Jack of Spades: Setting Up Performance Improvement Plans: Offer structured guidance for those not meeting benchmarks.

Jack of Spades: Setting Up Performance Improvement Plans: Offer structured guidance for those not meeting benchmarks.

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In the tightly woven tapestry of a sales organization, each thread—each salesperson—must hold its own for the entire structure to maintain its integrity. Imagine a well-practiced orchestra where each musician is critical to the harmonious output. If even one violinist is off-key, it disrupts not just the symphony but also influences the collective perception of the audience. Similarly, when one salesperson consistently misses the mark, the dissonance affects not just their numbers but the collective performance and morale of the entire team.

Performance Improvement Plans: A Constructive Pathway, Not a Corporate Guilt-Trip

A prevalent misunderstanding of Performance Improvement Plans (PIPs) is their perceived function as a corporate guillotine, an ultimatum for those who underperform. But that’s far from the truth. When deployed with intent and care, a PIP serves as a roadmap that leads the lost back onto the path of productivity and achievement.

A Performance Improvement Plan starts with clarity. Specific, measurable, achievable, relevant, and time-bound (SMART) objectives are laid out. Suppose a salesperson faces difficulty in closing deals. The PIP would set a precise target, for example, improving the closing ratio by 20% over the next quarter.

But merely establishing ambitious milestones is an exercise in futility if not paired with the right tools and resources. It’s the responsibility of leadership to ensure that the salesperson has what they need to reach their new goals. This may include specialized training modules, mentorship from senior salespersons, or even software solutions that aid in customer relationship management.

Review and Reflection: The PIP Feedback Loop

Consistent monitoring and feedback mechanisms are integral to the PIP process. This is not about keeping tabs or playing “big brother,” but rather, establishing a feedback loop. These should be structured as collaborative dialogue, focusing on problem-solving rather than fault-finding. Once the set duration for the PIP ends, an in-depth review ensues. This is a pivotal moment that serves dual purposes—applauding improvement and identifying areas that require further fine-tuning.

Encompassing Compassion: People Over Numbers

While we emphasize numerical targets and performance metrics, we must not lose sight of the human element. Performance Improvement Plans should be designed and implemented with an empathetic understanding of the unique circumstances affecting each salesperson’s performance. The PIP, therefore, becomes not just a tool for improving metrics but also a gesture of organizational compassion and well-being.

It’s worth remembering that instilling a culture of Performance Improvement Plans is not merely a strategy to elevate individual salespersons; it’s a mirror reflecting the maturity of an organization and its investment in its people. It’s about showing that the organization values sustained effort and long-term growth over short-lived gains and snap judgments.

The Sculptor’s Patience

Implementing a Performance Improvement Plan is similar to the patience exhibited by a sculptor. When faced with an unpolished stone, instead of discarding it outright, the sculptor sees potential. With measured chisel strikes, what was once a mere rock transforms into art. Similarly, PIPs offer that measured guidance, turning the rough stone of underperformance into the refined sculpture of a high-performing sales asset. Through this targeted, compassionate approach, leaders not only foster individual success but contribute to building an organizational culture centered on growth, empathy, and resilience.

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Nine of Spades: Addressing Salesperson Underperformance: Setting Performance Benchmarks: Define standards for success to measure against.

Nine of Spades: Addressing Salesperson Underperformance: Setting Performance Benchmarks: Define standards for success to measure against.

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Understanding the Nature of Sales Benchmarks

Let’s start by grounding ourselves in the foundational premise: Sales benchmarks are not merely numerical goals but the defining coordinates of success. If you will, consider them as your organization’s North Star, guiding your sales team through the complexities of quotas, customer relationships, and revenue targets. Benchmarks transcend the limitations of raw numbers and extend into the realm of qualitative assessment—whether it’s the ability to understand customer needs or to align solutions accordingly.

To further clarify, think of benchmarks as akin to a financial portfolio’s balance of risk and return. They offer a comprehensive view of performance, much like a diversified portfolio that offers an integrated financial health assessment. Each component—be it customer retention rates, average deal sizes, or response times—contributes to this multifaceted view. Benchmarks thereby act as a composite score that tells you where you are, where you should be, and, most importantly, how to get there.

The Nuances of Crafting Benchmarks: It’s About Alignment

Creating effective benchmarks requires alignment with broader organizational goals, current market realities, and the sales team’s inherent capabilities. Striking this balance is akin to setting the interest rate in an economy. Set it too high, and you risk stalling growth; set it too low and invite complacency.

Thus, the process of setting benchmarks demands an understanding of averages and outliers. If a high percentage of your sales team consistently meets the benchmarks, they may not be challenging enough. Conversely, if only a small fraction achieves them, it could demoralize the rest and raise questions about the benchmarks’ attainability. The idea is to challenge your team just enough to stretch their capabilities while ensuring the goals are rooted in reality.

Diagnosing and Addressing Underperformance: A Structured Approach

The objective of performance benchmarks isn’t to point fingers at underperformers but to provide a structured mechanism for evaluation and growth. Having established benchmarks, the onus shifts from mere identification to a deep-rooted understanding of ‘why’ the underperformance occurred.

Is it a lack of training? Is it a mismatch between talents and tasks? Or perhaps it’s a more systemic issue related to product-market fit? Each diagnosis demands its unique course of action, requiring leaders to blend empathy with decisiveness. As you identify these pain points, you’re not merely putting a spotlight on them; you’re transforming them into actionable insights. Provide the necessary tools, training, or environmental changes, and monitor the impact on performance against the set benchmarks. In this way, underperformance becomes not a point of failure but an opportunity for both personal and organizational growth.

Benchmarks: Your Compass in the World of Sales

To CEOs, Sales Managers, and leaders in the trenches, understand that performance benchmarks are not just numbers on a performance review sheet but the milestones on your roadmap to success. They offer a dynamic, multi-dimensional gauge by which to measure, evaluate, and, most crucially, enhance performance.

Just as a ship’s captain would be rudderless without a compass, your sales team would navigate in the dark without well-defined benchmarks. These are not mere numbers but signposts in your journey toward sales excellence. They offer a vision of what could be and a measurement of what is. Establishing and adhering to these benchmarks provides direction, clarity, and a lens through which to transform challenges into growth opportunities.

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Two Tall Guys Talking Sales Podcast – Scaling from Your First 10 Customers to 50, 100 and Beyond – Episode 54

Two Tall Guys Talking Sales Podcast – Scaling from Your First 10 Customers to 50, 100 and Beyond – Episode 54

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If you’ve got your first 10 customers and are wondering, “What next?” then this episode of Two Tall Guys Talking Sales is essential listening. Hosts Kevin Lawson and Sean O’Shaughnessey explore the transformational journey from acquiring your first customers to scaling up your business. Dive into critical topics like product-market fit, market messaging, the role of the CEO as a salesperson, and much more. Arm yourself with practical, real-world advice to take your business to the next level.

Key Topics Discussed

The Crucial Jump from 10 to 50 Customers

Kevin and Sean examine the strategic shift required when you’re looking to grow from 10 customers to a more substantial customer base. They stress the importance of formalizing and aligning your offering with a well-defined buyer persona.

Understanding Buyer Personas

A recurring topic was the art and science of buyer personas. Kevin emphasizes the need to revisit and revise these as your business evolves. The objective is to understand who you’re selling to and what problem you’re solving for them.

Sales Leadership & Standardization

Sean explores the standardization of sales processes and offerings, particularly for scaling from a one-person operation to a multi-person sales team. This standardization is crucial for scalability and profitability.

The Role of the CEO in Sales

The hosts delve into the inevitable shift in the sales role of the CEO as the company grows. While the CEO might be heavily involved in sales initially, scaling to 50 or 100 customers requires a dedicated sales team.

Selling Tools vs. Selling Solutions

Sean provides a compelling analogy between selling tools and selling solutions. He emphasizes the importance of selling a standardized product rather than a customizable toolkit, using historical examples like Henry Ford and Steve Jobs.

Key Quotes

Kevin: “One challenge I see here that sales leaders need to solve is how to formalize and standardize the attraction process.”

Sean: “You need to really start focusing on who do you sell to, what problem do you really solve, and how do you sell this thing so that other people can sell for you.”

Summary

Don’t miss this episode if you’re gearing up for rapid growth. Both Kevin and Sean provide actionable insights that will equip you to transition from a startup to a scalable business. With a blend of theoretical knowledge and real-world advice, they lay down a roadmap for you to follow. Whether you’re a CEO doing sales, a startup looking to break into the market, or a sales leader aiming for standardization, this episode is your guide to elevating your sales game. Tune in now to pave the way for your business growth!

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Two Tall Guys Talking Sales Podcast – From Salesperson to Trusted Advisor: The Art of Problem Solving – Episode 50

Two Tall Guys Talking Sales Podcast – From Salesperson to Trusted Advisor: The Art of Problem Solving – Episode 50

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Dive deep into the heart of sales and sales leadership with Kevin Lawson and Sean O’Shaughnessey as they unravel the essence of problem-solving in the sales arena. This episode isn’t just about identifying problems but understanding the art of solving them. If you aim to transition from just selling a product to becoming a trusted advisor, this episode is your roadmap.

Key Topics Discussed:

  1. The importance of becoming a trusted advisor in sales.
  2. Building and maintaining long-lasting relationships with clients.
  3. The role of curiosity in understanding a client’s business.
  4. The significance of being well-read and informed about current business challenges.
  5. Networking is a tool for gaining insights and asking better questions.

Key Quotes:

  • Kevin: “How you become a trusted advisor is solving a business problem, not selling a product.”
  • Sean: “The key to the kingdom is to become a trusted advisor to your client. So that that advisor says, I wonder what Kevin thinks about this.”
  • Kevin: “Are you the person who’s reliable? Do you always cancel at the last minute? Do you put somebody to voicemail every time and forget to call them back? That’s a withdrawal from the trusted advisor list.”
  • Sean: “The key is don’t just show up as a salesperson. Don’t just show up as a vendor. Show up as an interested third party that is trying to figure out about their business.”

Additional Resources:

In this enlightening episode of “Two Tall Guys Talking Sales,” Kevin and Sean emphasize the importance of evolving from a mere salesperson to a trusted advisor. They discuss the nuances of building genuine relationships, the significance of being curious, and the need to be well-informed about the business landscape. Whether you’re a sales newbie or a seasoned professional, this episode offers invaluable insights that can transform your approach to sales. Don’t miss out on this opportunity to elevate your sales game. Tune in now!

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September Newsletter

September Newsletter

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August Newsletter

August Newsletter

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I hope you enjoy my August Newsletter

I hope you enjoy my August Newsletter

Published: Tue, 08/15/23

—
Sean O’Shaughnessey
CEO and President
New Sales Expert LLC
[email protected]
513.348.8700

6561 Bluegrass Way
Mason OH 45040
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The McDonald’s Lesson: Why a Diverse Sales Team Matters for Small Businesses

The McDonald’s Lesson: Why a Diverse Sales Team Matters for Small Businesses

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In the annals of American business history, few stories are as captivating as the rise of McDonald’s, immortalized in the 2016 biographical drama film “The Founder.” The story of Ray Kroc, a struggling milkshake machine salesman who transformed a local drive-in into a global fast-food empire, is a classic tale of ambition, innovation, and, controversially, ruthless business acumen.

However, behind the gripping narrative lies a valuable lesson for small businesses today. The McDonald brothers, Richard and Maurice, were entrepreneurs who envisioned a revolutionary fast-food system. Their only significant flaw? They relied heavily on a single salesperson – Ray Kroc – to sell their franchise concept. This dependency proved to be their Achilles’ heel and resulted in them losing control over their brand.

The McDonald brothers had an excellent product and a promising business model. But the near-total reliance on Kroc as their sole franchise salesperson left them vulnerable. When Kroc’s ambition overstepped the boundaries they were comfortable with, they had no alternative but to endure the adverse outcomes, including the eventual loss of their company.

Small businesses must take this lesson to heart in today’s rapidly evolving business landscape. A diverse sales team is no longer a luxury; it’s a necessity. Here’s why:

Control the Message: The Power of Diversity Over Singularity

In the evolving business landscape, the brand message is one of the most pivotal components for success. It is the heartbeat of your organization, resonating with the values, goals, and ethos your company embodies. Yet, when this message is funneled through a singular voice, it often becomes vulnerable to unintentional distortions and personal biases. Imagine an intricate musical piece being played only on one instrument – while it may still carry the tune, it misses the richness and depth that a full orchestra brings.

With a sole salesperson at the helm, there’s a heightened risk of this narrative skew. Their personal experiences, perspectives, or unique communication styles can inadvertently overshadow or drift from the brand’s foundational message. This is not to question the competence or intentions of the salesperson but to understand human nature. We all carry our filters and interpret things based on our lenses. In contrast, a diverse sales team acts as a safeguard. When guided by a unified strategy, multiple voices can reinforce the brand’s core message, iron out anomalies, and present a more rounded, authentic narrative to potential clients.

Moreover, by diversifying the conveyors of your brand message, you’re preserving its integrity and broadening its reach. Different salespeople can resonate differently with a varied clientele, ensuring your brand message is consistent and universally relatable. It’s about striking a balance between consistency and versatility, and in the intricate dance of sales, this balance can make all the difference.

Reduced Dependency: Spreading the Net Wide for Steady Growth

The tale of the McDonald brothers provides a cautionary narrative about the perils of leaning heavily on a singular entity for business advancement. While it seems convenient and efficient in the short term to place the onus of sales on one high-performing individual, this structure is fraught with risks. Over-reliance on a single salesperson can be likened to building a house on a singular pillar – while it might hold for a while, a single crack can bring the entire edifice crashing down.

A broad and diversified sales team acts as a buffer against such risks. Each member brings their strengths to the table, ensuring that the entire operation doesn’t come to a standstill if one cog in the machinery malfunctions. Whether it’s due to changing personal interests, unforeseen circumstances, or the natural evolution of a career, key players might exit the stage at some point. In such scenarios, a well-rounded sales team ensures that the business doesn’t just survive but thrives, adjusting and recalibrating with minimal disruptions.

Furthermore, reduced dependency on a single individual promotes collective growth and shared responsibility. It fosters an environment where team members motivate one another, learn from each other’s successes and setbacks, and drive the business forward as a united front. The lesson is clear: while individual brilliance is always welcome, the future of sustainable growth lies in collective strength and diversity.

Expanded Reach: The Power of Diversity in Scaling New Heights

A homogenous approach can stymie growth in a small company with a single salesperson. Imagine walking into a room where everyone thinks the same, has had the same experiences, and shares the same network. While there might be a comforting familiarity, the scope for fresh insights is limited. Enter a diverse sales team, a veritable melting pot of backgrounds, experiences, and worldviews. The breadth of knowledge and understanding they bring to the table allows businesses to see beyond the obvious and tap into uncharted territories.

Each member of a diverse sales team carries a unique professional, personal history, and distinct network. These networks, spanning various sectors, regions, and demographics, are like numerous doors waiting to be opened. A multicultural salesperson might provide insights into the buying behaviors of a particular community, while someone from a different industry background might spot parallels and opportunities overlooked by others. The cumulative effect is a richer, more nuanced understanding of a broad spectrum of potential clients, leading to more inclusive marketing strategies and products that cater to a broader audience.

Embracing such diversity isn’t just about ticking a box; it’s a strategic move. In a world where businesses vie for every inch of customer attention, a diverse sales team can be the very edge that sets a company apart, enabling it to resonate with a broader audience and ensuring that its message isn’t just heard but truly understood and embraced.

Increased Innovation: The Spark of Diverse Minds

Like any other sector, the world of sales thrives on fresh perspectives and new ideas. When sales teams resemble an echo chamber, echoing the same strategies and views, stagnation is inevitable. However, a diverse group of salespeople, each hailing from varied experiences and backgrounds, becomes a cauldron of creativity. Every pitch, every strategy, and every solution they discuss is a culmination of their unique journeys, a blend of traditional wisdom and avant-garde ideas.

Consider a brainstorming session where a salesperson with a background in tech suggests leveraging a new tool. At the same time, another with experience in the arts offers a storytelling approach. Fusing these distinct perspectives can lead to a groundbreaking strategy that neither could have conceived alone. Such diversity acts as the lifeblood of innovation, pushing boundaries and constantly redefining what’s possible. It instigates challenges to the “that’s how we’ve always done it” mindset, compelling teams to iterate, refine, and reinvent.

Moreover, in a landscape where competition is rife, the companies that stand out are unafraid to think differently, to tread unexplored paths. A diverse sales team becomes an organization’s compass in such scenarios, pointing toward opportunities for innovation, ensuring that the business meets its sales targets and pioneers change, and setting benchmarks for others to follow.

The story of the McDonald brothers and Ray Kroc dramatized in “The Founder,” offers an invaluable business lesson. While having an innovative product and a robust business model is essential, having a diverse sales team that can control your brand message, reduce dependency, expand your market reach, and fuel innovation is equally crucial.

Small businesses today must avoid the McDonald brothers’ error of over-reliance on a single salesperson. By investing in a diverse and well-rounded sales team, companies can ensure sustainable growth and maintain control over their brand’s destiny.

In the early stages of a business, budgetary constraints can make it challenging to expand an in-house sales team, even when the glaring perils of relying on a lone salesperson become evident. But, in our interconnected age, physical presence and full-time employment are just some of the means to tap into top-tier talent. Outsourcing has emerged as a powerful strategy to bolster a salesforce without unduly straining the finances.

Outsourced salespeople or fractional sales professionals offer a compelling solution. These are seasoned veterans, adept at navigating the intricacies of the sales realm, who can be brought on board for specific campaigns or durations. Their expertise ensures businesses benefit from their wealth of experience without committing to long-term overheads. Similarly, companies specializing in business-development representation can be goldmines for startups and SMEs. They can rapidly amplify a company’s outreach, bringing in leads and opening doors that an individual salesperson might need help to knock on. Leveraging such services, businesses can enjoy the advantages of a diversified team while maintaining a lean operational structure.

With Fractional Vice President’s of Sales, such as Sean O’Shaughnessey of New Sales Expert, it is possible to manage a diverse group of sellers that are not direct company employees. While a less experienced sales manager or the company owner may balk at this type of challenge, it perfectly aligns with Sean’s skills and expertise. Don’t let the lack of sales management expertise prevent the expansion of your company’s sales dreams.

The modern sales landscape offers various flexible solutions for companies eager to grow beyond a singular sales voice. Whether through fractional sales leadership, fractional sales roles, outsourced professionals, and dedicated BDR firms, businesses can craft a multi-dimensional sales strategy that combines the nimbleness of a small team with the expansive reach of a more significant force.

Crafting Tomorrow’s Sales Strategy with Lessons from the Past

The McDonald’s narrative, as described in the movie, “The Founder,” is a poignant reminder of the intricate dynamics between innovation, ambition, and brand representation. While the ambition to grow is innate in every business, the path to achieving this growth can significantly shape its future. As we stand on the precipice of a rapidly changing global market, with opportunities and challenges alike, businesses must pivot towards a more inclusive and diversified sales strategy. Embracing diversity, harnessing the power of collective networks, and leveraging innovative outsourcing solutions are not mere options—they’re necessities. Small businesses, in particular, have an exciting chance to rewrite their sales script, infusing it with the vigor of varied voices and expertise. The journey from a local idea to a global empire is fraught with decisions; ensuring that these decisions are made through a diverse prism can be the defining factor between mere survival and unparalleled success. Let the lessons from the past illuminate the road ahead, reminding us that in diversity lies immense strength and phenomenal potential.

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Two Tall Guys Talking Sales Podcast – Sales Leadership Mastery: How to Coach, Not Micromanage, Your Team – Episode 44

Two Tall Guys Talking Sales Podcast – Sales Leadership Mastery: How to Coach, Not Micromanage, Your Team – Episode 44

By soshaughnessey0 Comments

Welcome to another riveting episode of Two Tall Guys Talking Sales with your dynamic hosts, Sean O’Shaughnessey and Kevin Lawson. In this episode, our duo takes on a subject that stirs strong emotions in the sales world: micromanagement. With a combined experience of several decades in sales, Sean and Kevin delve into their philosophies, personal experiences, and provide actionable insights on transitioning from micromanagement to effective leadership. Whether you’re a salesperson, a manager, or a business leader, you’re going to find value in their candid conversation.

Key Topics Discussed:

  1. Micromanagement in Sales: Sean’s personal aversion to micromanagement, his challenges, and how he navigated them during his 38-year career.
  2. Transitioning from Micromanaging to Leadership: Kevin’s insights into the delicate balance between engaging the team and inadvertently falling into micromanagement.
  3. Differentiating Between Green and Seasoned Salespeople: How to manage new salespeople who need structure versus seasoned reps who require trust.
  4. The Importance of Trust in a Sales Team: Bad examples of trust violations and the cultivation of a culture of trust within the sales organization.
  5. Becoming a Leader: Strategies and practical advice for transitioning from a micromanager to a leader, and the value it brings to the sales culture.

Key Quotes:

  • Sean: “I despised anybody who was going to drive me day to day, ask me every single thing, question every single deal just didn’t fit well with my personality.”
  • Kevin: “How can I help? That’s how the shift comes in my mind from a micromanager to an effective leader. Instead of asking detail, detail, detail, they’re asking about resource, resource, strategy, that’s the big shift for me.”

In this engaging episode of Two Tall Guys Talking Sales, Sean and Kevin don’t just identify the problems associated with micromanagement but provide actionable insights and solutions for how to evolve into an effective leader. Whether you’re just beginning in sales or leading a team, their candid conversation will offer you strategies to avoid micromanagement, build trust within your team, and create a culture of success. Don’t miss this chance to learn from two seasoned sales veterans – tune in to this episode and take your sales leadership skills to the next level!

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The Kaivac Impact: Harnessing Faith, Innovation, and Sales Excellence in the Cleaning Industry

The Kaivac Impact: Harnessing Faith, Innovation, and Sales Excellence in the Cleaning Industry

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Bob Robinson, Jr., and his mechanical-engineer father, Bob Robinson, Sr., came up with the idea for a product the world truly needed 25 years ago: a “no-touch” restroom cleaning machine. Their company, Kaivac, is a Hamilton, OH-based manufacturer of cleaning machines. Hamilton is a suburb of Cincinnati, OH.

Bob Robinson, Jr.

“We were on our hands and knees, crawling around the bathroom,” recalls Bob, Jr. “It was disgusting. We said, ‘There’s got to be a better way.'” 

Through hard work and dedication, the Robinsons created the KaiVac to help solve that initial problem in public restrooms. Over the years, they grew the idea to create dedicated machines to clean kitchen floors, hallway floors, and grocery displays. Beyond its bathroom cleaning technology, it has expanded into floor cleaning and spill response machines and has 18 patents with 16 pending.

Along with growing their manufacturing capabilities, they also grew their sales capabilities. They adopted a hybrid strategy of selling through distribution and selling directly to key customers. Their direct team, under the leadership of Bob Robinson, Jr., who had taken on the role of VP of Sales, closed many enviable customers with massive deals, including Walmart, Kroger, and Target.

They realized that they needed to step up their sales professionalism after having a down year during COVID after having a record-breaking year the year before. They wanted to grow to $75 million in annual revenue within three years and a Big Hairy Audacious Goal (BHAG) of $1 billion in annual revenue within 20 years. 

Bob Jr. says Kaivac is just getting started. “At 20 to 25 years in business, you’re at an inflection point where you’ve got resources, tenure, and history and have been through ‘adolescence,'” he says. “Now is the chance to build a professionalized organization.”

They contacted New Sales Expert LLC as the nation was coming out of the global pandemic, but before all the supply chain problems had paused. New Sales Expert LLC is a fractional vice president of sales consultancy. Sean O’Shaughnessey, the CEO of New Sales Expert, is aligned with SalesXceleration and has 38 years of experience in sales and sales management.

According to Sean, “Kaivac is a joy to work with. They are the shining star of Hamilton, OH, and Butler County. They had so much raw potential when I walked in the door; all I had to do was to focus their energy and enthusiasm on working smarter and just a little harder.”

Building an organization with a heart

Bob Robinson, Sr.

Kaivac had a great culture to build on to make a great sales culture. Before Sean showed up, the company leadership had already developed their One-Page Strategic Plan and their “Why?” statement that reflects the owners’ Christian faith: “To glorify God by using KAIVAC as an instrument for Good.” 

In addition to the “Why?” statement, they had drafted an acronym called FIGS that conveys the “heart” of the company. FIGS—which appears on signs that hang on the factory floor and in break rooms—stands for 

  • F: “First shall be last, last shall be first.”
  • I: Integrity—as in “The truth shall set you free.”
  • G: Golden Rule—meaning “treat others how you want to be treated.”
  • S: Servant’s Heart, as in “We are in a race to help people.”

The company uses the first three letters of its name–KAI–to inspire the team’s thinking and actions. These letters stand for inspiring phrases such as: “Keep At It,” “Keep Always Improving,” “Keep Attempting the Impossible,” and “(creates) Kick-Ass Inventions.” 

Prioritizing net income and growth

Sean’s first change was to make a compensation plan that motivated the sales team to sell bigger deals and to sell them quickly. Kaivac implemented a 50/50 plan in concert with defined territories to keep the Key Account salespeople focused on the goal of more significant and profitable orders.

After the motivation component was in place, it was time to help the team learn how to sell big deals more repeatedly. The big deals of the past had been challenging to work on and, while very profitable, had been disruptive to close. Sean encouraged the company to read John McMahon’s book, “The Qualified Sales Leader,” and with that tome as inspiration, quickly deployed MEDDPICCC to help them qualify deals. 

MEDDPICCC by itself is not enough. The company had already licensed Salesforce, one of the highest-rated CRMs on the market, but Sean put MEDDPICCC into the various stages of the sales process to ensure that the salespeople knew all the required information about a big deal. Sean also created dashboards within Salesforce to track deal progress at the management level. The company implemented Sales Plans for Key Accounts and the Power Matrix to document the most influential people in the customer’s decision-making process.

The very first big deals that the company found after Sean started to help them also benefited from the Decision Timeline. The Decision Timeline is a tool to allow the sales team to walk through the entire decision-making process of the customer to understand all of the steps required to make a significant investment decision. It allowed frank and honest conversations to take place with the prospect as the team worked to close the largest deal in the company’s history to date.

Time to run on their own

Mike Perazzo, Allen Randolph, Bob Robinson, Jr., and Nick Wehby after passing their Certified Sales Leader exams.

As with most of the assignments with New Sales Expert, LLC, the goal is to allow the company to run independently. Bob Robinson Jr. was the company’s VP of Sales. Still, he needed to shed those responsibilities to help run the entire company. To finish the transition, Bob and three of his leaders took SalesXceleration‘s Certified Sales Leadership course delivered by Sean O’Shaughnessey. 

The Certified Sales Leader (CSL) designation is the country’s most comprehensive sales leadership certification program offered. CSL leadership training and certification will prepare you with the analytical, tactical, and strategic sales management skills needed to drive revenue growth now…and into the future. CSL training expands the skill set of a Sales Manager by providing coaching, techniques, and tools to lead a successful sales team. 

All four Kaivac leaders passed the CSL test. One of them, Mike Perazzo, was tagged to take over as Executive Vice President of Sales. According to Mike, “Sean is a master coach for helping shape sales process and methodology. Following his methods will help grow sales faster, transactionally, and strategically. Often a couple of pieces of the puzzle are missing, and Sean helps quickly identify them.

You have everything to gain by having Sean look at your current approach. He is a change agent and disruptive to the status quo. Pushing the pace and flow of deals is his sweet spot. I am a better sales leader because of my time with him.”

Bob Robinson, Sr., and Jr. with their sales team celebrating a recent patent award

Sean O’Shaughnessey of New Sales Expert, LLC states, “Kaivac is a wonderful company. They have created a line of machines that gives pride to the workers in one of the toughest jobs in America – keeping things clean. They are focused on the success of their customers and their employees. They had all of the raw skills within their sales team to be a great sales organization; they only needed me to focus them on activities and techniques that allowed them to close bigger deals faster and at a higher profit level.”

“If anyone works in a clean building with clean restrooms and hard surface floors, they are either cleaning it with Kaivac technology or paying too much for that cleanliness,” Sean explains.

Revenue and profitability have grown since Sean helped Kaivac develop a higher level of sales professionalism. Recent results have shown a dramatic increase in revenue and profitability. The sales and revenue growth have allowed the entire family of Kaivac to prosper. The Robinsons have always considered their employees an extension of their family. The company’s prosperity is passed along to team members through a bonus structure for the whole company. It all fits into the spirit of Kaivac. Bob Jr. says, “Our organization was built to have heart.”

If you want to learn more about Kaivac, you can head to their website at www.Kaivac.com. You should also check out this video: The Story of Kaivac. Kaivac is on its way to outer space on revenue growth, and everyone should check out their entertaining Q3 kickoff video about the growth of Kaivac.

To learn more about Fractional Sales Management and how it can help your company, go to www.NewSales.Expert.

The Story of Kaivac
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Two Tall Guys Talking Sales Podcast – Breaking Growth Barriers: When Should CEOs Stop Leading Sales?– Episode 40

Two Tall Guys Talking Sales Podcast – Breaking Growth Barriers: When Should CEOs Stop Leading Sales?– Episode 40

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In this insightful episode of Two Tall Guys Talking Sales, hosts Kevin Lawson and Sean O’Shaughnessey deep-dive into the crucial topic of assigning the right person to the sales leadership role within a company and the risks and opportunities that come with it. Leveraging their experiences in sales consultancy and drawing from the wisdom of thought leaders and successful entrepreneurs, they explore how CEOs can de-risk their company’s growth potential by stepping back from direct sales and fostering a culture of accountability, infrastructure, and high performance in their sales teams.

Key Topics Discussed:

  1. The Risk of CEO-led Sales: The episode starts with a discussion on the potential risks of having a CEO or owner-operator as the sales leader, emphasizing how this could constrain business growth.
  2. The Theory of Constraints: The hosts explain the theory of constraints using a compelling example from a book called The Goal, drawing parallels to how constraints can hinder sales and growth within a company.
  3. Building a Sales Organization: They delve into the necessity of professional salespeople and a dedicated sales manager to bring in new revenue, enabling the CEO to focus on larger issues within the organization.
  4. EOS and Right Person, Right Seat: Sean mentions EOS (Entrepreneurial Operating System) and the importance of having the right person in the right seat to drive growth, particularly once a company reaches a certain size.
  5. Building a High-Performance Culture: The hosts discuss how to build a high-performance sales culture that is systematic and repeatable, using examples from sports dynasties and successful companies.

Key Quotes:

  1. “What is the risk of the owner-operator being the only salesperson or the sales leader when the person is leading the company and leading sales? What you end up with is a business that is constrained by the amount of time that leader has.” – Kevin Lawson
  2. “If you want to know how we know this, it’s cuz we’ve done this a few times, we’ve worked with a number of businesses, and this is how we help people grow.” – Kevin Lawson
  3. “It’s okay to ask for help, but it’s also very important that you have experts doing the job as much as possible so that you can be very, very effective at driving performance and driving your company forward.” – Sean O’Shaughnessey

Additional Resources:

In this episode, Kevin and Sean break down the importance of implementing a well-structured sales team and the necessity for CEOs to delegate sales leadership. They highlight the risks of an owner-operator leading sales and how it can limit business growth. Using their experience and the wisdom of successful entrepreneurs, they provide valuable insights into creating a systematic, repeatable, and high-performance sales culture. So, if you’re an entrepreneur looking to streamline your sales process and drive your company forward, this episode of Two Tall Guys Talking Sales is a must-listen. You won’t want to miss it!

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