Best Practices for Ramping New Reps
For new sales reps to become successful in their roles, it's critical for the company (and manager) to do the right things as it pertains to onboarding and ramping. We asked 5 of Chicago's top sales leaders about their personal best practices for getting a new rep up to speed, and in a position to win. Here are their answers:
Mike Renderman, Director of Enterprise Sales at Relativity: If the rep didn't come from the industry that my company works in, then I like to start with industry and persona knowledge. If the person we just hired doesn't understand the world we sell into, the people we work with, and the problems they face, then they will not be as successful when selling our products. Next, I like to get as many people involved as possible. Not only do you teach a variety of perspectives on how to be successful, but often times, those people doing the teaching really like doing it. Finally, it can be super helpful to create a certification program for onboarding - basically you don't start selling (and earning commission) unless you pass the rigors of the onboarding program.
Cale Tully, Head of Sales at Bambu (Sprout Social): I like to get them on the phone with customers as quickly as I can. They are going to have some awkward calls so the faster they get through those calls, the more confident they will feel selling the solution. I also have them shadow calls with top performing reps. Ideally, it is great to expose them to different styles to help new reps understand that within your sales methodology there is room for them to project their own voice.
Jason Komosa, VP Enterprise Sales at Doorman: When ramping new reps, I like to ensure they have a fitting mentor / senior leader to shadow, ask questions, and be openly curious to; new employees should have a tenured rep to guide them as they settle into their new role. Also, be mindful, empathetic; a true sales leader crafts their 1-on-1 conversation and messaging to each individual's characteristics and emotions. Intrinsic guidance is key.
Kelly Marberry, Director of Sales Development at Sprout Social: Whenever possible, hire in groups of two or more. This allows new hires to learn from each other and creates a safe environment to ask questions. In addition, document EVERYTHING you can. Documentation gives new sales reps something to regularly refer back to as they end training and start selling.
Gretchen Keefner, Director of Global Accounts at Bullhorn: Don't always rely on someone else, like a Sales Engineer, to do demos or answer technical questions for them. Make sure they get to know the technology they are selling. This will give them a greater understanding of the value their solution provides and it will differentiate them from the other sales reps the prospect works with every day. The better they get with technical knowledge early, the quicker they will begin selling and seeing success!