The Pavilion Podcast
The Pavilion Podcast

Episode · 2 months ago

Ep 238: How To Get To President's Club w/ Tom Alaimo

ABOUT THIS EPISODE

How To Get To President's Club w/ Tom Alaimo

Part of the TGIM (Thank God It's Monday!) series hosted by Tom Alaimo.

Alright, this episode is brought to you by contract book. Raise your hand if you love managing contracts. We didn't think so. Contract book created an all in one contract automation platform with data at the heart of everything. To help organizations automate mundane tasks that waste your valuable time, energy and resources. Visit Contract Book Dot Com to excess contract books complete set of automation tools for free. Now let's get into the show. Alright, everybody, welcome back to the millennial sales podcast, episode three, one five. Shout out to those listen on Apple, spotify watching on Youtube. Um, I'm Tommy Tahoe. This this show is all about helping salespeople get to the next level of their career. I'M gonna go solo today. I put a post out last week or a couple weeks ago on linkedin about President's Club at Gong and go...

...in there and Pumta, meet to Mexico, stayed at the four seasons, yucking it up, having a great time, drinking mesical, doing the whole thing, and it was a hoot. It was a blast and, Um, you know, I appreciate all the Love Uh and support for from folks, but I figured what. What I didn't really talk about was like how did I get there? and Um, and what was the path? And I think if you ask ten reps that get the president's Club how they got there, everyone's gonna have some different answers. Everyone's gonna have some some similar answers to that as well. and Um. So I figured I'd lay out in the top five here the five reasons why I think I got there and UM. Hopefully you can take one or all of these apply to your day, apply to your role and uh, and get you to the next presidence club yourself. So let's just get straight into it. Let's let's not bullshit around. Number One. This is there's gonna be some things that are tactical and some things that are a little bit more, you know, up there...

...and and high level. You know how we keep it Um. So the first one is more high level. Right. I was hungry as ship last year. I joined Gong at the beginning of the year. I left a job in during the pandemic, which was at the beginning of the pandemic, which was probably poor timing to to quit a job and not have one lined up. Joining a different startup didn't work out for a number of reasons. And so it was. It was a really funky year in there's just a lot going on, obviously in the world, but then in my career, you know, there just wasn't much continuity Um between two different jobs that, you know, I wasn't able to really rack up, you know, big commission checks or anything like that, or even getting a good working rhythm. You know, the way that the whole year panned out. So I was excited to get to a great company and, you know, put the sales hat back on and like really get after it. And so tactically, like I would, you know, really set the you know, I set the...

...goal of you know, I wanted to be the sales rep of the year at the company, Um, which I did not achieve that, but below that it's like you shoot for the Star, the Moon, and then you end up with the stars or whatever they say. Right, like you say, your goal super high so that if you if you don't hit it, you still achieve a lot of success. And so, you know, I was really hell bent on, you know, trying to get to you know what our automatic achiever was a dent to goal last year, and so, you know, my goal is to get to two hundred. And if I said it for two hundred and I fell short of that, then that was cool because I was still gonna have a ton of room in between getting the presidence club and not. And so ways that I manifested that. Like you know, I said, I wrote it down as a goal in my notebook. I had it on a sticky note on my wall. I've got a spreadsheet where, or a google sheet, where I track all of my uh, all the sales that I have, all the revenue that I'm bringing in and then map it to, you know, what my quote is. I'm APP it to what my commission rate is so I can parsh. Part of that is just keeping track, making sure that I don't get stiff on anything,...

...which happens inadvertently from time to time at every company. Um, that probably exists where maybe there's a rounding error, things like that. So I just keep tracking my own stuff. But it's also for goal setting and try to see, you know, where am I at to my number, where am I at to the two x number that I have, where I'm at the Presidence Club, and I'd look at that every single Sunday and, Um, you know, as I'm prepping for the week and even maybe more than that, you know, during the week, if, if, if I'm looking at certain things. So that was number one. Stay Super Hungry. Number two, more tactically prioritizeing right. It's rule. Every sales rolls a little different depending on how transactional or or how, you know, enterprise the deals are. But what really helped me was Um identifying, you know, three to five customers at the beginning of each quarter that if I could get a deal with with even just one of them, the size was going to be so significant that even if every thing else ship the bed, I probably...

...was going to at least hit my number for that quarter. And if I was having a solid quarter, then I could really like blow out my number, and that really paid off. I think if I look back to where my revenue came from the last year, about eighty percent of it came from about roughly five customers and I have about I had about forty different customers last year and so that that rule still kind of hangs true. Five over forty is um it's not, but it's probably like twelve to fifteen percent. So it's like eighty percent of my revenue came from cent of my customers. Right. So that rule rings true. That's how I spent my time, that's how I spent my energy, my resources, and so sometimes that meant Um, a smaller deal, I put less effort into it, and maybe I I lost some of those or maybe they dragged on a little bit longer than they needed to. But I was putting so much time and effort into the big deals, the big accounts, and I didn't close all of them, but the one or two or three that I did or really impact full for...

...my year. So, Um, I think it's always worth taking time, especially right now at the beginning of July. So if you just finished your quarter, then take a day Uh this week to do that and just identify, you know, how did I do last quarter and what are the accounts or what are the opportunities that I can really sink my teeth into this quarter? They're gonna make the biggest impact. and Um, you know, sometimes it's better to just we want to get busy, we want to do things. That feels good to do things to be productive, but sometimes it's best to take a step back, think about it, um reevaluate and then get after it. So the prioritization is huge. The third pieces just learning from from everything and everyone that I could and Gong makes that easy, and this is not an ad or whatever for Gong, but I did use the product quite a bit because I would go in and, Um, I set alerts for the top reps of the company, not just on my team, although I did do that too, but I went and looked at, you know,...

...the top three to five gongsters that were selling, especially ones that had been there since the early days, because their pitch was different, their confidence was different. I set up an alert uh, and any time that they had a call, I would get an email round up at the end of the day of all their calls. I also had one for when r stp of sales or chief revenue officer was on a call, because I want to hear how they pitched it, and so I spent an inordinate amount of time listening to those folks, taking notes. What questions were they asking, what were they saying, what were they pitching and uh, and watching those calls and trying to put that into my pitch, and so that was huge. I'd also set up chats with them and try to get pick up on, you know, what they thought was working or not working or tips that they had. I'd always asked them for what a deal that they were most proud of when I talked to them, so that if they said, hey, I closed this deal with with X Y Z company, okay, cool, I'm gonna go look that up in the system and I'm gonna see how you ran those calls and the emails and and the whole deal cycle. So I...

...spent a lot of time learning and UH in figuring that out. The fourth thing is become a master at the product in the industry that you were selling to. So unfortunate in that the product I was selling I was using every single day, and so it didn't take too long to become a product expert, and I think that just helps to display mastery and confidence when you're talking with a customer. The other pieces on the industry right. And so this is my first time selling to sales leaders and I bet in sales my whole career, so I guess I know what a sales rep cares about, but I've never been a VP of sales or chief revenue officers. So what did I do? Well, I certainly have used this podcast to help me out. I've had a lot of prospects, customers, even just market experts on to learn about what they care about, what their journeys like, things like that. I'm involved with communities like civilion. That helped me connect with those...

...people. I spend a lot of time on Linkedin. The amount of great free content is astounding, from people like Scott Lee's or Kevin Dorsey or Sam McKenna. The list goes on and on. But people that post every single day, that have been, that have been or are currently sales leaders that talk about all of these different things have really helped me. So I would suggest to find that place for your buy or if it's the chief marketing officer, the C I O, whomever it may be, find out where they spend time, on the blogs, on podcasts, on Linkedin, wherever it may be, and UH and try to hone in on that and try to tune in. What do they care about? What are the topics? What do the terminology look like? And I've become as much of a master because if you're coming in and you're in your twenties, say, or thirties, and they're in their fifties or sixties, it could be easy for them to look over you and to at some point in their mind, be condescending or just think, hey, this person doesn't know what they're talking about. What...

...value could they add to me in my organization? But you want to make sure that you're you can be a consultant to them, right. That's what we're trying to be, a trusted advisor, and the only way to do that is to uh, is to know, tell show them that you know your ship. The fifth one is consistency, and this goes into on a daily, on a weekly, on a monthly, quarterly basis, all the ship you need to do to be successful. Right. And so what does that look like on you know, on the year? Well, it's hard to hit. You know, a hundred and thirty percent was was the goal for Gong. Some companies it's one fifty sum, it's just a hundred S. it's a percent of of the team. So it's all different. But regardless, it's an impressive feat to be, to be recognized for the President's Club. And so if you want to get there, you have to be consistent. It's not it's very unlikely that you're gonna get there if you have...

...a really bad quarter. Right. So if you have you know you're hitting goal, you know, the first two quarters, and then in q three you shoot at to goal, it's gonna be hard to come back from that in q four and uh and a overcompensate the the outlier. That might be if you have a big enterprise sale, sales motion, and you know you may be only closed one or a handful of deals every year, in which case you might put up a couple of goose eggs and then you have a massive quarter and that makes up for everything. But for the most of us, the majority of us, you the consistency pieces huge. And so for me it meant like, you know, if I want to get a D and thirty percent to goal every quarter, then I need to be between one twenty and one fifty every single quarter. And and that's what happened, you know, including ramp it was like, you know, that's the goal and Um, I think my my worst quarter was about one twenty and my best quarter was about one seventy or something like that. So it was all relatively...

...in that ballpark. Okay. Now, how do we do that exactly? Well, there's just basic fundamentals blocking and tackling that has to get done every day, in every week, and one of those is prospecting. The most important is prospecting is setting time up in the day. For me it's in the morning, where it's blocked off, it's it's focus time where you're going to be going outbound mode right. You'RE gonna be sending emails, you're gonna making calls, you're gonna be doing linkedin touches, this, that and the other and get your pipeline going. And I don't care how good your marketing team is, your SDRs are, uh, your partners, whatever it may be. The easiest, let me rephrase, the most consistent way that you will absolutely hit your number is if you prospect on a consistent basis. It's not easy because it takes a lot of discipline, but it is the biggest factor, in my opinion, on whether or not you're gonna hit your numbers. So you got to do that. You got to spend time following up...

...on deals. You gotta get the fundamentals right, like following up same day from your meetings Um, you know, adding them on Linkedin, trying to find creative touch points, you know, using the tools at your disposal if it's something like a Sando. So Um, to build relationships with them that way, all the different tools that you might have in your stack, making sure that you're using them, taking advantage of that, and and having a process and having a system. One of my favorite quotes is, you know, losers have goals and winners have systems, and I do love goal setting, so I don't maybe a group with the first half, but winners do have systems and salespeople that are really successful have a have their own system that they dial in for when they need to prospect, when they need to follow up, when they need to push a deal forward. Um, when they're, you know, working on their demos or discovery or whatever it may be. Pilots, they have a process, they have a system for everything so that they can spend less time, you know, in a worried, anxious state and more time focusing, delivering results and getting ship done. So Um,...

...those are my five. Staying hungry, prioritizing, learning, becoming a product in industry, master and then consistency. So Um, if we're if we're all, we're all on the hunt right, we're all you know, most of us are probably halfway through the year ish. If you're on a calendar year and Um, you know there's who knows what's what's gone on for your first half of the year, but there's a lot of time left in the year to pull it around. So I'd love to hear from anyone. If you went to peak club, what's what's the same? What's different from my list? If you are on the path, what are you doing differently? I'd love to learn from you. So hit me up on Linkedin. Dm Me UH, leave a review to the pod. Leave a review, leave a comment here on Youtube. Would love to hear from you and we'll be back later this week with a full interview. But hope this was helpful. Let's get after it. Enjoy the fourth of July, if that's when you're listening to this, and we'll talk with you later. All Right, thanks for checking that episod so out. This was brought to you by contract...

...book. Contract Books Digital Contract Management Platform allows scaling businesses to automate and manage the entire contract life cycle in one flow. GET STARTED FOR FREE AT CONTRACT BOOK DOT Com. We'll be back next week with another episode. Peace.

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