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foreign my name is Andy White my name is Ben wolofson and today we're talking about deal reviews when you can get the whole team together to look at one of the team's deals and really kind of dig into it and and basically make progress but whilst at the same time everybody's benefiting from learning a little bit more about the medic framework what do you think about the reviews Pim well I think they can be great um and you know we've all been there right the overview qbr what else have you uh just the sellers Management in or even sees in the extended team you have different settings there but I I feel that there are challenges for many organizations out there when it comes to the way that these meetings are set up the what they focus on um and whether there's a common language in place so that when you explain certain elements about the deal that the person that you're explaining it to is actually understanding it in the way that you meant to say it right yeah so yeah so those are some of the considerations and things coming up when we speak about this yeah whenever I get asked about how to run a good medic Deal review I think people are always looking for me to look at the quite logistical things they want to know which letter should we start with how what what what medium should we capture the information what do you say which letter should we start with well I I think I think I will answer that question typically I like to start with the pain because that kind of frames where you know where everything starts really you know where where everyone's interests are going to be aligned but I think that that's really the the wrong way to be thinking about it right I think if you think when I think about the new talks about a bit there when I talk think about a Deal review it is probably one of the most powerful hours I tend to recommend an hour you can spend with your team on not just enhancing their deal but enhancing your implementation of medic post implementation so post training post enablement it's the it's the the thing that can really start to set the scene for culturally how medic is going to be embraced in your organization and so that doesn't come down to logistical things like which letter you start with it comes down to the cultural understanding that first and foremost medic is a framework that's going to make everybody in that room more successful there's not one person whether you're on a quota or not that's not going to become more successful for medic because if nothing else the efficiency is going to go through the roof right um of course success is going to go up more deals faster all that good stuff which benefits everyone in an organization it's not one person that doesn't benefit from medic but to get to that point where everyone's using it openly honestly with an air of like vulnerability which is needed to be able to have very open and Frank conversations you have to start with everybody trusting each other and that trust is really really really I mean this is gonna say really important it's imperative if you don't have trust you can't do a deal with you because the the salesperson will not feel like they're trusted by their peers or by their leadership team yeah there are there are a few big words there andy I mean uh honestly trust culture like these are Big topics right but if we if we think about what that looks like what when you were talking I was just thinking like hey ever been in Deal reviews where this these things weren't the case right and and sometimes it's not even uh due to a company culture or um uh to honesty but it's really um not having the the right things in place yet to really let a deal with you take place in the way that you are just describing and what that looks like is that for example an AE you know takes the stage uh presents the deal and it might be along the lines of medic and what they start doing is they start telling everything they know about the deal and if they if if there's something they don't know they make something up and the goal with that is to look good towards management and especially you know there's a lot of growing companies out there there's promotions being made sdrs that go to AE and so on so you don't always have a team together that is at that cultural level that you're talking about right and so I think that that is what it can still look like for a lot of organizations out there and and what I would want to talk about here a little bit is how we overcome that how do companies get to the level where there is that level of trust and there is that kind of a culture well the key to that for me is in what you said there about the individuals trying to look good right if they're trying to look good at the cost of communicating the the state of the deal then that's already wrong right because you should at that point that this is how it should be this is why trust is so important it should be table Stakes that anybody carrying a quota who is you know working on active company deals because their company deals right anyone trusted with you know what the cost of the cost of acquisition is these days to to be the the figurehead of the company on an opportunity therefore should be trusted that they are more than capable of doing the job they are a capable sales person they're a capable representative of the company so that should be the basis that should be the level of trust so the that should eradicate the salesperson feeling the need to show they're doing a good job because that should be table safe they should know what they're doing right so what then becomes what should become the recognition of doing a good job is either a positive progress that is genuinely positive progress and of course that's why Medics are good because you fool people with medic is it's very straightforward is is you know the second is and this is really important is spotting problems with the deals gaps right that is a the definition of a good salesperson that they can see where they're weak with their deals where their weaknesses where there are problems where there are challenges because only then can you solve them and so going back to that that sort of trust thing the sales person should come in go back to those big words and feel that I can be vulnerable here because I'm not I'm not afraid that anyone's going to think that by me putting my hand up and saying hey look I've got this deal I'm really glad we're all here together to talk about it today I'm really looking for your advice but let me just start out by saying I haven't got a champion here I've tried this is the person I've been working with but they're just for whatever reason I haven't been able to test them I don't think they can be whatever it is that is a salesperson doing an A1 job because if they don't make that the number one thing that everyone's there to talk about and you you skirt over the fact you don't great the decision criteria is and how well you understand the process and what great metrics you found nobody in that organization is going to care about those metrics but exactly this this is this is a big thing because many of the organizations out there today are looking to adopt medic for improving their results right dual velocity average sales price what else have you and then they start by implementing it right implementing so that's education essentially uh bringing people up to speed so that they can speak the language the common language that we always talk about but if if then as a next thing there's this new initiative and people are Keen but they also want to show that they're a good job you want to make sure that as the company adopting the the framework you make sure that this is uh the the way that you work right so that the gaps are celebrated as you said yeah and you want to tackle that straight away because otherwise there's such a high risk of this happening yeah absolutely right absolutely right and you know so that that for me is like a an initial major benefit um of the Deal review getting getting those gaps out in the open so that they become the number one thing that everybody's focused on solving and you know the great thing like you said about all those different parties you have in the room from you know other AES of course which is which is really valuable because not only do they bring value to the table of their own experience but they're actually vicariously learning about this person's deal which will be something that will definitely happen to them in the future so they're kind of learning through someone else's experience which is brilliant of course it's reminding everyone of of medic and and everyone's sharing their thoughts on that which is great but then you can bring in sdrs that maybe on the promotion path let me tell you some of the greatest deal reviews some of the greatest revelations in Deal reviews have come either because an SDR has um added some perspective because they might have been researching that account for three hours before we got the meeting or the opportunity with them and they'll go oh even if you thought about Sarah Smith she you know she used to work at ABC who was a customer of ours and all of a sudden you've like wow like no we didn't know that and it's because that SEO has that extra context or they just have a fresh perspective yeah no I love that and it's I also like that how practical you are getting here so if we if we are practical about deal reviews right now um the session starts do you feel like the the person who presents the deal is going to talk a long time about what they already know or should we dive right into the the gaps what are the what are the thoughts I have a strong opinion on this right deal reviews should be once a week an hour long per team per part per sort of six seven eight people whatever it is everybody related to that pod is invited marketing sdrs Partnerships should be there I would love to see Senior leadership coming into those doors for me there's no better hour you can spend as a team right get them involved first things first um make it voluntary make it don't rotor them don't make it so it's like it's you know alphabetical person A's first person B's second sort of thing so get that healthy competition where people will see the value and they're kind of almost friendly but fighting over that spot and then you can kind of if you know if there's the most problem I've had in the past where I've had to add a second weekly session because there wasn't enough that's a great problem to have by the way so that's that's the second thing get get um get people to to nominate their deal so if the decisions on a Wednesday if you use the slack or other great messaging tools are available um then automate on a Monday say you know Wednesday session who wants it and then the role it the job then is the person who who takes the session has to write in slack whatever messaging framework you're using that's what you just asked that they have the right a short bio that everybody who's coming to the session has to read so you eradicate that first five ten minutes they already know they already know the way that's the you know the the and then I did this and then I did that and uh you know listen listen to what a great job I've done here yeah it was great I've done it by the way I found myself oh God I need to stop talking about yeah this is so common I think this is this is a great setup for uh improving deal reviews in general and and some of the topics that we just spoke about are are big right it is about culture about trust but that happens in the in the smallest things that you do in your organization so if you can do it anywhere you can do it there too yeah one last thing I'll say on the logistics there's likely to be um 10 actions that come out from the session you know you need to go and introduce to this person you to tighten up on the decision criteria you need to really understand what happens in the decision process after this step whatever those things are well you know you need to understand who that competition is better or whatever it is those actions should be caught kind of held accountable so the way I used to do that was at the start of the next Deal review there was a period of time where we reviewed previous actions outstanding not just from The Deal review before but we would look back at any outstanding actions just to keep people on their toes just to keep them sort of those actions front of mind because not just for the obvious reason which is that makes people take the actions there's a bigger picture thing going on here around accountability if you think about it if you're being invited to spend at least an hour of your time a week to join a deal with you where it's not actually always going to be ordeal you know it might be one in six of the time that's your deal then you're being asked to give up an hour of your time to help someone else in your team and you don't mind if your culture is right because you know if you help your your teammate it means more success for you more references from you all that good stuff more money in the bank more r d you know ping pong tables whatever it is your company spending the money on right or good but if you're coming to that session and you're giving up the hour of your time and what you're seeing is a lot of chat not a lot of action then that is the the the Decay that will start to happen in those sessions because you're saying you know this is just you know this is just a session that everyone comes to and they say all the right things but no one's actually ever held accountable to the actions particularly the funny thing about this is it's the best salespeople that have the that this impacts the most because if you think about if you're sat as as good as an elite salesperson maybe one of the best in the team let's say and you're sitting joining somebody else's deal with you and there's some actions that have been asked to be taken about that deer review already let's be honest if you're a salesperson you're already upset that someone else has got a deal that you don't have you think you should have that deal right and that's just the way our industry works but if you're sat there listening to this deal and there's all these actions some of which you you'll probably thinking I would have done that already right then if those actions aren't held to account then the whole thing improves because you start to feel like what's the point in these sessions no one's ever held to account anyway so that all ties back into that cultural importance of building trust building accountability and building like collaboration that everyone's kind of pointing in the same direction absolutely that's great it's very practical I feel like there's so much in this short session pay for this show right yeah yeah for sure it's like uh something like Netflix same kind of amount of money per month yeah someone's got to pay for the uh let's get cheers pen cheers [Music]