Chris

0:00 - 00:51

As we're heading into the New Year, I'm definitely we're we're seeing a lot more CROs and VPs of sales joining companies. And one thing I've noticed over the years when it comes when connecting with leaders with them after, like, their 30, 60, 90 day value strategy planning is I I've seen sales methodologies change over the years, 10, 15 years ago.

Right? You had medic, med pick. You have one gap selling.

But the one thing I haven't seen really changed is that 30, 60, 90 day kind of eval that sales leaders use. And I've always been curious, you know, with you having 30 plus years of sales leadership experience, how do you feel about the 30, 60, 90 day plan as a sales leader who's joining an organization?

Larry

00:51 - 02:51

30, 60, 90 plans, I think, are good for building funnels, and understanding the revenue. So as a sales leader, I think it's different for a salesperson and than for a sales leader.

For a sales leader, I don't think about things in a 30, 60, 90 way coming into a new company. And I've done I've gone into new company multiple times.

When you walk into a new, sales environment, what I like to do is say, okay. What does my talent look like?

Who are my largest customers and what do they think of us? And from a sales organization that utilizes partners to accelerate the business, who are my best partners, and what do they think about us?

What is the sales compensation plan, and what does it push the people to try to achieve? Is it driving the right behavior?

So I'm looking at my people and my talent. I'm looking at my customers and what they think.

I'm looking at the partners and I'm looking at the comp plan. So I'm think, you know, I'm a sales leader.

I'm a CRO. Those are the most important things that I need to understand when I first walk into a business. And then number 2, my talent looks good.

And the way that you evaluate the talent is you actually talk to the sellers. So you you know you look at what they're doing and what they're achieving.

You talk to the top sellers in the organization so you can get a good feel for what's going on in the organizations. So I don't necessarily, as a new sales leader, box things into a 30, 60, 90.

I think really good sales leaders don't necessarily need the structure of a 30, 60, 90. What they need to do is know what the top things are and just aggressively pursue.

Chris

02:51 - 02:58

Where do you see in this process sales leaders getting snagged?

Larry

02:58 - 03:07

Well, I think that a lot of sales either come into an organization and realize that the organization has processes that just don't work.

Chris

03:07 - 03:08

Okay.

Larry

03:08 - 03:42

Okay? And and they can they're easy to see. They're low hanging fruit.

And so they start focusing on, I'm gonna fix all these processes. Well, I I think that's a big mistake.

And before you try to fix up fix sales processes or processes that look wrong in an organization is shouldn't you know about the people, the customers, and the partners first? I think you should.

Because if you're gonna be able to effectively fix whatever is broke, those are the people that are gonna tell you the things that are broke first.

Chris

03:42 - 03:56

Now when you talk about the putting your plan together, what are some of the unforeseen obstacles that would come up that were kind of out of your control?

What were some things that came up in that process?

Larry

03:56 - 04:14

Oh, well, some of the things that come that can come up that that really require your attention, so you better get it, but they're not fun to have to deal with.

You come into a sales organization and 2 or 3 of the...