. Will they're not, because now theyknow they have all these steps. So it builds me like a definiteeight month buffer with the best possible rep that I could bring in that that'sabout how long it's going to take them to get there and they know itcoming in. It's right there in black and white. And you know,I've been fortunate to have an amazing executive team and leadership team that I workwith and they are committed to using the SDR team as a feeder system.We've never hired an SNB account executive from anywhere about the SDR team Incindoso's existence. So I think all of those things together have really been what has ledto the successive building and then retaining, continuing to grow and evolved this team. Well, you just dropped a tremendous amount of knowledge and just a fewshort minutes. So I think that's amazing. And and if I'm trying to summarize, first, when you're hiring,...

...throughout the resume and focus on greatcoachability and intrinsic motivation. I think that's so important. There's an old phraseyou can't put in what God left out. And if if they don't want tobe great, then you can't make it clear to them that they needto be great. And then, when it comes to management, make surethat you care about them as people and that you're providing a clear professional developmentpaths so they understand where they're going and how to get there. That soundlike I could? I did it. Okay. Summary. Yeah, yeah, absolutely. I mean, if I think on the first piece, thebig thing is if they'd be maybe they haven't used, you know, atool. It's pivotable, it's pivotle in your text that yet. But ifthey're driven, in coachable and want to succeed, they'll learn. Just providethe coaches. Amazing. Joe, remind us of folks want to get intouch. What's the best way? Linkedin's probably the best. Just drove anuty. Feel free to send me a connection or send me it out Iam. I'm pretty responsive by emails. Joe Soon do so, but inthe spirit of full disclosure, you might get lost in the shuffle. Solinkedin's probably the best evitor. That makes...

...sense. If folks want to reachout to me, they can linkedincom forks last the word in force last MF jacobs, you can also email me. Sammer of neglectivecom thanks again to outreachtripling the productivity of sales teams the world over. Joe, thanks somuch for being our guest on the sales packer podcast this week. Thanks somuch. There was a lot of fun being here. It was great havingyou and we'll talk to the rest of you next time.

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