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Revenue Harvest

Revenue Harvest

By Nigel Green: Consultant | Advisor | Author of Revenue Harvest
Are you leading a sales team and looking for ways to consistently hit your targets? Or wondering if your team has everything they need to succeed? Welcome to the Revenue Harvest podcast with Nigel Green, the leading authority on building high-performing sales teams and author of Revenue Harvest.

This is the place for sales leaders and business owners to implicitly explore the problems sales leaders face each and every day. Each episode will feature expert advice from seasoned executives, sales leaders and entrepreneurs that have successfully built best-in-class sales teams.

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How to Earn Your Board’s Trust with Executive Coach Michael Burcham

Revenue Harvest

The Thin Line Between “Brand Building” and “Spam” with LinkedIn Board Advisor Marcus Murphy
Email is not dead. The phone is not dead. Yet so many sales teams but all their eggs in the LinkedIn basket. It's the person and their content connected to the email and phone that’s broken. Although sales processes have shifted with new tools, the opportunity in understanding how to structure outreach in a way that gets people to want to engage with you in a conversation hasn’t. Join Marcus Murphy, the CEO of The Five Percent and Board of Advisor member to LinkedIn, in a conversation around building sales teams from scratch and making the most of LinkedIn. Show notes: When you're coming in to build a brand new sales team at a company that's never had one, you have to understand and fall in line with the momentum they've already built. And you have to find a way to amplify what already works. Email is not dead. The phone is not dead. It's the person and their content connected to the email and phone that’s broken. You’re doing yourself a disservice if you don't see the value of LinkedIn with your people and how they're using it. Engaged/open conversations is a great KPI for LinkedIn InMail as opposed to an automated spray and pray model. Send 20 personalized, intentional, targeted messages that are going to result in a much bigger response than 100 automated ones. If you've taken yourself out of the teacher role, then you are killing your team slowly. If you’re growing out of cash capital, then you have to home grow your talent. Take high performers in the customer support team and graduate them into an MDR, SDR, BDR type roles, working them into being a well-rounded senior account executive. If you’re growing a team from scratch, be the first person that goes through the sales process so you create a wash and repeat process. Be mindful that if you are senior in your sales role, there are tactics you may try that are not repeatable for someone less polished and experienced. The sales process is shifting, however there are some tools in your inside sales playbook that have remained the same such as a CRM to organize your current customers and potential. Zoom, chat, LinkedIn and some type of outreach software should be investments for your sales processes if they’re not already there. Followup tends to be the least amount of effort and energy exercised by a sales leader, but it seems to be one of the most beneficial and crucial parts that leaders constantly overlook. If you're going to be a thought leader, be a thought leader in what your prospective customer cares about. Good thought leadership focuses on answering questions for the customer and addressing pain points. Having a personal brand is only helpful if you have built a large enough platform that you have more credibility to introduce your reps and your people to conversations that they normally would just get rejected on. The same things that make you really competitive, and make you a successful sales leader, are also the same things that have this ability to unleash the darkness that's in you, and you’ve got to do the work to keep that in check. For links and resources, visit
December 15, 2020
How to Finally Align Sales and Marketing with Digital Marketer Andrew Dumont
More often than not, the relationship between marketing and sales is siloed at best or it's adversarial, at worse.There’s no better time to lean into digital and for these organizations to unite. In this episode, Andrew Dumont draws on ways for sales and marketing organizations to be aligned on their shared revenue goals. Andrew Dumont is a serial technologist with a passion for building, growing, and investing in early-stage companies. He's currently the founder of Curious Capital and has worked as an Entrepreneur in Residence at Betaworks in New York City, a startup studio that has invested in companies like Tumblr and AirBnB, and has created companies like Bitly, Giphy, and Chartbeat. Show notes: Marketing should be goaled on revenue and top level business metrics as opposed to vanity marketing metrics. Weekly pipeline conversations between marketing and sales leaders is critical to maintaining that relationship. A standing agenda could include pipeline updates from the sales organization, performance from the marketing organization, activities attributed in terms of leads generated, or attributed revenue. One of the big tensions in conversations between sales and marketing is ensuring that marketing is filling in the gaps when it comes to collateral and that the sales teams feel they have the materials and support for them to be successful. Marketing should set goals for that and then benchmark against whether they were able to help sales reach those goals. At a minimum, a website should be making the life of the seller easier. A visual website experience is a key component of the brand and how reputable you look as an organization. Marketing should be responsible for building predictable, repeatable processes for generating qualified leads for the sales organization As a marketing organization, revenue is the key determining metric of whether you're successful or not. If you're not creating leads that turn into revenue, then you're just spinning your wheels. A lot of strife comes from marketing vanity metrics, and marketing organizations being focused on leads and getting people into the funnel, however if those leads aren’t qualified, that's where the disconnect happens between sales and marketing. Attribution is a huge challenge for sales and marketing. When the shared focus is on revenue and growing the business, you don’t have to worry as much about whether sales generated the lead or marketing generated the lead. A good sales and marketing alignment meeting may mean walking through the campaigns and activities for the week, looking at the timing, and pipeline, and uncovering disconnects. That’s when these meetings are valuable. Marketing should go through the sales process. They should be a sales person for several days, try to sell the product and have conversations with customers to understand where they are failing in terms of their messaging, and the way the product is being served. Modern marketers today are very tactical. They know a lot about SEO, content marketing, they know about all these channels that exist on how to generate leads and generate new customers, but they actually step over the core of it which is: what is the value proposition? What is the benefit to the customer? What are the objections to why this product wouldn't work well for them? For links and resources from the episode, visit
December 8, 2020
The Anatomy of the Perfect Sales Rep with Sales Enablement Expert Alea Homison
Too often, the role of sales development is minimized in an organization. By celebrating this role and valuing each function of sales teams equally, organizations that celebrate and reciprocate that feeling of how important sales development reps are to the broader organization have higher performing and more productive sales teams. In this episode, Alea Homison, Vice President of Sales Enablement and Sales Development at AlphaSense, talks how to celebrate sales development reps and the importance of valuing each function of sales teams equally. She specializes in building sales enablement programs for organizations focused on growth and scalability and has developed and managed a variety of high performing teams throughout her careers in sales, sales strategy, client service, corporate strategy, and investment banking. Show notes: Put your people first. Make it a priority to deeply understand the people on your team. For example, understand what motivates and inspires them, understand their personality, and how you as a leader need to make certain adjustments for certain individuals based on their personality profile. Be intentional about how you interview sales reps, so you can be sure that you are identifying and attracting the right talent to your team. We all have our own biases in the hiring process. You need structure to be able to compare like for like. The four key criteria to focus on for hiring is: general mental acuity, curiosity, conscientiousness, and grit. Data tells us that these characteristics move the needle with respect to success in roles. Chemistry is also an important competency piece to consider during the hiring process. People that are leading a function should be obsessed with that function. Know the impact that you can have on someone's career by being a great mentor and leader of a sales development team. Value each function of sales teams equally. Don’t minimize sales development and their contribution to the organization based on how long they've been doing sales. Elevate and celebrate them in an equal way to account executives and customer success managers. Hire sales development managers that love sales development and understand how essential it is to the success of an organization. The organization should reciprocate that feeling of how important sales dev is to the broader organization. Data from Leading Sales Development says if you're a former athlete from a team sport, you're no more or less likely to be successful than a non former athlete, however, individual sports athletes have an even greater chance of being successful in a sales roles because it is your solo work and ethic that contributes to your success. A weekly cadence with the chief revenue officer, their direct reports, the customer success leader, and account executive and sales development leaders allows you to have consistent alignment and move things forward on a consistent basis. By doing these weekly syncs, you give each other that time back at the end of the month. So at the end of the month, you'll actually reprioritize time and be giving bandwidth back to each other as much as possible. Conduct internal quarterly business reviews. Account executives should be treated as though they’re owners of their own business and so essentially, it's a readout of the prior quarter: what went well? What didn't go well? How do they believe they need additional resources or support across the organization going forward? You owe your team systems that will allow them to be successful. Hire smart and capable people and give them creative freedom within those systems. For resources and links from the episode, visit
December 1, 2020
Virtual Selling Excellence with Ted Olson of The Predictive Index
The world of work has essentially changed forever with virtual selling. Many organizations may not have the luxury of augmenting their salesforce with talents that is more naturally suited for this environment, however there is a real opportunity to use this new medium to make our sales teams even better. Ted Olsen leads this conversation in helping sales leaders understand how to coach individuals who are struggling in the new environment by continuing to tap into their natural strengths Ted Olson currently leads the rapidly expanding partner activation channel at The Predictive Index (PI). Prior to this role, Ted built the direct sales team at PI that broke every record in the 65 year history of the company. Show notes: Many folks who are now struggling to adapt their presentation, their ability to ask good questions in a virtual environment is because it's a different medium. To be able to pivot, and do it well is challenging for many. That said, the digital environment is ideal for really sharpening and honing your sales skills because you can use data such as talk time, interaction time, and patience scores to improve. If your top performers are coming to you with a list of “B player” excuses (I can't get my call cadence right, prospects aren't responding; the environment's really difficult), the first thing is to set the tone that that's not okay. When it comes to rethinking goals for the second half of 2020, it is up to the sales leader to inform the management team of the changes. For example, based on the data that we have so far, based on reduced number of leads, etc., we can begin to project and forecast new numbers and figure out some creative approaches that will help us find our way through the storm. Everyone is looking for help in navigating the storm. And right now B players are not going to last in this storm. They're going to be siphoned out. The same way that professional sports uses data and stats to understand which players to put on the field, in which order, in which position, working on the same goals to deliver on the goal, that's what Predictive Index does to build a winning sales team. The discipline of talent optimization, (which is the idea of using data to understand your people so you understand what naturally resonates with them), so you can tap into those superpowers, is a sales leader’s secret weapon. Every sales environment is different. Data helps you to understand your people so you understand what naturally resonates with them and their behavioral styles to know which environment will best suit them. Some sales systems and environments are operationalized and process-driven that you need a different type of person to be super effective in that environment versus the more typical, stereotypical salesperson who is naturally persuasive and can think quickly on their feet. The world of work has essentially changed forever with more remote work. There are behavioral drives that you can recognize and pick up with PI software that helps sales leaders understand who are those that can really struggle in an environment, in a virtual environment and who are perfectly capable of functioning at a very high level in a remote environment. For links and resources, visit the episode's webpage:
November 24, 2020
The Sales Leader’s Dilemma: The Unspoken Truth that Wrecks Teams with Miles Adcox
What’s your process for checking your self-awareness? How much of a priority are you putting on your emotional and mental wellness as a leader? When leaders are self-aware and emotionally fit, that's when they’re truly integrated and whole leaders. In this episode, Miles Adcox, owner and CEO of Onsite, an internationally-known emotional wellness lifestyle brand that delivers life-changing personal growth workshops and leadership retreats, shares how to have longevity and accountability as a leader by weaving mental and emotional health practices into your culture. Show notes: You won't last long as a leader if you can't take care of your people. Taking care of the human first is important so that they can produce. Restoring, reflecting, reconnecting, recalibrating who we are so that we can better become who we're supposed to be professionally and personally. Self-awareness is the one thing in leadership that has this unspoken dilemma of a leader and therefore creates (because it's unspoken and unsaid in most environments) an obstacle, but it's only two degrees away from our biggest opportunity. Before you can even take care of others, you have to take care of yourself. Leaders who have shied away from vulnerable conversations or true audit and assessment about themselves and their own lives, should give it a go, and tell me after you finish if you think it's a soft skill or not. Because there's nothing soft about it. It's actually hard because it's counter-cultural. You can’t hold a team accountable until you hold yourself accountable. Leadership can create abnormal life circumstances because it creates high levels of stress. Unaddressed stress creates anxiety, disconnection, loneliness, addictions, et cetera. All of which kill connection, true leadership. So whatever it is that makes a leader a leader, you signed up for a career when you're at the top of your game, to kill it. That's why it's a dilemma. As leaders, it’s your job to start making mental and emotional health a priority and telling people on the front end here's what they’re susceptible of and how to keep their magic and flow. If you take care of yourself you can do it, and here's the ecosystem and environment we're going to create to help you do so. One of the strongest tools that we can teach leaders and human beings is self-awareness. Self-awareness is underestimated because we assume if we're good with people and if we have influence that we assume that we’re self-aware. Reading people well is not a predictor for being able to read yourself and assess what's going on with you. Self-awareness is something that should be maintained, worked on and grown. When leaders are self-aware and emotionally fit, that's when they’re truly integrated and whole leaders. Knowing emotional intelligence and actually feeling it and integrating it are two different things. For additional links and resources, visit the episode webpage:
November 16, 2020
Value Reviews: One Meeting That Will Maximize Customer Retention with SalesLoft's Jeremey Donovon
A good value review includes both retrospective and prospective views. In this episode, Jeremey Donovon, the SVP of Sales Strategy and Operations at SalesLoft, breaks down systematic data collection tactics and how to build better relationships with existing customers by delivering value at your next value review meeting. Show notes: The golden rule is: Do unto others as you would have done to you. But, the platinum rule is: Do unto others as they would have done unto themselves. Part of what drives leaders to act poorly to their team is the fear of failure, fear of losing their sense of title, or position that they have. As you think about transitioning from sales into leadership and the importance of analytics, you don’t need to be excessively analytical, but you do need to think about the concept of A/B testing. Particularly, if you're prospecting: what is the mix of touches that you need to do? When you do those touches? How do you need to tune your talk tracks? How do you need to tune your emails? Your social engagement, etc.? Look what people are testing and finding, and then attempt those on your own and see if they work for you specifically. As a leader, don’t become a slave to the dashboard and the data. It's incredibly easy for a frontline sales manager to get lost in tools and data, and not actually "ride along" either in-person, or by listening to call recordings and providing commentary on call recordings. Analysis is important as a sales manager, but don't let that get in the way of actually coaching your reps. As you move up in sales leadership roles, you should shift to an analytical skill of interpretation and action, rather than an analytical skill of analysis and recommendation. As a leader, try to delegate deeper analysis work so you can focus on the interpretation of data. Pipeline coverage is an old school way of forecasting, but it refuses to die. To assign accounts, look at 10 or 15 diverse sources of information such as LinkedIn, Crunchbase, and then build an algorithm that predicts what is likely to be a good account and what is not likely to be a good account, and then use those predictive scores in order to assign accounts. A good value review includes both retrospective and prospective views. When meeting with an account, look at what was delivered during the course of the engagement and include a prospective view of, now here are the new ideas that we think are high leverage ideas for you should you wish to continue the relationship.   For links and resources mentioned in this episode, visit:
November 16, 2020
How to Earn Your Board’s Trust with Executive Coach Michael Burcham
Most sales leaders are terrified of the Board of Directors. The narrative with your customers is important, but how are you shaping the narrative with your board? Gaining your board’s respect starts with presenting a strong annual strategic plan. In this episode, Michael Burcham talks through the mechanisms of an iterative planning process that evolves with the market and engages the voice of the customer. Michael Burcham spends his time working to build businesses as a CEO, Strategist, Entrepreneur, Educator and Executive Coach. He currently serves as Executive Partner with Shore Capital Partners. Throughout his career, Michael has scaled and sold 3 healthcare organizations – Theraphysics, ParadigmHealth, and Narus Health. He is also the founding President & CEO of the Nashville Entrepreneur Center where he served from 2010 - 2015. Show notes: Planning is an iterative process that involves gathering market intelligence, bringing that intelligence back to the company, and as the market slowly evolves and moves, you know how to work contingency plans and update your plan as you go. Successful planning means watching all the signals coming from the environment and having contingencies set to go so that they can be adjusted week to week as needed. Customer sentiment shifts overtime: what worked a year ago won't work today, or maybe even six months ago won't work today. The sales leader and the sales team are the primary voice of the customer. The messages the sales team brings back of both successes and misses should shape and inform the planning process. Performance around process provides powerful insight. Frequent, fruitful conversations on where you’re hitting the mark and where you’re missing the mark between the sales leader and board is key. When a company does strategic planning without the sales leader present, it becomes everybody's best guess of what we're going to do and how we’re going to resource it. If sales plans fail, it's not because of a lack of resources. It's because of a lack of resourcefulness. Ask good questions. By asking good questions, you can get a beautiful, crystal-clear picture of what is or isn't happening. It's imperative that a sales leader have an opportunity to interact with the company's advisors who are helping guide the overall strategic direction of the company, because without revenue, there is no strategic growth, and the drivers of revenue are the folks leading sales. Once you lose control of the narrative with your customer, you are virtually guaranteed to lose control of the narrative with your board. If you’re a sales leader going into a board meeting, prepare as if you were going to see a serious sales prospect. You wouldn't walk in cold and not be prepared for the meeting. Ultimately, it's the entire team that makes a company hit its sales target. Understand you are part of the team and you're given the privilege to be the messenger of the company. But it only works when the entire company is working as a team to hit its quarterly number. And if you take all the credit for the sale, you have to also take all the credit for the miss, and neither are ever really true. Never forget the first 100 days with a customer. If you can't grow at a rate that's faster than the rate the business or the team is growing, you will be replaced. There's never been more need for a coach.  For links and resources mentioned in the episode, visit the episode website:
November 16, 2020
The Revenue Harvest Podcast
Welcome to the Revenue Harvest Podcast with Nigel Green. Learn from the brightest and most successful executives, investors, advisors, and consultants of our time about the fundamentals of sales leadership. This podcast will give you the answers to the questions that will help you lead your team better, consistently exceed your sales targets, and make the most of your career.
October 28, 2020