{"id":909,"date":"2020-02-24T01:35:19","date_gmt":"2020-02-24T01:35:19","guid":{"rendered":"https:\/\/sellingsherpa.com\/?p=909"},"modified":"2020-02-24T01:35:27","modified_gmt":"2020-02-24T01:35:27","slug":"the-success-cadence-book-summary","status":"publish","type":"post","link":"https:\/\/sellingsherpa.com\/index.php\/2020\/02\/24\/the-success-cadence-book-summary\/","title":{"rendered":"The Success Cadence (book summary)"},"content":{"rendered":"<div class=\"nolwrap\">\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/www.amazon.com\/Success-Cadence-David-Mattson-ebook\/dp\/B07RN9BBMM\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"The Success Cadence by David Mattson, Tom Schodorf, Bart Fanelli (opens in a new tab)\">The Success Cadence by David Mattson, Tom Schodorf, Bart Fanelli<\/a><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Part 1: Laying the Foundation<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER ONE: The Growth Paradox<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Moving into a sales culture means acknowledging,\nfirst and foremost to yourself, that no matter how great your product is, no\nmatter how wonderful its design, no matter how far ahead of the curve you may\nbelieve it to be, your product is not great enough to sell itself.<\/li><li>As a sales leader, you must understand that your\nproduct is actually salespeople who are both willing and able to do their job.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER TWO Willing and Able<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER THREE: The Success Trajectory<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER FOUR The Scalable Sales Team<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>The Devine Group has identified four primary\nselling models<ul><li>Unique Value Sales<\/li><\/ul><ul><li>Consultative Sales<\/li><\/ul><ul><li>Account Sales<\/li><\/ul><ul><li>Commodity Sales<\/li><\/ul><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER FIVE The Success Cadence<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER SIX The Challenge<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Identify and hold onto the people whose metrics\nclearly identify them as high-potential contributors.<\/li><li>Make your organization is a destination employer\nwhere people are eager to build a career<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER SEVEN The Art and Skill of Momentum<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER EIGHT Changing How You Lead<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Your job is to find and hold onto salespeople\nwho are both willing and able. That\u2019s what makes rapid growth possible.<\/li><li>Compensation plans that are sales-friendly (and\nhence might at first appear CFO-unfriendly) are essential to establishing a\nculture where salespeople feel they can make money.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER NINE Changing How You Recruit<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Screen or hire for a \u201dwe-first\u201d rather than \u201dme-first\u201d\noutlook.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER TEN Your Willing \u2013 and \u2013 Able Matrix<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER ELEVEN A Deeper Dive on the Willing-and-Able\nMatrix<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Sales hires typically walk in the door with high\nwillingness and low ability, relative to the key skills that are required for\nsuccess in the position.<\/li><li>Companies that don\u2019t invest heavily in the\nproper skills training, tooling, process development, coaching, and overall\nculture will always attract B-level talent.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER TWELVE Your Management Courage Moment<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER THIRTEEN Your Ideal Sales Hire<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Before You Hire Someone, Ask: \u201dIs This Person\nWilling?\u201d<\/li><li>Desirable traits in new sales hires:<ul><li>Desire.<\/li><\/ul><ul><li>Drive.<\/li><\/ul><ul><li>Coachability.<\/li><\/ul><ul><li>Possibility mindset.<\/li><\/ul><ul><li>Company focus.<\/li><\/ul><ul><li>Team focus.<\/li><\/ul><ul><li>Creates and sustains relationships.<\/li><\/ul><ul><li>Understands and executes a documentable sales\nprocess that includes forecasting accuracy.<\/li><\/ul><ul><li>Effective communication, both internal and\nexternal.<\/li><\/ul><ul><li>Negotiation, both internal and external.<\/li><\/ul><ul><li>Effectively sets and defends Up-Front Contracts.<\/li><\/ul><ul><li>Analytics focus.<\/li><\/ul><ul><li>Customer and business acumen.<\/li><\/ul><\/li><li>The truly excellent [salespeople] raise their\ngame by working as a team with other functions within their organization to\nbuild and prove extraordinary value to their buyers.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER FOURTEEN Your Ideal Sales Hire, Continued<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER FIFTEEN The Art of Saying Goodbye<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>It\u2019s not realistic to expect continuous upper-right-quadrant [willing &amp; able] performance, week in and week out. It is realistic to expect a continuous, predictable trajectory towards the upper-right quadrant of the willing-and-able matrix. <\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER SIXTEEN Turning Around Someone without a Success\nTrajectory<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER SEVENTEEN Your Cultural Moment of Truth<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>When sales leaders treat people on your sales\nteam inconsistently, they may tell themselves that this inconsistency is a\nminor issue \u2014 but it isn\u2019t.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER EIGHTEEN Why You Say Goodbye<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>The salesperson\u2019s attitude toward their job and\nthe other members of the team is always going to be connected to the formal\ncompensation policies you implement, but it will also be connected to the\npriorities you set and defend.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER NINETEEN \u201dSkate to Where the Puck Is Going\u201d<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Part 2: The Calendar Matters<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER TWENTY Your Quarterly Cadence<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER TWENTY-ONE The Training and Reinforcement\nCalendar<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>You want linearity in the expansion of the\ntalent you are recruiting, hiring, training, and reinforcing.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER TWENTY-TWO The Summit Conference with the CEO<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>The key questions that will come up during your\nsummit conference with the CEO will break down into five specific areas:<ul><li>Market questions<\/li><\/ul><ul><li>Deliverable questions<\/li><\/ul><ul><li>Budget questions<\/li><\/ul><ul><li>Timing questions<\/li><\/ul><ul><li>Decisions \/ commitment questions<\/li><\/ul><\/li><li>Market Questions<ul><li>\u201cWhat typical problems do we solve with our\nproduct \/ service? For whom? And how, specifically, do we know for sure that we\nsolve those problems?\u201d<\/li><\/ul><ul><li>\u201cSpecifically, what measurable outcomes do we\ndeliver to our best clients \/ customers, such that, if a less expensive\ncompetitor came along, they would still choose to work with us?\u201d<\/li><\/ul><ul><li>\u201cHow, specifically, have we won our best\ncustomers in the past? How have we gotten them to stick around?\u201d<\/li><\/ul><ul><li>\u201cHow many of our best customers are willing to\ngive us testimonials \/ case studies?\u201d<\/li><\/ul><ul><li>\u201cHow big is the market we are targeting?\u201d<\/li><\/ul><ul><li>\u201cWho are the most important competitors in the\nmarket, and what are their strengths and weaknesses?\u201d<\/li><\/ul><ul><li>\u201cLast but not least \u2014 how strong is our product\n\/ market fit?\u201d<\/li><\/ul><\/li><li>Deliverable Questions (for Revenue Growth)<ul><li>\u201cWhat is my revenue target this year as the\nsales leader?\u201d<\/li><\/ul><ul><li>\u201cHow does that revenue goal break down?\u201d<\/li><\/ul><ul><li>\u201cHow many additional salespeople will we be\nhiring, and when, in order to reach this target?\u201d<\/li><\/ul><ul><li>\u201cWhat is the right compensation package?\u201d Frequent\nchanges to compensation plans, or even to bonus plans aligned to specific\nproducts, may cause unintended pauses in sales momentum.<\/li><\/ul><ul><li>\u201cHow often will you and I be meeting to review\nmy progress on the deliverables?\u201d<\/li><\/ul><\/li><li>Budget Questions<ul><li>What is the annual operating budget for the\nsales department, and how does that break down by expense category and by\nquarter?\u201d<\/li><\/ul><\/li><li>Timing Questions<ul><li>\u201cWhat are the key events in our annual calendars\ngoing to be?\u201d<\/li><\/ul><ul><li>\u201cWhen are the key revenue benchmarks going to\nfall?\u201d<\/li><\/ul><\/li><li>Decisions \/ Commitment Questions<ul><li>Your company\u2019s CEO \/ founder must back your play\n100 % and must agree to continue to back your play over the course of the\ncoming year when conflicts arise (which they will).<\/li><\/ul><ul><li>Start every meeting by offering an overview of\nwhat you are doing, why you are doing it, and what you expect to see as a\nresult.<\/li><\/ul><ul><li>\u201cIs there anything that would lead you to change\nyour mind about committing to this plan for the year ahead?\u201d<\/li><\/ul><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER TWENTY-THREE Preparing for Virtual Training<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Virtual training typically requires 10 calendar\ndays. <\/li><li>Once virtual training is complete, the\nsalespeople then gather with the entire team to meet with you at a central\nlocation of your choosing for the next phase, in-person reinforcement and\ncertification.<\/li><li>Recruitment should be a recurring, expected part\nof your role as a sales leader \u2014 not something you only think about when there\nis an empty seat to fill.<\/li><li>Ultimately, onboarding is about giving you, the\nsales leader, the data that you need to decide whether it makes good business\nsense for you to retain a given sales hire.<\/li><li>To avoid biased hiring decisions, you need a\nclear, written set of hiring requirements that each candidate must fulfill in\norder to be seriously considered for the job. These requirements should, at a\nminimum, take the following SEARCH elements into account:<ul><li>Skills<\/li><\/ul><ul><li>Experience<\/li><\/ul><ul><li>Attitude<\/li><\/ul><ul><li>Results<\/li><\/ul><ul><li>Cognitive ability<\/li><\/ul><ul><li>Habits<\/li><\/ul><\/li><li>Screen Out Entitlement Issues with the following\nquestion: Can you describe from your time in your current company [ or \u201da\ncompany you worked for in the past\u201d] a situation where you were pursuing an\nadvancement, a particular territory, or a new role, and even though management\nknew who you were and what your performance record was, you had to put some\neffort into proving you were ready for the move? The entitled response will be\nsomething like this: Applicant: I had already earned that promotion [ or\nwhatever it is ]. I had worked hard, and I deserved it. Really, it was a gimme.<\/li><li>Because you are in constant search mode, you\nwill want to use the personal networks of highly qualified sales candidates, as\nwell the networks of your current sales team, to develop contacts with new\nprospective hires.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER TWENTY \u2013 FOUR Virtual Training<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER TWENTY-FIVE Reinforcement and Certification<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER TWENTY \u2013 SIX Rollout and Ongoing 30 \/ 60 \/ 90\nCoaching<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER TWENTY-SEVEN Talent Assessment Meetings<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Part 3: From Slow Growth to Rapid Growth<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER TWENTY-EIGHT The 15 Pain Points of a Slow-Growth\nCulture<\/strong><\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Establish the proper ratios by means of an\nongoing real-time conversation involving Sales, Operations, and Finance. <\/li><li>Track and discuss leading indicators (activity\nthat is known to result in real opportunities) as closely as you track lagging\nindicators (closed sales and sales rankings).<\/li><li>If there is no mutually-agreed-upon next step in\nplace with a buyer or influencer who can set an appointment to discuss doing\nbusiness, consider the opportunity unqualified.<\/li><li>If the discussion\u2019s timeframe has exceeded your\ntypical selling cycle, consider the opportunity unqualified.<\/li><li>If the buyer does not acknowledge that there is\na business problem that your organization can solve, consider the opportunity\nunqualified.<\/li><li>If the buyer refuses to talk to you about the\nbudget for solving the problem, consider the opportunity unqualified.<\/li><li>If the buyer will not discuss the decision-making\nprocess in place for determining whether or not to buy, consider the\nopportunity unqualified.<\/li><li>Salespeople who discount instinctively don\u2019t\nbelieve the value of their own product \/ service \u2014 or are facing challenges in\nthe market that they know the company doesn\u2019t want to address.<\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>CHAPTER TWENTY-NINE The Road from Here<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">(no substantive highlights)<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"<p>The Success Cadence by David Mattson, Tom Schodorf, Bart Fanelli Part 1: Laying the Foundation CHAPTER ONE: The Growth Paradox Moving into a sales culture means acknowledging, first and foremost to yourself, that no matter how great your product is, no matter how wonderful its design, no matter how far ahead of the curve you [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":912,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_import_markdown_pro_load_document_selector":0,"_import_markdown_pro_submit_text_textarea":"","_monsterinsights_skip_tracking":false,"_genesis_hide_title":false,"_genesis_hide_breadcrumbs":false,"_genesis_hide_singular_image":false,"_genesis_hide_footer_widgets":false,"_genesis_custom_body_class":"","_genesis_custom_post_class":"","_genesis_layout":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"jetpack_post_was_ever_published":false},"categories":[1],"tags":[],"class_list":["post-909","post","type-post","status-publish","format-standard","has-post-thumbnail","category-uncategorized","entry"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- 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