The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 1 year ago

Friday Fundamentals 126: Joe Venuti

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Friday Fundamentals 126: Joe Venuti

Everybody, it's Sam Jacobs. Happy Friday. Welcome to Friday fundamentals and the salesacker podcast, second show of the week. This is the episode where we take five to ten minutes to bring you actionable insights from this week's guest to help make a difference in what you do today. And, of course, back on the show. We've got Joe Venuty. As I mentioned on Tuesday, Joe is the VP of inside sales at Sendoso, an incredible sales leader. He's got fifteen years of sales and sales management experience and has built out the Arizona Office and really the National Office 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 to have you. So the question we're going to ask you and we're going to hear from our sponsor first, but before we get they're going to tease everybody with it, with the question the questions. What's the number one trick to hiring and maintaining great talent? Now, before we get there, we want to thank our sponsor. Friday fundamentals is brought to you by outreach. Our reach triples the productivity of sales teams and empowers them to drive predictable and measurable revenue growth by prioritizing the right activities in...

...scaling. Customer engagement with intelligent automation outreach makes customer facing teams more effective and approves his ability into what really drive results. Now, Joe, the question we want to ask you, because you've got some secret sauce here, is what's your number one strategy for hiring and retaining great sales talent? Yeah, it's probably one of my favorite things to talk about. It all stocks and ends with the individual, right hiring to 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 job postings out there and people are looking for five years experience, looking for experience with this tool and that tool, and I think you got to kind of take a step back and realize that a lot of people coming into the sales development organization looking to be an SDR or BEDR are probably right out of college or maybe just one job out of school. So if you're looking for three years experience, like three years ago, this person was probably at a FRAT party. So I think like tempering the...

...expectations of what the like experience level is of these of these candidates is really crucial to being able to bring great talent into your organization. I have found myself over the years really just using a resumes as a box to check and just like a very high level of who is this person? When it comes to interviewing STRs, I'm much more interested in the soft skills. This three like big things that I'm looking for an Sdi to show me in an interview, and it's Grit and grit, because if you're the best SDR in the world, you going to get told no seventy percent of the time. So you need to be able to power through 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 inner roll where there's not a lot of move but there's not a lot of immediate gratification, and the work you're doing today will pay off tomorrow. The second thing that I look for people to show me as coachability. especially the start up world, you have to be agile. Things are going to change, new tools are going to come in and...

...we're going to have. We're going to ask for different things. We're going to ask you to pivot how you were doing your outreach and you've got to be able to take constructive criticism and constructive feedback from your leadership team and actually be able to implement that to continue to be successful. And then, last and probably most importantly, intrinsic motivation. You have got to bring the motivation to me. I cannot care more about your success in you. There's a lot of really cool things that I can teach you R I can teach you how to open, I could teach you how to cold probably teach you how to write sequences. It teach you all of that. I cannot teach you to care. That's something that they have to bring. So if an str can really committed, articulate those three things 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 that person 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 senior manager. 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 that I ever hired into Sendoso. Her name is Ryan English and she was one of the most productive outbound strs we ever had because she was smart, she took 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 what was it wasn't working. You know, fast forward, you know, little over two years. She's now a senior manager my organization, running, you know, 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 her a second look just based on her resume, and it's probably one of the best hires I've ever made in my entire career. And I can tell you three or four other stories of people that are on the team that you would look at their resume that. I don't know how this relates to like to like SASS outbound prospecting. It doesn't, but you got to teach them like you got a living. They have to learn somewhere, so you've got to be willing to be that teacher. You've...

...got to be willing to hire a leadership team that's on board with that. It's been just pivotable in my career to 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 like everybody, 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 not walking quotas. They just like you, have a family, they have bills, they're trying to build a career, they are trying to do the best that they can in this moment and you have to recognize that right there people in 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 that I 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 be available 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's broken. 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 move the needle, both for the organization and for themselves personally. Right a lot of SDRs are coming in and this is their first step in sales. They want to become a manager, they want to become an account executive, they want to go to partnerships, they want to do something else and not many people are saying I want to be an str for thirty five years and then retire. So you've got to build that progression for them. One of the things that I did is I built a complaint where we hire SDRs, they commit as an str one, do a hundred and twenty percent a quote of three months rolling. It's an automatic promotion to str to. So the quota goes up a little bit but they get a little more money. Say thing SDR two to three. Once they get two three, that is their ticket to interview for any Open Rolling Organization. So it's an upfront contract between me and them where they understand here's what I have to do to be considered for a 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 the leader. What it doesn't really helps contention because it protects me from the REP that 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 they know they have all these steps. So it builds me like a definite eight month buffer with the best possible rep that I could bring in that that's about how long it's going to take them to get there and they know it coming 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 work with 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 led to 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 few short 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 great coachability and intrinsic motivation. I think that's so important. There's an old phrase you can't put in what God left out. And if if they don't want to be great, then you can't make it clear to them that they need to be great. And then, when it comes to management, make sure that you care about them as people and that you're providing a clear professional development paths so they understand where they're going and how to get there. That sound like I could? I did it. Okay. Summary. Yeah, yeah, absolutely. I mean, if I think on the first piece, the big thing is if they'd be maybe they haven't used, you know, a tool. It's pivotable, it's pivotle in your text that yet. But if they're driven, in coachable and want to succeed, they'll learn. Just provide the coaches. Amazing. Joe, remind us of folks want to get in touch. What's the best way? Linkedin's probably the best. Just drove a nuty. Feel free to send me a connection or send me it out I am. I'm pretty responsive by emails. Joe Soon do so, but in the spirit of full disclosure, you might get lost in the shuffle. So linkedin's probably the best evitor. That makes...

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

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