The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 3 years ago

Brian Burns on 5 Things to Look for in a New Sales Position


It’s common for sales professionals to move around a lot. In fact, the average tenure of a sales executive is just 18 months.

Brian Burns, host of The Brutal Truth About Sales & Selling, sat down with Chad Sanderson, Managing Partner, Value Prime Solutions, to discuss what salespeople need to look for when taking the next step in their career.

You're, listening to the BTB revenueexecutive experience, a podcast, dedicated ELP, a executives train theirsales and marketing teams to optimize growth, whether you're looking fortechniques and strategies were tools and resources. You've come to the rightplace. Let's accelerate your growth in three to one: welcome everyone to thebtob revenue executive experience, I'm your host, Chad, Sanderson and todaywe're talking about the five things that you look for in a new sales jobsals is a dynamic profession. A lot of people have a tendency to changeworking for different organizations, and so the question always comes up.What should you be looking for in a new sales role? What is it that's going toset you up for success and sure that the support you need from theorganization you're working for? Is there what types of things should yoube looking for that maybe you're not thinking about when you're reallyconcerned about landing that next job? Keep in mind that the vast majority ofsells executives, average tenyurs eighteen months and when exhalesexecutives are switching, they have a tendency to switch the sales teams aswell. What we want to do is provide you, some insight, Brian Burns, and I aregoing to break down some of the things that we look for in new sales positionsand things that we think you should be paying attention to. As you start tothink about, and contemplate your next move. So without further do let's jumpright into the conversation with Brian, Hey, Chad, thanks for joining us again,he let's talk about the top five things that you look for in a new sales job.The F, you know what the first one for me for me personally is leadership. Ineed to know that that people that I'm going to be working for indoor with canteach me something I don't know if that's normal for everybody. But for me,if I'm going into an organization, I'm constantly trying to you know bettermyself whether I'm going ton is an individual contributor or I'm runningsales or munning sales and marketing. I want to make sure that there are otherpeople that have a leadership style that is conducive to you knowselfexploration and growth, and if there's not somebody there that canteach me something, then all that happens is I end up getting in trouble. Yeah, it just gets ugly, really fast.Yeah I mean mine was number one was manager. You know, because I've beenwith a bad manager, a couple of bad managers and it just doesn't work whereeither it's either a personality conflict to style, conflict or you knowthe person you know, has a preference to some other reps and is unfair orjust has checked out and I've seen a lot of bad sales managers yeah. Iactually had one ad a client. I won't give you the time frame becausesomebody listend might actually be able to tell where I was, but I have aclient who I'm sitting there talking to him. You know we're in we're in Q fornow and the pushes should be on and this sales manager actually said to me.Well, we hit quota halfway through Q. Three, so you know we're good. For theyear, and- and I you know, it was one of those momentswhere you're, where I'm like. Okay, I... I'm in here- is a consultant, and soI need to keep my mouth shut becaus. I can say things that your boss wouldn'ttell you, but I need to make sure I really temper it because that to methat's its week, leadership, it's weakmanagement, you're! Not your goal is to make as much money for the company aspossible and if you're over quota you got to have accelerators or somethingon your complain or your team does. So why aren't we pushing even harder, like?Let's sat a record so if, for me, a big part of it, I would say second, one forme would be the drive, the drive of the organization and h the rest of the team.Are you really just there to get across the finish line? Where e you reallythere to loop it right and get across the finish line twice before yourcompetition does once. If you can find that type of organization and thosetypes of people, there's a great deal of energy and excitement that keeps youfocused when you know sales is at up and down kind of thing. So, if you canwork with those types of people, hat carries you through those and thoserough times. Yeah I mean, if the company's Gotg to be the right fit foryou, because if they don't like sales people or they, they don't want toconfensate of IAND, that's existed. You know, I've been at a company where thatyou had the necessary evil attitude and the you know they paid commission onreceivable as opposed to booking and you'll like sometimesyou wait ind, youknow. Ninety hundred and twenty days from the time you close that deal toactually getting you forgot about it. You know you didn't forget about it,but Youe like Oh God. Finally, they paid and Y and that's not really the sales.You know once the company accepts the order that and it's on the companyright, if the company that don't doesn't think they're creditworthy,that's one thing and an you take it on consignment or somein. I actually had aCEO. I worked for a company ND during the interview process. You know you're.I was going going in to run the sales organization and I'm interviewing witheverybody elseis director o strategy, VP strategy, BP attack all thes stuff,and they all tell me hey. You know your final enterview is Goin Na move the CEOand just so you know he really doesn't like sales people andI'm just kind of like okay, all right. Well, I know a lot of cos like that.But what blew me away was the first thing the CEO said to me on the phonewas after the introductions was hey just so just s. You know, I absolutelyhate sales people and I'm like I'm wondering to myself. Is this reallywhere I need to be? Is this really a battle? I want to fight because if youdon't understand the role that sales plays in the company growth, especiallyin that complex services, industry, that we were in, that, I think theremight be some bigger issues here and I'm probably just going to once againend up getting in trouble right and I the two times that thatexisted, neither company really did well. I wasinterviewing with the founder and I go what what don't you like about certainsalesbeoe? I don't like greedy sales people o. What does that mean to you?And it goes. You know you know, Tha the commission, it's kind of a gift and I'mlike is the equity, a gift.

You know. Won't you spread that around right is Lik. Everybody else thinks youknow is easy for them or easy for other people but hard for them. Yeah.Everybody wants to be in sales until quoteait out in so quotas. Get handedout right. Everybody's, like Oh man at sales, sounds so easy. It sounds so fun.You guys make a lot of money. So all right, the successful ones make a lotof money, but there's a huge risk. Reward you know I was joking just acouple weeks ago with a client, and I said You NTO, look, there's a reason.The divorce rate in complex BTBN and PRI sales is so high. Yerh there'sreason: I'm one number two right divorce somer to it's like this is this can be common allconsuming thing and it's you have good years and if you're really good yourbad gears aren't really horrible, but you're always you know you're not goingto be guaranteed at a specific amount of money every two weeks it's about thequota and the performance, and so don't fall in love. You know marketing peopleor consultants or whatever, with this concept you have in your head aboutwhat sales is. You really need to understand. I it is a discipline and ittakes an approach and it takes a level of expertising commitment that everytype of discipline needs, and so don't hate us, because we're willing to takethe risk work with us to make sure that we're all successful in the end, if youcan get that collaboration- and maybe I would say for me- that's probably mythird point would be the ability for the organization as a hole tocollaborate. You know with the sales team not keep them in a silo right thatthat's something I'm always looking forward to now. I've taken jobs, I'llbe honest where the sales team has been silone, because I think it'll be fun tobreak it down, it'snotnot always fun. I don't know.Maybe I just may I'm Ma little massicistic, but I'm just kind of allright, let's break down the silos, and you guys have to understand you knowwhat sales is all about and who sales people are, if they're willing to dothat great let's, let's do it when they're, not it makes for a very longear. Now how? How have you done research ona company before you take it, and you know, give us an example. One time youeither made a mistake or you kind of, or you made, that emotional decision,but AAS all right so typically for me, the research starts with you know. I'll,of course want to look at all. You know the how they're doing financially so,if they're public I'm going to go check out tenks, I'm Goinna, listen to him,analyst calls and stuff, but when it comes to the cultural stuff, you knowthere's things like glass door and you got to take it all with the grainofsalt right, because you know the people that have a tendency to putstuff up the most of the ones that are disgruntuld or whatever. If you readenough of those, you can figure out that you know some of them maybe gotrubbed the wrong way or they weren't, given something they thought theydeserved, but I'll start to try and get a sense for that. If I can, I will tryto make sure there's somebody in my network or somebody. My network canconnect me with somebody that works in that company, and so then, then I canget an insides group and I can understand how they're how they'reoperating what's the internal culture like? How are they structured? You knowfrom somebody else's perspective other...

...than the people that are trying to hireme. So when I go in for the interview, I'm very prepared with a lot of varyspecific questions, I want to fill the gaps on my understanding of what theylook like kind of three dimensionally, not just what you look like on the webor just what your people are saying about you. But where are you alsoplanning to go? WHAT'S THE VISION? Now you can do all of that, and do itreally well and still make a crappy choice which I have done for me thoughit wasn't, it wasn't about the people it wasn't about. It wasn't even about product R orproduct roadmap. It was. I was looking for at that time. I was specificallylooking for an opportunity to work with a company that was about to go throughthe IPO process. I've done acquisition after acquisition and sold companiesand done all of that. I just wanted to try something new, so I made a decisionto join a company based on the fact that their current plan, when theyhired me, was to go IPO in the next eighteen months. Perfect, not a problem.I can take care of North American sales, we can get it up where it needs to beand do that. Six weeks after I took that job, they had a board meeting andCGEO calls me and says so. We kind of change our mind. I think we're going togo the acquisition path and I was like all right. I just went through a reallyugly acquisition actually wasn't an acquisition, it was a takeover and itwas ugly- and I don't want to do that again, so I appreciate that you guyshave to do Wat's right for your business. I was like said six weeks in,I said I'll finish out the first half of the year, because I don't want toleave you hind dry, but I'm going to tell you right now, I'm not stickingaround for the long hall. Now I was lucky enough. They were really theywere really understanding about that. They understood because I'd been veryclear at front about what I was looking for. They worked with me on that andagain I didn't want to leave him high and dry, but no matter how muchresearch you do at some point. You won't know you know like we weretalking about before. If the car you just purchase, really fits you welluntil you get an opportunity to go out and take it through those curves andpush it to its limits. So, no matter how much research you do, there's goingto be that awareness in that that realization that comes from actuallybeing in the trenches in that organization, yeah, because that thathontymoon is very short, ridiculously short es. It's like two or three days and andwhat ive found is typically, the reputation of a company is pretty SOLV.I mean pretty accurate when you start hearing, you know just grunteld peopleor people that are, you know, head hunters that are putting you in touchwith people who used to work there to warn you and I've gone against their warnings,and you know the dewarnings are there for a good reason. You know you know and plus you know you want to find out.We already talked about the manager. You got to understand the company, theculture, how thet not just how they viewe sales like what you said. Youknow, I think, are they looking to get acquired ar they growing? Are theyshrinking? You know a lot of my decisions were, you know, came rightafter they got a round of funding and the typical thing was to go higher tensales people now they're, going from... or two to ten. You know a literallyovernight you K, hip thrown in a room. You get your laptop, then you'r thrownback out in the field. You know whend, you get. Ninety days to sell somethingand you're like Yeha, no leads no market reputation, the products kind ofsketchy, no lead alre. To said no leads, you know your sce, your assistants havenever demoed the product before it's like and they expect return immediately.Oh yeah, and then you go through the okay, the first quarter. They fire oneperson, the second quarter, they five or two. Oh, my God. They start to prune the tree, reallyquick, yeah and then one of those things thoug ave.I mean I've noticed a couple of organizations. I've worked for. If you can get past that you know, hey,we hate sales. People kind of think is. I actually did take that job. With thatCEO said, he hated sales people and we were successful. We did some reallycool stuff and we were able to sell the company. But if you can get you know tothat point where you can help the organization understand sales now a lotof sales. People don't want to do this. I just want to go sell. But if you'rein organization says hey, you hit the ground in in ninety days. Let's assumeit's a be to be complex, sale, it's not it's not a transactional sale, but ifit's a B, tobe complex sale, they're giving you ninety days to generate areturn, then somebody needs to have a conversation with that CFO about whatit really takes to ramp up. Ind Complex sale cycles. They never like thatconversation, but if at least they're willing to listen they're at leastwilling to engage, then it's maybe worth worth taking the risk. Otherwiseyou just watch them provn the tree there goes one. There goes to e, goesthree and now now you're not doing you're, not doing your job you're.Looking for your next Gig, because you know the Gilly teens coming so you knowit can be really disruptive to some of those organizations, but it is, it alsocan be extremely fun. It's kind of the wild while West in those situationsyeah and in today, where you have you know a lot of sad stuff with the pricesare a lot less and as opposed to the you know, the multimillion dollarenterprise deals that took forever, but you know so you can get. Maybe a beachhead, you know you can get a couple of customers up and running and stuff andand then he gets a momentum going, but that's it is so hard to judge from theoutside, but h t what a great company a great product you know and I think youhave to go on like you know, g to crowd and what are people saying about theproduct? You know how much funding do they have. You know and I got so goodat it. I go okay, they got this much funding, they got these net numberpeople, so I know what their burn rate is. So they've got nine months toeither get you know enough business or another round of funding or they startlaying people off. So you can kind of guess how much time they have and then you got to like ask them. Youknow what are your expectations? You know, how long does you think it'sgoing to take and if they have no idea or it's all, you know some NBA, youknow spreadsheet that they put together.

It's like that's, like you, know,building a rocket on a white board and then going out to you, know: Kate,Canafril, I'm hoping it's going to work. You know, let's lite this thing and seewhat happens. Yeah see what happens who wants to get in who wants to sit up top yea and too often yeah. You do not want tobe in that. You know planand fire bomb that usually it turns out ina most startup. I think today people are starving slower, you know with aninside, you know sales development role and then maybe going an outside and youknow. Hopefully you know the people listening want to be on the outside,because that's where all the fun is Yeah N- and it's interesting I mean- Iguess- maybe were talking too much about my age, but you've definitelyseen like right before the. If I say the bubble burst for those that don'tknow what I'm talking about, I'm time about the Internet bubble, but rightbefore the bubble burst all those you know, I was working for threedimensional photography company and it was awesome prod if weere working withNASCAR and Paumallam and all of these things, but all of a sudden, the bullbursthere's, no more funding and those organizations that had scaled up andjust done what you said. You know, here's ten people throw in a room, givehem a laptop here's. A quick demo go make us money. Those are the ones thatI saw suffer now. I think you know typically today we're seeing peoplehaving learned from those lessons and you. You know you mentioned the salesdevelopment role to see companies the SOT. You know that are fifty million orlast hundred million to actually be investing in sales development early.It's something you never would have seen ten fifteen years ago in the startup realm. So it seems to me like it's getting better. I mean, maybe I don'tknow- maybe I'm just jaded and skeptical because of the crap. I wentthrough when I was coming up, but it seems better today, but you still runinto those instances where they're like okay look. We Invest Ed in salesdevelopment, and so we didn't just hire ten people and put them in a room. Wehired tem people, we put him in a room. We gave him three days of training anda laptop and then put them in the field right, so you still have to you kind ofhave to temper that perspective with you know what people are actuallysaying versus what they're doing yeah and- and I think today we have toconvince management that the outside is where the money is not the expense, andI think, there's too many CEOS. I talk to or vpzof sales that I talk to todaythat all they care about is the cost of sales. What you care about is the topline. That's what saleshis job is is not the bottom line, and you know I'vegot a lot of clients where t e all we want to do at a hundred percent inside,and I go your never going to get an enterprise deal on the inside rightright right and you look at W. I pick on hub spot too much, but that's whythey haven't won the market. Marcetto and Eliqua had an outside sales forceright and an HOLP spot doesn't want to do that, and it's like okay, you don'thave to do it, but what you suffer from is the college kids are going to getthe next order, they're going to get the beach head right, but the but alsowhat's going to happen, is somebody else in that account is going to wantanother product and they're going to...

...have some sales rep coming in talkingto the CMO, not talking to the the ops people or the digital marketing peoplethey're going to tiy talking two levels above you and they're like Oh andthey're, going to deframe the the toy and this Omey we wish. I should havebrought this up. Durin our demo discussion as the other key part of aDemoas, a lockout. You can come up with something that you have that nobodyelse has like like Youryo Camaro with you knowsome feature: Some Capability, you kno horse power whatever it is that nobodyelse has boom. You want yeah, well hops, futs a great, so then I'll be readyupfron. I do I use hub spots, sales, stuff and- and I do enjoy using it, butI run in a small company on the enterprise side. People buy from people.So if you know Marqetto and Eloqua they're going up and they're talking tothe actual buyers, they're talking to power about what really thanks adifference to their organization hub spots inside team, they're, really good,I mean ' I've had some great conversations with a couple of thoseguys. If we want to talk about the specifics of what hopespot is going todo with this feature for my business for that. But when you're talkingenterprise, you know you go back to will be people buy from people and theymake emotional decisions. So if you don't have somebody sitting with themand helping them through that journey, you just think you're going to callthem once or twice maybe turn on your camera. You know when you've actuallyDune your hair and put on a shirt instead of puis right that that that'sgoing to work, it doesn't work it it just doesn't and it's not because thecompany's approaching it the wrong way. It's just kind of ignoring th the humanfactor in complex sales. Having somebody, you know, a salesperson thatcan be consulttive. That can be that you know guiding alight at to solveyour problems that has to happen in person. It requires trust andcredibility and report, and that's really difficult to get and maintainwhen all you are is a face on a screen. You can't and let's face it out, youknow we've all done. Certainly you and I have done you know the thing on thephone, but then you go and you meet someone a the dift difference. Is it'snot twice as good? It's ten to a hundred times better and at ten to ahundred times more effective, and you find out things that you will neverfind out on a screensharing APP at all. Oh Yeahl, tet'll tell you more, I meanyou get to walk, okay, so demen just think about it with tha screen share Imean- and this is probably he kind of you know- captain obvious stuff, butwith a Screenshai, the meeting starts at ten o'clock. You turn it on at teno'clock. You start talking, you turn it off at TN thirty. If I'm there face toface you're coming out to get me in the lobby at nine, an tirty five we'retalking as we go through the office, maybe you're, giving me a tour, we'restopping to get some coffee before we go in and then after the means of yougot to walk me out. That's another thirty minutes, O of time where you getto build just focus on building raport and make sure that if you didn't set ahook in you thirty minutes, you know... have that opportunity to do. It isYoure walking out. I think the technology is awesome. It's great. Itallows us to do a lot of stuff at scale, but it I haven't seen it necessarily beas effective at all when it comes to building that type of report. In thattrust, that that happens when you're pressing the flash, you're shakingsomebody's hand, you're looking them in the eye, and they believe you when yousay I'm going to help you solve this problem and here's how I'm going to doit, there's no substitute for that right and they'll coach. If they wantyou and they want your product, they will coach you on how to get it done.They will tell you who's, really full of crap WHO's. WHO The real deal. IsYou know what the real timing is you're not going to get that on the phone?It's too guarded, it's too cold. It's impersonal! There's! No very little bitof trust is built there. You are a drone to them. You Arel, you know alive video to them that they want to. You know limit that time for, and youknow when I talk to you, know CEO and they want to make deals bigger. I go,you gotta have somebody who will go to the customer. You know whateverconfiguration that looks like you know, literally, I was at a Cu, a companywhere I was the only outside guy. Now I sold three quarters of the company'srevenue in one deal right and it was like eco that never would have happened. Youknow, and eighty percent of my selling was still over the phone, but when Igot together with people you know who would like five miles from where I live.I do D. go I'd, sit down, I'd, find out what the real issues are. I blocked outthe competition that was a hundred times bigger than us that you know thisdeal wasn't even big to them. This gay was big to us and I was like you know.What's going to happen, you guys, you know, raise your hand. Five guys aregoing to jump on you to help you right, the other person. You raise your hand,you might get a call back in five days. That's the difference and I block themout and that's what really makes deals happen, because when you look at astartup, the first deals they get are from friends and family people. Theyknow people they worked with and that relationship we're kind of getting offtopic. But I E N. This is critical, especially for your career, because thepeople who are making half a million million dollars a year are not SDRAsetting meeting so theyre people doing enterprise deals. WSO Have you noticedso ive remember so I've been I'm a face. Face guy have been my entire career. Imean I'll use the technology. You know much like. I use it to my advantage,but I've noticed the shift and maybe it's because of the advent or theincrease usage of SDRs and the increase use of the ttack. But now when I talkto somebody on the phone for the first time or better yet meet him in anetworking event or whatever it is and, and I say to them- oh you're- in Denver,I'm in Denver too. Let's not, let's Nike it on the phone. What don't I swimby your office I'll just swing by your office, we'll spend fifteen minutestalking they're like you're, going to... all the way across Denver tospend fifteen minutes with me yeah I would. I would prefer to do that thanto get on the phone for fifteen minutes t the surprise at first I'm used toseeing like ten years ago. I don't know if I'm ready for that step. Now, it'slike the surprise, like wow. This person actually wants to come, spendtime with me, and I find that he, the you know, number of people that say nohas gone way down like Oh yeah come on over. Let me show you the office. Letme you know, let's spend fifteen minutes with turns into forty five anda there's just that a lot of people nd. I don't want to make it a age thing. Idon't want to sound ages a I probably am it's probably it's a millennialthing like they just don't want to get in the car and go over there or theorganization instructured in such a way. They can't right. I think it's morethat I think it's, because if you're in sales and you're not out meeting faceto face with clients, your income is capped, even it just because the dealwill not be as big and I've seen it too many times. Wos. Believe me, no onehates getting on a plane more than me Butwhen. You Do, and you know, gothrough all that time consuming our Jewis Hassle, but when you're sittingdown with that client, you know I can get so much more done and tell itexactly. I get a sense for where the deal is and what it's going to take.You cannot get that on the phone. Oh know, there's so much. You can't readfrom. I mean no matter if you're looking at them on camera- and I I'mprobably could say that maybe only twenty percent of the online meetingsthat do actually have us all. Turning on our cameras, but when I'm sittingacross wher you can read their body language, you can get a sense for whatthey're experiencing you tell by you O. are they looking at you or are theylooking at their phone? You know, there's just so much more informationyou can collect face to face. So for me, one of the things that I would you knowkind of bring it try and Brigt. It back is to say if you're working for anorganization that doesn't want you meaning face to face, that's a flag forme. It's a fleg it', big flag. For me, that's a first job, only yeah and andif you don't get that that opportunity and it that that give you th you're.Okay with that, that's fine, but don't have the expectation because you'recapped logistically at probably like one fifty a year H, as is an in as agreat inside Accountex xack right on the outside the the skies Thi limit.It's up to your creativity, ut. Look that actually brings me to my nextthing is, like you know, really territoryan complant ar so tightly.Coupled that you know how often have you been like bade and switched wherethey're like t? Oh you'll, have the whole west coast for three hours or that the complain you know they havea high target income and you know, but the base is kind of small, but thevariables are so staged that you know you really have to crush it to get thattarget income. One of the questions, I think one of the questions I alwaysaskd. The first question I ask about a complan is: Is it capped...

...forget if it's Cape, then we don't haveanything else to talk about, because that's not why I do that's TNAT. Why Ido what I do so, if it's not captain, we can talk and then the way I think,looking at territory and complent, one of the questions becomes how often inthe last twenty four months or even go back three years, have you changed theterritories? Have they been realigned like that? I want to know that, becausethat tells me you guys are still trying to figure it out and then, when it comes to the Complan,if it's so over engineered, I do 't, I don't you know and Lok, let's just berealistic sales refts. When you put a cop plan and I've designed my fairshareand watched this happen, and I've accepted my fair share and done itmyself. It's a game, it becomes a game to showget Yus set the rules and my jobis to make as much money as I can finding holes in your plan right so and and that's just thereality of now. If it's so over engineered and you've got like thishuge committee, let's say it's a SMB small meeting business and that thecomplant so over engineered and there was like ten people involved increating it. That's a little bit of a flag. I'm notsaying don't take the job, it's just really make sure you understand thecomplant, the ones that I really find. The most flexible anthess, I think, isback to the manager in the leadership is like look. They know what you'redoing with the complant, so Wer Gan put the complaine in front of you and thenjust be honest and work with them say. Look I okay. I can work within thisComplan, but if I find a situation that isn't covered by the complent, we needto have a conversation. If they're willing to do that. Okay, then I'm notso worried. I, like the simple complents set a target. Don't talk tome about what you think my total target cop should be because it's going to bebigger than that. If it's not capfe, it's definitely going to be bigger thanthat. So don't I'm not worried about that. I'm more worried about it's notbeing over engineered. It's easy to understand, and it's not some. You knowfour excel spreadsheets that I've got to create in order to calculate whatfraction on what I'm going to get when that's a pain in my ass. I don't Idon't have time for that. If it's you know relatively simple andstraightforward, and it's not capptd we're good. Now, Bait and switch that'shappened twice. I have a tendency. The first time I kind of live with it, andyou know, then that turns into the dark cloud that follows you around thesecond time I was like Whoa, Oh Woa, I'm out no way right, rihjust jumped it.I can go someplace else and do this and it kind of actually swings back to thehow good of a relationship with you have with the manager, because if themanager can cook a great complan for you you're Golden, but if you? If? U,if you get like things like, I have the territories change within the scope ofthe complan. If it does what happens and how do you realign the quota andokay? So what happens you know? Is it a six month copplanwhich is huge red flag to make? You know it's like? What do you wait aminute? What do you have a Dailyon plan?...

CACO, that's a HANDICAF, you know what thatis. It's like. We don't know what we're doing, but we damn sure we don't wantto pay you much Ou. Now. Andit is a big game because, let's faceit, you know I've been on a board of a couple of companies in the CEO Sandbags,the board, okay, the VPS sals sand bags, the CEO and then the reginal managerssand bag, the VP and the repsand bag. The VP th it trickles down, andeveryone knows it right so, but everybody's who smart knows like okay,the boards. Looking for twenty percent growth, we can't go in saying we'regoing to get ten percent growth. We can say Wel we'll get in fifteen toeighteen right and then they say now we okay, we'll settle at nineteen and thenthat trickles down and is the quota really a division of the number rapsinto the total number Rara and what's crazy? Is I had a consultanton my on my BEA TO B podcast? All he does is this and I go well what dis theindustry standard expectation of the number of raps that will make quota? Hegoes sixty percent and I'm, like you remember in the S it was always basedoff of a hundred percent right today. Is that today, they're expecting onlysixty percent? That means they're over signing quota mand I'd say I think thatnumbers high, I mean just I just think, that's high, because from theorganizations I've worked with sixty percent of refts making quota. I don'tknow if I mean I'm trying to think if, in the lasttwelve months, any of the clients I've worked with had more than I want to say more than forty reallyforty five percent of refs making quota consistently, because at that that'scareer, crippling it ie yeah without a doubt, because if you're, a hiringmanager or ER forces people to lie which is probably more common welleright, but because of only forty percent say even th. Fifty percent justto round it off that that other fifty percent isn't going to be able to get ajob plus they're going to be either fired, or you know, work their way outof the company because they're not making their number and then they golook for a job and the hiring manage. I don't want to interview anyone whocan't make their number the AN. I was talking to a lot ofpeople that right, so I think we're almost mandating mediocrity today.That's a really good point. I would ave you know I hadn't thought about it.Like I Bot Youre, I think you're one hundred percent right. I think we haveset up structures that are not only mandating it but allowing it and thatgets into a whole, bigger conversation, I'm sure, but I mean when you thinkabout it: Tha t sales job is to move the ball down the field into the redzone and score revenue and grow revenue. That is our job and it's the reason I'vmoved from marketing to sales back before all the tech made marketing youknow, data available was because it was. It was so simple that you aresuccessful if you hit your quota or...

...exceed it theres that we're not there'snothing else. To talk about like it's that simple and where's the fun thefuse is into sixty percent of your number. The Fun isn't. Eighty percentof your number, the fun, is at a hundred and ten ohyeo hundred and fiftypercent of your were in those accelerators that you know are likecocaine, yeah you goin Ta taste. He in the friendthat I would know what that's like. I don't know either I've never heard ofthat. I've never heard of that, but my business parter and I were talking totoday- and she even said she do you remember the first time you got yourfirst. Seventy five thousandollar commission check and I'm like Oh yeah.I remember it, and that is what I strive for that. I want that again andagats. It's Patlovian like wow that that off or that one deal in the firstquarter of it, I'm getin. Okay. Yes, please more and I will work harder, butthat's what for me it's the money's great. But for me it's the game. I lovethe game. I ofe the puzzle of it. That's why I love be to be complexsales, because it's a puzzle like how do I put this thing together, it's acomplaint. It's a puzzle. How do I beat this game right and that type of drive and curiosity has to be fosteredby the management supported by the culture? It has to be part of the DNAof the organization and it has to manifest itself in the way that youcomp and interact with an hire and coach your sales organizations rightand let's face it. Sales draws people who are money motivated and, if youdon't motivate them with money, you're missing the point, because yeas she'llget the smiling and nodding, but that doesn't get the people up at four inthe morning to head off to the airport. You know th drudge through all of thatstuff ha. You know to hang out in the lobby and N onannounced meeting to tryand get five minutes with a procurement manager WHO's. You know way overworkedas the last person on earth they want to see. Is You you got your donus inyour hand and begging to get that order through you know S, I did a video onyoutube about sales trip with a god. Complex and hit was a parody on the moviemalice. Where h there's AA Ouer Balldwen I saw I did. I saw that yes, Iwatched it. That was great. That's Groad, I watche it yeah. When youposted on like Hen, I saw that yeah an the tag line at the closes. He was onon the road December thirty first and he doesn't like to be second gest. Oh Yeah, Oh yeah, it's just it's athere's, a drive, I don't know there's you know, I think when people startlooking for the the next sales Jos, maybe one of the first places that theyshould look at is themselves. They should do someself assessment like whatyou know. Why am I in sales and what is my motivator, the money's great,because then it removes a lot of concerns right, but at some pointyou've got to ask yourself: You know: Is there an end game for you like forme? I can't ever imagine not being in sales even now, as you know, with thevaleuselling stuff that we're doing in the training I'm selling it every day,we're going after big, complex deals...

...and working with startups. I get tosell it and then train it and then work with the clients. That's the perfectsweet spot for me because I get all of the best parts of the world, but youneed to check with Yourself Sai. Why are you in sales? Are you willing tomake the sacrifices that are necessary to deliver the results to the companyand to yourself to your family, to your friends whatever it may be like what isdriving you to do it so and what job you pick next or how you evaluated? Ithink that's probably the place. I would recommend. Most people start askyourself why the hell are you in sales and do you know what that really meansyeah, because it is a very personal decision and you got to find the rightmatch for you not for me or or Chad right Rightt's like well, we'll do okay on our own, becauseYoue Goin to figure out what's right, for you all right, everyone that doesit for this episode of the B to be revenue, executive experience, hope youenjoyed listening to Brian, and I talk about things you should be thinkingabout. Is You contemplate your next to move in your sales career? It's aconversation that we enjoyed. Having hope you guys found some value in itand remember, as you start looking for those organizations, you need to lookat not only where you think you're going to have the greatest success, butorganizations that can help support your efforts that you're going to pluginto seamlessly really provide value from day. One make sure that thecompensation plan, the leadership things of that nature are set up it inorder to make you successful and the company successful as a whole. Weappreciate you listening, please do us. Favorite drop is review on. I tune,shoot us an email with suggestions for other individuals, you'd like us tohave on the show or other topics you'd like us to cover, and until next timewe avalue prime solutions with you all nothing, but the greatest success you've been listening to the BTBrevenue executive experience to ensure that you never miss an episodesubscribe to the show, an itunes for your favorite podcast player. Thank youso much for listening until next time.

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