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00:00:01
Mastering High Velocity Sales w/Brenda Lando Fridman
41 Plays7 days ago
In this episode, Brian Dietmeyer talks to Brenda Lando Fridman about high velocity sales. They explore the nuances of this fast-paced sales approach, discussing its unique challenges and strategies. Brenda, with her extensive experience as HubSpot's sales director, shares insights on how high velocity sales differ from traditional enterprise sales, emphasizing the importance of quick decision-making and relationship building in shorter sales cycles. This conversation is a treasure trove for sales professionals looking to excel in dynamic sales environments.
Timestamps:
00:15 - Introduction of Brenda Lando Friedman and her background.
01:45 - Brenda discusses her history with high velocity sales.
03:04 - Defining high velocity sales and its characteristics.
10:25 - Brenda shares a personal anecdote illustrating quick rapport building in sales.
17:22 - Discussion on the over-complication of sales processes.
20:39 - Brenda talks about adapting to rapid market changes.
24:17 - The importance of psychological safety in sales teams.
26:35 - Brenda's final thoughts on expectation management in sales leadership.
Recommended
Transcript
Intro
Introduction of Brenda Lando Friedman
00:00:05
brian
and welcome to another episode of Close Mode, the enterprise sales show. I'm Brian Dietmeyer CEO of Close Strong. And today I'm really lucky to be here with you my friend, Brenda Lando Fridman who I met doing some work at Google google years ago. and And Brenda is currently the HubSpot sales director.
00:00:23
brian
She's also an engineer and an angel investor, quite an accomplished human. Brenda, welcome to the show.
00:00:29
Brenda
Brian, thank you so much for having me on your show. So happy to be back in touch with such an old pal.
00:00:35
brian
So, old pal. So, last.
00:00:38
Brenda
Just, you know, going back a few, going back to the teens, the 20 teens.
00:00:38
brian
last
00:00:42
brian
Yes, the 2018s for sure. So last week, we were chatting and we started talking, you mentioned high velocity sales.
00:00:43
Brenda
That's what I meant.
00:00:52
brian
And, and I was like, wow, that's a cool subject. Let's, let's talk about this.
00:00:56
Brenda
Yeah.
00:00:56
brian
So how how would you, how do you define high velocity sales? I mean, I have an idea. I'm sure our listeners do, but I want to hear yours.
00:01:04
Brenda
Yeah, well, thank you. And I don't know, should i could I tell, could I embarrass you for a second or no?
00:01:09
brian
Yeah, please. Oh,
00:01:10
Brenda
Oh, awesome. Okay. You gave a little little nugget there about some of the work that we did together back in the day. You taught me everything I know about negotiations and I read B2B Street Fighting probably more than once.
00:01:22
Brenda
And then I gave it to all of my team probably more than once.
00:01:24
brian
oh
00:01:25
Brenda
so And because you taught me everything I know about negotiating, I had in turn been able to teach that on to hundreds of colleagues over the years and really draw back to some of the stories that you told me probably 15 plus years ago. I still think of them all the time.
00:01:42
Brenda
So this guy.
00:01:42
brian
i appreciate I appreciate that. And you, you repeated a couple to me last week and you had them pretty dang accurate, I have to say. So yeah, thank you. I'm honored.
00:01:51
Brenda
People remember stories.
00:01:53
brian
Yeah.
00:01:55
Brenda
Right.
Defining High Velocity Sales
00:01:55
Brenda
Oh, so high velocity sales.
00:01:55
brian
Oh, yeah.
00:01:56
Brenda
Right. What is that?
00:01:57
brian
Yes.
00:01:58
Brenda
What is that? I don't i'm I'm almost certain I did not make that term up, but it's it's what you think about when you're I don't know, there's there are a lot of movies out there that you can watch where you see like a just a buzzing sales floor.
00:01:59
brian
Yes.
00:02:13
Brenda
Maybe there's like a gong when you know every time a deal is won. It's kind of all that. But just to get a little bit more scientific about it for a second, high velocity sales is really that shorter sales cycle. youre you Think about a smaller company.
00:02:27
Brenda
Think about selling to direct to the owner, fewer stakeholders, less less fewer steps in the decision making. And remember, something that I always anchor on is in in high velocity sales, hey, the folks that were that are buying from us, whatever it is that we're selling, they're not in the business of buying software.
00:02:44
Brenda
You're probably a business owner of a sub shop in Massachusetts, like my cousins are. Like they they did not get in the business with the intention of buying software. So really you're going straight to the owner, your sales cycle is short and you're really selling value.
00:02:54
brian
Okay.
00:03:00
Brenda
Basically the call can go anything like in 30 minutes, hi, nice to meet you. How's the weather? Is that a cute dog in the background to trust building, real quick discovery, moving into objection handling, sure sharing the value proposition, closing the deal, next steps all within a 30 minute span.
00:03:18
Brenda
And then doing that repeatedly, probably up to six to 10 times per day.
00:03:21
brian
Yep. I think about the the the trading floors, right?
Challenges of High Velocity Sales
00:03:25
brian
yeah
00:03:26
Brenda
Yes.
00:03:26
brian
you You put that idea in my head. Yeah. coffeeugh coffee is Coffee is for closers. I can't remember what the thing was. Something like that. It's not coffee is for closers. But so what you've mentioned some of this, but when when we were chatting last week, we were sort of shifted from enterprise sales to high velocity sales. and And what but you just hit on some of it, but what makes it harder maybe than an enterprise sale?
00:03:51
Brenda
Yeah. So I've done both just to to caveat and say both are hard. Drawing is hard.
00:03:57
brian
Yeah.
00:03:58
Brenda
And both have a lot of similar, let's say, common denominators, one of which is that relationships are still foundational to everything. In my prior example of the quick 30-minute, like, hello, nice to meet you, here's where to sign.
00:04:12
Brenda
there's still relationship and rapport building right at the top, but you have to do it quickly and then move on. yeah Obviously, enterprise selling can take months, even years to close a deal. so that is a totally different type of of sale.
00:04:25
Brenda
But what makes, I think, high velocity selling harder is that if if many of these organizations that have, let's say, hundreds or even thousands of of high velocity sellers calling on thousands of customers is when you're setting strategy, you're looking at data and one sort of tweak to an incentive can set an organization in a totally different direction. And you might not know if that thing worked until several months later. And so that's one of the things that I think makes high velocity sales tricky is really knowing what the repeatable motions are that will drive that
00:05:02
Brenda
longer-term success. And when I say success, I don't mean just bottom line for the company. I mean for the customer. It's over and over and over again at scale.
00:05:07
brian
Yeah. Yeah.
Value Addition in Sales
00:05:10
brian
and And by the way, I love what you said earlier about the, you know, people running these sub shops are not in the business of buying software, you know, and it, but it's such a fundamental and that's, and that's like one of your things is like the fundamentals. No, they're in the business of selling more subs it maybe be better subs and customer retention, all that sort of thing.
00:05:27
brian
So I wonder,
00:05:27
Brenda
And I use that example because all of us probably, I'm going to go ahead and guess that everybody who ever gets their hands on this podcast knows someone who runs, owns, has taken over, operates a small business of any shape and size.
00:05:40
brian
Yeah.
00:05:41
brian
Yep. Yes.
00:05:41
Brenda
You know, it could be anything from a law firm to like services.
00:05:45
Brenda
It could be landscaping. It could be a t-shirt manufacturing, an auto repair, you name it. And none of those folks signed up to buy software as a job.
00:05:53
brian
yes
00:05:54
Brenda
And so we had to really put ourselves in their shoes first and foremost when trying to to make the sale.
00:05:59
brian
Do you do think it's a different, I'm going to switch to like the the human side of this. I know for people in enterprise sales and but and sales in general, right? it It takes a toll on us and and leading salespeople is a certain skill to to keep keep us all and invested. Do you think it's, is it is it a different kind of human challenge or toll for people in high velocity
Emotional Impact and Resilience in Sales
00:06:22
brian
sales? so Yeah.
00:06:23
Brenda
You know, it's there's a lot of, I thought about this exhaustively, and I think the short answer is yes. And that's largely because there's, you as a high velocity sales rep, you're spending time, let's say 80% of your day is spent not inside of your company, working cross-functionally, working with like your colleagues, peers, leaders.
00:06:45
brian
yeah
00:06:47
Brenda
It's external, on the phones, you never know who you're going to get when you do that cold call or dial. And sometimes you don't get folks when they're in the happiest of moods or at the best possible time of the day.
00:07:02
Brenda
And so there are certain days where you just go through the ringer of of rejection.
00:07:06
brian
yeah
00:07:08
Brenda
And so I'd say like the key word there is is rejection could be a lot more acute and recurring when in high velocity sales.
00:07:16
brian
Yeah, faster faster and faster and more often.
00:07:16
Brenda
You must say,
00:07:18
brian
So are are there are there keys to like what what would you say as a leader of a high velocity sales team? Yeah, what what's what's the trick to keeping people from getting their clock cleaned all the time?
00:07:31
Brenda
Yeah. So I think there is, there's like, there's things that you can control and things that you can't control, like everything in this world. And so we really stay focused on, on the things that you can control.
00:07:42
Brenda
And if somebody picks up the phone and they're feeling particularly grumpy, really doing our absolute best to be the bright spot in that person's day, to offer value as fast as possible.
00:07:53
Brenda
And there are times where it's just not the right moment, but doing your absolute best to to get out of that call with at least a nugget of value, potentially a better time to call, or at the very minimum, something to to add to our CRM in the form of notes.
00:08:07
Brenda
But again, focusing on what you can control and then taking a larger step back, really looking at who we hire, I suppose, for these roles, right? I put a post up on LinkedIn the other day just kind of poke in the bear about are all sales skills transferable?
00:08:20
Brenda
And I mean, I don't even know where I exactly land on that point. I'd say a large percentage are. But when looking for a high velocity seller, i do look for different inherent qualities that I would look for potentially in in an enterprise seller.
00:08:34
Brenda
And namely, that is that grit, resilience type of mindset, growth mindset, where you can kind of bear the the ups and downs that come at you every single day, those uncontrollables.
00:08:45
brian
Yeah. It, it strikes me too, that we, we all know about the the first impression thing and enterprise sales. You might have a while for first impression. Do you have nanoseconds in your space, right?
00:08:57
brian
To, to get someone to say, why, why speak to me?
00:08:58
Brenda
Nana's left.
00:09:01
Brenda
Yeah, yeah. And I'll tell you, can I do a quick anecdote? This is a story.
00:09:04
brian
Yes, please.
00:09:05
Brenda
Maybe somebody will remember it. And I was helping a seller who was really earlier in his career back two jobs ago, we back when we were still on the floor pre-pandemic. And I'm doing some call shadowing. I put my headset on. in this call immediately begins to tank like suck wind for the first 90 seconds.
00:09:21
Brenda
Then a dog barks in the background and my rep says, oh, is that a doggy? And then this dude changes his tone. Oh my God, it is.
00:09:32
Brenda
It's like a cocker spaniel.
00:09:32
brian
Yeah.
00:09:33
Brenda
Do you have a dog? And then my my my friend, my colleague, who probably hated dogs was like, no, but my boss has a dog who is sitting right beside me right now. And I just love her. Her name is Maya and she's a Boston Terrier. So he he created that really, he just saw the opportunity, he jumped on it.
00:09:49
brian
Yeah.
00:09:49
Brenda
And then the call, and the the trust was immediately formed and the the customer was immediately willing to listen to the rest of what my friend had to say.
00:10:00
brian
It's interesting because
High Velocity vs. Enterprise Sales
00:10:00
brian
I was just writing the other day about sort of like the history of sales training, believe it or not. And, you know, in the beginning, it was all that go into the office, into the office, look at and and way back in the beginning, it was look at the pictures on his wall, right?
00:10:12
Brenda
Yeah.
00:10:17
brian
Look, is his, his, his.
00:10:19
Brenda
says
00:10:19
brian
and And and but it it was all personal relationship. And, and you know, i I was writing about this evolution into selling as a business process. But it just strikes me that like this is this is back to human, such human skills for the high velocity seller.
00:10:33
Brenda
yeah Yep. Yes. And I'll tell you what, I've done B2B and B2C selling. And for anybody out there who's really given thought to, you know, which truly am I sitting squarely in and really, truly what are the differences?
00:10:44
brian
Yeah.
00:10:45
Brenda
think that even if I were to do a little digging, which I haven't yet, but I think this concept of B2B selling really has taken off over the last five years. And there is absolutely an art and a science to B2B selling, which might be slightly different nuanced than a B2B, B2C sale. For example, account based marketing. I want to find people with this title at this company and and market directly to them.
00:11:07
Brenda
But what I would say is the same back to the lowest common denominator is that B2B selling, it's still people buying it from people. And so all of the sort of foundations and the principles that we've talked about so far absolutely are still in place.
00:11:14
brian
yeah
00:11:20
brian
Yeah, and I don't i don't want to misrepresent our conversation, but we're talking about generally that like you you start out in the high velocity sales and then when you grow up and get promoted, you get into enterprise sales. And you made a point to me that that yes, and perhaps there's some things that enterprise sales can learn from high velocity folks. tell yeah tell Tell me what you think about that.
00:11:44
Brenda
Yeah. Oh, gosh. What can enterprise learn from high velocity? i i believe truly that like so the concepts of of pipeline and I'm thinking of a funnel right now and I'm thinking about all the inputs that go into the top to get you the output, which is your closed one revenue that in its core, I'd say high velocity reps are absolutely skilled at because if they don't have a very accurate and full pipeline, there is absolutely no way they're going to get their closed one recurring revenue.
00:12:19
brian
No.
00:12:19
Brenda
And so I'll tell you what I mean by that.
00:12:20
brian
Yes.
00:12:21
Brenda
I actually have been of the school of thought that most companies and sales organizations so build everything, incentives, design training, development on all of it around Revenue.
00:12:38
Brenda
For me, revenue is absolutely critical. It's what makes companies tick, but it's also the lagging indicator. And so this might be a point of contention for some.
00:12:45
brian
yes
00:12:48
Brenda
I'm saying that on purpose because I might argue that we want to solve for activities and and in incremental activities, the inputs, the controllables. And so if we know that we have to, maybe the words are you know prospect into X number of customers every single day. In high velocity, maybe in the words of enterprise, it's we need to multi-thread into Y number of people every single day or week.
00:13:11
Brenda
It's still the same concept. And so that rigor, the process orientation, the things that I look for when hiring early career, Those folks who get their reps in as high velocity tend to become outstanding enterprise sellers because they have a repeatable process in place. They focus on the inputs, the activities that drive the known the the outputs, which is the revenue.
00:13:32
brian
Yep. I think you're speaking like an engineer. You're also speaking to my heart. I love the notion of leading and lagging. And I think you're completely right. Looking at lagging indicators is an audit function.
00:13:43
brian
You can manage, coach, lead against leading indicators. So I'm i'm i'm with you 100%.
00:13:48
Brenda
Mm-hmm.
00:13:49
brian
And i I wonder, you were talking about pipe a moment ago. And you know I've been using this number that I've seen in research, which I'm sure is directionally accurate that most sellers couple years ago had six X of pipe to revenue.
00:14:03
brian
and And now it's like two X. is that Is that similar in the high velocity environment? that Because then the the onus on enterprise sellers now is to close more of what's in your pipe because your pipe's not overflowing the way it used to be. Are you seeing that in your space?
00:14:18
Brenda
Yeah, I am seeing that. And I haven't really dug in to think about what the hypotheses are behind it. I am going to go ahead and say there's a lot more tooling out there and and AI that is kind of helping us reach out to customers at a greater scale. And so maybe our touch points, like activity volume in terms of email and calls and emails, like touch points on LinkedIn and all the rest is increasing.
00:14:44
Brenda
So you're getting sort of more more in your pipe, but it's a very it's a much lower likelihood of converting.
00:14:53
brian
Okay.
00:14:53
brian
Yeah.
00:14:53
Brenda
And I wonder if that's honestly, and in a way, had an an unintended consequence of taking some of our focus around, like away from the good old fashioned way of truly finding the right person with the at the right time to bring your right message.
00:15:09
Brenda
And I definitely feel like that swing, we're already almost probably on the correction course back toward that beautiful 6x healthy pipe where, yes, we want to leverage AI, but we want we don't want to leverage it for just, can I say spread and pray, like a volume perspective.
00:15:18
brian
yeah
00:15:24
brian
Yeah, yeah.
00:15:25
Brenda
We want to leverage it for more of a quality focused depth perspective, even in high velocity sales. Let me find the right person for my right message at the right time.
00:15:33
brian
Yep, it's qualified, right? Qualified opportunities. That's what keeps coming to mind as as you're going through it. So I want to end on this one because I've heard this a lot recently and I'd love your take on it.
00:15:40
Brenda
You're right. Thank you.
00:15:46
brian
You had mentioned that we're we're overcomplicating sales. Go ahead, tell me tell me your thoughts on that.
00:15:53
Brenda
Are we complicated?
Over-engineering in Sales
00:15:53
Brenda
Yes. I think we are over-engineering sales quite a bit. i have And I think one of the ways that this shows up, so for anybody that this resonates with, we we could talk more about it another day.
00:16:05
Brenda
But I think the the number one signal or sign of an over-complicated or over-engineered sales organization is too many KPIs that change on a regular basis.
00:16:12
brian
Yeah. Yeah.
00:16:17
Brenda
I'm picturing a bunch of, has anybody ever seen like five-year-olds play soccer? And that just both teams follow the ball all around the you know, the I'm going say course, what is it called again?
00:16:27
brian
yeah
00:16:29
Brenda
Field. And that is like, it just goes to show when you don't have a strategy or a clear direction, people will just follow the KPIs as if they're the soccer ball. And if the soccer ball or the KPIs are moving all the time, you just get absolute chaos.
00:16:43
Brenda
And I've seen that so much in my career. And I try, very i love KPIs. I think they're a wonderful leading indicator type of incentive where you can put some bumper lanes up, especially around the earlier career folks.
00:16:55
Brenda
in the high velocity space, but there they're a very dangerous tool that has to be used incredibly appropriately. So and like anybody who's looking for advice on this, I would say less is more stick to the core KPIs as almost your rocks for as long as you possibly can. And any adjustments should be fairly minimal so that we can keep the sellers focused on truly building those habits that the KPIs are indicating they should be building.
00:17:28
Brenda
Sellers need quite a long time to build great habits. I'm sure you have some things to say about habits. And for me, KPIs are a great enabler of building the right habits of repeatable behaviors, but we I think they're usually misused.
00:17:39
Brenda
Thank
00:17:41
brian
So I'm going to, we've got a few minutes left. I'm going to sneak in a last question just because I'm i'm dying to to know your idea about this.
00:17:44
Brenda
you.
00:17:48
brian
So Jim Dickey, who's one of my advisors and I think ran chief sales officer insights for a while, and I was running sales mastery. He was, he quoted this phrase to me about, we are now selling at the speed of change.
00:17:56
Brenda
Mm-hmm.
00:18:01
brian
And, and it and it really struggled me. And, and I struggled with that idea. so I'm like, i I think you're right. And so we were talking about, and he was like, look, your value, maybe HubSpot value is shifting, your competitors value is shifting and your customer needs are all shifting real time.
00:18:17
brian
So I was speaking with a sales leader who said, you know, we used to have annual strategies. yeah you You made me think of this with the KPI shifting. and And he was saying, you know, we used to have annual strategies and then we'd revisit them next year.
00:18:26
Brenda
Okay.
00:18:30
brian
And he's like, everything's changing so quickly that we're revisiting the equivalent of annual plans quarterly to react to market shifts.
00:18:37
Brenda
Okay.
00:18:38
brian
and And then the challenge is, That often requires behavior change of reps to go, okay, yeah. we So there is one part of that KPI shifting, which I think is kind of necessary. And then some is unnecessary, but I'm wondering, yeah, if you see that, it's like, hey, we can do something better now, or for whatever reason, customer needs shift or competing alternatives are now shifting.
00:18:48
Brenda
Yeah.
00:18:55
Brenda
Yeah.
00:19:00
brian
Are you seeing some of that real time?
00:19:03
Brenda
Never. Nothing changes where I work. Just kidding.
00:19:05
brian
Right, exactly. yeah
00:19:06
brian
Okay.
00:19:06
Brenda
but Well, I've got two thoughts to this one.
00:19:09
Brenda
So two-parter, bear with me. The first part is I just pictured the game of whack-a-mole, which was my absolute favorite as a kid, Chuck E.
00:19:15
brian
Yeah. Yes. Yes.
00:19:16
Brenda
Cheese. But I absolutely do not love whack-a-mole as a professional operating in high-velocity sales.
00:19:20
brian
yeah
00:19:21
Brenda
And so I try very hard to stay out of whack-a-mole territory and follow like you know the flavor of the week or the month because I Again, I think that, yes, there's always
Managing Changes in Sales Environments
00:19:31
Brenda
change. And so what you need to do, part B of my answer is like have some frameworks and and guiding principles that can set an organization up so that when the change is inevitable and occurs, you are ready.
00:19:43
brian
yes
00:19:43
Brenda
And so I have a magic formula for that, which is, and this is, I think this is specific to high velocity sales and is specific to sales in general. But what I think about it truly stands the test of time is yeah great hiring.
00:19:56
Brenda
great development and onboarding, and then the right incentives. And so if you hire the right people, you get them job ready in a predictable amount of time, and then you have the right KPI system, incentive system working,
00:20:10
Brenda
to in this in the sense that those are almost like bumper lines, these are the right customers talk to with the right message at the right time, then you are like 90% sure that you are going to be set up for success.
00:20:20
Brenda
And you're still allowing for creativity on top of that because you don't want to kill innovation. That's one of the fastest morale and and motivation killers of all time for a sales organization. So you want, you know, and and this is, I guess, this final thought, you know, whatever size your organization is,
00:20:30
brian
yet.
00:20:35
Brenda
If you're enablement, whatever, maybe you're solving for 50, 500, 5,000 people, you know, the folks who are sort of not performing, you know, top tier that are sort of toward the bottom, they don't want to be there. And these folks don't want to be by themselves and just to hide all the secrets.
00:20:49
Brenda
But the trick is how do you get the folks all sort of at least up to that point of like, we're all performing with the same level of consistent repeatable behavior such that that margin or that variance in performance across the the sales reps sort of starts to squeeze and become a lot more desirable.
00:21:07
brian
Yep. Yep. You, I heard you say something and and I may be sort of miss miss reading it, but you made me think about, uh, sort of is is the system or, or structure or processes we have in place enabled to accept real time shifts?
00:21:24
brian
Because I think it makes it because if if you're working with, with an an outdated system, which was set up to to be somewhat static,
00:21:25
Brenda
Yeah.
00:21:32
brian
it That makes it even harder. And it yeah that never occurred to me that it's the very structure that you're dropping these changes into. if If it's set up to do that, then it's going to work better. And I think that's that's a challenge.
00:21:44
Brenda
there and There's somebody who's, I'm going to go ahead and give this person a lot of credit, Reid Hoffman, blitzscaling concepts. When you're in hyper growth and you're withstanding a lot of bumps, there's a lot of change, there's a lot of just pain every single day.
00:22:01
Brenda
As long as as the leader you leadership team, you are setting that vision and, hey, we are going somewhere. This is so exciting. Just wait and see. Your day-to-day work ties to this very directly.
00:22:10
brian
Hmm. Hmm.
00:22:12
Brenda
You beat that drum. Then those bumps along the way will be embraced and absorbed. like with excitement. And if you can do that, if you can do that, your your or your system will absolutely be able to weather the change and actually embrace it and make make the most out of it.
00:22:31
Brenda
And I think that the foundational
Building Trust and Transparency in Sales Teams
00:22:33
brian
yeah
00:22:34
Brenda
tenets of all of this working is a word we haven't used yet, but that's psychological safety.
00:22:39
Brenda
So one of the things that we, you know,
00:22:41
brian
Hmm. Hmm.
00:22:43
Brenda
has been ingrained in me by leaders upon leaders dating back 20 plus years has been, you're nothing as a leader without trusts like safety, transparency, and openness. And so I've operated in a space like that for years. I create that space as much as humanly possible. And then I do definitely think that all the, that's foundational to all the other stuff that we we talked about.
00:23:06
brian
Well, it's pretty much foundational to every relationship. And, but it's so, it's so good to hear that because no, no, but we've done, you know, 80, 90 shows and we haven't really talked about that, that psychological safety, which I i think is, is really, really key.
00:23:21
brian
So yeah, you, you, you mentioned something else too, about the, again, what I heard was that this, is it motivating for a rep to know, and this is my argument by the way, so I'm, I'm leading, leading the witness.
00:23:33
Brenda
okay up
00:23:34
brian
that that the job of sales today is strategy execution, right? What what what is your strategy? and And I find that, you know, I'm just wondering if you do, I think as a lifelong seller, like that notion that, hey, I'm connected to strategy and that strategy might shift, but this is my job.
00:23:53
brian
It's the the the CEO, whoever made made promises to the board, to the investors and Then it turned into initiatives and now it's here for me.
00:23:58
Brenda
yeah
00:24:00
brian
and And I'm responsible for at least a portion of our strategy to get it executed. I really do think that's like an emerging role for reps, but we've got to connect it such that they can do it.
00:24:10
Brenda
We have to set the expectations. I think that if any, if for a leader to be a good leader, they they absolutely have to do a great job of setting expectations and that's all day, every day in every direction.
00:24:23
Brenda
and that's something that, you know, i think was ingrained in me early, but I have to consciously do every single day is really work with expectations and make sure you're hitting them, setting the right ones.
00:24:35
brian
but You have been super generous with with your time and and your ideas. And you know one one of the motivations for me to to do closed mode is to have a place where if you're wrestling with something, if you're wrestling with high velocity sales, you can come to closed mode and and listen to Brenda. Or if you're messing with pipeline or wondering, you know how do I run sales enablement?
00:24:56
brian
And you've added to that community quite a bit. And that that is my motivation for running this. So really appreciate everything you brought here today.
00:25:05
Brenda
Brian, thank you for having me. I've really enjoyed listening to your own put prodding questions and and getting me to think into cracks and crevices that I hadn't actually you know been thinking about for a long time. So I a lot of fun.
00:25:19
Brenda
I really appreciate you.
00:25:20
brian
Thank you.
00:25:21
brian
Ta-da.