I did a video a few months ago when we first hired
our sales team about how we manage them,
check that out below.
In this video, I wanna update,
because we just hired a new sales guy, Billy.
And I wanna talk about how we're onboarding him,
and the learnings from onboarding the last sales team.
So the first thing I set up with Billy
are Daily One on Ones.
For Billy and with our account manager Lael,
what was extremely important was having daily check-ins,
15, 20 minute calls where we just talk about
what's going on what they're doing in their day,
and I answer any questions.
Similar to how our one on one's are structured
which I'll talk about in a second.
So on these daily check-ins, normally I'll call Billy
or when Lael was getting on boarded as our account manager,
I'll call him and we'll have a 15 to 20 minute talk
sometimes it's less, sometimes it's a little longer,
about what they're doing, how they're playing their day out,
and if they have any questions
I'll answer them at that time.
I'm also on chat and all those other channels,
but this call is where I do most of my
communication with the employee in the first couple weeks.
A few months ago, somebody called my management style
Laissez-Faire which basically means
I'm pretty hands off as long as people get their work done,
I don't really care about micro-managing them.
Robert, my co-founder is very different,
he's very hands on, he runs these dashboards
and all the stuff that I've shown you in previous videos.
But I'm more of a hands off guy as long as you
are getting the work done it's fine,
and we'll talk about that and get them ramped up
in these first two weeks.
Point two is set clear goals.
For Lael the account manager we hired,
his goal was to meet with all accounts
in the first two weeks and get a read on how we're doing.
For Billy his goal is 8 to 12 meetings
a week with new business clients for experiment 27.
Very simple goal, that somebody working
a decent number of hours that should be able to pull off.
Once he starts booking those meetings consistently,
that's the lead measure,
as I've talked about in a bunch of other videos,
but the lag measure is going to be closes.
So eventually he'll have a close goal
let's say it's four or five clients every month
that he's supposed to close.
And then finally once the employee's onboarded
I move to weekly check-ins.
We have a sales meeting on Mondays
and I did a video on how we run that sales meeting,
we're still basically running it the same way,
and when Billy's fully onboarded,
it'll be me, Robert, and Billy in that sales meeting
talking about how everything is going at the company.
One thing that I found extremely important
when it comes to sales teams,
it's very important to actually check their work.
Something that I haven't been too good at in the past.
And it leads to slight under performance.
Robert's amazing at this, that's why he runs production,
right now our guys are always on point.
But when I was more hands on running sales,
our guys did start to lag a little bit
in terms of their production and it was because
of that lack of hands on sales management.
So what I'm actually gonna do,
or what I'm planning to do is hire a
Senior Sales guy on a consulting bases.
And if that experiment works,
I'll let you know how it goes on this channel.
That's how we're onboarding Billy,
that's how we onboarded out account manager Lael.
Do you have any other questions on management,
or onboarding new employees?
If you do, leave them down in the comments
I would love to answer them.
Like this video to encourage
this type of content on YouTube.
And subscribe for more B2B sales training.
If you need marketing support for your digital agency,
check out experiment27.com.
I'm Alex Berman, thanks.
Không có nhận xét nào:
Đăng nhận xét