Training and education is often on the strategic plan of every small to medium business. (If it’s not, Ben Horowitz wrote a great piece a while back “Why Startups Should Train their People” that you should read).
Typically, however, the rubber hits the road to execute a training plan when one of four things happens:
1. You’re hiring new employee(s).
2. Labor and cost inefficiencies with your current training process.
3. You’ve built a remote team and not everyone is in the same room.
4. Your team identifies serious performance gaps correlated to insufficient training. tweet
Today, I want to talk about #1 -> The New Hire. I’ll do so in a series of posts chronicling our own journey, as we hire an Outbound Business Development Rep (BDR).
So, I’m 10 days before bringing our newest BDR onboard and often the initial reaction for most folks will be “Oh crap…we’re hiring!” part. The knee-jerk reaction is to start putting together powerpoint decks, lining up meetings with key people in the organization, and talking with the HR team about what paperwork needs to get done.
But lets take a step back first – and suggest a few things that need to happen before you go raising hell. I’ve shared our playbook for our Outbound BDR’s if you need inspiration.
1. Outline the expectations for the role, their mission, and their structure in the organization.
Here’s the example for our OutBound BDR:
The Role: Prospect super targeted leads (through SalesLoft), and run outreach campaigns (phone & email) in order to schedule demonstrations on sales executive’s calendars. Outbound BDRs are measured by “Sales Qualified Appointments,” or SQA. Other measurements: are you enthusiastic, are you a good teammate, do you make the people around you better, how hungry you are to learn? tweet
You’re on a mission to help a wide range of organizations who face training challenges. You’ll spark the conversations that change the way businesses think about teaching and learning. tweet
If we break the revenue side of our business down, there’s three areas: Nets, Spears, and Seeds. You’ve just become a spear fisherman – congratulations.
Let’s start with an understanding of how we think about new revenue:
The Nets: These are our marketing leads from internet marketing, events, webinars, white papers, advertising and the like. They’re casting a wide net, so this is about “quantity over quality”.
The Seeds: These are our customers, partners and word of mouth leads.
The Spears: This is you. You’ll develop your own specific and targeted approach, with a goal of “quality over quantity” (the reverse of marketing Nets). tweet
2. What will they need to perform their job well?
The outline for our Outbound BDR: tweet
Systems and Software:
Uber Conference tweet
The Business – learning about us:
Culture and the Team
Our Client Stories
The Vision tweet
Outreach Campaigns (call and email)
Crafting a good message
Sharing Email Templates
Similar Client Strategies tweet
10 Keys to Live By
Predictable Revenue tweet
3. Set Goals and Milestones:
Week One: Learn Lessonly, our client stories, and the Company
Week Two: Learn Prospecting Tactics, Practice Calls and Emails, and Finding Companies
Week Three: Build Targeted Lists (400 contacts)
Week Four: 250 new prospects per week (plus follow up)
Week Five: 12 new SQA (sales qualified appointments) per week
Next post, we’ll talk about day one and how we leverage this teaching and learning to scale to the rest of your team.
In the meantime, let me know if you’d like to chat about how Lessonly can work for your business.