30 Minutes to President's Club

Your 1:1's SUCK. “Bring your agenda, and I’ll talk about whatever you want.” You're not coaching — you're outsourcing leadership. Here’s what great sales leaders do instead 👇 1️⃣ Build a relationship. It’s okay to shoot the breeze for a few minutes. 2️⃣ Personal development. Help your reps achieve what they want in life or their career. 3️⃣ Professional development. Coach them toward their next role. 4️⃣ Skill building. Identify the one thing holding them back — and fix it. Mark Kosoglow (former VP of Sales at Outreach, scaled $0 → $250M ARR and developed 8 managers into VPs) built his entire leadership system around this framework. Tired of one-on-ones that go nowhere? We just dropped our Sales Leadership Course this week. The $100 sale ends TOMORROW → https://lnkd.in/gg_RG2h5

When Armand Farrokh Armand became a VP of Sales at 29, he thought he had it figured out. He had the title. He had the team. But if he’s honest — he was figuring most of it out as he went. ❌ Hiring off gut instead of process ❌ Falling for “shiny” resumes that couldn’t actually sell ❌ Over-forecasting in a downturn and watching numbers crumble He’d start a quarter forecasting $100K… and watch it drop to $90K, $80K, $70K. And part of the problem was simple: he didn’t know how to define deal risk or account for the fact that many deals don’t even exist when a quarter starts. Then he started working with Mark. Mark broke leadership down from first principles, into step-by-step systems for hiring, forecasting, and coaching that eliminated guesswork. And in three years with him, Armand says he’s learned more than the rest of his career combined. If you want access to the same systems, tomorrow is the last day to grab Mark's Sales Management Operating System (the playbook he used to scale teams from $0 to $250M) for $100 off: https://lnkd.in/gg_RG2h5

Alex Kremer knew how to sell. What he didn’t know was how to lead sellers. He spent four years as a sales manager working directly for Mark at Outreach. Then he followed him to the next company as Head of Sales — because he saw firsthand how Mark turned strong individual contributors into leaders. Mark taught Alex how to run deal reviews that actually improve pipeline health. How to coach without hovering. How to focus on the 2–3 metrics that matter instead of drowning in dashboards. With that system, Alex went from managing a small team to running one of the highest-performing regions at the company and opening new offices. But more importantly, he learned to think like a leader, not just a salesperson. If you want the same frameworks Mark uses to build leaders like him, check out the Sales Management Operating System here: https://lnkd.in/gg_RG2h5.

5 ideas to improve your Sales Team Weekly Meetings. Skim my nuggets and add your own in the comments: 1. Laptops shut. If remote, my expectations is hands off keyboards. 2. We start our meeting at 10:15 so that if AEs have customer meetings go a few mins over, they still have no excuse to be late. 3. Kick off the meeting with a 2 min presencing exercise like box breathing. We are human beings, not machines and this helps the team reset & refocus (H/T Alex Kremer) 4. Wrap the meeting with an AE teaching the team 1 new thing (cold call opener, disco question that's working for them, etc). Continuous skill development. 5. Keep the meeting to 25 minutes. Create momentum, not fizzle into a slow death. The team should walk away feeling energized and like their selling time was respected. --- 30 Minutes to President's Club + Mark Kosoglow just dropped our Sales Leadership Operating Manual course. We're running a launch week special (save $100). Grab it at the 30MPC site or DM for the link. 

Every team wants #1 reps. Few actually know how to spot them. 9 traits that separate elite sellers from everyone else: 1️⃣ Coachable – They don’t just hear feedback; they apply it. 2️⃣ Passionate – They can transfer enthusiasm through a screen. 3️⃣ Curious – They poke, prod, and dig until they understand. 4️⃣ Gritty – They push through when things get tough. 5️⃣ Emotionally intelligent – They can read the room and adjust their energy. 6️⃣ Dot-connectors – They link what they know about the product to what the buyer actually cares about. 7️⃣ Teachers – They take complex concepts and make them simple. 8️⃣ Comfortable with ambiguity – When the playbook breaks, they find a path forward. 9️⃣ Hard-working – When it’s 5PM and they’ve made 99 dials… they make the 100th. Resumes show where someone’s been. Traits show where they’re going. For Mark's FULL sales recruiting playbook (including how to spot these traits, a structured interview process to flush out red flags and a sourcing strat that keeps you from scrambling to fill headcount) comment 'top rep' below. P.S. Our leadership course is built from Mark's lessons scaling teams from $0 to $250 ARR, if you want to check that out it's in the link in our about section.

There’s a 5-step pattern behind every deal you’ve ever closed (and you probably don't even realize it)... 1️⃣ Problem Agreement — Do we actually have a problem I can solve? 2️⃣ Priority Agreement — Is it big enough to solve right now? 3️⃣ Evaluation Agreement — Can we agree on how you’ll decide who’s best to solve it? 4️⃣ Value Agreement — Do you believe I can create the value I claim? 5️⃣ Commercial Agreement — Can we agree on what that value is worth? This is the exact 5-stage framework Mark Kosoglow (former VP of Sales at Outreach, scaled $0 → $250M ARR) uses to lead and coach his teams, and we're giving it to you. Our Sales Leadership Course is LIVE and we’re running a launch week special just for you! Comment 'stage' and we'll send it to you for $100 off THIS WEEK ONLY.

You say your sales team is data-driven. Don't sleep on how your bad data leads to bad decisions. The sales process is high performance at scale. 1. Creates consistent data → If you have 20 AEs and they all sell their own way, your sales data is useless. Let's say we measure how long it takes 2 people to mow their lawn. One has a gas-powered mower. The other has a pair of scissors. Would you gain any understanding when analyzing the data if you ignored the tools they used? No, it's apples and oranges. Hondas and Fiskars (that's a scissor brand 🤷🏼♂️). Yet, you make decision based on your stage conversion data even though Rep A and Rep B don't use Stage 1, 2, 3, 4, or 5 the same way at all. 2. Sets common language → If I say to one of my AEs, "What's the I-Date?", they know what I mean. If I ask how they are doing with 3-2-1, they know what I mean. If I ask them about ATL in negotiations, they know what I mean. Sure, there is commonly accepted sales language, and teams find their own ways of communicating together, but it's more organic than intentional. Being able to talk to 100 people and have them all on the same page with what is being communicated is a superpower. 3. Shows how to win → A sales process is an ever-progressing experiment. It's the best practice for winning a deal. It's solving the riddle of how to help buyers with the decisions they need to make to move forward with a purchase. When you break it down in stages and have exit criteria for each stage, you are building a roadmap that allows you to show everyone how to win. 4. Allows for team improvements vs individual improvements → When you have 4 or 5 AEs, you can get away with coaching them individually to move the needle. When you have 40 or 50, you can't have measurable coaching impact if you can't coach them as a team. If everyone does it their own way, you can't coach as a team. You can, at best, hope to improve individual skills, if they even apply to how reps even sell. 5. Shows reps how to push deals through their pipeline → Every rep as a neural pathway in their brain that fires when deciding how to sell a deal. That pathway leads to habits, biases, and influences actions and thoughts. That neural pathway is usually not optimized for efficiency., but the rigorous use of an established process burns new pathways in the brain. This is all common knowledge. But, it's not common practice. Most sales reps do NOT believe your process is better than yours. Most managers do NOT coach to your process (they coach to the deal). Most leaders do NOT know or use the process themselves. This dooms even the best sales process. That's why you must build in rigor, repetition, and modeling. When reps see it work, they try it. When managers coach it, reps double down on it. When leaders are visible, reps believe it. Get my 5 stage sales process from the NEW Sales Manager OS course I collab'd on with 30 Minutes to President's Club on their site!

Mark Kosoglow — the guy who scaled Outreach from $0 → $250M ARR — is going live to walk you through his Sales Management Operating System TOMORROW. If you’re leading a sales team, you’ll learn: ✅ How to get reps self-sourcing pipeline & closing predictably ✅ The weekly operating rhythms that stop deals from slipping ✅ The blueprint to hire & train President’s Club–caliber sellers 🎁 Register to unlock: - Early discounted access to our new Sales Leadership Course - Mark’s never-before-shared Sales Management Advanced Implementation Playbook (live attendees only) 📅 It’s happening tomorrow: Oct 15, 9AM PT / 12PM ET Comment “playbook” and I’ll send you the link.

Forecasting is a critical skill. Mastering it advances your career. First step is understanding the 2 biggest misses. I was recently in a meeting with a large-ish company. They went through the forecast in a pretty standard way. Execs went through their teams' roll up numbers. Calling out where they would land for the quarter. They highlighted key deals and updated the CEO/CFO on them. They even called out some risk. Standard stuff, but there's what they missed that made the call useless. 1. They never address the GAP. What's the gap? That's the delta between your forecast and your goal. If you call $25M and your goal is $26.5M, you have a $1.5M gap. They just reported the news like they weren't short $1.5M. Nobody said anything as the next 5 VPs all reported their numbers. All of them were short. Want to get promoted? Want to stand out? Don't talk about where you are. Talk about what you are doing to close the gap. I learned this from Nate Broome. He was the master. Literally, he rarely reports good news. He always shares the bad. It made execs think, "This dude has his business under control." He knew his gap. Highlighted it. Showed the deals he was pulling in to cover. Magic. Do that, and you win. 2. Too many haircuts. Manager takes a bit off reps' numbers, bc reps estimate deals too big. Director takes a bit off mgr's numbers, bc mgr has happy ears. VP takes some off directors's numbers, bc his neck is on the line. WTF? So we have 3 layers of leadership whose job it is to teach reps how to accurately forecast, all knowing that something is off and rather than correcting it "take a haircut" off everyone's number who is below them??!! The rep never learns to forecast, but becomes a manager. He can't teach his reps, and now the cycle just continues, until forecaseting products are built to support this ridiculous behavior. Want the exact playbook on how to forecast? Get the 30 Minutes to President's Club Leadership Course I helped create. For this launch week, we're proactively discounting it (don't follow our negotiation advice, ha ha!). Grab the discount here: https://lnkd.in/e3YJS7JW