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most companies throw new hires into the deep end expecting them to swim this lack of proper onboarding is why their reps start making money later both for themselves and for the company by the way let's put things into perspective each week you spend on boarding a rep with a one million dollar quota costs you 20K in opportunity costs that's right it's a lot the process at my previous company was among the better ones and took six weeks to fully onboard new Enterprise account Executives but by the time I was done with it the new reps were up and running in just four weeks all the wild quality increased in this video I'll show you how you can do the same let's do this any onboarding you do will have a general and a rule-specific part in my experience reps that are crushing it excel at two things they know how to get things done internally which will differ from company to company and they know how to run amazing Discovery calls we'll break down both of these areas but if you want to Deep dive into how to run outstanding Discovery calls I'll leave a link in the description to a past video of mine there's no need to overcomplicate General onboarding to get things done new reps will need a sense of direct actions to clarify vision mission and goals first then give them structure by walking through what the org chart looks like and where they fit in this way they won't feel lost and they will know who to get help from with different kind of questions this includes where to find and how to navigate the company knowledge base as well let's say they're looking for process documentation that can be anything from time of request to how to book a deal so it gets invoiced discovery on the other hand is more nuanced so be ready to document a handful of processes and other assets I'm talking a heat map of your ICP which personas you're targeting and anything sales process related to give a few examples it could be the sales methodology you're using what tech stack enables them in the day-to-day to work effectively and what is the recommended workflow to be efficient sales is already not a nine-to-five job and you want your sales team to work smarter not harder the general rule I have for you is to onboarding groups whenever you can otherwise it's difficult to scale still possible and I'll show you how I did it at the end of this video but it's way easier to onboard in groups for three reasons number one people make friends faster and will be happier and more confident as a result so it's better for culture number two they'll ramp faster only 10 of how we learn is class to learning 20 is peer-to-peer and 70 is learning by doing if you hire solo you're missing out on 20 of how people pick up new skills and lastly it's better for time management because you can tackle q and A's as a group instead of addressing the same questions over and over again in our onboarding not all of these were structured in a logical way at person that's one of the reasons why it took two weeks longer than it should have now before I share my onboarding plan with you it's important to call out that the flow will be different for skilled reps and those with less than one year sales experience Juniors will need around two weeks of dedicated practice practicing the product practicing Discovery practicing messaging general sales skills like cold calling emailing tooling Etc with season sales reps the challenge is different they'll arrive with their own set of experiences and habits which often die hard and you need them to adopt a new way of working because unless they're coming over from a direct competitor of yours or a company of similar size the way they're used to working won't get the results you're looking for so how do I recommend structuring the onboarding week one is for General onboarding so they can start meeting the team plus get familiar with the industry the ICP the personas and the challenges lastly you want to cover the product itself not just how it works but specifically how it helps overcome the challenges your personas and ICP have by the end of week one reps should be able to pitch what your company does week 2 is all about getting familiar with the sales process the tooling and Discovery by the end of this week rep should be able to understand and keep up with the pace of customer conversations and know how to collaborate throughout the entire sales cycle this is where knowing the org chart the owners and navigating the company knowledge base comes into play week 3 is foreshadowing calls and learning how to demo by the end of this week reps should be able to run a business Discovery call and a high level product demo Enterprise reps likely won't run their own demos and instead fire up with a sales engineer but they still need to know how to create interest and need by connecting pain and impact knowing how to run high level demos lets them do this well on week 4 raps should receive their Ram quota and relevant sales metrics like average deal size conversion rates and time to close by the end of this week they should have a territory plan in place and have a good idea of where their pipeline is going to come from sales is a team effort so the weekends with them presenting their territory plan to the GTM teams calling out where they need support in this case we can leave out product and present the sales growth and customer success so the rep is enabled as they execute on their plan to make onboarding successful you need three things number one you should put regular one-on-ones in place from day one number two include tests at the end of each week to verify that the wrap is on the right track and number three assign a buddy from week one who they can alternative for questions and whose example they can learn from I personally had a 30 minute time block with new hires at the end of each day on week one then three a week as they got their grips and then a weekly one-on-one after completing onboarding whenever the Reps didn't prepare with any questions it was an immediate red flag so I would randomly test what they retained from The Day The Only Thing Worth doing differently when on boarding Junior reps is week four and five are for practice and on week 6 they start having customer calls with a body shadowing and giving feedback after each call also if you're onboarding bdrs you would shift the focus from Discovery to prospecting so far this is what onboarding looks like in an ideal world but things aren't always going to be ideal are they I know it wasn't for me I was behind on my regional quota and needed good reps to start as soon as they could so I ended up on boarding a new rep each month this means as soon as I onboarded one rep I started with the next and I did this seven times last year while working 65 hour weeks so I needed to be efficient about it in the process I ended up producing onboarding time for closers meaning SMB commercial and Enterprise Ace from 6 down to four weeks you can do this two in three easy steps first create an MVP document with the sections we just talked about second onboard your first hire manually and ask them to make suggestions to improve on the MVP and lastly have the rep you just onboarded on board the next strap and have that new rep improve on it further by the fifth iteration you should have a top tier onboarding process in place not to mention having reps teach each other reinforces the knowledge they already have if you enjoyed this video and are hungry for more you'll love this next one right here don't forget to like And subscribe first and then see you there foreign