Reps often avoid pipeline generation (PG) because they don't know how to prepare effectively. A rigid preparation process that builds knowledge and conviction is the key to overcoming call reluctance and improving performance.
Driving a pipeline generation culture requires immense, consistent effort from leadership. Leaders must be "in the boat" with their teams—inspecting, inspiring, and demonstrating the work themselves—to prove the model and help reps get unstuck.
Use the maxim, "How someone does anything tells you how they do everything." Assess a candidate's preparation for the interview itself. Their research, note-taking, and follow-up are direct predictors of their future diligence and performance in the role.
Relying solely on pipeline generation (PG) burns out reps. A sustainable system integrates PG with a channel ecosystem, upsell motions, community building to create groundswell, and targeted field marketing to bring it all together.
When entering a new market, identify its key thought leaders. Since many make money selling books, purchasing 100 copies for your team can be a small price to pay for direct access, industry knowledge, and warm introductions to their network.
To build conviction for a cold call, reps can use a simple framework: What does the target company do? How do they make money? What is their customer's user experience? This quickly uncovers potential pain and creates a strong outreach hypothesis.
On initial calls, prospects resist typical discovery questions. Instead, lead with a "Challenger"-style statement demonstrating domain expertise: "If you're like other companies in your situation, you're probably struggling with X, Y, and Z." This proves your credibility and earns their attention.
Instead of only asking questions, leaders should begin interviews by explaining their personal values. This gives candidates a clear picture of what it's like to work with you on good and bad days, fostering a deeper connection and allowing both parties to assess the fit more honestly.
When you're a new leader or a small company, A-players vet the entire executive team, not just you. Make recruiting a team sport by including the CEO and CFO. This demonstrates the company's collective strength and convinces candidates to join the mission, not just the manager.