Sales Assembly

Here's the 5 objection types salespeople face: - Authority - Timing - Reflex - Price - Fit Here's 5 common mistakes that stop you from overcoming them: - Discounting Prematurely - Lack of Preparation - Not Fully Listening - Getting Defensive - Exaggerating Here's the 8 step framework I use to avoid the mistakes and stay in control: - Hear - Acknowledge - Explore - Isolate - Respond - Confirm - Repeat - Close Here's the 3 step simpler version that's easier to remember: - Acknowledge - Isolate - Answer Tomorrow at 11 AM EST I'm running a session for Sales Assembly breaking down the following: - How to get ahead of objections - How to respond to objections word for word - How to implement these frameworks on your next sales call Comment "SESSION" below if you're interested in attending, and I'll send you the details

Your buyer nodding isn’t the same as them understanding Most sales calls go like this: Rep: “Our platform helps streamline operations and improve efficiency.” Buyer: “Got it.” (They didn’t.) Here’s the test: Can your buyer repeat your value in their own words? If not, they didn’t actually hear you. Why does this happen? 1. Reps speak in vague, high-level benefits ("We optimize workflows") instead of specific, memorable takeaways ("Teams like yours cut admin work by 12 hours a week after switching") 2. Buyers are overloaded with buzzwords and slides but lack a clear, personal takeaway There's no emotional hook...no reason to care beyond “sounds nice” So, how do you fix it? - After you explain your value, ask: “How would you describe this to your CFO?” If they struggle, simplify: “The way we’d explain it is… [one-sentence takeaway]. Does that align with what matters to you?” - Tell a story: “One of your competitors faced [X challenge], and after switching, they [specific outcome].” Kudos to Mark Smyth for bringing this amazing guidance to a Sales Assembly course on Storytelling last week! If your buyer can’t repeat your value, they won’t repeat your name when it’s time to buy.

I am excited to partner with Sales Assembly, leading a session on driving product-led success in B2B tech!

Excited to lead this Wednesday’s Sales Assembly course on ???????????????? ??????????????: ????????????, ????????????????, ?????? ????????. Nailing these three elements is key to winning more deals and shortening sales cycles. Looking forward to sharing strategies that drive results. If your company is looking to upskill your sales team, check out Sales Assembly. #sales #coach

“How much will I make if I hit 110% of quota?” If your sales reps can’t answer that question without pulling out a spreadsheet - or worse, asking finance - you’ve got a comp plan problem. One VP I know walked into a similar mess: - Reps were overpaid for the wrong behaviors (hello, renewals getting the same commission as net new logos). - Leadership needed to shift focus to new business, but changing the plan risked mutiny. - The new comp plan? More lucrative if reps focused on new logos...but it looked complicated. So, what did the VP do? They built a simple comp calculator. Nothing fancy, just a basic tool where reps could plug in: - Their quota - Pipeline numbers - Expected close rates And boom: it showed exactly what they’d make at different levels of attainment. When reps saw that they could make more under the new plan (especially with accelerators kicking in over 100% quota), the pushback evaporated. Here’s why it worked: 1. Transparency kills fear. Reps don’t like surprises…especially when it comes to their paychecks. 2. Behavior follows incentives. Show them where the money is, and they’ll adjust their strategy. 3. Simplicity wins. Comp plans already feel like algebra - if a rep needs a PhD to understand their commission, you’ve lost. Moral of the story? A comp calculator isn’t just a nice to have. It’s a change management tool. Because when you’re trying to shift sales behavior, clarity beats complexity every time.

If your reps didn’t know how to prospect before, AI just helps them do it faster. And worse. Sales teams are racing to slap AI onto their prospecting workflows. Custom GPTs, intent data engines, AI-personality profilers…it’s starting to feel like MORE tech is the answer to FEWER responses. But here’s the thing: We all know by now that AI isn’t the magic bullet. Bad inputs = bad outputs. The folks I see using AI properly are doing the following: 1. Using AI to prep smarter, not spam harder. AI tools that analyze 10-Ks, earnings calls, and LinkedIn posts? Gold…if reps know what to look for. Example: Instead of “Congrats on your funding!” (the most overused opener ever), a rep could say: “Noticed your Series B is aimed at scaling product. We’ve helped [competitor] cut onboarding time by 40% - thought it might be relevant.” 2. Custom GPTs built around their data. Some teams are building internal GPTs trained on their closed-won deals, past proposals, and customer calls. The result? AI that mirrors their own voice, knows what messaging actually works, and avoids the generic stuff ChatGPT spits out. 3. AI-Powered research, human-powered messaging. AI should handle the grunt work, like digging through data, summarizing insights. But the message? That still needs a human touch. The best reps blend AI-driven intel with personality. Think less “perfectly optimized email” and more “insightful, relevant, and human.” What’s NOT Working? - Mass personalization at scale. (Spoiler: It’s not really personalized.) - Relying on AI to write the whole email. (Prospects can smell a ChatGPT draft a mile away.) - Using AI without strategy. (More data isn’t better if reps don’t know what to do with it.) The reality is that AI is making bad prospecting louder. The winners? They’re using AI to do what it does best, which is research, prep, and pattern recognition. But the messaging? That’s still where the real game is played. Prospects don’t want to talk to robots. They want value. They want Insight. They want a reason to respond. Use AI as your sidekick, not your crutch. Because at the end of the day, the best sales weapon is still the same: A rep who actually gives a damn.

Not every customer deserves your time. Harsh? Maybe. But if you’re treating every account like it’s your #1 priority, you’re doing it wrong - and your renewal rates (and mental health) are probably paying the price. At the end of the day, if you’re a CSM, time is your most valuable currency. Spend it poorly, and even your best accounts will walk out the door. So how do you decide who gets your time? A simple, effective prioritization framework for CSMs: 1. High-ARR, High-Risk Accounts =Top Priority These are your landmines. They’re paying you the most but could churn tomorrow. If they leave, it’s a big hit. Tactics: - Weekly calls with clear agendas - Executive alignment (get your VP talking to their VP) - Documented success plans with shared KPIs 2. High-ARR, Low-Risk Accounts = Protect & Expand These accounts are happy, but that doesn’t mean you can coast. They’re ripe for upsell/expansion. Tactics: - QBRs focused on growth - Product roadmapping sessions (tie future features to their goals) - Referral asks (these are your potential evangelists) 3. Low-ARR, High-Risk Accounts = Watch Closely Yes, they don’t bring in much revenue. But if you’re aiming for net retention growth, you can’t ignore them completely. Tactics: - Automated check-ins where possible - Group training/webinars instead of 1:1s - Flag for marketing-led nurture campaigns 4. Low-ARR, Low-Risk Accounts = Scalable Engagement These are your “set and forget” accounts. Keep them happy, but don’t over-invest. Tactics: - Self-serve knowledge base - Periodic check-ins via email - Automated product usage reports The key? It’s not about playing favorites. It’s about playing smart. Your time should be a strategic investment, not a blanket handout. CSMs who master this balancing act? They’re not just preventing churn. They’re driving growth.

Here's how to lose a deal in one easy step (via a story I heard from a client): A rep grinds through the sales cycle, builds a killer opportunity, gets full buy-in from the head of sales enablement, and locks in a champion who pushes the deal through. Contract’s out, everyone’s excited, and then...boom. The deal dies. Why? Because at the finish line, the rep forgot who got them there. The moment the C-Suite showed interest, they started ghosting the sales enablement leader. No more calls. No more updates. And when the rep got their hands on a suite at a football game? They went straight to the execs, skipping over the very person who fought to make the deal happen. Fast forward: The C-Suite asks their sales enablement leader if he’s also going to the game. His answer? “I wasn’t invited.” The exec team killed the deal on the spot - not because of pricing, product, or competition, but because the rep showed zero loyalty to the person who got them in the room. The lesson? People remember how you treat them when they no longer benefit you. The swag you send, the thank-you notes you write, the invites you extend - they’re not just gestures. They’re signals. If you think you can use a champion, then discard them when bigger names show up, you’re not just losing deals. You’re burning bridges. And in sales, burned bridges don’t just disappear. They show up later as lost opportunities.

I’m honored to be a Featured Thought Leader with Sales Assembly and to contribute to such an incredible community of sales professionals, led by some of the best in the business, Matt Green, Jeff Rosset, Brad Rosen and Jamila Frazier! I’m thrilled to host an upcoming session for BDRs: "Lead Nurturing to Build Relationships" on Wednesday, March 12th, at 11 AM CST. In this session, we’ll dive into strategies for building authentic connections, keeping prospects engaged, and driving stronger results. If you're looking to level up your outreach and relationship-building skills, you won’t want to miss it! Can’t wait to share insights and learn together. See you there! #SalesAssembly #SalesEnablement #BDR

The shift from Customer Success to Account Management isn’t just a title change. It’s a complete mindset shift. Top organizations are walking a tightrope - realigning incentives, enabling their teams, and making tough calls on who truly fits this new hybrid role. Incentives? It’s not enough to say, “go sell more.” Comp plans need to strike the right balance between rewarding customer retention and driving revenue growth. Here’s what works: 1. Base + Variable: Maintain a stable base salary but introduce a variable component tied directly to upsell and expansion targets - typically 10-20% of total OTE. 2. Retention Bonus: Reward CSMs for renewals with a lower commission rate (2-3%) to maintain focus on customer success. 3. Expansion Accelerator: Upsells and cross-sells should have a higher commission rate (5-10%) to encourage revenue-generating behaviors. 4. Team Targets: Consider overlaying team-based bonuses to promote collaboration between CSMs and AEs on complex deals. The key? Make sure incentives don't push CSMs to prioritize revenue at the expense of customer trust. It’s a fine line. Enablement? It’s not just about product knowledge anymore. CSMs need: - Sales Training: Discovery skills, objection handling, and negotiation techniques. - Commercial Awareness: Understanding pricing structures, contract terms, and how to position upsell opportunities naturally during success calls. - Playbooks: Clear frameworks that outline when and how to introduce commercial discussions without derailing the customer relationship. And the hardest part? Tough calls. Not every CSM will thrive in this hybrid role. Some are natural relationship builders who shy away from sales. Others will embrace the challenge and flourish. The best orgs are upfront about this and are offering distinct career paths: - Customer Advocate Path: For CSMs who want to deepen relationships and focus solely on retention. - Commercial Growth Path: For those eager to take on upsell/expansion responsibilities and earn variable compensation tied to revenue. Balancing customer happiness with revenue growth isn’t easy. But when done right? It’s a force multiplier.