Free Sales Management Course For 2026 (1 Hour)

If you've ever wondered how to problem solve a sales team or scale a sales team and you're just like, you're not quite sure which levers to pull.

How to pull them, why to pull them, when to pull them.

My name is Matt and I have run hundreds of sales teams, generated hundreds of million dollars in sales. I run a sales agency, plus I've scaled three of our businesses to eight figures. And I'm pretty good at sales and sales management. And I have put together a course that I'm releasing totally for free. I showed a little while ago and then we updated it and I can't be bothered setting up the pay funnels for it. So it's totally free.

Watch this video and it's going to.

Go through a whole bunch of sales.

Management stuff with you.

And also if you're a rep or business owner, this is essential because it teaches you how to problem solve sales data, which is like, what do you actually change given the information that you're given? So watch all the way through the end like and subscribe if you enjoy the content and we will see you in the video.

Hey guys, what's up?

Matt here. Welcome to our sort of sales enablement sales management course where we're going to teach people how to understand the intricacies and complexities of sales teams, how to build them up, what to look for, how to problem solve, how to manage an overall, how to create a more successful sales environment within your company. The first of the many modules in which you'll be doing is all about, is all about sales teams and sales and the culture of a sales team and how we can enhance that. Some of the things to look out.

For when we're looking at problem solving.

A sales team, and then from there we'll kind of go into other. The very first one that we're going to be talking about is, is the culture. So let's talk about like, what is.

A culture and how is a culture brought about? If your team is a team that.

Gets along very well, they're always friendly with each other, they're, you know, they're.

You know, somewhat collaborative.

That may or may not be a sign of a good culture. A good culture is not a bunch of people who like each other. A good culture is a group of people who are united under a singular purpose and banner in order to do a particular thing. So that's where the mission, vision and values of your company become incredibly important because that's what you're gonna establish first and foremost as the most important thing when it comes to your sales team. So what we do is we establish a mission. Then from there, everyone who comes in and our salespeople are the largest advocates, and they are the most passionate people about your business. You know why? Because they're selling people into your business, your product, your service, and every single day, so they become, like, fanatical about the company. That's just what happens. Like, you can't help it if you're a good salesperson.

You become.

You, like, fall in love with the company.

Right?

And so it's important that we hire people who are on the same mission as us. Right? If you're not keen or you're not down or you don't want to, or you're not interested in changing the way that sales is perceived, there is an immediate clock and timeline on the relationship that we're having. It's going to be very transactional. In order to have a good culture, you cannot have transactional interactions. They have to be meaningful and deep. You have to have a thing, a driving purpose behind that group of individuals. That's why, like, you know, when something.

Like the coronavirus comes or a war.

Comes along, then it unites. A country unites things. You know, so when you have a common enemy, you unite. So that's the purpose. So everyone getting along is not a sign of a good culture. It's just a sign that everyone's getting along. And if you're truly passionate about something and having heated discussions about it are.

Are fine. So, like, you know, you want to.

Have, like, a collaborative sense of competition within the sales team, where you have people who are striving to be the best. You have people who are passionate about what they're doing. And through that passion is going to breed a little bit of argument, okay? A little bit of competition, a little bit of, you know, whatever it may be, a little bit of combative behavior behaviors, but that's fine, because if it's for passionate reasons and you have good conflict resolution and you're both driving towards the same thing, but in a different, slightly different views about how to get there, then, like, that's. Those are super collaborative conversations that show that you are creating an awesome culture. And again, a culture is. Is people driven under a purpose and a banner to do a thing. So what I want you to do is go away and do an assessment and have a look at.

Is my team just a bunch of.

People who get along? Do they just work together just because they all go to the gym together, Just because they do push ups Together. Just because they yell and screaming, it doesn't mean anything. It's. Are they united under a singular purpose? Like do you have collaborative competition? Do you have passionate people who are not afraid to voice their views and, and dig in when they think something is worthwhile? These are things that are really important for a sales culture. And when you have a good sales cult, one, you hold people much longer and the turnover of sales reps is something that really hurts businesses. Two, you're able to have more experienced.

People.

Mentor the younger and like the newer okay into doing the things that are required to become really successful within your business. And that's really important because you know, it doesn't necessarily financially benefit them. Right. But it benefits them because they are on board for the cause. They're on board, they believe in what you guys do and they want more people to have access to it. So they're naturally going to help people go.

They're not actually going to help people.

Go through the processes and go through the bumps that what it takes of being a new sales rep on our new business, using a new system, et cetera, et cetera. And then it sort of, it sort of allows for you to really just get them to do things required to get outcomes that you need. You have to get data from your sales team, they have to do their admin. There are certain things they have to do and you have to be able to chop and change things. And, and if you have a good culture, they know that what you're doing is in their best interest and it's for the cause and it's to make things better in the long run. Then from there you can build an absolute rockstar sales team of guys that are all doing really well. And it's a fun and unique environment to be in. And people who are on the outside are looking in, going like, what are they doing? I want to be a part of that. So that's kind of my take on when it comes to the importance of having a clear and defined mission statement when it comes to running a highly effective and well cultured sales team.

Hey guys, Matt here and in this video I'm going to be talking about the difference between activity and close rate and how they relate to sales culture and sales teams and sales management. So let's start by defining the terms. Well, we've got activity. So activity is the things that your guys will do, right? It's really important to have really, really clear and concise KPIs in place for your activity and your KPIs should be very clear and with intent. So how we do it here at level is that we have the mind. So the most important number drivers and they come from the overall revenue KPIs. I'm just going to use some really, really easy numbers. Let's just say I want to make $100,000, right? And $100,000 from front end sales. And I'm going to make another hundred thousand dollars from back end sales. So my $100,000, what's my average amount that I make per sale? Let's just say it's $10,000 for ease. So it's like, okay, cool. In order to make $100,000, I have to make 10, $10,000 sales. Okay, so now it's like, first of all, KPI is a $10,000 average cash collection per sale and I have to make 10 sales. Now in order to get 10 sales, how many sales, how many people do my sales team to speak to? Let's say I have a 50% close rate again, just for ease of circumstance. So I need to do 20. I need my sales team to speak to 20 people. To speak to 20 people. How many do need to be booked? Let's say I have a 50% shop rate once again. So I know that we need to have 40 sales calls booked for 20 to show up to sell 10 at an average of $10,000. I will make a hundred thousand dollars in order to book 40. What are the different marketing mechanisms? Let's say that like, let's say we're doing 100% outbound, so we're generating leads. Then from there we're doing outbound, doing a quick discovery and then booking into a sales call. So it's like, okay, cool, I need to book 40 in order to book 40. How many people do we need to offer one of those calls? Let's just say it's 80. All right, so we offer 80. That means we've had a really solid conversation with 80 people and we book 40 to have 20 show up, to sell 10 right now in order to have 80 conversations, good quality conversations, how many pickups do I need to have?

Right?

So I would say it's probably about 160 because half of the people just are not really able for whatever reason you to be able to actually talk to you at the time. So you need 160 pickups to have 80 conversations, to have 40 booked, to have 20 turn up, to have 10 sell, to make a hundred thousand dollars. Now, in order to have 80 of 160 conversations. How many dials do I need to make? Let's just say I have a, a 10% pickup rate. I need to make 1600 dials in order to make 10 sales right now. In order to make 1600 dials, what is the lead flow that I require? Right, so the lead flow that I require is X. And that means that we're going to, we average X amount per lead, which means that we're going to spend X amount on marketing. Now to be able to produce X amount of leads for X amount of dollars. How many different marketing campaigns, how many ad creatives? It goes back a very, very long way, right? But it starts with the end number and then from there you can break those numbers down even further if you'd like to. But essentially that's a really, really basic model of doing it. So from that original number we backtrack the entire thing and that's what creates our most important number, drivers and that's what creates the KPIs. So and those KPIs, the people understand that they are. So we can do this, we can do this, we can do this, we can do this. And as the jobs transition then we understand the activity levels required. Now it won't always work out so that sixteen hundred dollars equals ten sales. Sometimes it'll be hundred is fifteen sales, sometimes it'll be three thousand is four sales. Like, but on average it's going to work out to 1600 dials equaling 10 sales if we follow that logic train. So that's really important to know. There's the activity levels which create the opportunity and then there's the skill set that makes the opportunity and turns them into sales. So that's activity. Now, close rate is the people who we sit in front of, right? Who we actually present our offer to and then we close or we don't. If your business does the offered maze metric, which is a rare metric, but it's quite specific to coaching consulting, it's a very poor metric because it's using subjective things and not objective things. And so it's a very difficult thing. If you run a business based on that. It's almost impossible to figure out how to actually problem solve your sales. Now one of the things within management and within managing the culture of your team is you have to be able to manage the the perception of the activity versus the close rate and the importance of both. But not putting too much importance on close rate, for example, because close rates can fluctuate depending on a number of different factors which are both internal and externally related, and I'll go through that in a second. But we need to make sure that the activity is going to be the overall key driver of the business. Because as Brian Tracy once said, having sales targets is silly. You want to have activity targets because you can't actually control if somebody buys or not. All you can do is do the amount of activity required to ensure that you get enough buyers. So how do we determine the ratio? The ratio is always so close rates should, should shift and mold depending on the amount of opportunity that you have within the business. So if you have a tremendous amount of opportunity, you only have a finite number of people that you can sell based on the size of your sales team. Let's just say you have 10 sales guys that can do five sales calls per day. You have 50 spots per day, five days a week. You have 250 spots per week that you can have salespeople in. If you have 400 people that are trying to get a sales call, then your close rate should be very high because you would add filtration systems, right? To ensure that you're speaking to only the best of 250 of the 400 candidates that are trying to get through. Because you don't want to book out longer than about 72 hours. Otherwise you will have massive shop rate issues. So it's not something I want to get into right now. We will get into that later on in the course, but we don't want those long, those long protracted times because your show up rate is absolutely terrible. So if the supply, okay, if the supply is lower than the demand of sales calls, you filter here and then from there you have an abnormally high close rate because you're only speaking to.

The best of the best.

When the opportunity drops and the supply of sales calls is larger than the demand size of sales calls, availability is larger than the demand coming through, then from there you let everyone through. So you'll naturally have lower close rates. Now why is this important when it comes to culture? People think that slumps are a thing, slums are not a thing. Slums are just poor, is just poor process exacerbated by people being tired or grumpy or whatever. So if you have really, really good processes and you understand data, you really don't see slumps very often. And I'll explain why. So a slump is like an unexpected downturn. But a lot of the time when you have a look at the data, you can see that it was an expected downturn. It just wasn't expected by the individuals that were experiencing it, but it was highly predictable. For example, the first five to 10 days of every July in the United States, everyone goes through a slump. Right. Just because no one picks up the phone in July because it's 4th of July, everyone loves that holiday. So it's like saying that I'm going through a slump December 26 to December 31. Like it just, it's not really there. And that's obviously a very obvious one. But there are cyclical rates of marketing and sales and there will be surges of demand and then there will be drops in demand. And those are natural and they have a lot to do with the pre work that you do on the marketing side. So it's management's job to manage the overall culture of the team through explaining some of these things. Now that doesn't mean that you give them excuses to have poor performance, but by, by being able to like accurately articulate the importance and, and the variables of the externalities, then you stop the people within the business thinking that they're the worst salesperson in the world when they're having a bit of a down period. Because you can explain to them your close rates are most likely going to drop. And that's fine. Don't worry about it for the next week or two because we're going to flood you with people who are a little bit less qualified. But who here would rather have an opportunity than no opportunity? Raise your hand. Everyone should raise their hand. If I have a 1% chance of closing someone, it's a hell of a lot better than a 0% chance of closing no one. Right? Right. So I want to flood with opportunity. Then from there, as that starts to shift again, you say the guys, hey guys, I'm expecting more from you now because we're going to be filtering everything. And then from there like you're managing people's expectations of themselves, you're managing the higher ups expectations of the team and then you're overall really, really effectively managing the, the mindset and the psyche of all the salespeople. And salespeople are, are really up and really down. And so it's our job as management to arm them with enough information to where they understand what's happening and why it's happening. And then being able to walk them through and explain that not everything is within their control. And that's fine, it's all part of it. And then from there you have a really, really good breakdown of the importance of the activity within the business and how that relates to the close rate and how you kind of mash it all together to ensure that you manage the overall culture and esprit de corps of the team.

Hey guys, what's up? Matt here and welcome to the next video.

The previous video that you watched was.

All about the culture within a sales team. What we're going to be talking about is the values. So the culture of a sales team is driven by the mission, which is the purpose of which we're all united under a banner to do. Okay? So it's very important. We cannot have culture without purpose, cannot have a purpose without a mission. The next thing that we need to establish is the values of the company or the value of the team. So what are values? Values are a series of, I guess, words that you would put against a series of attributes. Okay. So for example, like one of the, one of the values of any PQ is ethical. Okay.

So that's one of the values of.

Seventh level as a whole. So ethical. So what does that mean? That means that like we do not sell certain people. If we know someone selling things that are nefarious or they're coming from businesses that we believe are, are not genuine, we don't allow them to come into the program.

We don't sell them.

Right. We also don't allow funding models that I believe to be unethical. Now this is just my personal belief, but those, everybody gets approved type funding.

Models, I don't allow.

Now would we make more money if we had them? We make more sales? Yes, we would. However, I don't believe it to be. I'm not doing, I don't want to get there in a way that I'm not comfortable with. And that's what a series of values give you. So nurturing. Right? That's one of the values of seventh level. When I nurture our prospects, right. In a way that makes them feel comfortable. Comfortable, we still are able to do our follow ups and we're able to take them through a process where they feel good about it and they buy happily at the end.

Right.

That's nurturing. Then we have ethical and do all of that in an ethical way and make sure that we sell the right people and that we give people an opportunity to take it, to take, you know, any PQ on and start to really change the way that sales are perceived throughout the world. Okay? So we have these series of underlying values and what they do is they become, they become the stopgap whenever we're trying to make a decision. So if we want to hire somebody for the sales team, it's like, are they on board for the mission? Yes. Do they share the same set of values? Because again, like I said with the mission part in the culture, if we're bringing on people that do not have the same set of values that we do, there is an immediate clock on that relationship and it becomes transactional. And listen, that, that can be okay in the short term. If you're a brand new company and you need people, you need reps. Like you can bring people on knowing they're not perfect, they're not going to fit you gu long term, but you need to fill gaps. Like I get that there's, there's always use cases for things, but in general, if we're looking at trying to create the optimal sales culture environment so that as managers and as leaders of the business, we can control the variables as.

Much as possible, which is what we're.

Trying to do is we want to have a unified set of values that everybody comes under. Okay. So like, want to make sure that, you know, and that's going to be different for every single business. It's really for up to you guys to decide. But it's like what are the, what are the real things that we as a company or we as a department want to espouse and have people think of us? You know, that's going to be your core set of values. Like hard work, you know, follow ups, like, you know, like professionalism, all this kind of stuff can be of value and then you can define what that means. Professionalism means you do your data, you do your referrals, you do your follow ups, you do all these things right? You, you maintain your CRM. That's what professionalism means.

Okay.

You know, highly skilled, it's like, okay, what are you doing to constantly enhance your skills? And then these become sort of like just the guiding principles of how you assess people and how their actions are. And that goes outside of rank structure. If, if, if you are the sales manager and you are acting in, outside of the values of what you guys have espoused, the newest, most junior person should be able to go hey boss. Like you know, and pull you aside over hey boss. Like that doesn't really line up with the values that we've said. I don't obviously like rank is a thing here. But like we've always been told to pull that up. Like can you help me understand why we're doing this when we constantly promote this? And that's a fair question because again, if people are bought into the mission and they Understand the values and they are part of that value system. It's up to them to uphold it. And so if they can't do that or they won't do that, then again, you don't have a culture. If, if, if people are not fighting and passionately and willing to have uncomfortable conversations to maintain the things that you've put in place, to have a good mission and to have good values and to have a culture, then it is not a culture. It's just a group of people who either just like each other and get along or just can't be bothered having difficult conversations. So that is the importance of having a value system when it comes to running a successful sales team.

Hey, guys.

What's up?

Matt here.

Welcome to the next part of the training. What we're going to be doing is going over a quick case study, which is a business called Sales Sniper, which I own as well. I'm going to go over how we went from good culture to bad, from good to bad, back to good. Okay? So I want to give you a case study of how things like mission.

Vision, values, and these kind of things.

Affect actual culture in the sales team. So Sales Sniper, when we first started.

It was exactly that. So I'm an ex special forces sniper and then I did sales.

So I started a business called Sales Sniper and we became known the absolute weapons of the high ticket consulting industry. We were the highest skilled reps. The training that we provided was amazing. The level of skill that everybody had was really high. The bar was incredibly high to come in. Tons of people tried out.

Very few people made it.

We were the true special forces of what we did. Now what does that create? Right. So the culture that we espoused was. It was very heavily based on me and my personality, which is if you're not good, go like you have to come in at a high standard, and I'll make you into a higher standard. If you don't hit that higher standard, you have to go even if you're good. This is the NBA, not the G League, not the Euroleague. That's. That's the culture that we had. And so there was absolutely no tolerance of incompetence whatsoever. And so what that did is it weeded out everybody who wasn't good. Now, it also really hurt a lot of people's feelings because when you come into. When you come from being the top in your area or your company, and then you come into an environment where you are clearly towards the bottom, that's quite jarring for a lot of people. And people either take that and they get really angry and they leave, or they take that and they love it and they thrive and they get even better. So the way that we engineered that was very heavily based on, like, leading from the front. And this is a strategy that you can do especially early on in the game, or if you're a sales manager that has a good amount of sales prowess and a good amount of sales experience. So I led from the front. I did everything that I. That I said I was, I was expecting from them. And there was no tolerance of not doing it. There was constant auditing, constant checking to the point where, like, people were coming up who just started to do all that stuff for us. We didn't have SOPs at the beginning. We didn't have any of that stuff. We were just a rapidly growing group of sales guys that were just running around the world selling all different types of things and getting paid well for it. And so. But we didn't have to have SOPs. We didn't have to have all that kind of stuff because we had such a strong culture that excellence was expected and demanded and because people would come in with that expectation. Because the only thing that I espoused was excellence.

Excellence.

Excellence demanded perfection and excellence. And so the entire mission statement of the company was to be the most lethal and effective salesforce on the planet. That was it. It was, we will be. And we are the most effective, like, high ticket sales team on the planet, right? And we sell the unsellable offers. That was kind of our shtick, right? So we'd come in with five sales teams had failed, and we figured out how to make it work and we absolutely nailed it. And so that, that worked really well with like a tight group of people. Then from there we started to hit points where we had a lot of people and we were able to keep it together. And then what sort of started to happen was like, well, listen, let's start to develop these people, right? So we started to allow people to stay who were not good enough to stay previously, and we would put them into development programs and we would do lots of training for them and stuff like that. But what that meant is that like the. The guys who were here from day one, some of them started to go, well, like, this doesn't feel like it's the NBA anymore. Now it feels like it's a combination of the NBA and the G League and the Euroleague. And I mean, like, there's a bit of, a. Bit of a juxtaposition happening here. And so we started to lose some. Some people that were sort of probably not super key, but it was sort of like a symptom. And then we ended up with a. With an awful lot of, like, underperforming people in like, junior roles. But the thing is with sales, like, SDR roles and that kind of stuff, even though they were pretty good compared to the rest of the marketplace, those roles are what sort of create your flow. And so if they're not as good, then everyone who is really good is limited in their opportunity and they have to start coming in and helping out and doing all that kind of stuff. But the guys aren't really good enough. So that instantaneous self selection started to leave and we started to be. We started to attract people that wanted to be developed.

Okay.

And although at the time that seemed like it was a good thing because we had lots of people coming through and we were developing them, we thought that we could make them all better. And we did. A lot of the time, it really started to crack away at the underlying mission and values of what Sniper was, which was like to be the absolute most effective, most lethal salesforce on the planet, right? And sell the unsellable offers because these guys that were coming through couldn't. They couldn't compete with that. And so that. That led to, like, some serious issues and serious cultural shifts within the company that were not positive. Had you have done, I guess, like a survey on happiness, I think a lot of people would have been happier during that time. Like, they would have been more pleasant. And I was gonna go along better. And we did a couple of retreats, and people felt really good about the company, and they're like, I'm a sniper. And it's like, yeah, but you're not, you know. And so when you start giving out terms like that and not real, they start to become meaningless. So people would put up a sales.

Sniper banner, and I was like, oh.

That person's not very good, you know? Whereas if you used to put up a sales sniper banner, used to be that you were very good at what you did. And so I hit a point where I said, stop. And I sort of came really back into management. And I said, play time is over. If you're not good enough, I'm going to get rid of you. And I said, we are going back to being how it used to be. And if I deem you not good enough, you will go. So if you think you're not good enough, self select now. And I very intentionally, I called like an emergency meeting with like, What I would consider like the core leadership of those. Of those things. And I said, hey guys, like, I am going full ruthless mode. And they said, thank God.

Right.

And so I came back in and I absolutely demolished a lot of the team. And I probably fired 70 people, 70 sales reps, I would say. And SDRS got it back on track to the point where it became lethal again. And you know, we had to really kind of work very hard to shift the internal. The external perception never really changed, but the internal perception of like, man, it's hard to be here. Like, you have to fight for your spot, you have to maintain excellence. And we were able to, like, because as we were doing this, the expenses were going up and the revenue was.

Kind of going down because, like, we.

Weren'T being as efficient and we had to have more people to do the.

Same things and all kinds of stuff.

And as I did all that and refocused it, we managed to get the revenue back up very quickly with less people because we were focusing on only the people who agreed to be held accountable to excellence. And so, you know, that's a very, like, there's a lot, there's a lot to that story, right? But it just goes to show, like the, the absolute central importance of having a super clear set of guiding principles and values that you and your sales team espouse and being true to that always and not. Not if that's what works, that's what works. And not shifting that because the consequences.

Can be somewhat devastating.

And it's very easy to have a small cancer turn into a huge one when it comes to culture. And if you're, if you're not keeping on top of it and constantly monitoring these things, then it can go very badly very quickly. And then you have to jump back in and save the day.

Hey, guys, what's up? Matt here.

So what we've gone is we've gone over culture values. We've gone from what a good culture and bad culture and those shifting things. Let's talk about the processes that we use to and a little bit more detail on how to fix a bad culture.

And first of all also how to.

Establish that you have a bad culture. So there are a couple of key steps that have to be taken. And the first is to re. Establish. If they re establish a cadence of how the business works. So how you do that, first and foremost is the meeting structure of the business. And you should have a very defined meeting structure that people understand why they're on the meetings. It's not too much you shouldn't be having two hours of sales meetings a day, just like you shouldn't be having two hours of sales development stuff per day. It's just too much. So you have to re. Establish a meeting cadence. I like 15 minutes in the morning, 15 minutes in the afternoon, first and first and last. So first 15 minutes, last 15 minutes. That's a great way for you to set your KPIs and OKRs, right? So you're, you have them basically every single day. You have them say what their day is, what their KPI is for the day, and what they're going to do to achieve it. Okay? And then at the end of the day, what did they actually achieve? Why did they want to do it? Didn't they. Have they done their admin for the next day? Etc, Right? Like, have you confirmed all your calls? So you have a process that you want to take them through to, to keep that cadence, right? To have an understanding of where they're at, what they're doing, a level of accountability day to day, for them to do the basics well, for them to be held accountable to getting an outcome, to getting a result. Okay? So that meeting cadence is essential. And then from there, so you have your say, two 15 minutes a day, then you might have like your say every two weeks, the whole team comes together for every week, come together for a training.

Okay.

And then you might also come together like for, you know, on like, on like a regular basis to go over, you know, team things and all that kind of you need like with the announcing of new initiatives and projects, like.

All that kind of good stuff.

And I believe there's a company once.

A month having a bit of a.

Spot check from the CEO on like, or at least quarterly on like, you know, State of the Union type thing. I think is very important. Right. I also send out a monthly letter from the CEO, which is like, I send it out to clients and I send out the staff on all the initiatives that we're doing and things we're excited about. I send out two different versions of that. Okay? So really establishing a strong meeting cadence is important to resetting the tone of what you expect. Because how you structure those meetings and what you talk about in those meetings and what type of meetings you do is going to dictate the level of like, what, what is proceeded as important.

Okay.

Because if it's all about training, then when training is what's important, it's all about admin. Admin is what's important, right? We have to figure these things out.

And pre plan them.

Then from there it's about setting clear KPIs. I think one thing that businesses do particularly poorly is set KPIs that does start from the top at a leadership level. But you have to sort of lay down your KPIs and then from there there has to be like an M I N D attached to this KPI, which is the most important numbers, most important number drivers. Okay, so which is basically like a working backwards of the goal. So if your goal is a hundred thousand in cash, collect whatever it is, $100,000 and your average sale is 10,000, then you need 10 sales, right? To get 10 sales, okay, how many do you need to sales goals need to have show up. Let's say it's 30 to get 30 to show up. How many sales calls need to be booked? Let's say it's 60 to get 60 sales calls booked. How many of these extra steps need to happen in order to have that? And that goes all the way back up to the marketing people. So now you have KPIs right handed down from here and everything is tracked.

All the way up.

And then from there you can have a look at all the activity levels that are required. Like, okay, we have to have, you know, to get 60 and we say we do outbound, we have to book 120 from our outbound. Okay. To book 120 from our outbound, how many conversations do we have to have? 240. Okay. To have 240 conversations, how many people need to pick up the phone? Okay, 480. Okay. To have four need to pick up the phone, how many dials need to be made? We need to make 3,000. All right. To be able to make 3,000 dials on a weekly basis consistently so we can get that number. How many leads need to be generated.

So that we don't.

If we're gonna hit everyone five times in a week or eight times in a week, it's like, okay, cool, we need to generate 800 leads a week, whatever it is, right? So then from there you're like, okay, 800 leads a week. How many marketing campaigns, how many, how much money are we gonna spend?

All that kind of stuff, right?

So those are all M I n d and they all come down from clear and concise KPIs.

Okay?

And then from there you'll set like, this is where we're at, this is where we want to be. And then you have. And then that gives you an ability to have a look at like, well what's actually going on here, what's going right, what's going wrong? And we're going to be going over some of that in later modules. But this is how it all kind of ties together. So if you have clear and concise KPIs, then from there you can sit down with your team and go, hey guys, this is the KPI. These are the numbers that we need to achieve to hit it. These are the activity levels. This is everything that's expected of you. Now is that reasonable and realistic? Yes, it is. Okay. Do you have all of the resources available to you in order to be able to hit these numbers? Yes. Is there anything that would potentially stop you from being able to achieve this? No. Cool. Do you understand in its entirety the task that's hand to you and the expectations? Yes, I do. Perfect. Let's go out and do it. Right. So that's their opportunity to be able to say that these are unreasonable, unrealistic.

I can't do it, I don't know how to.

And then from there you can fix the problems. But it's a very clear conversation with very clear expectations. If they don't hit it, we need to come to them, go, hey, why didn't you hit it? Let's have a look. Is it skill, is it process? What can we do to support you? Or do you just need to work more? I didn't hit it. Yeah, we only work 25 hours a week, you know, so like there's easy ways to have these conversations and tough ones. But I think like if you sit down and you reset your meeting cadence, reset your KPIs, reset your mind numbers, and you relay that to your sales team in a clear and concise way where they have the opportunity to ask questions, pushback, give feedback, and then, and then agree that they have everything that needed to hit that goal. And then from there there needs to be a support structure in place if they don't hit the goal. With a performance management system and a very clear expectations and no one gets special treatment.

So once all that's in place, like.

You then really start, you know, and then you redefine your mission, redefine your values, and start making all of your decisions based off mission. KPI's mind okrs, right objectives and key results, you start really hammering that in. It'll be extremely clear who is in for the cause and who is not. And people will most likely just self select out. And when it comes to fixing the culture of business, people have to leave. It's just the way it is, right? It's never personal. Someone leaves a business, they don't hate you because they leave and you don't.

Hate them if you have to fire them.

It's just this transaction didn't work out. There wasn't an ROI on both sides. So this can no longer continue. Okay? And if you have those open lines of communication, it should never be a.

Surprise if someone gets fired.

It should never be a surprise if someone's on performance management because they should know, because we've been trying to fix it. So now it's like, hey, listen, we're having a hard time fixing this. Now it's up to you to really dig in. We're going to put you in a performance management plan, okay? The onus is now on you. We'll provide you with all this stuff that you really have to dig in and get this done. So I hope that was helpful. Those are kind of like the steps that I think have to be taken to regain a culture and also to insert a new one if you have kind of a lackadaisical or non culture at the moment. So hope that was helpful. We'll see you in the next video.

Hey, guys. In this module we're going to be talking about systemization of a sales team, the importance of data and how to read it and how to analyze it, what to look for, what not to look for. Some systems that you can employ in order to make sure that you're reading your data accurately and actually figuring out what levers to pull, which is the most important part. So I hope that you enjoyed that. We're going to get straight into the data portion right now. All right, guys. So sales data is an incredibly important tool that should really drive the overall decision making process of your sales department. We don't want to make emotional decisions. We don't want to be making anything based on hunches. One of my biggest bugbears is when I ask somebody a question, they go, well, I think you shouldn't say that. You should go, let me bring up the data and I'll tell you exactly what's happening. If someone, if you're a sales manager and you don't have a really deep level and under a really deep understanding of the data that's happening with your sales team, then there's really no way that you can help to problem solve things or come up with unique interesting strategies and test things so that you can get the highest possible roll ROI for your department. So let's kind of dive into things that you should Track things that you can track. And then, and then from there we'll kind of go through them. So there are a couple of key data points that you want to look within, like the, the large umbrella of sales. And then from there you kind of want to track downwards. We have each C level executive track seven numbers, right? And then from there their underlings will track seven numbers each. They track seven numbers each and ends up being about say 48 to, you know, whatever, you know, between 40 and 60 numbers that you're kind of tracking. And they go up, and then from there they go up to the CEO, which is myself, and then I track my seven numbers and that's what we kind of run the business on, the kind of pyramids down like that. So I'll kind of go through some of the things that we have our sales department track and I'll explain to you why. So the first thing is customer acquisition cac, right? Customer acquisition costs. Okay. This is the total cost associated with acquiring a new client through marketing expense, sales expense, etc. Etc. And you can add things. Both our CMO and our CSO, Chief Sales Officer, Chief marketing officer are both accountable for this. And we have the marketing side and the sales side. So the sales side is going to be things like how much are we spending on the sales team versus how much are we getting out, how much commissions are we paying, how many like bases do we have associated with those commissions? If we have people like setters or you know, like marketing, sales ops and stuff like that, so they have to stick within a particular budget and what it takes to add how much we need to spend versus how much we get back customer lifetime value. The reason why that's a really important sales metric is because we want to want the sales department to be held accountable for the upsells. I don't like coaches doing upsells or people like customer service people. I like salespeople to do upsells because they're going to be the most proficient at it. So our sales department and our delivery department, but our predominantly our sales department is responsible for the lifetime value of the client. Sales cycle length, which is basically like a cash conversion cycle if you look at it from a. Like a finance metric, is like from the moment someone becomes an SQL, they go through and transition into SQL. How fast do we collect cash on them? What is the length of the sales cycle? Is it 14 days? Is it 21 days? Is it 31 days?

Right.

Sales team satisfaction. The industry turnover for sales Reps is around 35%. Churn. So we have a 25% churn rate KPI. I know it still seems high, but the. But sales is a high turnover industry because it's a performance based industry.

Right.

So it's not really comparable to the churn rate of 8. Right. The next one would be conversion rate. So we track lead to close. So how many leads are generated to sales because that's letting us know the overall efficacy of everything that's going on. And then we have an actual close rate which KPI is 33%. Okay. The next one is sales pipeline coverage. Okay. The reason why this is an important metric is because it lets you know the efficacy of front to back. So pipeline coverage is you should never have more than a 3 to 1 ratio of people in your pipeline versus front end new sales. So if you did a million dollars in front of new sales and you have 7 million pipeline, you have a 7 to 1 ratio. Something is broken, something is not being looked at. You're leaving a tremendous amount of money on the table. So. And it could be the fact that maybe you're flooding your team with too many new leads. So then you should be able to identify that and either get someone to go in after all the back end stuff or recruit more people.

Right.

The next one is actual sales quotas or sales per rep. So setting individual quota per rep, having KPIs and OKRs and then from there them hitting their sales per rep and then hitting their quotas. Speed to lead is a huge one, especially right now with the predominance of outbound. Okay. Being such a huge and prolific mechanism of converting MQLs to SQLs. We really want to have a very.

Quick speed to lead.

Ideally we're five minutes, so obviously a five minute speed to lead. It sounds like a fairly simple KPI, but there's a huge amount of stuff that has to go along with that. Your tech stack has to be correct, your manning has to be correct. Your coordination with the marketing department on when you get the leads. Right? Because obviously if you don't have a weekend team and the marketing department is spending heavy on the weekends, you know, it's, it's a very difficult thing. So speed to lead is a really important metric. Average deal size.

Okay.

So average contract value and average cash collection, the ratio thereof. Want to make sure the average deal size is high because that's obviously going to dictate things like, you know, like how profitable we are off the front of the business. Next one is the upsell cross sell rate. Okay. So it's like, how many people? My expectation is that we upsell 16% of sales, so 1 in 6, and that we get a referral from 1 in 10. So 10% of our clients are to give us a referral, and 16% of our clients are to upsell into the next product. So those are some really, really key metrics that we track at a sort of a higher level, and then from there, it kind of distributes down. But those are really important data points, because if we take speed to lead, for example, that's a really important data point because we know that the faster the speed to lead is, the higher the pickup rates are.

Are.

So if. If we were to segment our list, like, let's just say I went across and I saw that our pickup rates were at 5%. Okay. Like, what would I do? First thing, I would contact this. I would have a look to see if that's changed historically, if it's been degradating down or if it's been trending up or if it's been turning nice and flat. I'd probably hit up some other people to see what they're seeing at the moment, and then I would potentially speak to the provider to see what they're seeing. So, for example, we were hitting 6% pickup rates that had come down from about 10%. That's a huge difference because our sales department is around $40,000 a month. So a 4% difference is a huge amount of people. So I think it's like 1600 conversations or something. So. So we were trying to figure out it was trending down, trending down, trending down. There were some externalities involved with the new Google and iOS updates that made a little bit harder to do outbound, the recognition of the phone's ability to recognize power dialers. So then from there, we had part of the team test dial click dialing instead of power dialing, which we saw a fairly decent increase back up to run that 10% rate, but again, the volume is significantly lower. So we're trying to weigh that up. Then from there, after speaking with our provider for our auto dialer, we figured out that we were actually slightly above. So we knew that it wasn't really a tech issue from their side, but we did think that, like, there were some components that we could do better. So then we went and tested, test drove another dial that had something called local area recognition. Because we realized that, well, you know, they were down here from different area codes. Let's try that. We saw a huge increase in pickup rate from doing that. Did we then flood everyone over? No, we gave it time and split, tested it with a few different people over a series of weeks and months. And then from there we started to transition over. So like that is a case of like we saw an issue and it's like the issue that we originally saw was just less sales. But then we had a look and we were go, okay, we got less sales, but where are they coming from? Our paid ad sales is fine. Back end sales. This, this, this, this, this, we. But we've gone. Our outbound team has gone from producing X to Y. Okay, why is that? We backtrack back. All these conversation, all these rates are staying the same. Wait a second. The pickup rate is significantly lower. Okay, cool. What can we do in the meantime? A bridging solution to try and fix it. Do we start triple dialing? Do we do this? Do we do this? Do we do this right? And then from there we created a solution. And along the way we made things a little bit better across a number of different things. Ended up switching softwares and then from there it's back up. And now the outdown department is outperforming what it was previously by about 40%. So the importance of data is absolutely key and having an understanding as to what a small lever that you can pull is that has a giant door. I'll give you another example because I think that it's useful and pertinent. We were having a huge issue with shop rates. So first of all I needed to figure out, do we have a no show issue or a show up issue? Because they're different and you have to have your categorizations and categories really, really clear. So we have admin reschedule and admin cancellation. That's where the sales rep or our team reschedules. Client cancel, client cancellation. And then we have no show. So a no show is somebody who does not reply to anything and doesn't show up. So we figured out we don't have a no show issue, we have a show up issue. So we had 50% of the people showing up, which is a problem. We needed to get it to about 65. So we went through a number of different things and we had a look at the entire system and when you change things, if you change more than one thing, you never know what works. So actually we actually spent about two days without making any changes looking through all the potential data. And we figured out basically that there was a particular time when most people, oh, shoot, sorry. We figured out that we didn't need to fix the no shows, there was a pretty consistent rate of no show and reschedules and cancellations. Now, cancellations are really hard to fix and no shows are really hard to fix, but reschedules are much easier. So then we went back through the scheduling software and we figured out the most common rescheduling time was three hours prior. That's the most common time that people requested a reschedule. So what we did is we went and we changed the message prior to that and we took out the ability to reschedule on their own three hours out. And that made a bit of a difference. Then we looked deeper into the calendars and we figured out that Google made a change where it doesn't automatically accept anymore on behalf of the invitee. On behalf of the inviter. So we were sending out all these invites and people were accepting it, but we were left as a maybe and that was just a Google update that we didn't know about. So we made the change on the scheduling software and we fixed and we patched that thing that Google updated and then from there our shop rates went up. So what we didn't do was run around like chickens with our head cut off changing scripting, which is what I see most people do. So it's really about being patient, being able to have a look at the data, knowing that your processes work and then not being pigeonholed to them because obviously you want to be able to change process when needed. But if something's been working for four or five months, it doesn't just stop working. Okay. And being able to look at data analytically and unemotionally, you go, okay, cool. Is there an externality? Is there a public holiday? Is it Black Friday, Cyber Monday, which play huge, huge roles when it comes to advertising, the amount of the inundation of marketing that people see. But so like, but like, what are things that could have changed? What are things that that could potentially be causing it? And what is the absolute smallest lever that opens the absolute biggest door? But that's really the importance of data, guys, and sort of some case studies as to behind it. What I'm going to do now is in the next videos is we're going to dive a little bit deeper into data sets and I'm going to go into my computer, into my office, I'm going to share my screen and I'm going to take you through a lot of different data sets and things that.

I think that you should be tracking.