The Pavilion Podcast
The Pavilion Podcast

Episode · 2 years ago

Ep 11: "Everboarding" Your Employees for Maximum Impact feat Leon Hassid

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"Everboarding" Your Employees for Maximum Impact feat Leon Hassid

Book. What's up everyone, and welcome to the revenue collective podcast. I am your launch host, Justin Welsh, member of the Los Angeles Chapter of revenue collective. In inside of these episodes we're going to feature ideas and conversations that are inspired by ongoing discussions within the revenue collective community across the globe. In inside of the slack channel, there has been a lot of talk recently around on boarding, especially in this challenging time that we're all going through right now, with many of us on boarding folks from home for the first time. We are going to cover that in a little bit more inside of this episode with our guests, sales enablement and training leader at Security Scorecard, Leon Hassid. Before we dive in with Leon, a few quick notes. If you're out there listening and you want to join revenue collective, visit revenue collectivecom and simply click apply now. I also want to thank our amazing podcast sponsor gone, the number one revenue intelligence platform for remote sales teams. We are super thrilled to announce a strategic partnership in which we will be bringing you the best events, content, research and spaces to engage with your peers and to kick it all off, they are sponsoring the revenue collective podcast. We will be bringing you new stuff every month. Do not miss out. Stay uptodate on the latest collaborations at Gong Dot io RC. Okay, let's get the show started with Leon Hassid. Our guest today is Leon Hassid. Leon is the sales enablement and training leader for Security Scorecard, the world's leading security ratings company. He is responsible for the company's sales enablement and training program which ensures that the revenue organization is equipped with the right skills and information at the right time so that they can sell more, better, faster and hopefully not cheaper. He has an extensive background in sales, having been a player coach for the majority of his career and in the last sixteen years he has implemented numerous enablement programs for organizations like deloit Gartner, KPMG and others. Leon, welcome to the show man, great to have you on. Justin it's awesome to be here. Awesome. So to start I love to just have the audience get a little bit of what we call your origin story, the background and how you got to your current role at security score cards. So tell us about that, Liam. Yeah, absolutely so. I was actually born and raised in Athens, Greece, and it was always kind of the goal to move to the US at some point and, you know, did high school. On the Grad there, I went to the army, which is mandatory in Greece. For a couple of years I was in the air force but never really saw a plane. So we can talk about that if you want later. But I spent three years with Deloit, the professional services firm, and they're I kind of got my feet wet in the marketing and buses development functions and I was lucky enough, obviously deloy the global organization, to get transferred to the global headquarters in New York City. I had multiple roles there. It's very common for people to rotate, but I think what was the most defining moment for my career was when I started playing that role you mentioned, that player coach, where I realized that I was getting even more gratification and satisfaction when I was helping multiple people close deals versus me closing them myself, and that's where really my enablement and training genes we're cultivated. So I did that for Deloy for a number of years then, as you mentioned, for a couple of startups and large corps. Until nine months ago I landed as securitist court card and have been having a hell of a time ever since. Great. So you know, you're responsible for equipping the revenue teams with the the right skills and the right information to perform. So you know, if I were to walk into security score card as a new sales employee, you know, talk to me about how that process of equipping them with that...

...skills and information starts? Yeah, absolutely so, right now, as soon as you get into their organization. I would say that the first four weeks is where the the magic happens. I think you know at Securities Score Card and personally I recognize that traditional on boarding is overwhelming and I'm not going to sh shy away from that fact. A lot of our new hires are drinking through that fire hose for the first four weeks and they go through a lot of material. Most of it is self paced. So they need to watch videos, or they need to watch videos and ask answer questions, or they need to record themselves doing a pitch or they they need to make sure that they connect with the right stakeholders within their organization and we keep track of that. But we recognize and have planned for the fact that after those first four weeks go by, we still need to have some principles of continuous learning happening. So I personally think it's just unrealistic to expect them to absorb everything in that short of mind of time. I think there's a there's a stat out there. I Apologize, I don't really know where it's coming from, but it says that close to ninety percent of what you learn in the first three months on a new job is forgotten. And as a sales enablement leader, that's that is just scary to even think about. So that's where I I've started talking about the concept of ever boarding, where it's not just about on boarding and ramp. I view ever boarding as snacking. It's more about the idea that I, as a sales enablement leader, need to give my reps a solution when they needed the most. Got It. So you're just one guy, though, right. So you know you're the head of enablement. How should enablement team be built out in order to, you know, allow reps to, quote unquote, as you called it, snack right? Because I got to assume that as the company gets bigger in reps become more tenured and they need more information and you faster, that that's got a way on one person. How do you build a team out in what are the key roles that are necessary in order to have a really powerful enablehood program it's about the roles, but it's also about the evangelists and their relationships you build internally. So you're right, just one person there's no way that they can check the box on everything that needs to happen. So you need to create extensions of yourself within their organization, people that sing the same song from the same Song Book that you've crafted, and that's really where I spend the majority of my time. Initially. What are those opinion leaders, those change agents, if you will, that will be able to take whatever message on giving the sales community and hone in on it and make sure that the reps are are following with in security score card. Sayes enablement is part of product marketing, which is larger than just one person. I right now we're like for people. So they're definitely are amplifying all the efforts that as a sales enablement and training leader on trying to instill in their organization. So yes, I maybe one person with that title in their kind of in their business card, but there's three, four people that were part of the same team and and trying to leave and breathe sales enablement every day, every day, so that our reps have all the information they need a quickly as possible. So, to your point earlier on, sell better, more faster and hopefully not cheaper. But to me the difference maker always is, and has been with insecurities score card, to have those evangelists within each function that matters, even outside of sales, so that they're they're amplifying my message and even if you're just one person, you can still get the job done. Got It. And you know, it's really interesting because you mentioned a stat earlier in this where you said something like ninety percent of what folks learn in their first, you know, few weeks or whatever on the job gets lost. How do you think about this? Ever, boarding stuff that you talked about, and what I mean is I agree that people have to be constantly learning, but I would...

...assume that over the course of time. All your reps are different, all your departments are different, all your teams are different. How do you and your team understand how to structure that ever boarding process? Where does that content come from? How do you build something that really maps to making sure that your reps are growing over the course of their career? Just in it's a great question and I can't claim to have a complete command over doing that, and I think it that has become exponentially more difficult in the last three months, given that we now all remote. Like previously, I would be able to talk to at least ten, fifteen different reps on any given day on understand what's happening in with their quarter, other other hitting their number or not. Why aren't they if they aren't talk a little bit deal making with some of the biggest deals they have in their pipeline? So it was very easy to with just in time learning, if you will, and real time coaching, to provide that snack for them to chew on and actually have an impact very, very quickly. Nowadays, though, you can't do that. You you can't have that water cooler conversation for like five minutes in order to get get a feel of what's happening out there in the field, virtual field, if you will. You need to set up zoom meeting for thirty minutes. Definitely not worth anyone's time to do that. So I think we've used technology to enable us to do that, and Gong and high spot are there two of the technology we use. So Gong has a lot of functionality that allows us to understand what reps are doing, allow us to track that, report on it and provide real time comments. So for me right right now, spending probably a hundred fifty percent more time listening to gone calls so I can provide their real time coaching and when I feel there's are an action item resulting out of a conversation that a rep was having, I can then schedule and react and provide the content that a rep maybe missing or provide, and I did updated version of the talk track that they need to start using moral or making sure that they can get access to that piece of new collateral that we've created. So it's been a lot of reactive things that we try to do and they have been paying dividends. But the other thing that I that I believe as made a lot of impact is something we introduced really as soon as kind of quarantine happened and we use slack with insecurity score guard. We have this channel called daily sailing tips and I talked about earlier. However, boarding is about providing those snacks when the reps needed the most. So, if as a team and as a leader, I have a pretty good sense as to what our reps are struggling with, and this pass quarterer has been challenging by providing small nuggets of information, whether that's a link to a gone call, whether that's a specific section to a new piece of marketing collateral, whether that's a stat that I grabbed from linkedin. Maybe maybe you just imposted something that I want reps to know about, small night nuggets that can really add a lot of value in in that day as they're ready to start their day going to their calls. Usually we post those nuggets at early in the morning, eight, eight Amam e Stern, and it gives them something to chew on before they go into their day. I feel that that has made quite a bit of a difference. That's great and that's the real positive stuff I see coming out of enablement. Right the sharing of data, the sharing of collateral, this breakdown of new news articles. Let's talk about when it when things go poorly. So I've also seen where, you know, you mentioned gone, which is, you know, the sponsor of this, this podcast in and probably my favorite sales software because it allows my coaches to just become even better. You're going in and you're listening to these gone calls, but you're the enablement leader. Now I'm going to assume that these reps also have a manager. I'm just in the sales manager. I like to coach my own way. I like to listen in and give feedback my own way to my reps. how do I work with a Leon to make sure that you...

...and I are aligned and giving similar, you know, feedback, so that they're not hearing two different things from two different sources? How does that work? It's a great point, great point, and that's where building relationships really kind of shines. If you don't have that understanding in advance as to what the division of Labor needs to be with those team leads and those sales managers, you're doomed. As soon as you start making that effort, it's not going to take you anywhere. Quite frankly, you're probably going to make more enemies than friends. So, before going into any sort of coaching mode, if you will. I've had conversations with each one of those leaders to understand what that division of Labor needs to be, understand what are the main principles and philosophies that we're trying to instill in our reps, and I make it my job, it's almost like Mymmo, to stay consistent with that and not break those rules of engagement we talked about. And we're a company with full transparency. So if I'm doing if I'm providing comments on a gone call and I'm coaching, I'm not just going to share that with the Rep. The team leading manager will see that as well and they can opine in real time. So there's a lot of that collaboration happening. Obviously people mean well, so going into it with that mindset. We're all here to help each other. So I haven't really faced any problem with that. But it's absolutely key that if you're going to go into that effort, you need to have those team leaders supporting you and you can only get there if you've spend enough time providing credibility and making sure that you've created a good internal brant for yourself where you're now being given that permission, if you will, and when things go poorly with that, really I take that as personal responsibility. That's on me. If their REP is concerned than complaining that they're hearing different truths from different sources, then that's on me. I haven't done my job well communicating expectations. It hasn't happened yet. It happened in the past, so we live and learn. Absolutely and you know, I think, especially because your title is sales enablement and training leader sales right, it's sort of easier to sit down with those sales stakeholders, those sales leaders, and get buy in and understand the division of Labor. Let's take it outside the sales how do you, as the head of sales enablement, work with departments like product and engineering or customer success to better improve the revenue team's performance? What does that look like? Absolutely so a little bit of a unique situation within security scorecard. Customer success is actually within the scope of my role. So I treat them as as an internal customer in much the same way I treat an inside sales rep or a field or a BEDR for that matter. Training there is different, for sure. With CSMS are customer success folks. I definitely focus more on product knowledge and different role playing scenarios when it comes down to on boarding a customer or navigating a particular talk truck to understand product fit, but also what will the potential for upsal build the so there's much more role playing and active, real live training, if you will, with the CSMS versus, and much more self pace orientation with the field and inside sales. But you talked about some less traditional departments, right. So how do I collaborate with product and that's the beauty of being part of product marketing. Product Marketing has that as a main priority to build relationship within the product and engineering parts of their organization and therefore I have really, really easy access. And what we've been spending the most time trying to perfect is how quickly, in what manner can we update the sales organization on everything that's coming up from a feature standpoint, from a product launch standpoint, anything that that organization is working on that...

...the reps need to know sooner rather later, and we worked on a couple of different cadences, different formats. Obviously we needed to reinvent that entire approach in the last three months, but there's there's regular trainings on a monthly basis right now where we gather the entire sales organization and in one hour on a monthly basis that listen to everything that's going to be ga in a few weeks time so they can learn about it. They can go then to mind tickle, which is another tool we use to actually be tested for knowledge retention, rehearse perhaps different pitches that they need to record and then, as soon as that feature may be generally available, they're ready to go out there and sell it and and use it to close more business and, you know, attract more customers that way. So that's that's one direction. So that's product to sales. So, Hey, this is what's happening in product. Let's get it to the sales team. Let's talk about the other direction. So sales is chatting with your customers more than obviously any other department. I'm we know customer success as well, but sales is on the front line talking to prospects, talking to customers. How do you take that knowledge from the sales team and, as the enablement professional, get it back to your product team to downstream impact? What types of products and services are being being turned out by your company. Yeah, absolutely. So there's what I what I consider the holy grail of sales. It's the wind loss debriefs. So I grew up learning this quote that one of my managers a kind of instilled in me, win the loss. So we regularly, formally or informally, will conduct win lost de Briefs on those deals that we feel weren't that kind of attention. So all the feedback we get from customers and prospects on why they made the decision they made is being fed up fed back to product and engineering, and the sales engineering, I would think, is the arm that is primarily tasked without responsibility. Our sales engineers are all on all of these conversation. Maybe they're not leading those conversations, but they hear prospects and customers talking about the product. What more, they would like to see, what they don't want to see more of or what they don't like or like about a particular new feature. It's part of their job description, if you will, to be fitting that information back to engineering a product. For Right now, I can say that has been one of the main errors of my responsibility. Baby steps, meaning the sales enabling program didn't even exist nine months ago before I got here. So I think in maybe kind of the the wave to area for me to explore. So right now it's really happening organically. That's great. And you know, I come from an SMB background, so we generally are selling a product or service that doesn't require a sales engineer and one of the things that I see that gets missed often in the SMB enablement is not collecting that appropriate feedback from your sales team, in not having a liaison to your product team and to me, in SMB or you don't have sales engineers. The enablement professional is the person who does that and I often see that missing. I'd be curious when you evaluate a companies on boarding or enablement program what are some of the things that, in your opinion, are most commonly missed or their most commonly getting wrong? Yeah, I mean I saw that in real time a kpmg at definitely at deloy. So the traditional view, unfortunately, and it is changing, is that if you get all the new talent in a room for three four days, that's all you need to do and then you just let them be on their way and you feel that they're going to be successful. It's a broken approach. Still, even when I was a consultant for the last couple of years, I saw so many organizations, even ones that would surprise you. You we always think of Sass enterprises are...

...being very contemporary and modern with their with her approach. There's still that philosophy and thinking that if you gather people for three four days and just drop all of their content, you have the going to learn it, they they will consume it and then they will be successful and then you're surprised how they're not being successful or not make in the number a few weeks or months after that. So that's definitely a traditional mistake that I see organizations do. And then the most common one. Let's assume that you have a better approach on doing that initial on boarding. Let's say you have, you know, an elms solution that is enabling youtube to do that it's self paced. It's very sophisticated in terms of what reps are being asked to do. You're recording them doing a pitched or demonstration. You can do all of that and be sure that it's work well, and maybe even the reps will tell you that it worked well. But then we drop the ball on measuring and we drop the ball not just so much on the traditional KPI's. So, Justin you know, I love time to kind of metrics that I know a lot of people want to track time to seventy five percent quote attainment, or time to second deal one, and they always forget about that continuous measurement piece, which really is what's missing and I think it's broken from making sure that training and rapping is happening the way you've intended to, and that's where the sales velocity formula that I've used my entire career really comes into play. I love that ladder point and I've lived the first point, which is I can remember graduating school one thousand and three and getting my first job and never forget what my manager told me my first day of training. You said we're going to we're going to throw you off a bridge and hope you can fly. I just thought, well, shit, that sounds terrible. So I'm glad to see that that that is changing with the help of really good sales enablement professionals like you and you know, Leon, we're nearing the end of our time during this episode and we like to kind of round these out with something that we call our quick fire five, and it's five questions that we like to ask and get just top of mind real answers from executive revenue leaders like yourself. You're ready, for sure. Let's do it. Awesome and cool. So you've been in the revenue collector for a little while. What's been your favorite experience so far? Today, I've been here for five, six months now, I think, Justin with absolutely no no hesitation. The best experience to date has been seeing how the community reacted when hundreds of people were being laid off due to Covid, seeing the willingness of people to help out, posting job openings, helping out by referring people and not really expecting anything in return, not having an agenda, was just a beautiful thing to see. It made me just be an all of how alive the community and how it came together. So that definitely is my highlight so far. Love that. What's a business book that you continue to revisit on a regular basis? Continue to revisit? Well, again, no hesitation here either. Peter teals zero to one book. I've read it now three times and it just kind of completely shattered my reality. I took a lot of the economics course back in the day and you always learn how you know monopoly is bad and you know governments go after it and you should pursue it. And Peter till just completely shattered that idea. He was talking about how competition is for losers. He made monopoly sound good. He actually made monopoly be the place where you want to be as an entrepreneur. So it's a provocative statement and he has many, many more in there. So it's not a sales book, but I Love I love that book, I love the approach and I love how provocative it is. I also love it. Read it in one day and thoroughly enjoyed it and...

...will probably revisit, revisited. Soom what is a commonly held thought in startup planned. That, to you, is completely false. I think, and maybe this is not a popular response here, I've always heard this. If you're not breaking things, you're not moving fast enough. You know what, just in called me crazy. I'd like to move fast and I break things. You know, yeah, you may end up getting their first, but at what cost? There's a reason why first market companies don't always win right. So we're remember my space. See what facebook did to them. We will remember Yahoo and ask Jeeves. I don't know if you remember that. That's probably kind of old and I do. I'm kind of I do giving all age here. So yeah, Google crush them, though, I think the breaking things mentality is introducing unnecessary risk into people's habits and overall organizational culture, irrespective of size. So that's definitely one that I call bs on cool. Who is the best business follow right now on social media? I mean, I'm I'm gonna, I'M gonna give a shout out to my to my friend, colleague and person I always want to bounce things off of, is Paul Selamanka. I I'm lucky enough to be working with him. I don't know if you know Paul. He's a revenue collective member. He rights daily on Linkedin about sales best practices, how to be that top one percenter, and he's approach to conveying those messages is so unique and provocative and so genuine that I adjust to I just love reading him every morning and I also happen to work with him. So I feel it's a I'm a winner in every possible way. I love me some Paul Salamanca. Follow them on Linkedin. Thinky. Think he does an awesome job. That's a great answer. So last question. Give the audience your life motto or guiding principle that they can take home with them today. Life Model? There's really only one. I learned it the hard way when I was really young, and that's assume nothing. When I was younger in my career, I was just going into projects, diving deep into the task. I was a still I'm a task master, so I want to do the best job I can as quickly as possible, and I always forgot the most important piece was to ask good questions and assume nothing. And if you are going to put spent to paper and produce a report as quickly as possible, make sure you list those assumptions you made. I still learn to this day not to assume anything about whatever project that I'm working on, whatever relationship by building, I always keep asking questions, always seek to validate any assumpters I'm making. It can really save you. It's a save me numerous times. Le On, this has been great. Man, really enjoyed this this episode. I think it's it's great to shine a light on a really important role in sales enablemen. Tell everyone how they can get in contact with you if they want to reach out to you. Lick thing would be the best way. Leon Hasid, you can always find me there and if you want to, email me at securities coore card, LFA seed at Scuri score card. Thought I all would love to hear from you. And what is your revenue? Collective slack handle? It should be en I seed, N Y see, I don't remember. Of Our heart. I'm I think that's the right convention, isn't it just it? I believe so. Yep, beautiful, Leon, listen. It is great to get to know you today. Awesome that you work with Paul. Love Paul. Great episode. Thank you so much for being on the show, Leon, and I'm sure you and I will be catching up again soon. Is My players are Justin. Thank you for having me.

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