🎓 training champions

Replacing your all-hands with communication

Matt Green breaks down why your all-hands meeting is draining cash and attention with little to no room for showing it. Keep your systems efficient, and always under control:

Monthly CEO progress videos

❖ Keep your checkpoint realignments short (2 minutes max).

❖ Focus on high-level direction and vision, not status updates.

Department-specific updates

Send tailored metrics and progress via internal platforms.

Only send relevant info to people who needs knowing it.

⇢ Sales doesn’t need your product sprint progress

⇢ Support doesn’t need marketing MQL growth

Quarterly town halls if needed

Use these for primarily major events like:

↳ Company direction shifts

↳ Big product launchings

↳ Celebrating major wins

Everything is planned, and worth your time.

Make info flow to right people

Instead of flooding your entire company:

✱ Sales numbers → Sales + Execs

✱ Product updates → Customer-facing teams

✱ Financials → Department leads

✱ Strategy → Managers, not ICs

If someone can’t act based on info, don’t send them anything.

Build culture without seizing in

➤ Cross-functional groups solving real problems

➤ Budgeting for coffee/lunch 1:1s between teams

➤ Celebrationx on product milestone achievements

➤ Async shoutouts in Slack for wins and progress

Culture happens through action, not announcements.

Prepare hands on deck meetings

✔ Does this affect everyone’s day-to-day?

✔ Could things be done asynchronously?

✔ Who needs this to do their current job?

✔ Is it actually worth $4,500 and my time?

If your answers are fuzzy, cancel the meeting.

Stop gathering everyone just because you can.

Keep your meetings significant

The only justifiable company-wide meetings are the ones that:

• Mark your actual milestone

• Require genuine alignment

• Earn your team's attention

Great meetings are build on momentum, and trust in your system.

Reps should leave meetings with next steps

Henrik Wenøe provides how sales leaders establish from managing to coaching, and why doing so has been transforming your groups performance for long-term results:

Starting every 1:1 with success

Begin your meeting reviews by spotlighting latest wins.

Ask these questions:

• What were great customer meetings this month?

• What made them great: prep, questions, timing?

• What strengths have you been developing lately?

⇒ These PS+ (present state, positive) questions shifts mindset from reactive to proactive.

Move into focused planning

Once reps are currently in positive frame, guide toward building what’s next.

➤ “What would you love to have created by our next meeting?”

➤ “Where do you want to be with Project X in 30 days time?”

➤ “How will you know if you’ve succeeded in doing Project X?”

⇒ When reps define goals, those become personal, not just quota-driven.

Building your paths forward

After defining outcomes, help them design first steps.

Ask these questions:

❖“What actions will help you get there?”

❖ “What resources do you already have?”

❖ “Is there anything I can do to support you?”

❖ “What are you doing after this meeting?”

⇒ This gives momentum right away, not just forming ideas.

Come nearer when mentoring

You don’t need an hour-long 1:1 to coach.

Even at the coffee machine, start asking:

✱ “What has been your greatest sales meeting yesterday?”

✱ “What are you doing to make Thursday’s meeting great?”

✱ “What’s the first thing you’ll do to make goals happen?”

⇒ Frequent micro-coaching builds a team-wide growth mindset.

Outdated qualification is killing your pipeline

Richard Harris outlines why sales teams must stop force-fitting buyers into outdated qualification frameworks, while matching how people actually buy everything today:

BANT — Budget, Authority, Need, Timeline

❖ Simple and teachable in performance groups

❖ Only made for stakeholders and fixed budgets

Why it breaks down now:

• Budget is rarely defined at starting point

• Authority remains now shared or unclear

• Timelines will always be shifted constantly

• Reps push for answers before trust is built

MEDDIC — Metrics, Economic Buyer, Decision Criteria/Process, Identify Pain, Champion

⇒ Great for large, multi-threaded enterprise deals

⇒ Too heavy-based for lean groups or SMB cycles

How it works in the right setting:

• Prioritizes champions and deep discovery

• Focuses on the internal process navigation

Why it fails during others:

↳ Overwhelms reps without rigorous coaching

↳ Make calls feel robotic instead of relational

↳ Focuses on “how to sell” vs. “why they’ll buy”

N.E.A.T. Selling™ — Need, Economic Impact, Access to Authority, Timeline

✱ Built around your customers motivation

✱ Designed for conversations, not scripts

✱ Works across sales cycles, company size

What it focuses on:

➤ Current Needs = Emotional + functional pain

Example:

“What’s frustrating your team today?” instead of “What’s your need?”

➤ Economic Impact = What happens if they don’t act

Example:

“What does this delay cost your business every quarter?”

➤ Access to Authority = Champions and blockers

Example:

“Who’s most likely to challenge this initiative, and why?”

➤ Timeline = Based on customer urgency

Example:

“What’s driving your need to solve now vs. next quarter?”

Instead of checking boxes, N.E.A.T. invites buyer to tell their story.

How to implement N.E.A.T. Selling™

✔ Customize training in matching how your buyers are thinking

✔ Teach the Respect Contract — earn right to ask deeper questions

✔ Align on N.E.A.T. Language — has the same discovery language

✔ Coaching weekly — doing roleplays and genuine examples in 1:1s

✔ Embed in CRM — exit criterias reflect buyer-driven qualifications

✔ Celebrate N.E.A.T. wins — keep it visible using weekly shoutouts

Examples of N.E.A.T. questions

• “What internal pressure is this problem creating for you?” (Need)

• “If nothing changes this quarter, how does that impact your team?” (Economic Impact)

• “Who else needs to feel good about this for it to move forward?” (Access to Authority)

• “What’s driving the urgency around this now?” (Timeline)

Addressing common objections

✱ Is it too simple for big deals?

No. It’s scaling with deal complexities.

It’s about conversations, not constraints.

✱ Do we ignore the budget?

No. Budgeting comes after their urgency.

N.E.A.T. surfaces why they’ll want to find money.

✱ Do we begin from scratch?

No. N.E.A.T. can be attached onto whatever you’re using.

TO-GO

Kevin Dorsey: Hidden power of mutual shared ownerships

Koen Stam: Revenue change starts with your post-mortems

Rich Patterson: Business partnerships into a leads machine

Todd Busler: Going through fine prints before signing deals