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At the dawn of the social media era, Belle Gibson became a pioneering wellness influencer - telling the world how she beat cancer with an alternative diet. Her bestselling cookbook and online app provided her success, respect, and a connection to the cancer-battling influencer she admired the most. But a curious journalist with a sick wife began asking questions that even those closest to Belle began to wonder. Was the online star faking her cancer and fooling the world? Kaitlyn Dever stars in the Netflix hit series Apple Cider Vinegar . Inspired by true events, the dramatized story follows Belle’s journey from self-styled wellness thought leader to disgraced con artist. It also explores themes of hope and acceptance - and how far we’ll go to maintain it. In this episode of You Can't Make This Up, host Rebecca Lavoie interviews executive producer Samantha Strauss. SPOILER ALERT! If you haven't watched Apple Cider Vinegar yet, make sure to add it to your watch-list before listening on. Listen to more from Netflix Podcasts .…
Talent Acquired
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محتوای ارائه شده توسط StudioPod Media. تمام محتوای پادکست شامل قسمتها، گرافیکها و توضیحات پادکست مستقیماً توسط StudioPod Media یا شریک پلتفرم پادکست آنها آپلود و ارائه میشوند. اگر فکر میکنید شخصی بدون اجازه شما از اثر دارای حق نسخهبرداری شما استفاده میکند، میتوانید روندی که در اینجا شرح داده شده است را دنبال کنید.https://fa.player.fm/legal
Welcome to Talent Acquired, a Chris Edward Consulting podcast hosted by its Founder, Chris Nakiso. Whether you are a company looking to hire, a professional looking to improve your career or a recruiter helping people connect, this podcast was designed to help us understand how we can improve talent acquisition in the modern era. Join us on this journey through the talent acquisition landscape! We’ll bring you stories, strategies and viewpoints of candidates, hiring managers and recruiters that will help you find the right talent for your team. Talent Acquired is produced by StudioPod Media. For more information about Chris Edward Consulting services please visit their website.
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11 قسمت
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محتوای ارائه شده توسط StudioPod Media. تمام محتوای پادکست شامل قسمتها، گرافیکها و توضیحات پادکست مستقیماً توسط StudioPod Media یا شریک پلتفرم پادکست آنها آپلود و ارائه میشوند. اگر فکر میکنید شخصی بدون اجازه شما از اثر دارای حق نسخهبرداری شما استفاده میکند، میتوانید روندی که در اینجا شرح داده شده است را دنبال کنید.https://fa.player.fm/legal
Welcome to Talent Acquired, a Chris Edward Consulting podcast hosted by its Founder, Chris Nakiso. Whether you are a company looking to hire, a professional looking to improve your career or a recruiter helping people connect, this podcast was designed to help us understand how we can improve talent acquisition in the modern era. Join us on this journey through the talent acquisition landscape! We’ll bring you stories, strategies and viewpoints of candidates, hiring managers and recruiters that will help you find the right talent for your team. Talent Acquired is produced by StudioPod Media. For more information about Chris Edward Consulting services please visit their website.
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11 قسمت
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×Chris 00:00 - 00:10 Larry , in this conversation with Skip Level Talks , what I wanted to kinda share with the audience is , what is a skip level talk ? Because not everybody knows what that is. Larry 00:10 - 01:05 Okay. That's easy. If you're the leader , the VP of sales , the global sales leader , whatever you're called , the CRO , when you take the time to go a couple levels below where you are to get information. So if I'm a CRO , that might mean going to a sales manager. You know , if I'm a VP of sales , that might mean going to a sales rep. But , you're just you're you're going a couple of levels below where you are to try to get some information that you think it can , you know , help the business. And , I think I just think they're really important to do so that you stay attached to what's actually going on during the sales process of your organization. So , you know , it's a skip. That's why I called a skip level. You're you're not going to the level that directly reports to you. You're going somewhere below that level , and you're getting information. Chris 01:05 - 01:09 Why are skip levels important for leaders ? Larry 01:09 - 02:28 Well , they're important because if if something is happening that's really good in your organization , but you're only seeing it in pockets and rather than across the board , it's good to find to sit down with the people that are executing at a real high level , especially when it comes to individual contributors or sellers. It's really nice to be able to go call in , talk to those folks , and get a firsthand , feedback as to , you know , how they're able to be successful. Why are they so successful executing where others are not ? And , you know , it's hard to get that. Even if you're you're very close to your team , you can get a feel for what it is , but to actually talk to the individuals that are that are executing out there in the field , it gives you the raw data , and and it's very useful to you when you start messaging to other people in the organization as to what's happening and why you're being successful. But But it also can be helpful if if things aren't going so well and if you're losing opportunities or losing deals to go below the sales management level and talk directly to the sellers and get a get some feedback and what the challenges are at and get some feedback as to why they haven't met those challenges. Chris 02:28 - 02:32 When do you utilize those skip levels ? Larry 02:32 - 04:22 I can remember , when I was at the Tandberg organization , and we were working on you know , we sold , you know , infrastructure solutions , video infrastructure solutions. And we had you know , this one really hit me hard because we had we had some rich technology that we thought was pretty good. And , we started to hear rumblings in the Salesforce that there was a newcomer in the business. And at that time , that newcomer was Codian. And and they were being very successful at beating us when it came to video in infrastructure. And we were a bigger company , much stronger at the time. We had a full suite of products. And so , typically , we would have an advantage in that area because we had a full suite of product. But but this this company , this small company was doing extremely well. And I remember reaching out to one of my sellers at the time and asking them , you know , what what is it about this product ? And , the seller admitted to me that they had gone to get a demo of the product and , and that , you know , they went to see it. Now this was one of my top guys , so I was a little nervous that they had actually gotten a demo of the product because that means they're talking to that company. So I'm a little nervous and , and he crystallized for me , and the problem in a way that made it easy for me to talk about the product to some of the leaders of the company. And it it was that he told me it felt like he was cheating on his wife when he went to see the product and that the product really worked really well , and he felt really , you know , odd. He he had a odd feeling about it. Chris 04:22 - 04:24 How did that hit you when he said that ? Larry 04:24 - 04:44 Well , that means that , you know , maybe they got a product that's better than what we have. Maybe that's a real thing , you know , for someone to characterize it that way. And that's just one of the many stories that I have about skip level engagements. In that case , ultimately , Tamburg bought Cody in. Okay ? Chris 04:44 - 04:45 Oh , wow. Larry 04:45 - 05:13 Yeah. Tandberg bought Cody , and I think it was probably instrumental in in the acquisition of , Tandberg by Cisco. I'm not saying that that skip level was the reason , but I think that he him being able to raise the issue in a way that was made it easy for me to talk about it. So when the discussion came up with the with my leadership team , I could say , honestly , we got a problem. Chris 05:13 - 05:27 What's the strategy ? Like , are you just like , hey. Let me get 15 minutes with you. Are you setting up a calendar , or is this just like you walk in or you just pick up the phone call ? Like , how are you deploying the skip level ? Larry 05:27 - 07:14 Well , there there are cup a couple of different ways. When you ride with a seller , you go out to visit customers with the seller. When you're going to the meeting and when you're coming from the meeting or before and after the meeting , you have a chance to talk to the seller that you have you're talking to him in preparation for the meeting. That's those are natural ways of getting information. You don't you have to formalize it as a skip level session , but that's exactly what it is. You're talking to them about the business or , you know , back before , you know , you had the remote offices , the skip level sessions could take place just walking around the the the office. You you sit down and and talk to a person , you know , without scheduling. I would say 80% of my skip level sessions were were not scheduled. Now there is a time to have a formalized skip level , and typically , that's when things have really I would say that's more when things are not going well. You're not having a meeting just to find out how this person is executing so well. I like to do those for when they're not executing so well. But when you formalize it sometimes when there's just a big problem going on. Maybe they're cut maybe your customer's problem going on. Maybe their cut maybe your customer satisfaction is way down. You need to get , you know , 10 or 15 sellers in a room and just let them brainstorm and and vent as to what's going on. That's a nice formalized skip level where you you bring in the people. But that's when you the problem has gotten a little bit out of hand , and you need to rapidly get a whole bunch of opinions at one time. Chris 07:14 - 07:20 Are you going after your top performers , low performers ? Larry 07:20 - 07:44 I'm 90% time. I'm going after my top performers. They're executing despite any challenges we might have , and they're executing because there's some things that we do really well. And so I can get a full , menu of things from them. Low performers who aren't doing that well , I hit those as well , but I'd say that's probably 20% of the time. Chris 07:44 - 07:53 To kinda , like , wrap this up with really the last question for those who aren't doing skip levels and are in leadership , whether it's , you know , director level , VP level. Larry 07:53 - 08:39 If you're not doing them , then your sense of urgency about your business is probably not where it needs to be. You can always learn from the people that are out there executing against the message that you want them. The people for instance , skip levels just don't apply to messages to customers and so it it applied sales comp plan. You can do a skip level and find out you got a problem with your sales comp plan. If you do a skip level and find out , woah. We got if we tweak this just this little bit , it didn't make a major difference. That's huge for your business. The the if you're not doing them , it just means it I'm not saying you're not gonna figure it out , but you're gonna figure it out slower than you've. Chris 08:39 - 08:42 figured out. Too late. Larry 08:42 - 08:46 too. You hope not too late , but absolutely. Chris 08:46 - 08:46 It Yeah. Larry 08:46 - 08:48 Can be too late. Chris 08:48 - 08:53 Okay. Awesome. Well , Larry , I appreciate you taking time to speak about this one very much. Larry 08:53 - 08:54 Alright. Chris 08:54 - 08:56 And , to the next episode. Larry 08:56 - 08:57 Okay. Thanks , man.…
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 top sellers are about to quit. Chris 04:14 - 04:15 Oh, wow. Okay. Larry 04:15 - 04:57 That's huge. Okay? I don't care what level you are and you're walking in. You're the CRO. You got a, you know, couple 100 sellers out there, and you got 5% of them that you're hearing that they're upset about the comp plan. Well, I gotta address that immediately. I can't lose those people. Another, you may come into an organization, and the best a couple of the best customers are now saying they're gonna go with the competitor. Oh, yeah. We gotta stop everything. We gotta go address this, some of my best customers. Best customers are my best references. I can't lose them because that'll slow down my revenue creation. Chris 04:57 - 05:09 Let's go back to the the unforeseen. You walk in. You got a couple sellers that are your best sellers. Right? And you get win that they hey. We're probably gonna lose them. Larry 05:09 - 05:10 Yeah. Chris 05:10 - 05:20 What it like, give me the play by play of what like, what are you doing and what's the message you're you're telling them? Like, I'm very curious there to to try to keep them and yeah. Larry 05:20 - 06:19 Yeah. I mean, here's what I think is important. Everybody knows when those top sellers are about to leak. All the other sellers know about it. Right? And they know and they because, you know, word passes it. But it's a great thing if the sellers see that you really care. You're coming to the organization new. You're picking the phone up. You're flying out to see those sellers, or you're picking the phone up, you're jumping on the video call with those sellers, and you're finding out why they're late. And, you know, you may find out that it's too late, and you may find out that, you know, it's a quick fix and you can fix it. But what the organization now knows is that you value top performers. Right? And that you're gonna fight to keep them in the organization, which means you're gonna listen to what the Salesforce has to say. So those are the things that you do, but you make sure everybody knows you're gonna do it. Yeah. Wow. Chris 06:19 - 06:42 So so to kind of wrap this up, Larry, you know, the line items that are really most important for you when you're entering an organization and to kinda recap as well, you don't look at the when you join an organization, you're not looking at it at it as a 30, 60, 90. That's that's that's not how you view it, and you're looking at certain things. Larry 06:42 - 07:23 No. No. The only thing that's 30, 60, 90 with me is the funnel. Everything else is, if I do these, what are my set of priorities? Then I'll build upon the next step. Set. Imagine this, that I've done the the the people, the partners, the customers at Cochrane, and I found out all this good information. So now the people might have said the the talent might have said the product is it's flawed. It's flawed in the team. So now, you know, the next level is I gotta talk to the product leader, have a discussion with them. The customers might say, your your product's fine, but your implementation sucks. Chris 07:23 - 07:25 Now you gotta talk to the implementation. Larry 07:25 - 07:52 So now so now I know I know the the route to go from these from the initial priorities. I'm you know? Yes. Can you bucket it? If that makes if you need that kind of structure, that's fine. But I think most sales leaders don't if you don't get wrapped up in that structural part, you'll do the things that have to be done, and then that'll point you in the direction of everything else. Chris 07:52 - 08:03 So it sounds like leaders need to listen more to what the organization is doing versus coming in and just kind of just making diagnosis without really doing the the research. Larry 08:03 - 08:31 You can't win if if you're not listening to what the organization is telling you. Leadership isn't that you came in with a plan and you knew what was right. Leadership is you came you came in, you listened, and then formed a plan for. And by the way, you might find out that everything's just going fine, so just leave it alone. Yeah. Try to and try to drive with that. Don't screw it up. If the organization is running smoothly, why screw it up? Right? So you may find that out. Chris 08:31 - 08:39 Yeah. No. This is great. This is fantastic. So I appreciate you talking about this with your experience that you've had. And, yeah. Till next time. L Larry 08:39 - 08:41 Great. Good job. Thanks.…
Speaker 0 00:00 - 00:15 You know , Larry , you've been a global sales leader for a very long time , have dealt with different size organizations. How important is it for the organization when it comes to developing a sales comp plan ? Speaker 1 00:15 - 01:36 I really feel like the development of the sales compensation plan is , is actually key to , building a successful team and having a successful business. And so I take the sales compensation plan really , really seriously. There are different parts of the compensation plan. It's the quota development. It's , are we going to pay on margin ? Are we going to pay on revenue ? And it is how frequently are we going to pay ? Are we going to pay bonuses ? How are we going to accelerate payment ? There's just so many factors to sales comp that are , are important. And if you get it right , it really drives the behavior of the salespeople. And you want it to use it as a tool to drive the behavior of salespeople. So I just think it's really important to get that piece right. And it does involve talking to , you know , if you're the sales leader , you , the CEO , the general manager , the operations people all have to be a part of this discussion with sales comp because whatever you decide to do , that's the behavior you're going to get from the salespeople. And it needs to reflect pieces of everybody's business. So it Yeah. I just think it's key to the success of the company to get the sales comp right. Speaker 0 01:36 - 01:53 It's really interesting how many professionals are talking about , like , mid quarter change or a comp plan change. I see companies do that. Would you ever part of those mid changes , or how do you feel about that stuff with organizations ? Because I could tell you the candidates do not like it. Speaker 1 01:53 - 04:04 Yeah. And they should. Okay. You know , when you change a comp plan midstream , you only do that out of , like I'm I don't wanna use the word desperation , but you do it because it just has to be done. And , and so who , I , I won't say you never do it because there are times where if you have totally screwed up your original comp plan and you're running out of money as a business because you're way overpaying your sales reps for revenue that's not bringing in margin dollars to pay it. You have to make a change. So , but you have to really be in bad shape to do that. So you could tweak a comp plan mid midstream , but like you could decide that one of the products solutions that you guys are selling is generating higher margins than expected. So let's drive the sellers that way by tweaking the comp plan and maybe giving them more quota credit for that particular product. Interesting. Absolutely. You can do this in 2 different ways. The comp plan is the comp plan , and you could say , right , we're gonna have a contest now. And you can tweak. It's still the comp plan , but it's outside of the comp plan rule. So we're gonna have a contest now and try to drive our sellers toward selling this particular solution. The other way is to actually tweak the comp plan and say , you know , we're paying 8% of revenue on that particular product. We're gonna pay 9 or something like that. So you can do it. Either way , I I'd rather tweak the cop plan than have a whole lot of different contests. Yeah. But I've been in organizations where that did contests , that really rewarded , solutions higher during certain parts of the year and , and have that work very effective. So either way , as long as when you're tweaking it , you're not tweaking it so people get paid less. You if you're gonna tweak it , you always wanna tweak it so people get paid more. Speaker 0 04:04 - 04:11 Now as far as , like , complexity goes , I've seen some comp plans where I'm sure you I you I I don't even understand it. Speaker 1 04:11 - 05:20 I think simplicity helps me hire better people , and it helps me inset my sellers in a way that I can change their behavior on a dime. Meaning , if if I can get away with paying some percentage of revenue , you know , a flat percentage of revenue , that to me helps me hire and go after top talent. I can explain the comp plan very easily. They get the comp plan very easily. And there's a lot less confusion about what the expectation in the business is. Right. So , yeah , if the comp plan has to be complicated , it it then takes away your ability to sell your company to a top seller. Because if they can't figure out what you're doing with your comp plan and 30 minutes of talking with you , that's a problem. That that's gonna be a problem. And they're they may be reluctant to leave because top sellers are already working somewhere. Very few top sellers are unemployed. A. Speaker 0 05:20 - 05:21 100%. Yeah. Speaker 1 05:21 - 05:32 They're employed somewhere. And so if they can't understand your comp plan in a short amount of time , the chance of them wanting to come and work in your organization starts at the clock. Speaker 0 05:32 - 05:59 And I couldn't agree with you more on that because , I mean , I haven't I know I knew your top sellers and still know them , and there's a lot of others out there. And we always talk about that. I'm just a fly on the wall , but I could tell you none of them want a complex plan. They want to know exactly. I produce this because we agreed in the offer letter. I want to get paid this. And I just can't imagine , like , being in an organization myself as a seller , wanting to go work for a company where I've got to do , like , taxes to figure out what I'm gonna get paid. Speaker 1 05:59 - 06:06 The other part is it's funny sellers have a way of , you know , figuring out the most complex. Speaker 0 06:06 - 06:08 We we do. We don't wanna do it. Speaker 1 06:08 - 06:21 You don't wanna do it. Right ? And I don't wanna have you do it. Because as you're figuring it out , you find all kind of loopholes , and you find all kind of things that may maybe were unintended consequences of comp plan. Speaker 0 06:21 - 06:28 Companies that wanna drive better results with their sales teams , how do you feel about caps on commissions ? Speaker 1 06:28 - 06:31 I'm not afraid of any caps. Speaker 0 06:31 - 06:34 Okay. That's what I thought you would say. But. Speaker 1 06:34 - 07:38 Once again , just like I would say , I don't wanna ever change a comp plan midstream. I don't wanna ever cap a seller , but I want it in the comp plan that I could , if I had to. So I don't ever want to use it , but it needs to be a line item in the comp plan. There are unforeseen circumstances , Things that happen in a sales environment. Let's talk about the first thing that could happen. The business , the business could be failed. So if the business is failing , it's not the seller's fault , but everybody's suffering. And so the seller is a part of this greater team. And so you need to have the ability to protect the business. Now , I don't want to ever have to cap this up. I cannot recall once. I guess I was a seller for , I guess , 8 years in technology and I've been a sales leader for like 30 plus years. And I don't remember ever had cat as against the comp. Speaker 0 07:38 - 08:02 Now for organizations out there , I guess it would depend on how big the sales force is or mature. But when you think about splits , that's another thing that comes up in sales comps. Do we do a 5050 ? Do we do a 60 40 ? I've even seen , which is interesting , 70 , 30 , 80 , 20. Because I've seen organizations go very high on salaries. Right ? And maybe their sales cycles are extensively longer. Speaker 1 08:02 - 08:10 I tend to go 5050. But if I have a solution that's gonna take a long time to sell , my 5050 model isn't gonna work. Speaker 0 08:10 - 08:14 Have you had instances where you do go higher or have you always been 5050 ? Speaker 1 08:14 - 08:21 I'm either 5050 or 5545. I can't think of a time where I paid 70 , 30. Speaker 0 08:21 - 08:45 But you've always had them , like , literally every sales team , and and I think most people may not those and some do , but , like , you've every sales team you've led was crushing it. And I get companies that , well , we wanna pay this. And I'm like , you don't need to. Right ? Or they're not paying as much. They're like 40 , 60. So regardless of the product , you were hey. This is where I was because I want the right type of sellers. Speaker 1 08:45 - 08:48 Yeah. I I prefer to be 50. Speaker 0 08:48 - 09:01 What are some situations that sales leaders that are at getting to your level or they've got the right mindset for a comp plan , but it falls short at there ? How do you deal with influencing the right comp plan ? Speaker 1 09:01 - 09:48 Typically , you know , what the CEO cares about is are we driving a proper behavior ? Are we gonna get the best people ? Which means is our compensation market based so we can get the best feet. The CFO carries about how much are my sales expense for what amount of revenue. And so I think that in my experience , I value what the CFO brings to the table because I'm really focused on market based compensation , driving behavior , and getting these folks paid. They'll model it out for you. And many times working with with CFOs , yeah , there's a push and pull and there's an argument , but it we're both after the same thing. Speaker 0 09:48 - 09:49 Yeah. Speaker 1 09:49 - 09:58 And and in the end , we're gonna come to a balance that I can live with and that they can live with and that the CEO is gonna be happy that we're able to do that. Speaker 0 09:58 - 10:05 We pay ours monthly. Is there quarterly ? Is it monthly ? How do you feel about that on comp plans ? Speaker 1 10:05 - 10:18 Sooner is better and more frequent is better. So I'm a big fan. I don't think you can pay any sooner than month. The sooner you could pay somebody after they close the deal , the better. That motivates people. Speaker 0 10:18 - 10:39 What's that dopamine hit ? Right ? Like , from , like , social media , it's the same thing with fight. You see it hit your account , and you're like , okay. Great. Let's let's keep it going. Exactly. What would you kind of summarizing , like , things that sales leaders should really think about 3 , 4 , 2 , like , I don't know how many bullet points you have , but that when you're developing a these are what you need to think about. Speaker 1 10:39 - 11:55 Yeah. Which what are your fixed cost sales expense ? What do they look like ? What are your variable costs look like ? What is the market pay for , for what your guys are doing ? How can I make this comp plan now ? If I have all that data , how can I make this comp plan simple ? And so on the side of simplicity all the time and never try to pass off comp plan that's lower than market based , because then you're accepting that you're gonna get C players. Remember , getting the best people means that you have to have a comp plan that makes sense. That's market based because the best people think they're going to make above market. So if your comp plan is market based , they think they're going to blow it out anyway. And that's good. But if you've given them something that's lower than the market and saying that the only thing they're gonna get to is market , that that doesn't play well. And and one other thing they're doing , a lot of sales leaders , I don't , I think , forget. A little bit of overpayment goes a long way. Their CFO's gonna cringe when I say it. If you're gonna in your comp plan , on the side of overpayment. Speaker 0 11:55 - 12:03 Now this is helpful. I'm glad you shared your thoughts on this stuff because this is something that's obviously a big topic , especially around this time of the year. So Absolutely. Thanks , Larry. Speaker 1 12:03 - 12:04 Thank you.…
The question that I really wanna ask you is because you've led a lot of different teams in different environments and have had a lot of successful teams that you built out, I have no doubt that you've had your fair share of underperformers. How do you deal with underperformers? S1 Speaker 1 00:16 - 01:54 The biggest challenge you have as a leader is to figure out why they're underperforming, what the problem is. And, the best way to do that is through coaching. So the first place you look when you have people who are performing, it's are they hitting those KPIs or tables or whatever a business wants to call them, but the 3, they're the 3 or 4 things that a seller has to do to be successful. And so if you find out they're doing those things and yet they're still not being successful, then it's incumbent upon you as the sales leader. And usually this is the first line sales leader. If you find it, this, this person, this individual is hitting all of their metrics that you felt were important to do it. Then a lot of what you have to do is going to involve direct contact with that seller, going out and visiting customers with that seller and having discussions about those visits at the each visit. If you develop a culture of coaching, you can give constructive coaching to the individual. When you look at all those metrics, if you can look at them and be really thinking constructively about how they can improve those tangibles, then you wanna talk to the individual about what they're doing long. What many sales leaders don't do is get involved to the detailed level, why they're not making those metrics. And then when they do get involved, they don't provide proactive coaching because what's important is that that individual has to face up to what they're doing wrong, typically to to try to progress them to become a performer. S0 Speaker 0 01:54 - 02:10 Anecdotally, just in conversations with leaders, I could say they're probably not doing this because the feedback I get from candidates is they've been told, you know, or coached out. But the words you use or the tones you use, like how important is that? S1 Speaker 1 02:10 - 04:29 You know, words are important, but the frequency of coaching is I think the critical factor. I wasn't the kind of sales leader that looked to try to demean you. What I would like to do is just to talk about where you're doing well, where you're not doing well. And if you're not making your number, it's a problem. And you need to know that it's a problem. Sales leaders are funny. You know, one of the things they don't, most people don't make their quota. Like if I'm a sales manager, it's gonna be hard to make my quota if I don't keep a full staff. So I can't have a lot of attrition and I can't be fired a whole lot of people. A lot of sales leaders will, permit underperformance to relax and just continue along their way because maybe they believe they've got some over performers that are going to cover up for them. I never thought that was a good idea. I always thought that what you needed to do is to build up a funnel of potential candidates that you could always go to. And so you're not, reluctant to have that tough conversation with your underperforming salesperson. So the idea that you go out with a salesperson and they do a whole lot of things wrong, and you say, oh, it was a pretty good call. Yeah. You, you may wanna be able to think about doing this and doing that the next time. No, you can't do that. You have to say, you know, the call was really bad. Okay. That was not a pretty good call. Call was really bad. You got to set the tone really upfront. The call was really bad. I was disappointed that you let these things take place during the call. It doesn't appear to me that you were listening properly, but I set the tone while I lead the meeting with that was not a good call. I'm doing the person a favor, but staying in it extra nights when you're not, because when you, when you don't say it very directly, they may not hear it. And so you're not giving them a chance to fix it because if they don't think it, if they think something was pretty good, but you really thought it was pretty bad, then they're gonna go away with not thinking that they need to fix something. You need them to go away thinking that they need to get something fixed. S0 Speaker 0 04:29 - 04:42 I've heard of leaders through the voice of the sellers, like the aggressive nature of just rating. Is there a time and a place for that? Yeah. Or not as even doesn't even exist. S1 Speaker 1 04:42 - 06:04 If, if you're being described as somebody just be rating somebody that's usually means that you're not just offering them constructive advice. But I will tell you that it is important as a sales leader, people see you treat everyone fairly. Some people say, well, I would never have a, have any constructive conversation in public, in a public forum, in, in like in a sales manager meeting. Well, I don't think this, I don't agree with that. I think that if your seller is, hasn't been performing and hasn't been doing what they're supposed, it's okay to talk about that in sales meeting. It's okay for me to say Chris, and we've got the other sellers around Chris, you're not hitting any of your metrics. Your funnel is weak and you're not making your number. We're gonna have to talk about that. And the reason I think it's important that other sellers hear the op in the sales meeting environment is because now you're setting, you're setting the tone for the business, you know, and they're hearing it. Now I didn't demean you in any way. I just talked about the 3 things that you're not doing. We can have that dialogue. I doubt we want to have it back and forth, but you did hear me Yeah. In the middle of the meeting. And all the other reps heard too. So if they're in that state, it becomes a culture that can handle that. What I'm S0 Speaker 0 06:04 - 06:16 what I'm curious is because you've worked in the bigger companies and you've worked in start ups. What are the differences, if there's any, when coaching people underperformers or dealing with underperformers? S1 Speaker 1 06:16 - 08:07 Technically, there shouldn't be any difference. Okay. But in the bigger companies, the formal personal improvement plan is critical in a startup. You should do a formal one, but many times you're every year, every year running so fast. You just gotta go. Hey man, the informal is, hey, look, man. We talked about this last week. We talked about it a month ago. You're still not doing any of these things. We gotta move on. In a bigger company kit, you gotta do the personal improvement plan, even though you talked about it, you talked about it. And the reason I say that there shouldn't be any difference. The key is that the salesperson know that they're not meeting their number. Does the salesperson know that you believe that theirs, they're not meeting their number because they're not hitting the metrics that they should be? Have you told them that? Have you coached them on how to do it? All of that can take place in 3 days. Okay. Yeah. All the things I just thought can take place in 3 days, but it's important that it takes place and that should take place in a bigger company or the smaller company. If you're a frontline sales, normal, Jerry, you have to be touching your sellers all the time, especially the ones that are underperforming. The ones that are hitting their number is fine, but 30% are not. You should be focused on that 30% because you can potentially help them improve to so that you will have an 80% number or 90% number, but you also, but the way to do that is to also be strategic about building your funnel of candidates. Because I think that most sales managers, if they knew they had somebody in their funnel that could come in and do the job, they'd be more likely to coach on a more regular basis. S0 Speaker 0 08:07 - 08:13 How do you deal with underperformers that are giving you these sob stories that are very compelling? S1 Speaker 1 08:13 - 09:41 Yeah. I'm gonna be very direct with with them. I hear you. And, you know, and I'm I'm I'm quite confident you're gonna be able to work through that. Let's get back to focusing on what you're not being with. Okay. So I'm not, I, I, I'm not getting involved in what they got going on. I hear you too, and I'm confident you're going to take care of it. And as a sales leader, like I said, move me. I can't count a one horn. People who have come up to me with that as it is coming up to bring their personal problems is that we're shooting. That just doesn't happen. And I think it's because I've shut a business tone in my discussions. We coach each other, we talk to each other daily, but it's all business. But I said, I, you know, very, I didn't face that a lot because I did stay in the business lane so much with the one that you should work with. And ultimately by doing that, they found me to be frail. They found me to be, focused on their well-being from a job standpoint. I mean, the job is an important piece of your life. And I'm I am being when they do the job well, I am enthusiastic on giving credit and try to make sure they get as much money as they can get. And when they do the job poorly, I want them to know what they're doing poorly so that they can potentially fix it. S0 Speaker 0 09:41 - 09:52 I guess summarize the 3 like, a couple points ending this discussion that you would wanna remind people or sales leaders that are dealing with underperformers just to kinda highlight what we just talked about. S1 Speaker 1 09:52 - 10:55 The first one is build a culture of coaching in your organization, because that's going to help you over perform exactly that performance, but it's really going to help you with underperformance. If you're given them direct and structured coaching. Number 2, if you're a sales lead, always interview other people. Yeah. One of the biggest things that keeps you from really, focusing on your underperformer is you don't have a back. And so always be looking to have a funnel of people that can come in and do potentially do the job, better than the underperformers are doing it. And the third, you know, stay true and be fair, stay true in your approach. You know, it's in business and you, you want them to see everything that you do is for the good of the business and for their good in terms of I'm trying to help you make more money. I'm trying to help you keep this…
Welcome to Talent Acquired, a Chris Edward Consulting podcast hosted by Chris Nakiso, where we bring you the stories, strategies and the viewpoints of candidates, hiring managers and recruiters. The world of talent acquisition has changed dramatically in the last decade. It feels like not so long ago when we printed curriculums and took them to an office dressed in a suit and tie. Now, recruiting has merged with technology, and the way of applying, and interviewing for a position is very different. In this episode of Talent Acquired, Chris talks to his long-time friend and colleague, Leah Harrigan Verouden, Founder of Career Copilots and Talent Acquisition Partner at WestJet. Leah has a long career working on talent acquisition and has helped some of the world’s biggest companies like Google find and hire the best professionals out there. In this conversation, Leah shares her expertise and tells you how to work LinkedIn to your favor, tips for a successful online interview and shares exactly what to do if you don't hear back from your dream job. Tune in and learn the best practices and how to avoid common mistakes from a recruiting professional! Jump straight into: 00:10 - Leah’s background on talent acquisition for the world’s biggest companies - “When Google calls, you answer. Essentially I packed up my belongings and skipped countries to head over to the States and help with their hiring.” 02:51 - Career coaching with Leah’s consulting company Career Copilot - “I've got about 12 years of in-house recruitment and agency recruitment, so I've converted that into a business that allows me to give behind the scenes knowledge.” 05:33 - How hiring has dramatically changed over the last years - “The item that I noticed that has changed the most is that always-on job searcher. Having something like a LinkedIn, you can be found at any hour of the day!” 09:02 - The importance of LinkedIn in today’s recruiting processes - “Legitimately massive companies are still proactively recruiting people that they want to come join them. LinkedIn remains such a hot tool.” 12:41 - Tips and tricks on how to have a perfect LinkedIn profile - “What are your values? What's important to you? It's an opportunity to highlight the things that maybe don't show up in a job description.” 14:02 - Common mistakes: The new norms for professionals - “I think people are getting too casual. If you're interviewing and you're on a video interview, that's still an interview.” 21:09 - Why am I not hearing back after my job application? - “Depending on the scale of the company and the vast number of resumes they might be getting, there might not actually be a person on the other end reviewing each and every resume so that sometimes is also why people don't hear back.” 26:48 - Where is the recruiting world going in the next 10 years? - “I think the way we use LinkedIn, the way we use social media, the way we use things like video are going to replace a lot of those traditional job searches and how you attract candidates.” Resources Connect with Leah through LinkedIn or via email Thanks for tuning in, if you want to know more, please visit our website . This show has been produced by StudioPod, for more information about their service, you can visit their website .…
Welcome to Talent Acquired, a Chris Edward Consulting podcast hosted by Chris Nakiso, where we bring you the stories, strategies and the viewpoints of candidates, hiring managers and recruiters. Is today’s situation the perfect opportunity for hiring managers to get exceptional talent? Should your corporation be looking at profiles from outside the industry to cover key positions? In today’s episode, Chris talks to Luis Berlanga, Senior Sales Manager for Smart Collaboration North America at Lenovo about recruiting during COVID19 and the opportunities that remote work can offer. Plus, he tells us why the future for IT is definitely the cloud and what we should be looking forward to regarding collaboration spaces. Join this conversation now and learn firsthand how big companies like Lenovo find the best talent for their teams! Jump straight into: (05:22) - Recruiting on times of COVID19: How do successful companies get the best talent - “ I want people that are looking to create momentum and really move from one stage of growth into another explosive growth. And I think that's the opportunity at hand with what we are doing now.” (07:09) - Should you get talent from outside the industry? - “The challenge that most hiring managers have is that the people that you want usually aren't looking for jobs. They're not looking for work, they're not out there.” (12:16) - How to get out of an old hiring mentality - “If you're trying to talk about the old days to customers that are buying now and that are buying differently, those are the things you really have to care and feed for.” (14:54) - What is the future of collaboration spaces? - “The number one priority for IT buyers today is to get their applications into the cloud and their number two priority is to get video turned on everywhere.” (15:49) - The magic of today's accessible technology - “If you look at all of 2020, and up to the pandemic, everybody got shut down and sent home and had to continue working in different ways. You couldn't have done that in the past.” Resources Connect with Luis through LinkedIn Thanks for tuning in, if you want to know more, please visit our website . This show has been produced by StudioPod, for more information about their service, you can visit their website .…
Welcome to Talent Acquired, a Chris Edward Consulting podcast hosted by Chris Nakiso, where we bring you the stories, strategies and the viewpoints of candidates, hiring managers and recruiters. Going from an operational role into a leadership position is not easy. It takes time to master your craft and get noticed plus a lot of strategic decision-making to rise to the top. In this episode of Talent Acquired, Chris sits with sales legend and sensei, Larry Satterfield, retired Sales Leader at Jazz Networks, to talk about his professional career from the time he was running around calling clients, to becoming the Sales VP for companies like Dell, Tanberg, and Cisco. Join in to listen to Larry’s expert advice on how to be sufficiently driven, process-oriented, and competitive to rise to your dream position. Jump straight into: (03:29) - The reason that made Larry discover the sales world - “I noticed the freedom you get as a seller and I noticed the amount of money that you can make because you're getting paid commissions.” (05:22) - The challenges for young sales professionals - “ Get self-aware and understand how you're going to feel when you get rejected, because in sales if you're good you're going to get rejected three out of every four times.” (11:35) - Learning the business back in the 80’s - “Back in those days, the sales guy was an engineer, as well as the seller. And so you got out there in front of customers and you had to be able to answer past the first three questions.” (15:27) - Larry’s jump to sales leadership - “When they came to me and said 'You have helped train the sellers that we have today and we think you can do this' I was doing some of the sales management while I was a seller to help out my teammates, but it didn't feel like a move I needed to make.” (20:26) - Advice to young professionals looking to get into leadership positions - “Be self-aware, you're really good at what you're doing as a seller and you're having a lot of success. Are you willing to make these kinds of sacrifices?” (24:55) - The characteristics of a good sales leader - “Do the people that work for me think that I'm looking out for them? That I have their back? That I have their best interest at heart? Do they trust me?” (31:01) - Larry’s mindset as a sales leader - “I believe that if you can't do a job in a great way, then you should probably look for a different role and not barely making quota or barely missing quota didn't put me as number one in the company.” (35:09) - Competitiveness and money motivation - “I want sellers to understand that sales is a process and have a good understanding of what their process is, but I also want them to be greedy.” (40:30) - Moving for business and getting demoted - “If your job is as VP of sales and people don't believe you're doing a good job at it, then instead of demoting you, they should just get rid of you, let you go find something that you can do better.” (52:12) - Are you suited for sales? - “If you're in the job now, if you're doing well and having success and you enjoy it. But if you're struggling, don't struggle forever.” (55:05) - The importance of having mentors in your professional career - “There were always people that were around me that challenged my thinking and were great coaches.” Resources Connect with Larry through LinkedIn Jazz Networks Thanks for tuning in, if you want to know more, please visit our website . This show has been produced by StudioPod, for more information about their service, you can visit their website .…
Welcome to Talent Acquired, a Chris Edward Consulting podcast hosted by Chris Nakiso, where we bring you the stories, strategies and the viewpoints of candidates, hiring managers and recruiters. It’s a fact, video conferencing went from being a high-value asset to an everyday tool available to everyone via companies like Zoom. The market for video solution integrators has definitely shifted and it’s time for them to change the game to stay relevant in today’s landscape. In this episode of Talent Acquired, Chris sits with Olly Hender, Vice President of UC and Cloud at Kinly, to talk about the future for video integrators and their secret of recruiting the best tech-savvy talent. Olly gives golden advice on what to look for when building a new team and how to redirect your traditional business into a service-oriented company. Jump straight into: (00:00) - Olly’s work at Kinly - “We're a global integrator originally but now thanks to people like myself and a few more progressive thinkers in the organization. We're really trying to push to be a collaboration fronted solution.” (01:51) - The video conferencing market - “There was a seismic shift from classic video conferencing, which was the luxury of a few major corporates. It cost millions of dollars to put infrastructure in, to have it operating at a really good level where it was always on, always in high quality and had that robustness to it.” (03:49) - The shift to easier solutions - “There were millions of dollars in maintenance every year for large environments. Then all of a sudden clients started to change to Teams and Zoom where let's be honest, the slice of the pie wasn't so big. It's become a commodity-driven market.” (05:58) - Finding the right tech-savvy talent - “Our younger techs, the kids that have grown up with PCs all over the house, pulling in and pulling out USB devices, knowing where things are going, those guys are taking to it like ducks to water.” (10:35) - Olly’s recommendation for building your team - “Agility is number one for me, you've got to be agile in your approach, you've got to be agile in who you're looking at, and you've also got to be looking for agility in the people.” Resources Connect with Olly through LinkedIn Thanks for tuning in, if you want to know more, please visit our website . This show has been produced by StudioPod, for more information about their service, you can visit their website .…
Welcome to Talent Acquired, a Chris Edward Consulting podcast hosted by Chris Nakiso, where we bring you the stories, strategies, and viewpoints of candidates, hiring managers, and recruiters. Since 2020, businesses were forced to migrate to fully remote ways of operating, selling, and connecting with collaborators and customers, so it is crucial for modern day sales leaders to embrace this new model of doing business. In this episode of Talent Acquired, Chris chats with Scott Peterson, Chief Revenue Officer at Mitel, to talk about leadership and the roles of emotional intelligence, effective communication, and empathy for others when it comes down to getting things done. Tune in to learn more about the skills you need to push your team and your brand to the next level. Jump straight into: (00:10) - The evolution of leadership: What does the modern-day sales leader truly need? - “Both the soft skills and hard skills are important. It is an art and a science to doing this well.” (06:26) - The skills that make the difference when building a team - “The soft skill that I seek in leaders is the ability to have an emotionally intelligent conversation, with their people, their customers, their partners.” (10:12) - Reading situations through a screen - “As leaders, our challenge and our opportunity are to really be in tune with what's going on, and what that person is bringing to that session that day.” (12:10) - The building of relationships in the digital world - “Way in and day out, we're not going to be able to go out and just play golf. We'll need to have different conversations about what's happening in your business and how I can solve them and build trust in different ways than we did before.” Resources Connect with Scott through LinkedIn Thanks for tuning in, if you want to know more, please visit our website . This show has been produced by StudioPod, for more information about their service, you can visit their website .…
Welcome to Talent Acquired, a Chris Edward Consulting podcast hosted by Chris Nakiso, where we bring you the stories, strategies and the viewpoints of candidates, hiring managers and recruiters. Let’s face it, the hiring process of any company takes a lot of resources, energy and time, so when it comes the time to get new talent on board, it is crucial for managers to be prepared and plan the entire process. In our first episode, Chris sits down with Boris Seibert, Head of Business-to-Business and Go-to-Market, Global Creativity and Productivity at Logitech, to chat about the importance of process throughout the interviewing cycle when acquiring talent. Listen now to learn Boris’ tips and tricks, so that you too can spot the diamond on the rough and choose the best fit for your team. Jump straight into: (00:10) - How important is the process for the interview cycle? - “When I joined Logitech, I interviewed with 13 people over the course of eight weeks. It was long, painful and crazy.” (06:18) - The tricks of the trade and why every moment counts as an interview - “Until you see, feel, and touch what they're doing every day, you don't really know what you're signing up for.” (10:23) - Common mistakes companies may make during recruiting - “When you get to the final three candidates or the final five candidates, the assumption that one of those people are going to get the job is a horrible assumption to start with.” (12:29) - Tips to improve the hiring process and spot the best candidate - “A resume and qualifications aren't everything. They're a good starting point, but it's really the interview process that really finds the right candidate.” Resources Connect with Boris through LinkedIn Thanks for tuning in, if you want to know more, please visit our website . This show has been produced by StudioPod, for more information about their service, you can visit their website .…
Welcome to Talent Acquired, a Chris Edward Consulting podcast hosted by its Founder, Chris Nakiso. Whether you are a company looking to hire, a professional looking to improve your career or a recruiter helping people connect, this podcast was designed to help us understand how we can improve talent acquisition in the modern era. Join us on this journey through the talent acquisition landscape! We’ll bring you stories, strategies and viewpoints of candidates, hiring managers and recruiters that will help you find the right talent for your team. Talent Acquired is produced by StudioPod Media . For more information about Chris Edward Consulting services please visit their website .…
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