Conquer The Forces of Friction: Achieve 100% CRM Adoption

I call the forces of friction. I like metaphors and I like to think thematically. And that's why super is a bunch of superheroes and they call it forces of friction. If we're talking in perfect terms is what I want to cover by the end of the day is this idea of how do we bridge the adoption gap. And we're gonna go with theory and we're gonna get super practical. And if you've been in any talks that I like to do, I like to. There must be theory that sits upon and substantiates the practice and tactics we're gonna talk about. So we're gonna sit in theories for a hot second and then we're gonna go into very practical ways on how do we effectuate change in organizations over time and in time in ways that the admin or the strategic track technician can provide value in the business. Period. So let's go through this. What I'm going to start if you've, if you've been any second, you know, I like this word bluff. This comes from the military, used to be in the military. It's called bottom line up front. And by the end of today, the bluff is we need, and I think this, as admins, having been around and thought about this mucho, is I think we need a new mindset and I think we need a new tool set to prevent. You see, I just crossed out CRM failures because a CRM failure is not a CRM, it's a process failure. And I think we need a new mindset and a new tool set to prevent process failures. The CRM is one tool and HubSpot's a really good tool text. So inside of these, I have four different learnings by the end of today that I hope we sit with, know and understand and can implement after this directly. I'm very open to Q. And it's not just here but in LinkedIn. DMs, just so you know, LinkedIn look. So it is number one, your CRM or the process plus the tax stack. Because the CRM is nothing more than a set, like than a tech stack that creates processes, is an internal product. So the tools that you use and the processes that sit on top of those tools are inherently a product that people experience. That's learning, number one. Learning number two is as a HubSpot admin, you're actually a product manager managing those in that internal product to optimize for what people using your product. Thus we optimize for user adoption and experiences and not for projects. Number three, is internal user adoption. It's I think this in this world today, having done this, that it is. It requires equipping people not after they have the question, not after they have the pain, but in the point in time of pain. I think this is increasingly true with how people solve problems today and the expectations of the market from B to C Amazonification effect happening in the B2B world through AI. So this is. That's learning number three. Learning number four is to be successful HubSpot admin and the more than CRM adoption you solve processes, you must transcend CRM and there is no other way. And the more you think in that way and the more you think about that behavior, you'll be able to get adoption. Because you're not thinking about CRM adoption, you're thinking about a person doing a job inside of multiple tools to execute their job. So we'll think about this and I'm going to say this, I'm going to start this way by the end of the day on how to do those. Those are theory. We need to put them into practice now. Now let's sit with this truth. The truth will set you free. Right? Here's the truth. CRM implementations have a notoriously high failure rate. You've heard, you may have heard this before, but we'll just sit in for it like you can hear something and become numb to it. It is CRMs and this is why there's a profession. This is why there's professionalization of the HubSpot admin as well to prevent this said thing is, and I'm just going to take a bunch of buttons, it is over and over and over again. People have that show when you do a large scale implementation of any tech stack and specifically the CRM because it has multiple users, it fails. It is just as likely it will fail, then it will succeed. And our job, like what we do the HubSpot admin, what do we do typically is we make sure the processes that sit inside of when you use HubSpot you're less likely to fail. Because I'm a HubSpot administrator, that's. And so I just asked the question the hard truth. CRMs usually fail. So the truth is when we see our CRM is every CRM upon purchase. I mean we don't like to hear this, but it's like this. It's like beyond purchase is terminally ill as definition. If you use that on a humanistic. If you were to personify that CRMs are terminally ill and our jobs is to prevent terminal ill patients to do miracles. That's what our job is to do miracles. And what is miracle making when you have tools and you have processes Miracle making is and I was just like sit with is getting people to use and do the process because it makes them get to some instead of value. So let's talk about why I'm here and why I care about this problem why do I care about terminally or patients in some in some capacity is number one I've tried to solve this problem before like thought a lot about solving this problem before by found founding a CRM implementation company that company's called it's called RevPartners it was niche the solution partner and we went wicked fast and we specialized in sales hustle in sales teams and we we grew very fast fast as ever largest ever whatever right. We're thinking about this and part of why we were able to execute so fast is from the beginning we knew this to be serum the product not a project. And because I believe those things we we built a to effectuate that inside of our processes we had pods of people we had agile methodology working in sprints we had specific ways to communications we thought about product development not project launch product project launching. And I want to say this because this is this is where it came is no matter how hard I tried and I tried hard probably too hard if you asked my wife and I had to ratchet down the track but something was missing and if asked my wife nothing about me yesterday is something's missing and I and I've used the tools I'm a tool I love to test and use tools all the time as Steve it's just a lot I always am thinking about tools and trying to create and I knew we had the experience for people to do so that they would retain HubSpot but also retain our services creating a service and I use all of them you think of it I mean here's what I pick I'm wearing I don't even use ClickUp anymore I have a ClickUp shirt guys I'm wearing it because I like it is I click up mirror, slack, Google Docs, loom etc on how do I get people to both use and forever maintain and update and roll out and on board and everboard people to do processes to create business value and I had a system and these I I would call this I had a product where I've created that change no matter it was almost like I had one hand behind my back though I never felt like I could Truly do it. And this, if you're saying hey what am I doing here, why I care about this the second time, this is what I'm trying to do. I'm trying to answer this problem and super is my response. It is my response to it. I don't think there's another way. And you're going to talk about why is admins need an end to end tool that allows them to deliver value and equip people where they are, when they are, when they need it on any tool, on any process. Because you must move, you must move where the pain is. And this is the only way for admin. This is one of the ways for admins to actually become strategic. Okay, so I have some more insights. So you're seeing these. CRM is a product, user adoption is the goal. Everything else is a distraction. If you don't, if you disagree with me, please, I'd love to have a debate about it. It's like one is everything else is a distraction. So you must be equipped with tackle foster that and you must start by answering questions beyond the CRM. So what is the problem? We'll talk about solution. What is the problem is the CRM has this creepy promise, right? It says is it worth it? If something fails over 50 of the time then why does everybody buy it? Why is business logic say you if you have a company and you have three people, four people, five people, you got, you are running deals in a sales process, you should have a CRM. Why do people say this? It's because when it works, it freaking works well and it is a competitive advantage. It's like saying why do you, why do you try so hard to learn a sport that you have a very low likelihood of ever doing professionally? Because I love it and I do it. And there's outsized incomes, outcomes for those that do really well. It is the foundation of growth and the average return when it's working is $8 every dollar spent and that is huge. And you can build companies around that and we see people build companies around it. High rewards. There's not necessarily need to go over these, it's just when it works, it works and becomes can advantage where if you don't have one, you will just be beat over and over and over. So it's worth failing once, twice, three times, four times to do a CRM implementation because of what happens when it works. So the reality is every company is going to have a CRM because when it works, it works, it becomes a competitive advantage. And if you can't scale without it. So if the default is failure and why is it so high? Like why is failure so high? What's the problem with it? We have this promise. We know it works, we know when it works, it works well. So why does it? Why is user adoption so hard to get? Why is it failing? And I'm going to say I want to start with this to think of it, put it in these boxes. You have our reality today, which I think there's the business environment itself and there's human nature and then we're going to talk about our approach which is how we think about projects and how we think about training because both these go together. So if our reality this is, this is a true statement, we could discuss semantics. Live with me as I'm, as I'm defining these. Every business, every business, no matter who you are, you be field services and doing AC installations or you could be a car mechanic. Every business is a tech company meaning its competitive advantage is standardized. Standardized around technology that makes it more efficient and effective. And so because that's true and you have people you see it is and right now in this moment I thought tool peripheralization would stop at some point. That is I thought a second that that was true. Is not AI is increased. This is there is more tools than ever. If you are in a specific niche there are specific CRMs for you, there's specific marketing automation platforms for you. There is more things for, for more people to consider and there is straight tool fatigue. The average mid sized company has over 200 apps and individual users are at this point if you were to take just a broadcast and said raise your hand they are overwhelmed by the sheer volume of tools they use and use. This is why I love HubSpot because it is a all in one platform that you can do more of your functions inside one place and win. That's part of, that's part of the value however that if you think the user that's in a CRM is only using a studio that's they're not just in Husside HubSpot doing their only job, they're in Gmail, they're somewhere else. Right? They are in another tool doing their job. How they do expense requests, how they do there's so many other tools that they have to learn. Just it doesn't matter who you are, where you are. Number two is especially for remote people like myself but others even in businesses for me not blue collar but white collar person by the desk is we have very fragmented workflows because of this proliferation is. We're constantly pivoting from one software to something the next. And it's crazy. And how do you know this is true for yourself? Like Matt? That's not true. That can't be true. Yes it is. I call it the tab apocalypse. If you haven't experienced it, then you're. Then you're either really organized and you're much better human than me or you just aren't using computer is tab apart like context switching is the norm today and the way you experience it, you'll find you'll find like 10, 15, 17. I often have 20 different tabs open as I'm doing research and employees on average are spending four weeks not doing work straight up doing nothing more than switching tabs crazy the next so in a world where more tech, more confusion, more context switching, people are more fatigued. That's a reality. So you lift you you. That is a reality of today. So you put in this reality and then you have this other portion where humans don't like change and on a broadcast you're doing it. If you're taking it, this is, it's a true statement. On 2020 prosecutor found that 70% of change in issues failed due to employee resistance. And specifically is any new software process was a disruption to their workflow. And this comes to this next portion is anytime we ask somebody to do a new process or a new software, what are we asking them to do? Get bad at your job with the hope you're going to get good at your job later. And so they have to do what? Have faith in you. And so we have to. They have to dedicate time spend and they have to transition. They have to get bad to get good. So anytime we do any change, we are going up against a river like a force flow that is anti whatever you're trying to do. So why are. Why did they fail this? How do we get good at it? It's not building the best workflows or having the best naming conventions. It is changing like answering questions at the point of need and human behavior. So what do we do today when we think about these things? Often we're doing projects even when we're launching new processes. We treat them one and done. And if we don't, our tools don't support us not treating them one and done. So I like to call this the CRM reboot cycle. Again, this could be process reboot cycle. And it's a. You have a phase one, there's three phases. You have implement decreasing usage, reimplement and it's. And it happens at about every year and a half to two years you do this process or three years where you're ripping, replacing tech, you're ripping, replacing process. And it looks like changing CRMs, migrating whatever process that found itself on Excel back into the CRM, purchasing some new tools, creating new tools over and over and over and over again. And I just put this on here like it's. And they focus on completion versus adoption. I got it done, moved to it's finished when it's launched versus starting when it's launched. Which I think is the key. One of the key differences when we think about what admins do and how they think is it starts on the launch. They do large, large batches versus small rapid increments. So instead of doing just one, boom, I'm done, I'll see you in six months. It's very small v zeros v1s to get them up and running. You are continuously changing the product itself. This is how HubSpot builds. Right? When you think about we should be able to building our processes these ways in some capacity. And then we front load user input versus ongoing feedback and there's nobody. Okay, so this is traditionally what we do. This is where we sit. And it looks like something at the bottom. You'll have your CRM, which is your CRM 1, 2, 3. And if you were to do the other way, same as a product, you can just get more impact over a lower amount of time. And that's the difference between having a CR. The difference between having a good HubSpot admin or not is this. Can you get to the product Retreating as a product versus treating it with this is this, this does not show the amount of spin being occurring here because this is a lot of change and a lot of spin as well. Okay, so then we roll it out and then what do we do? It's like the next problem, which is almost the hardest, this is the hardest portion is like, okay, now we gotta train everybody. And here's how we train. We have outdated training models, outdated training models. We long videos, we have dense SOPs. You have in person workshops. We. You have static knowledge bases, instructions, you have one time onboardings, you have LMS systems. You take people off platform, you give them another tool and you and just increase the problem itself of doing the thing. And you lack real time in text. And you overwhelm people with irrelevant content that disrupts their workflows. And all we've done is made the problem worse. All we've done. I'M just reading some of the comments now. I'm not sat on you Jeremy, so please forgive me. I'm. I'm so. Okay, here we are guys. I don't want to. And so I was like okay Matt, you're just talking. Let me give you. Here's what happens to me. I've experienced this confused employees and mid question this is the problem of the admin. Let's take it practice like this is the admin and here's where the admin lives and dies Lives or burns like this it like in here Here it is. They stop what they have a question, they stop what they're doing they switch tabs, they open a knowledge base they search for something specific they sift through a bunch of results or you have your AI little search things. It's still pretty bad by the way. I can't like sometimes I can't find things. I still have to go off platform often I realize nothing applies to what I'm trying to do. I ask my question in Slack, nobody answers. I pull somebody else out of the flow of work. I. They don't know what I'm talking about so they asked me to send pictures and trade screenshots itself because they can't actually answer my question and I say give up. You jump on a call and that's what happens over and over and over and over again. And if you've been an admin you've seen this face, you got a call with them, you say do you get it? They go sure and you leave and it repeats itself. And that's where admins like the tactical portion the tactical technician or the tactical. The tactical strategy the strategic tactical technician. This is the tactical part and tactical work has strategic impact. Tactical work has strategic impact. They're not different sometimes and this is what I mean by admins at this point this is where you live and die getting this person to adopt or not this is the hard part so and I think mostly this is my. This has been my reality and this is my. And so I'm going to talk about the response to it. Where am I sitting on time 24 okay. Our approach so here's what, here's what I think is a better way of doing this and we'll show some stuff yeah is so you talked about this and I'm say a mindset shift is required to do this better in my opinion it is we're taught as admin we go to, we go to these schools we may go to. You may get quite honestly you may get Taught this. I'm not saying this but you may get taught this in the super ad, the super boot camp admin thing like you may get taught this if you're at it. I'm not saying it's bad, I'm not saying it's good. Let me just give you an alternative world to think through is we're told you should do process first and the based on the process you should get the tool and then you need adoption. And that in my opinion leads to those confused faces. That is wrong. It is adoption first, process second and tool now. What does that mean? So it means adoption is the ultimate goal because if you don't have adoption you have nothing. You have no process. So adoption matters most as I would say and period. So what that means and just to put this full circle, the tool you pick matters just as much as the process. This is by the way this is why I niched on HubSpot back in four or five years ago was this, this, this insight. The tool you pick matters. So you should should normatively pick simple and put adoption over function every so what? Yes. Adoption over function. I'll fight an executive. You should be like that's that means that no one's going to use that process. Well they won't. That means no one's going to use that process. You must fight maniacally for adoption over function. Truth number two is revenue systems need a product manager because your job as a CRM admin is to advocate for that confused person you that you know is going to happen and you need to make sure they can do what they need to do daily, weekly and monthly with very little help. So you are a product manager looking over systems to make sure that process is optimized and answer points at of at the point of need. And you want to replicate yourself to be able to answer that over and over again. You want to standardize and so you must answer these questions at any given point over and over again for every user. It is who, who should I ask if I have a problem? What should I be doing right now? When should I be doing the thing? Where should I be doing it and why am I doing this? And all these questions must be answered at any given time for every user because you're building a product adoption Product manager of the revenue. I didn't mean to do that but bullions. I guess I could do this too because we all love admins is going to come up. Yeah, there we go. Some hearts. True 3 Adoption occurs at the point of need. People learn While doing. People learn while doing, you know, this, you see this. But we don't have the tool set that allows us to think or think this way. So we're stuck in all outdated. Let's talk in this study and then I'm not making it up. Right. We have full think full points called the learning pyramid, which is participation in things dramatically increase by doing. It's like a 75 more retention, which is not a small number. You have the call of experience model, which is people remember 90% of what they do when they, if they're doing it while they're actively. If they're saying what, what they say while doing an activity versus just saying it or looking at something, watching a video. And I like this statement because it gets to the heart. Sometimes we miss the heart of the matter. This is the heart of the matter. Tell me and I forget. Teach me and I remember. Involve me and I learn. And so we needed, we need something that can replicate you at those points of needs over and over again. Okay, so a new tool set this where it gets. And all these thoughts are put into a piece of how do I do this? How do I productize? And I, instead of productize, I might change this. I just wrote a post about this today. I think I'll change this term. I think I'm part of the problem. Standardizing the CRM so you can have custom points of need. There are times when people need. You need to go, but you need to be able to escalate properly turn a company's process and tech stack into their product. And so you need, you need a complete tool like something that does all those things. The who, what, when, where, why all the time at different places and spaces. So you need, you need to be able to configure it. You can't write code all the time. And it needs to be able to be configured. It needs to be able to answer comms right where they are. You need to not switch over to another tab. Needs to be able to be where they are when they are. It must often dynamically serve so they're not thinking, they're not clicking a button. You can serve some things, you can serve to them. You must make every app better. It can't just be on HubSpot because that would not be sufficient. That's not where everyone lives. You, you need to be able to send and take over a screen for like in the moment. If you're doing a rollout, you need to be where people are clicking. You need to have some searchable knowledge base at some point so they can see it and be able to even send it. And you must have be able to track and assign tasks for onboardings often when you're doing rollouts and there's like all these tool sets are all needed to do adoption. Okay, that's a lot of theory. I'm gonna say what to do it and I'm gonna say is, yeah, yeah, this looks like this is one big commercial for super. I'm gonna say, yes, it is. And second, I actually think you're better. Yes, it is. And I think this is real. Like, there's a conviction here where I think your life is better for this and period. So. So here's some new normals. I'm actually going to skip this because I think it's better. Okay, so here's what I was trying to get through these three learnings, right? CRM is a process. You are a product manager. Internal processes need to equip where they are. And this fourth one solve for more than CRM adoption missile process. So here's what I want you to get the next. But what the heck does that look like, Matt? That's great. What the heck does that look like? I'm gonna do a little show and tell. Show and tell to do this, to get it. So I have not shown anybody this. This could go poorly or it could go very well. D has not looked at this or approved it, but that's okay. D. Right. So let me show you what that could look like as examples. Number one, I'm in PowerPoint called CRM as a product and how to avoid the CRU graveyard. That's where I'm sitting. And I'm like, man, I wish I could do a demo on super and just click a button or I wish I could just know where to ask something. There's this big button right here. I'm like, okay, I know where to go. Sweet. That's great. And I'm like, man, I wish I. And I'm gonna do my show and tell. Okay, so number one is how the heck do you is answer? So I'm saying, number one, I do love admins, and I don't know why the team made me hug an octopus, but that is what I am doing right there. So thank you all for all being here. I love admins. That's a task. I'm gonna check it off. Number two, here's. Here's an example. I don't know how many people have felt this, but I'm like, man, I need my freaking meeting Link like how many times you've been here? Right, I'm here or I'm on LinkedIn. Someone asked my meeting link. I'm on. I'm on Gmail and. And what I have to do is I have to like send an email and get my little meeting link and copy it. What if I just said I'm gonna do this quick, this is cool. But we have a card where I just have everybody's meeting links in the company and I can just click it. Cause I get everybody's meeting links and now I have it. Like these simple use cases. Like this is where you get adoption, guys. This is where you get adoption. It's in these small, minuscule, nitpicky. No, learn to love those nitpicks. Love them, embrace them and create and like and, and. And enable them. And so you don't have to go find it and give it to them. You have to do a full training. You just have it. Here it is. It's all there. Sweet. Great. They have it all. Okay, next is where are our brand guidelines at? How many times you be asked that? If you're an admin, you don't have to raise your hand for me, but if you've done it, how many times have you asked brand guidelines? You crispy. You raised your hand to be a presenter. So the answer is a lot. And you get asked or someone else. You ask somebody else right in your org and okay, you're like, hey, save this in favorites. But you can't find. For some reason you can't find it. What if you could just do. Here's your brand guidelines. There it is. And if you needed to send it to somebody, you just come right here. Share sin. I am done. And look, now they have it and they can download all these assets as well. That's how we send stuff at super. Right. I'm just saying this is, this is examples of asking less questions, enabling people at the point of need. I'm going back here. Sweet. I've done those two things. Okay. That's exactly what I needed to know. Okay, so there's other element. It's like. It's cool that searchable. I have this point that exists outside of a CRM. You see what I did? Those are process questions. Nothing to do with my CRM process questions. Although that my meeting links in the CRM and I need to have one. Right. Like that's a. That's something. But let's say I have embedded on page. So this next portion is. I can do embeds Anywhere on the Internet where I think they might have a question. Now here's, here's something super does is we have, I had this up. We have a client called Biddle. I love Biddle if you know that they are. And I want you to see this. We have this thing like this little face we have anywhere the word Biddle shows up anywhere on LinkedIn, on an email, anywhere. Client called Biddle. I love Biddle if you know that. I want you to see this. We have this thing like this little face we have anywhere the word Biddle shows up anywhere on LinkedIn, on an email, anywhere. We actually have. That's our CS and we have embedded HubSpot embedded inside of it. And we know exactly who's working and who is it and who's the name of it. And so we can see. It's just another way where I know who, who's who's in charge, who's the poc and I embed. So how many times have you asked who owns that customer? We just have heads. We, we put in the little triggers and we know who owns that customer immediately we can have contact and talk back and forth about it. Embed on page. That's Lindsay's client. Isn't that cool? Okay, how do I do that thing on LinkedIn? I'm going to. That's going to trigger something which I don't want to do right now, but I'm doing anyway. So let's say I go to LinkedIn. How do I do that new thing on LinkedIn? And I'm. I'm going to come up here and I've. Oh, I just got hit with an update because some process change is apparently we're just going to ask me Anything tomorrow on LinkedIn. My point is you can take over people's screens and you could say and have them do and track if they completed. You can send them to different registration pages and this can happen at the URL level. Right. I do it on LinkedIn, not HubSpot. You can define where you're doing it. Every time you have something new you need to communicate. It's a communication tool directly in it. But let's say I have something I can have like LinkedIn news right here, which is like my thing. One thing too. It's all happening and you can have questions on how to use nav and you could train everything in a system, not just inside HubSpot, because there is no world. I'm gonna say it again, there's no world you're in. We're Naive. If we think people exist just on HubSpot we need to get the more and more functions there. But it will. It is not an only HubSpot world. It is a HubSpot plus a HubSpot plus world and the faster we live there the better. Okay, going back. So I'm sending stuff did cross platform and now let me dynamically serve content. So I'm going to go to this deal which I have a little link here training and this deal is called my my fig deal for demo. You'll see we have like our forecast, we have all our meeting links like what this means. We have some of our forecast stuff in here on how we forecast with the loom video and how forecast. So but what this is is dynamically serving content inside. So this is CRM crazy. Okay this is. This is pretty cool. So we have different things that are supposed to happen at times. So we have logistics and I'll say well boom. Without me loading a page I just slap the users with process right. Telling them what to do with a card associated. I said add an amount for this deal. You should be discussing typicals and the associated company does not have a super id. What. What the heck is that? More info step by step guide with a, with a how to associate with what to do. Same here. It's literally how to add guides and I can get started here and I can see the pictures and follow. Or you could do a step by step I'll like guide you through again all the tools that you need to actually replicate yourself and those questions in the place of need dynamically. Okay, I'm gonna switch from that just for time. I'm gonna. I'm gonna move. So I'm gonna get some QSAs. Okay. Send notes when things change. I accidentally already did that. Send it, send an update. That's what I was showing you. But you can also assign a task. So I get tasks like I can add my task and say Hey D, I need you to do this thing and it will be sent to her notified and I'll save. I'm just not gonna do it right now for it and put times for it. So like I get actually all my tasks for things to do I get sent here. Record your welcome. She just told me I was behind on this. Like do I get all my tasks directly here? Some of them are from action plans that I'm showing. Some are just one time pieces to be doing. You can communicate back and forth via comments if you need to do them again the one place a center of command that allows you to clone and replicate yourself with your users at the point of need, wherever they are. Go back to the action plan for my show and tell I assign the task Boop. Now let's go to use cases. Okay, so Matt, that's great. That's cool. But that's. That's cool. But how would I onboard a rep? How would you use this for onboarding a rep? Like let's go through a real thing. Great question. Let's go through how we are currently onboarding two reps. So what we've done is we have this full like week one prospecting. I have all our in states by month with exactly what to do with all our demos. So example is we have a like you're supposed to schedule. We have the links. We have like how do I do a demo? And they have this full that plan that shows them exactly how to log in and do demos. And there's not a world. What we get is this is the best onboarding I've ever had. You have even the point where hey, we want you to order the sales challenger book. Look, if I click this, where am I going? I'm getting the challenger sales book right on to do it, to complete it. And so what's cool, this is the platform. But you can do this off platform which is what I've been doing this time doing the action plan. And that's what is almost best about this. To be able to do work where you are when you need it and you can learn while doing. And that is the key concept. When you see these this next portion and is that I want to go over to show is this the last one is we actually use this entire thing. So we have a lot of biddles. One of them which is when we do, when we train super we do we call something called learning super on super. And this is how we onboard all of our new users, right? Unique using super. And we have changed like what's the impact of that? We went from on average about three months of people getting value to on average reducing it down. We had someone finish and get instant or like, like instant value in 13 hours. We went from three months to 13 hours. That's ins. That is crazy. Crazy, crazy, crazy. So we have things like that I haven't shown even like the ability to ask quizzes, right? Set up quizzes and ask users and have knowledge checks directly in. So the point here is I think getting back to this is that we need to move towards this right where you have a new mindset which is you are a product manager with a new tool set meaning you can My wife just delivered me something. Thank you baby. With a new tool set and you can have both hands and you can replicate standardize and then you'll be able to customize at the real points of need they can get a human but the non points of need this is this is not AI this is what AI doesn't have last mile delivery and that's what we focus on. It's the human part of how you get the company going last mile and that's where we sit in the innovation curve. We're thinking so in summary and we'll go some Q and A is there is a new normal it's coming and that new normal the new normal which is everyone's there's tool fatigue and there's more tools than ever so there's tool fatigue and there that that only intensifies human nature that makes it very difficult to resist a change With CRM having a high failure rate is the new world needs a new mindset a tool set and that's what we've covered here. I'm gonna say solve for process adoption do not just solve for CRM adoption because there's what are the questions people have to answer hourly, daily and weekly Start there create processes for them, enforce those processes and the result is you'll get fewer interruptions and repetitive questions, less resistance to change, higher process adoption and ultimately I general like the word always is ROI on your software purchases and when it's and it's it's it will transform how people work on a day to day basis and they'll transform their behaviors and everything will just be easier and as an admin you can win more often and fight the forces of friction is it for me guys? Q and A.

Thanks Matt. Lots of warm response in the chat. If you all want to hop over to the Q and A panel now looks like we've got about a dozen questions in there. We have we have time to get through those we have time to maybe get more if you're more than those. So ask some questions upvote your favorites. We will go most popular to least popular and get as far as we can. I'll give you 15 more seconds.

I I'll say this as we're waiting because I see some responses but I'll say tools out is one of the ideas I mean having been and done rep partners and coming out of that and so I was often looking at these large business problems is there are what I did not want to do is create another. Like create another tool that someone just has to use. So there are, there are tools that answer some of these problems. But like HubSpot, which is a platform and if the intent of especially us as HubSpot admins, I think part of our value prop is you can do more with less. Right. You can be in one place is I did not want to create another tool that was saying, hey, add another tool. Because I think that's antithetical to the value prop and where. The where we're going moving upstream. And so there are tools, they're like, oh, Matt, isn't that like Scribe? What's Scribe? I use Scribe. How to end it something. Yes, we have a guide step by step. That's a like for like process in the hell Tango. Yes, we have a like for like process on that. Isn't this like guru? Yes, we have, we're like. We have an internal Internet. Wasn't this like. Yes, but it's. They're all missing the full picture of one. You can't just do one function. You must answer all these questions. The who, what, when, where, why, serving content like it's the full picture. And that's what I think is missing. That's what I mean. New mindset and new tool. So I fully expect there to be a super competitor today. There's not. So.

Makes sense. All right, time's up everyone. We're going to start with Joshua Oaks 21 upvotes here. Admins are often responsible for driving adoption of HubSpot, but other stakeholders often are not on board. Eg sales leaders won't create or enforce policies or processes, won't discourage tracking leads and spreadsheets, etc. How do we make unreasonable headway on that problem?

I like to say this is a big problem. Right, and this is why you said the 50% fail is an admin has to be able to have influence without direct authority. Influence without direct authority. Influence out direct authority. And there I. I called this a long time ago. I wrote this thing called the Rev Ops manifesto. One of those things is. Is eliminate Excel spreadsheets, eliminate Excels sheets, the death of a CRM. So don't use them. And the question I and like you saw me have the Challenger sale there. Here's. Here's what I recommend. Here's what I Recommend is every HubSpot admin. In fact it's a mandatory read at Super. Just as a point is every HubSpot admin should read the book called Challenger Sales. Now it's geared towards salespeople. But the function that the insight there is what we need it is we must provide value. Not people think that relationship building is where value is created and they'll have better relationships by being nice and being these. And it's you flip the narrative. It is the people who are the most successful in sales and in like getting influence without direct control are those that challenge through value. And so here's a direct like here's a direct how do you solve this problem? It is a perennial problem that will never go away unless you do this. It is executive we are not like I do not think we're going to get adoption of the CRM because we run our sales process in the Excel. Is do is your intent to use HubSpot or to use Salesforce or to use Pipedrive or is your intent to use the Excel spreadsheet? What is your end state? I recommend we use a CRM because it will be best and we'll have a competitive advantage. Ask them with insight and they will say HubSpot like perfect. Then by next week my record like I will run it we'll put it over let's run the sales process out of HubSpot next week. I'll do all the work to get it there and you do that and you will have earned the respect and you will have gotten that's how you get through executives going through. You must talk like an executive, you must give insight like an executive and you must challenge just being nice. I would say it being being kind is saying here's what's going to happen if we don't often being it's actually very mean to just watch it fail. So learning how to have that conversation is super important. Theory and practice I was trying to give them that's the only way to get through that. Great.

I'm glad we did that question first because Joshua's second question takes us to even thornier territory. A lot of businesses our clients don't actually have processes. They have practices that are not documented. If a business doesn't have actual process how can we even approach the adoption gap? There is not a process to implement and support just effectively random activity and action.

This is my this would be me trying to practice Challenger just so we hear so you hear this here's in action. I think that thought is wrong and will create bad behaviors. So what do I mean is that company has a process or they wouldn't exist. Somebody somewhere is doing something repeat like over and over again somewhere. It's like saying we've all had this experience. I have that experience at least is I walk into a room or I walk into a company and the culture is like, hey, here's our we. It's like saying a company doesn't have a culture because it's not written. That's not true. Every, every place has a culture. And our job as clients is to see it for what it is. Our job as, as, as implementers, I'll call us implementers and consultants, is to understand where they want to go and create the bridge and how to get from point A to point Z. And that is the value of a HubSpot consultant or an admin, right. Is saying you're here. Do you see that? You're here. Here's where you. Here's where you are. And let's go to point 8. Do you want to go there? Yes or no. And if they say no, it's like perfect. If you do want to go, here's how we're going to do it. And that's like. And so repeating it is. Every company has a process they are following something they just might not be following. A process that helps them win. Right? You can follow processes that make you lose.

So Jeremy asks how hard would it be to re onboard a team of over a dozen HubSpot users asking for a friend?

All things considered, I think that is a relatively light lift. We have much larger 100 plus is where is where you get a lot of bang for your buck when you're doing this. 10 is you can do a massive amount of change. So usually pilots like when you're doing an enterprise organization, you're picking about 25 people to make some kind of process change and test it. So like 10 around 10 is more a pilot which means you're a small org and you're having 10 users. That means you can change everything and still you can have pretty drastic change in a short amount of time period. Jeremy, I'm sure we could always talk I'm period. As I'll say we can get into how that's done.

Nathan, I really. I'm enjoying the questions your session is raising up here, Matt. I think this is where really good stuff happens. These are admins not just thinking about tool administration, but like being actual strategic parts of their organizations. I appreciate the value our CRM provides in helping us identify areas for improvement, ultimately making us more effective. However, I recognize that its insights can sometimes be perceived as negative since they highlight our shortcomings. What strategies would you recommend to maintain high morale while coaching and guiding team members toward growth.

So I feel like this is straight like how to provide business value as a. As a HubSpot admin.

Right.

Well.

And it thematically relates to what you were just saying about your organization might have a process that makes you lose. Right. And if that is what your CRM teaches you.

So. So I, I think being a HubSpot admin and doing it well. And I said making it profession is much less about the technical aptitude and much more about the EQ and how to be. Make behavior change. So let me give you. I'm gonna like give a dire situation. It's probably too big of a metaphor. And then I'm going to bring it back to this is I was in the military and I went to West Point. And what that means is I was. Torture's wrong word. But I was just like the only thing that was told is you're going to lead people into combat. Right. And because of that is we, yes, we had academics, but we also had this other portion that was like, how are you going to get people to go up a Hill where 50 or more are going to die? I'm saying this like I'm just trying to get. Just that that was our logic question. Right. So how do you get people to do things they don't want to do? That question is ubiquitous across any place and is useful for any company you're in. How do you get somebody to clean the toilets when they don't want to? How do you get someone to have pride in what they do even when it's something very small? And I like, I think this is a very useful concept specifically. Hey, when I identify bad things, how do you keep people on trail? Like example, we had churn. You're like, great. How do we. Is this Kyle? I think you're actually probably one of the most optimistic people I've met, at least. As we mean, I love that and people. So let me say people like being around optimistic people because all you like Kyle. So if you like optimistic people, you're like, why are you attracted to Kyle? It's because he is a perennial optimist and even when bad things happen, you know, he's buoyant, he's going to stay there, he's going to help you through. So we must be able to communicate that. And there's a concept called predetermined optimism which just makes the statement is the. The right mindset is always the one that has. That says there is good from this problem every. So there are. We have hundreds of issues that Means we have so much opportunity. Here's the first place I want to start. Now we have visibility. Now we can do change. Let's go. And if you frame it that way, I'm telling you no one wants to lose like they want to win. And they will be attracted towards the person that gives them hope. And if you in any way help them get closer to getting better, they will be attracted to you. They will do what you say and that's how you command respect and that's how you move from tactical to strategic and eventually towards helping run the company in some fundamental way. That's the power of the admin. And the admins have a unique way to do it because they're talking to sales reps and they're talking to people in immense amount of pain more often than other people in the company. So you have this very wide spread. That's why I love this role so much because you can have so much impact if you adopt that mentality. Love it.

Next couple questions are really tactical specific things about super itself. Jeanette asks do users have to download super in their browser?

No and yes. So there's different aspects that say yes and there's different sum. The no. It is more powerful at a 10x level when they have a. The Chrome, the. The. The extension that works on Edge or. Or Chrome period. You can also use it without. So the whole point is. Let me get the point. Like the point of the. That the mindset is how do I do more with less. And part of it is creating a connective tissue across all places which requires with that. In that. In that mindset that you have something that can sit across all. Which means need to download something across your browser. Now we're just not another app. Right. You're an enhancer of your current processes and helping you build new ones. Cool.

And then Courtney asks can we get supered for select teams only?

Yes. That's a simple answer. Yes.

Let's see some of these. There are other questions that kind of hit on this. What if there is not a process? Which I think, well.

I must say ask me one of the. What is not a process? Maybe I can go deeper into that thought.

Sure. So Amanda says how can they adopt without a process if there isn't a value for them? Why would they use the CRM? What would you suggest as a process to introduce pre Process.

Yeah. So. So I think this is. This is another mindset shift. Okay guys, we're thinking like that thought I was going to be. That thought is a project mentality and we need to rip it out and stop it. So I would ask the question, I'm like, well, great. How do you start getting better at something? You do one thing, you put your meeting links in one place so everybody can look at them. So what? Like it's, it's, it's the chicken or the egg and I'm saying, you know what came first? The egg came first. That's what came first. Yeah, like, and you have to like. The point is if we look at things like, well, I don't have a process and I can't get started until we have one. And what you do is you say, hey user, what are the five things you have to do every single day and what causes you the most pain? Show me. I'll show you. Like, they'll show you stuff like perfect. By tomorrow I'm going to show you something and I will. I'll make all those things easier. Are you good? Yeah. They show it to us like perfect. Does that, is that, will that be better? Oh, heck yeah. Or they'll be like, oh, that's all, you know, heck yeah. And be like, okay, have it do it better. And you just aggregate over time with small incremental changes versus large scale and you get their product. Hey, that works. Oh gosh. Actually like these three things were freaking amazing. And the other one I just didn't use at all. Oh, why? And you build it over time. If you start with one project and a project mentality, it's not that the process doesn't exist, it's that it takes a different way of thinking to create something new. Great.

We have about two minutes left. I feel like this question from Sebastian is a great place to end. I would love to hear your answer, Matt, to the question what are the most important hard and soft skills for HS super admins? After what you said, I have a.

Whole seminar on this called called becoming the HubSpot admin. It's on the RevOps course that's in the HubSpot. HubSpot's Rev Ops. I think they don't put anything there anymore, but this is a good one. Every I call, I created this or I presented. I may, we may take this. Steve, we may have to like relaunch this in some capacity. I can build an app around it with AI now is it is called the five stages of the HubSpot admin. So one of the issues, I think, again it's the same like we gotta rip out this project. To become really good at HubSpot means you must be really bad at HubSpot and there's stages and growth and so there's both EQ and there's both IQ if you would hard and soft skills and there's different things to do in those. So if I was doing that, what's a hard skill? You need to learn how to be able to see databases in your head and you will always be a better HubSpot admin than someone that can't because you can see how data will work. So when you see a problem set, you can answer. You have your tool sets larger. So go learn data architecture and get a certification from LinkedIn. Right. Or the certification from there EQ side is go get your PMP or go read Challenger sales and start implementing those things. And so I have a whole like here, here, here it is and check it off and we will reboot that D. It's a good idea.

Cool. Well, we're at time. Matt, thanks so much for being here. If people want to connect with you, follow you, continue learning from you. What, what are next steps?

Two steps is I'm on LinkedIn where I put a lot of thoughts in there and I'll communicate back and forth. And we are moving in a great a large way into YouTube where we have people asking me questions. So if you have any of these questions and you'd like for me to answer them live as we were going to start having that called unmuted, I think is something like that we're doing something so we'll be doing that next couple weeks.

Amazing. Well, Matt, thanks so much for being here. Everyone, thanks for joining. Great to have you all in the room again. Hope to see you all back next week. And that's the end of today's show. I'll let you get back to your Tuesdays.

Stay awesome until next week.

Bye.