Jarrod Kleweno, Director of Corporate Sales at Service Source, describes how to build consciously competent sales teams. Jarrod has decades of experience building sales teams for multiple organizations.

3. AGENDA
Jarrod Kleweno
What you should believe is important!
Hiring Traits
Partnering with HR
Partnership with Marketing
Team Assimilation
Thank you
Questions

4. JARROD KLEWENO
19 years in Sales and Sales Leadership
7 years and 12 years respectively
Sale types targeted in my career:
Business Development
Solution
Transactional
Retail

5. ARE YOU A SALES PRODUCER?

6. ARE YOU A SALES LEADER?

7. ARE YOU A CEO?

8. ARE YOU A?????
Ski, Guitar, Tennis…….

9. CONSCIOUSLY COMPETENT

10. HIRING PLAN
Understand the Goal of the organization:
• Map to Revenue and Margin goals growth goals.
Sales Process:
• Understand the current sales process. Understand the talent attributes
needed.
• What kind of training exists and where does the organization sit in
regards to investing in training.

11. HIRING INTANGIBLES AND TRAITS
Traits I look for include: Drive, Coach-ability, Self-awareness, Sincerity,
and Business acumen, Self education
Conditions: What affects performance?
Logistical: Laptop, Sales tools, Marketing, Product development
Psychological: Pay plan, quota, and sales leadership

12. SELLING TRAITS
 Work ethic: quantity vs. quality
 Tolerance for the process
 Persuasion: Closers vs. pleasers
 Executive rapport: Where would they naturally like to engage
 Need: Can they create need, or do they need the solution to be established
 Explanation: Communication talents
 Sales Cycle: short vs long
 Solution: Some like unique, some like commodity
 Products: Account penetration
 Decision makers: Some like two decision makers vs many dm’s

13. SORT AND CAST
Sort traits:
 Align selling traits with the specific roles you emply.
 Type of stages: Engagement, Selling, Technical Support, Servicing, Account
management
Cast roles
 Agree with Executives on what roles to cast and staff
 Aligned with selling talents partner with HR and recruit

14. CARROT AND STICK
Generate motivation with plan
 Quota: Results that properly cast rep can achieve with reasonable effort
 Should define what each person does, monthly, or quarterly
 Extra effort should be able to over achieve
 Pay Plan:
 Base Salary: Hiring tool
 Commission: Motivation should be positive, immediate, and certain. Build
out some short term goals (contests).

15. TRAINING
Conduct sales training
 Will help with properly cast representatives a performance enhancer
 Best practices
 Curriculum
 Rapport
 Consultative approach (SPIN),CCS, the Challenger
 Delivery:
 Provide solid curriculum
 Practice must be put in place after training and reinforce.
 Field training shadowing, bridge practice and real life.

16. MANAGE RESULTS
Manage by results
 Activity, Attitude, Results
 Maintain, and grows skill sets
 Get to produce what the organization needs them to produce.
 Resources (what resources need to be added)
 Enforce results, manage activities
 Develop strengths not weakness
 Need to understand what will and will not change a rep performance.

17. HR PARTNERSHIP
What is Next?
HR Partnership!
What is available Now, what is needed?
Recruiters, Training, Onboarding, Scheduling
Online assessments,
Target companies to pull from,
College program for the future.
Outsourced Recruiters
Questions?

18. MARKETING PARTNERSHIP
Define lead stages and circulate to the C-Levels in the organization
(MQL,SQL).
Everyone must define leads in the same way!
Insist that Marketing have Quota’s that align with the Sales Targets
Help marketing understand what is currently resonating in the market place
from the sales team’s perspective.
On a Daily or weekly basis review inbound MQL, SQL data to be
responsible to Marketing. Create an SLA for SQL leads so Marketing can
report on the value they create.
Marketing is one of your customers, treat them that way, but expect that
they understand that Sales is a customer of marketing. Breed mutal
respect.

19. ASSIMILATION INTO THE TEAM
Shadow and learn from existing staff.
Get on the phones with the team.
Evaluate selling traits needed and what each player possesses
Garner mutual respect.
Start moving the dials for increased production from underachievers.
Build hiring plan based on current staff.

20. WHY DO YOU DO THIS?
Grab your phone!

21. FAMILY!

22. ATTRIBUTE THE SOURCE
Content amalgamated from: The Challenger Sale, Spin Sales, Solution
Sales, Customer Centric Sales, The Perfect Salesforce.
Thank you to…
Ken Mahar, Mike Hayes, Malia Fazio, Pete Noble, Doug Mohr, David Stout,
Gary Walker, Norman Behar, and Kristen Hayer.

23. ServiceSource Confidential Information2323
Boost Revenue
Reduce Churn
Grow Profitability
About Scout® by ServiceSource
Predictive analytics and automation designed
to maximize customer lifetime value for subscriptions
Right Customer
Right Play
Right Time
Aligning Customer
Engagement
• Marketing
• Sales
• Customer Success
• Finance
• Product Management

24. QUESTIONS