Sales Coaching with Video
by Jessica Cash and Mark Newman
In this video, Jessica Cash, Head of Sales Solutions New Product Development at the Corporate Executive Board and Mark Newman, Founder and CEO of HireVue discuss the following:
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Jessica Cash is the Head of Sales Solutions New Product Development at CEB. She joined CEB at 2003. She earned her BBA from the Ross School of Business at the University of Michigan.
Under Mark's leadership, HireVue was named among the top “10 Most Promising Companies in America by Forbes, a top 50 company in Deloitte’s Annual Fast 500, and a Top HR Product of the Year four times, most recently in 2014, by Human Resource Executive magazine. Mark earned a bachelor's degree in International Business from Westminster College and a master's degree in Finance from the University of Utah.
Exclusive 54 minute video by Jessica Cash and Mark Newman
Moderator: Good day, ladies and gentlemen, and welcome to the CEB self-effectiveness solutions conference entitled Accelerating Self-Behavior Change with Video Technology. At this time, all participants are in listen-only mode. If at any time during the call you require assistance, please press star zero and the coordinator will be happy to assist.
This event is being recorded for research purposes and will be available as CEB on the website. Please contact firstname.lastname@example.org with questions. I will now hand the call over to Ms. Cash with CEB New Products & Development. Please proceed.
Jessica Cash: Thank you so much, and welcome, everyone. We are thrilled to have so many of you join us today. My name is Jessica Cash and I'm from CEB New Product Development team. And on today's webinar, we're going to be talking about how to dive into the right application of video-enabled technology, which can accelerate the behavior change that you seek to see in your sales team.
So many of you are on the challenger journey and driving other changes like introducing new products and services or making a significant strategic shift, acquisitions, to focus on a particular segment or industry. And this topic, like so many of them at CEB, is really driven by you, those of you that came to us looking for guidance on really exciting, effective, and importantly, scalable ways to drive and sustain change.
Before we dive in and introduce a special guest who's with us here today, I'm going to do a little bit of Adobe orientation to the virtual platform we're using for our meeting today. You'll see a couple of things on your screen. On the upper right hand corner, you'll see a Q&A box. This is where you can chat us questions at any point in time during our discussion.
We have a section at the end where we're reserving about 10 minutes to answer Q&A, as many of them as possible. But feel free to drop them in just as they come to your mind. We also have a section in the middle with audio details. If you're having difficulties at any point in time, check that out and that we'll give you a couple of instructions to be able to dial-in or access information. And you can always hit *0 for support from our operator.
You'll also see on the bottom right hand corner a materials pod. There, you can click on either the presentation itself that we'll be using today or a short overview, and just hit Download Files and you'll be able to save those to your desktop. Let's dive right in with a little bit of introduction so you can learn a bit about who you will be spending some time with today. On the next page, you'll see the two of us that are on the call. So I'll spend a little bit of time giving you my background and then we'll meet our special guest, Mark Newman.
I sit in our New Product Development team here at CEB and my charge is to develop the solutions and services that can help you deliver the better results that you're looking for. It's really days like today that are the best part of my role. I get to bring you the capabilities to meet the needs that we've been hearing remain unmet.
At CEB, so many of you are focused on driving challenger change or other changes in your organization and really sustaining that change long-term. And you come to us over and over saying, "This is a significant barrier. We're introducing something incredibly powerful, but how do we make it stick within our organization? How exactly can we sustain this behavior change?"
I'd like you also to meet our special guest today. Mark Newman is on the line with us, joining us from Salt Lake City, Utah, and he's the founder and CEO of HireVue. Mark, first, thank you so much for joining us. And second, we'd love to hear a little bit about yourself and your company.
Mark Newman: Yeah, thank you for having me and we're incredibly excited about our work together with CEB. So HireVue, as an organization, has been around for over 10 years in the focus of helping companies build and coach their teams.
In terms of building their teams, we've always focused on hiring solutions, digital interviewing, and optimizing that type of process. And coach is all around making sure, just how you said, did it stick? Using video, mobile and other technologies to ensure that there's total team alignment around messaging, value proposition scenarios, objection handling and everything about it.
And so we're really excited about the work that we've come together on. We're based in Salt Lake City, 200 people on the team today, and we work with the largest organizations in the world to build and coach the world's greatest teams. So we're excited to be here together, and thank you for having me.
Jessica Cash: Absolutely, our pleasure. And to share a little bit of a background, CEB is also a customer of HireVue. So we use HireVue internally to acquire talent and develop our team. And today, as you can tell, we're thrilled to announce our partnership to bring you a new way to accelerate growth and change within your team.
Here's a little bit of the three chapters that we'll be spending some time on today. So first is the case for change, and this is really an overview of what you brought to us at CEB's New Product Development team. So we heard so many of you say, "What we're doing today is necessary but not completely sufficient to drive the results that we're looking for. We expect in our teams more and we're really looking for a case for more effective change."
The second chapter that we'll be spending some time on is where we get practical with Mark on very specific successful strategies, how to jumpstart your team's performance or how to use video technology to do so. We'll also get to see Accelerate in action and be able to kick the tires on what this might look like.
Our final section is really focused on a couple of things. We'll spend a moment highlighting how challenger transformation can be supplemented with the right use of technology. We'll also spend some time on that open Q&A to address any questions that we haven't yet gotten to throughout the presentation.
As we dive in, we'll start with a little bit of context. One of the things that all of you I'm sure are incredibly familiar with, is that the only constant in sales is change. Unfortunately, CEB research shows the companies lose nearly 40% of the total potential value of any strategic change in slot execution. So what can we do about this? Well, many of you have heard us talk quite a bit about managers. And there's a very common playbook within change in sales to not only train your team on any given change you're going through but empower the managers to support that change.
Many of you notice data very well, but on the left hand side, you'll see that you can achieve four times the impact of any given training when it's combined with coaching. One of the things we're talking about here, if you have training alone, is scrap learning. It's a term that we use to refer to the potential learning that is lost without sustainment, including coaching and other reinforcement techniques.
On the right hand side, you'll also see that coaching quality, as measured by CEB's coaching quality index, is also related to higher quota achievement. So those sellers that are getting the best, strongest coaching are simply returning more. They're able to be nimble and apply the training that they've learned to achieve the results we're looking for. So what's the [inaudible 00:06:57]? If we all know this, and we all know we're driving towards a big change, shifting to a challenger sales strategy, introducing a new product or initiative, well, isn't it as easy as just saying, "Okay, managers, go forth and conquer"?
Well, as Mark or any other leader would tell us, it is absolutely not that simple. And as you'll see on the following page, one of the barriers that we face is coaching. While it's an incredibly powerful catalyst to unlock the potential of any given change, it's a precious and very, very limited commodity.
You'll see on the far left hand side that CEB has done a couple of things. Number one, we've looked at, on average, the number of coaching hours received per month by sellers. And we've also overlaid the sweet spot for sales coaching on that. That's where you get the maximum performance return per hour. What you'll see here is that less than 30%, or one in three, are really living in that sweet spot with their teams. Sure, some are getting a little bit more or a lot more, but there's a heck of a lot more that are getting much, much less, including zero, one or two hours per month from their manager.
Further, on the right hand side, you'll see that the location or placement of that coaching really does matter to sellers. They really want a pre and post-call coaching given before and after a customer visit. Our research also indicates that those windows are very powerful in terms of changing behavior.
It makes sense, right? I'm trying something new. I'm trying a new challenger sales tactic. I want to understand how to prepare for that, how to deliver that in my next customer meeting and get some input on how I did. But managers just can't be everywhere. They can't be everywhere with their highly distributed teams. They can't be on a plane every single day to work with those teams, and they simply can't pull them themselves. And this is known, far and wide, by CEB members. However, it's not all doom and gloom.
There's another incredibly powerful resource available to us that we and tap, and that's our on sales team. See on the left hand side that there's a very old traditional model of driving change that many of you have seen or heard of in the past, the command and control. There's something that senior management wants to change and they drive it straight through the ranks. It's very top-down approach.
The problem with that is it's counter to how teams work. And the reality is, particularly today when everyone is more connected than ever before, it really doesn't work that way in nature. We know it's the water cooler discussions, or seeing what your peers are doing more powerfully, or finding that catalyst for change within a particular region or organization, that drives buzz and interest and engagement. And simply saying, "Hey, I'd like you to do things differently," isn't necessarily going to be enough.
On the right hand side, you'll see from CEB research across both our learning and development councils as well as our sales councils, that there's a more effective, motivating and resonant approach. And that is peer-to-peer interaction. Now, that does not mean that we're saying simply let sellers go forth and conquer. It needs to be guided. It needs to be facilitated. It needs to be aligned with the management change we're looking to see.
The problem with this, though, is that it can be incredibly cumbersome when you have a highly distributed global team, if you're trying to unlock this power of peer-to-peer best practice sharing and you're stuck with traditional collaboration tools. You'll see on the upper right hand corner of this slide, for those of you who are leadership council members, you can ask your account manager or your advisor to learn a little bit more about some of the tactics displayed on this particular page from companies like Neopost and Grainger.
So with that background, those were the barriers that you laid at our doorstep. It was research like that highlighting the difficulties of sustaining change that encouraged our new product development investigation into the possibilities associated with more visibility and exchange between teams. And so we did what we do at CEB. We went out and studied what's out there. And we found this active ingredient in the companies and organizations that were able to get over this hurdle. And it was a level of visibility. You'll see that highlighted on the slide here we have up on the screen.
So across leaders, managers and sellers, when there's a higher level of transparency, the impact and the effectiveness of change becomes incredibly powerful. I'll take a moment to unpack this before we step into the next chapter of our discussion today.
First, let's start with the leaders. I heard this really loud and clearly a couple of weeks ago from two senior sales leaders who ran big multimillion dollar teams for a company in the healthcare industry. They were saying, "I might be responsible for half of the country, but I rarely actually see my sellers execute on the job. I have no idea and no great view into how effective or consistent the feedback is that managers are providing to their teams. And I can pull reports and data until I'm blue in the face on sales calls, but I have absolutely no idea about how good they actually are."
So leaders get really energized about the idea to see if a particular change or initiative is sticking and frankly can course-correct more efficiently versus waiting for six, nine, twelve months down the road and realizing, "Gosh, I'm not actually seeing what I'd like to see."
Sales managers have a similar story, where they really would like to make better use of that precious live coaching time by collaborating a bit differently with their teams. We often talk, at CEB, about asynchronous collaboration. But we're a little nerdy and we use words like that. So what does that mean?
There's a clear word that Mark has introduced us to, which is really thinking about time-shifted collaboration. For example, if a manager has a seller on their team who has an incredibly important meeting with a prospect, that seller could be running to the airport for a sales meeting and input a video response, some ideas and information that they can post and share about their plan before they actually leave their home office to jump on the plane. That's convenient for the seller.
The manager, a couple of hours later, has a break in their schedule, say, right after lunch. The manager can pop-in, review the plan, the information submitted by the seller, some of the practice teaching pitches and ways that they're going to take control during that meeting, at their convenience. They can provide some very direct and specific feedback so that when the seller lands in Tulsa, they can immediately review their new ideas to help with that last minute preparation.
You've done a couple of things if you do that type of time-shifted collaboration. One, you've gotten some really powerful feedback and you haven't skipped a beat. The second is you haven't anchored on really inconvenient time trying to fit it into calendars that are likely packed with meetings and different sessions that sellers and managers are responsible for. You've done it in a way that's simple, easy and allows the sellers to bring their absolutely best performance to that customer versus using that customer as a trial.
The other thing that is certainly important here to think about leaders and managers, is sellers, right? Because we all know for asking anyone to do something differently, there's got to be a "What's in it for me?" Sellers finally get to see their best peers in action and get feedback more efficiently. They can bring their absolute best to more customers.
One of the things that's been really powerful for us to see, is the excitement and the energy that's conducted when sellers get to see these folks that they consistently see at the top of the leader board in action. We all know that sellers very rarely get to do any ride-alongs with other sellers, but yet we want to emulate the best, so it might be a better way to do that.
One of the final things to say before we step to the next page, is to just think about how we all learn today naturally. So if you're looking to pick up a new skill or capability, you might run to a video sharing site, right? You might run to Vimeo or YouTube to watch videos of how other folks do this. We're really excited about the possibility to take that same natural behavior and bring it in to the professional world to help sellers, managers and teams be more effective.
So with that background, one of the things that we'd love to do now is just introduce Accelerate. We heard you time and time again, saying, "We simply cannot continue to rely on managers using the same tools and that rare in-person training to consistently keep our team at the top of their game. We'd like something new. We'd like something different." And with the right technology, there's a huge opportunity to go from a frustrating, cumbersome approach to driving excellence that's really difficult to see, to, on the right hand side, unlocking and accelerating your team's potential with the visibility to help sellers, managers stay on course.
I'll take a moment just to get some feedback from Mark here, because Mark really told us when he was working and thinking about developing Accelerate, Mark, you mentioned that you were solving your own pain. Tell us a little bit more about the thinking behind the development of this product.
Mark Newman: Yeah, definitely. So HireVue as an organization, we've grown from 3 people to 220 people over the last few years. We have both inside and distributed customer organizations, right? So everything from lead generation, account development managers, to the sellers themselves, to our customer success team and everything about it.
As part of a core value of HireVue, our entire process is around learning customer passion, delivering new innovation, driving mass adoption and building a great company and team. When we do all of those things, we can really create some magical experiences for, in other cases, other candidates or sellers participating in our programs.
Being a startup organization, you move fast, you grow fast and you get more and more distributed. And frankly, even more so, as you start building quickly and build your team quickly, people come from all sorts of walks of life and backgrounds and programs and approaches and methodologies and whatever. So as a CEO and going through this experience, I was feeling a tremendous amount of pain because frankly 60% of our organization were in customer-facing roles, representing a brand experience that we were all trying to create. And being aligned on message, value proposition, objection handling, scenarios, customer stories and everything like that, when we used to be able to just do that in a room together and getting together every month or two and shooting the breeze and going through training and coaching, it wasn't working with 200 people. It won't work at 500 people. It won't work at couple of thousand people, as we're going down this growth trajectory.
So to solve my own pain, I wanted to see everybody in the organization deliver their, frankly, pitch on HireVue and handle objections and tell stories and do these various things to avoid the nightmare scenario that happens way too often for all of us. You get on the phone with one of your reps and it's that big prospect meeting, that big existing customer, up-sell or whatever it might be, and they introduced HireVue and it just frankly falls flat.
So we're a distributed organization. We were growing fast. We had a vision of what the experiences we wanted to create and deliver and the messaging we wanted to deliver. And we had no possible way to assess, "Okay, after any training, after [inaudible 00:18:45] program, did it stick?"
So we built our own application to solve our need and realized that a lot of other organizations are going through the same pain.
Jessica Cash: Great. Thanks for that, Mark. It really echoes what we hear from so many organizations. You're on an incredibly rapid growth curve but your challenges really parallel so many of the organizations that we chat about, where highly distributed team, adding team members, evolving value proposition and it's just frankly really difficult to keep folks on point.
One of the last pieces that we'll chat about on this page before we spend some time kicking the tires and viewing what this actually might look like, I'd like to highlight a couple of things from our new product development exploration. So a word of caution from our own experience and what we've learned, video alone is not the answer.
So it is purposeful technology that includes video and is incredibly easy to use, that can unlock some of the potential that we talked about here. So there are a couple of key pieces that we'll highlight for your reference.
The first is the CEB Challenger Library. We're going to talk about this a little bit more later in the presentation, so I won't spend time here now. But think about this as the right content in the right technology, because it's really both of those pieces coming together that drive the results that we're looking to achieve.
More related to the technology itself, we found consistently that it's technology that is both on-demand, or as we were talking about earlier, time-shifted, that is useful but it also needs to allow for that live collaboration. So the idea of "Can I do role plays or deal review sessions where I have a live panel of individuals, one of whom might be on the west coast, the other might be on the east coast and someone in the middle of the country, who all need to collaborate really effectively," and capture that feedback, capture that goal that happens in that session and to be able to share it, if needed, broader throughout the organization.
The second piece is around analytics. So we've heard folks saying, "Oh, gosh, I've been trying to do something with my SharePoint or my Internet," but when you do that, you don't necessarily get the analytics or the data on the quality, completion, or trends over time for individual users. So you might get part of the way there, but you're missing quite a big answer in terms of accountability.
And finally, enterprise grade technology and support. Frankly, this was very difficult to find in the space. So to ensure that your team isn't doing the troubleshooting and this isn't a burden to your technical or sales enablement team but is frankly using the technology and using the video-driven technology easily, at any questions can be addressed live in English and tons of other global languages.
And so as I highlight those components, one of the things I'd love to get Mark's perspective on, particularly for that last piece that I was talking about, your team serves large global companies, serves growing companies that are small but really on that steep part of the growth curve, federal government agencies, I'd love to understand some of the specific enterprise-ready investments that you and the team have made to make sure that your client experience is flawless.
Mark Newman: Yeah, definitely. You nailed it right on the head, that it's not just about the video. It needs to be a frictionless, seamless, wonderful experience for the participants and the reviewers, and not just another piece of technology that's being inflected upon them.
Unfortunately, those of us in the talent world, the learning world, the training, whatever the world might be inside of your organization, you roll out a new program, you do this new technology, it doesn't work that first time. And from then on, you're dead to the organization or you're dead to the person.
We've invested heavily in ensuring that that doesn't happen. Everything from the largest cloud infrastructure in HR technology and talent technology, with the whole global scale around media nodes and capturing and storing and everything about it, to a powerful analytics, that we'll show you here in a minute, about how you consume that information that's scaled, measuring elements from what people say, what people do, how they say it, what they say, the words they use, and learning from that over time.
Again, supporting people 24/7, live phone chat and email support in a dozen different languages. It is absolutely everything that you need as a partnership, from security and data privacy to language support, to enterprise infrastructure, to change management and deployment so that the technology deployment is not only easy but you never ever get that one phone call that you never want to receive saying, "This doesn't work."
Jessica Cash: Absolutely. Definitely never love to receive those phone calls. So thanks for that overview of just giving a hop, skip, and a jump through what we mean when we talk about the enterprise readiness. We're going to adjust the screen right now and turn it over to you, Mark, to do an overview of Accelerate for everyone on the line.
One of the things that I'll share with folks, we are in a desktop/laptop environment today as we share the screen but everything that we'll walk through is acceptable through your favorite mobile device as well. So Mark's team has found that about 40% of individuals are completing programs on mobile devices. And during our brief orientation, Mark will be walking us through a couple of different pieces resonant in Accelerate, that will help drive your change performance. So Mark, I'll turn it right over to you. Your screen is now visible to the room.
Mark Newman: Terrific. Thank you. We will be showing the desktop version. Like Cash said here, everything is mobile-enabled as well, and that's obviously what we're seeing people in the field deploy it and use it and leverage it. I'm going to be walking you through a few different elements today. One, we'll be showing you what this all means from a consumption perspective, how you see it, and how to identify what this could look like.
Second, I'll go through what building a program looks like. So it can get very specific and very tight around commercial inside delivery, coaching, the Challenger type program, a new product roll out, re-boarding, on-boarding and various other use cases. We'll show you what the seller experience is like, and then finally, what the evaluation and reporting experience is like, to grab the whole picture.
We will be going quickly. We won't be showing everything that we have, obviously, in today, in about a 15-minute cycle, but enough to help you guys understand the concepts of the system and how it all works together.
So first and foremost, you have your basic interface with your open programs and your action items to review. Again, this is enabled as well for your managers, your coaches, and your field leaders to be consuming through their mobile devices. We want to be the hub where they can go and make talent and coaching type decisions, and so we support that and go to where they are.
But I have my programs here, and the most simple way to think about it first, is let's go in and start watching a number of our sellers going through this whole program. This is the basic pain and solution use case we talk about. Imagine seeing everybody inside of your customer-facing organization, all of your sellers and customer-facing roles, delivering the value proposition that you've just trained on, just developed, and just deployed to see did it stick.
Second to that, find out now what good looks like. So we'll be on question one here. The document that they've received is around this case study and how to go through [inaudible 00:26:51], the reframing rational drowning and everything about the story. We're watching the response around how it came through and now going and comparing every other seller in terms of how they delivered as well, and go through this entire process.
As you mentioned, this is streaming out, so it will be a little choppy on your end but it's near high-definition video that goes through. As we go through not only that single response, you also want to [inaudible 00:27:17] different capabilities.
So not only the value proposition but objection handling, storytelling, positioning, perhaps written responses to email requests from the customer, in terms of how you want to address that as well. What are the powerful questions or requests that you can ask the customers as part of their discovery process? And make it a learning experience, not just a one off "Give us your pitch."
But as you go through all of this, you start figuring out what does good look like? What does great look like? Putting in my ratings, entering in my notes, collaborating with my other coaches. We'll circle back to what this all means on the feedback pieces, but as we go through this entire process and we say, "Wow! James totally nailed this conversation request," question number three here as part of this program, now we'll go ahead and share it to where our sellers hang out.
So let's take question three, generate this link and embed that into Salesforce Chatter, into email campaigns, email programs, perhaps the company dashboard. Show it off in part of sales enablement programs, or tie it all into creating that excellent library that gets showed for new hires, rehires. I think of it as on-boarding and re-boarding on a regular basis.
So it's very powerful, very easy for collaboration and very easy for consumption, because these participants can be anywhere. Now I'm going to step back a little bit and say, "Okay, well how did we get to this type of content and be setting this up in the first place?"
So as you go through this entire program, it's very, very simple and easy to use, and most of all, scalable. We live by the idea of how can you set it and forget it, in terms of deploying it out. So we set up an Accelerate program here and we can take any content that you have for a specific product, specific program, or a specific objective that you're trying to achieve and to go after.
So you can be adding the initial, obviously, names and how you want to be scoring and user visibility and those various things, and also an entire world of automated actions. So this drives massive scale inside of the program where based on certain ratings or recommendations, you can automatically direct your sellers into follow-up programs. Perhaps if they got rated a three or less, they must go through a remedial training program that you've already setup for them to go through and assess again against it.
If they are between a three and a four, they get sent to an individual coach to refine that training. Or if they're a four and above, they get put in the excellence library and submitted in there for a review later and sharing by the team.
The other components, though, that are really important here is how you build out and add in your content for what plays before the program, what's inside the program, and what's after the program. And that's the intro, the closing, and the questions. And I'll show you a deeper example here that's been built out, where I come right in to this department. This is marrying together the content library that we discussed. We have our session setup here, where we have certain questions that have been built, so please read through the attached copy of the Granger Challenger Message. After reviewing, record yourself delivering the full six-step choreography in less than five minutes. One of the two powerful questions or requests you can ask. Here's a recent conversation, an introductory video that could be either one of your sellers or one of your managers or one of your coaches delivering expectations for it.
The goal is to recreate, as close as possible, real life experiences. So we've seen organizations for their account development managers, as an example, set up questions, recordings and response times to be very precise. A question may not be, "Please deliver this entire message," it could be as if you receive somebody on the phone that says, "Hi, deliver the message."
Automatically goes to the next question. "I don't have time to meet with you right now. This isn't one of our priorities." Reframe why it should be one of your priorities and so forth. But you build this out. You build this program. You can build multiple programs for whatever type of things that you'd like to do and have everything relayed, from scheduled reminders and everything about that so that you set it up. You invite people. You never have to worry about it again. You just receive the content as it comes in.
For the seller now, I receive my invitation to come and participate in this program. So I get invited in and I come in to take it. I receive my link. I can be doing this from my mobile device. And it's just very simple and seamless for them to go through.
So comes in, just need to allow that, my camera and microphone, and it welcomed me into this program. This could be tied to any new product rollout brand or theme, your organization, whatever you like. We see organizations get very, very creative around how they want to position it for new initiatives or any other type of objective that they have going on for it.
I start my session. Agree to the simple, whatever content you want to have there. And then I start seeing this welcome video from that manager, talking through the expectations for the program and what they're expecting and setting the scenario, or whatever it might be. These don't have to be beautiful, professional images.
Some of my personal favorites are when that product manager or that new leader for that new initiative just starts talking it through. Here's the new product. Here's what we're talking about. Here's what it is. Whatever that little bit of training content is that you want to deploy and then bringing the questions to be full circle to assess the quality of the answers around how to do it.
For the seller, it's very simple. I receive my, turning it on, video/audio and tech connection. Again, incredibly simple for them to use. I can do a practice question if I'd like here. Here I am. Let me move all this stuff. See my psychosis in the background. I can try a practice question or skip immediately to the session.
In this case, I'll be given unlimited attempts to re-record in my response to make sure that I get it to be perfect. So like we discussed, question one. Here is the Challenger messaging overview. They want to reframe rational drowning, emotional impact, everything that we're familiar with, and driving towards delivery.
At that point, I can start recording when I'm ready. If you would like, you can actually create it to be a real life. They have ten seconds to prepare, then they have to record immediately. It all depends on what the objectives are for the program.
But at any given moment when I'm ready to go, I can just hit "start recording," and it automatically captures it for me. Again, super simple for the seller to participate and engage and record their content. So I go through and I deliver the full six-step choreography for this commercial insight and I receive my answer.
I can review it if I would like. I am not a huge fan of it. Let me retry again or... Okay, I'm set to go. Let's just go ahead and submit and just go through. And now, in this case, we're talking now about a live scenario around how that actually looks like. So I get started.
This could be recordings of your customer calls or this call center representative that looks just like Jack Nicholson. You could go through this entire experience and view it, review it, and provide your perspective on here, again, whatever it is that you want to recreate for that seller.
We'll go through here and then we'll be provided the opportunity to provide our response. The two powerful questions I would use is, question one and question two and go through all of that, then answering submit.
And now I'm going through another video response and being able to respond this. So again, for the sellers, it's super easy to engage, super easy to connect with and go through. At this point, I'll say I'm done answering and the response will go ahead and be submitted.
As part of this whole program, you see in video questions, written response, multiple choice, multiple selection, it's supposed to be created into a dynamic experience as you want to go through all of this. So here, I'll just click my last question, click submit, finish my session. [inaudible 00:36:18] about the experience to make sure that your sellers are engaged and appreciative of this. And click next. And then I exit out.
Inside of now on your side, you'll be receiving notifications that you're looking for about this program, and you can go ahead and review it as soon as it's available.
So on your end, as you're seeing these notifications, you can be managing or sharing as the program responses are coming in and going through it all, but I have this right in front of me. It's being captured. It's being recorded and being assessed.
The other interactions that you can go through as well, are live sessions as well, where you're watching the recording of the on-demand sessions. Here's the live sessions where you can be doing the role plays, the interactive type programs. The session gets recorded as well, ratings, feedback, and tagging being smoothest part of it.
But the whole point on the backend are two drivers. One, seeing your team deliver messaging and to handling objections, whatever that might be, how aligned are they? Is your team tight or totally disbursed in terms of their capabilities? How do you get it tighter? Then move it right here, obviously going down that path, putting in feedback, putting in ratings.
Outside of this, though, there's a tremendous opportunity for valuable insight around the quality of your coaches and the effectiveness of your coach and these coaches around what their capabilities are.
So I go into my single program here. I can see all of the participants of this program as we're in here. This has all of your users in here and your hiring managers and participants and everything about it. I can be going into this participant here who's been rated, Vivek [SP], and pull up his report. And so this drives the coaching session, the feedback session with that individual seller, "Here is how you were rated. Here is the responses that you gave, the average score and the range of scores," and then the reviewers with their specific notes and feedback that they delivered on their own time as they went through it all.
But second to that, and what we found to be incredibly important, is your opportunity to see how aligned your coaches are around what great is. Our friends at Adobe are having their Flash issues, so excuse me for the slow down there. But it's how aligned are they?
So here's Vivek, and he had two exceeds expectations. Terrific. They're aligned. Well, Jay Cranny [SP] had one exceeds expectations and one meets. Ryan Henderson had zero exceeds, one meets, and one needs improvement. [inaudible 00:39:13] to their comments to see what the differences are. Who nailed the [inaudible 00:39:17] proposition here or who just focused on feature function sales, or whatever it might be. So it gives you the content you need, and in some cases, ammunition, to have that really detailed discussion with those coaches around what is great, what good looks like, and how it should be aligned.
Our entire focus on here is putting this type of information at your fingertips. So at any given moment, you have the content. You have the activity volume. You also now have the engagement. So I can be looking at the review time, for instance. How many of my reviews are completed? What's the average time to review? What's the average score given in score per reviewer?
I call this visibility into the "everyone is awesome" problem, so can you make sure that not everybody is awesome and actually can give detailed feedback.
Man: Hey, there. Welcome, everybody. Hey, Mark.
Mark Newman: We touched on analytics as well. This is a program that we're developing deeply within our partnership with CEB around what's most important behind here. There is obviously a function of, you created this tremendous amount of content, what can we learn from it? What's the difference between great and good and poor, and how do you want to go around it all?
So as you think about this entire program, there's a couple of options. First, you have your profile, this person, you see all their content over time as they go through it. Second, you have updated analytics around the person's psyche and analytics as they're going through the session.
So for instance, here is Wesley [inaudible 00:40:59]. We can automatically measure off of the words and audio inside of the session, what was the engagement, motivation, and the stress like inside of this entire session, as well as personality style. It's based on the process communication model. And it will be a fascinating overview inside of your organization and alignments around the personality style types that you see inside of your organization.
So for instance, your solution consultants will be very different from your hunters or very different from your farmers or what have you. But this will go into specific questions or specific programs and where they're having a hard time. So you have either the full report of an individual and can go in and review that, but most importantly, the follow-up questions are in that content to help drive a better follow-up session as well.
So this is one question here: high engagement, medium motivation, distress level as low. Well, let's talk about the motivation and go and review the response. So it's a quick see with the additional information that you can leverage to drive serious conversations.
And last but not least, as you're going through all of this content, there's an opportunity to see accuracy and alignment scores around your reviewers and coaches, automatically grading the [inaudible 00:42:10]. But most of all, let's go ahead, and if there's key phrases that you do not want your sellers to be using or that you do want your sellers to be using, how are they using it? Are they touching it? What is the content that's in the best responses?
Or if I'm a seller and I'm trying to get prepped against the competitor for that competitive cycle, who would be the awesome responses inside of our library that talked about x? So just as an example, we'll type in "challenge," and all of our responses get transcribed and be made searchable. I can say, "Okay, Andy Athens [SP], blue printing," [inaudible 00:42:47], making sure that we're okay. Let's go ahead and see that, and it automatically loads up the response five seconds before where he talks about that, to give you that [inaudible 00:42:56] piece of content that you need to be able to succeed and absorb it. And you leverage it to your best advantage.
So the entire focus here is a simple to use tool that's incredibly powerful for your organization. It scales with you. It's seamless for the seller. It's powerful for the coach. And more importantly, it delivers value and helps drive your changed agenda to adopt a great methodology like Challenger.
Jessica Cash: Mark, appreciate you giving us an overview of so many of the key pieces, what it's like for sellers, for leaders, those that are adapting and adjusting programs from the CEB content library. There's certainly a lot more that we could dive into, but with some limited time, we're going to hop back into the deck for a moment.
One other thing I'll highlight, as we do that, keep the questions coming. So I've seen a couple of fantastic ones, some that we'll try to address, actually, right in the next couple of slides and some that we're holding for our Q&A at the end, but keep chatting those to us. Even if we're not getting to them just this moment, we will make sure we answer them in that live Q&A or I'll follow up with you directly afterwards.
One of the things that we'll do before we shift into that backend piece where we do some Q&A, is talk about what this is like. So Mark can show you the mechanics and the overview, the look and feel, but we all know adoption. It is something that we all need to think about when we're asking folks to not only make a change from a strategic perspective but use something that's new. No matter how fantastic the actual technology is, mobile-enabled, well-supported, easy to use interface, there's always an adoption curve that companies go through.
And Apollo Education Group is a very interesting case study for a couple of reasons. So one, they are an organization that was going through a big shift in how they were going to market. So these guys are in the education industry. They've got tens of thousands of employees, hundreds and hundreds of sellers. And they're really hoping to not only makeup very specific shifts but scale that shift fast, which is always doubly fun and doubly difficult.
So Mark, I would love to have a bit of your overview of just talking through how Apollo decided to introduce Accelerate, because introduction we know is so key to adoption. And then we'll just talk a little bit about some of the experiences that they had. Because as we know, sellers don't find it interesting, motivating and engaging, "We're going to have a real hard time with long-term adoption."
Mark Newman: Definitely. We think of it as launch parties, like launching a movie premiere. It does have to be fun. It has to be interesting and engaging to drive that type of adoption. So in Apollo's case, we suggest generally three different plays around getting things launched. First, it's just a baseline, asking everybody to give their pitch, recognizing the best. Second is a contest, and the third is a new product type roll out.
In the Apollo case, we went with a combination baseline play, as well as a contest. So as part of their sales kickoff and training program where they were rolling out an entire new program around new messaging, new programs, we went with the route of first, let's go ask everybody to give their pitch. And we did that.
Second, it was now let's recognize the best, and obviously provide coaching to the worst, in front of their peers, which drove a lot of competitive fun, a lot of recognition that contributed to the excellence library. And then third, put the executives through the exact same program. You traditionally have the executives saying, "No, we need to do this." Okay, head of sales, head of customer success, and president of the program, let's see what you could do.
And so they went through the exact same program that was shared with the team. And then the sellers got to vote on who nailed it and who was the best. And so that drove competitive fire in the executive team, that drove competitive fire in the seller team, but more importantly, it drove a really positive awesome experience that people had a lot of fun with, that drove ongoing engagement for us.
Jessica Cash: And I think you were sharing with us that they're running now a little bit more long-term at about 95% adoption across their hundreds of sellers and managers in the organization?
Mark Newman: Yes, it's becoming a go-to resource for the managers and the sellers. They're incredibly distributed and being used heavily just all the time.
Jessica Cash: A couple of things that we learned. As we were doing our new product development investigation, we have an entire digital design team that is learning and capturing much more information about how folks can insert this micro-learning into their workflow. So a couple of other best practices that we have heard, if you're doing anything that looks and feels like micro-learning, you've got to be doing it, at a bare minimum, once a month. And ideally, it's something that is hitting folks on almost that regular cadence. So one organization, a little bit different than Apollo, structured in more of the high-tech industry, just has built this into their weekly workflow.
So every month, they have one particular topic that they're focused on building up-skilling [SP] and capability around. So it might be a new commercial insight one month, adjusted positioning on a product launch another month. They have one every month. There's one big theme that they're focused on. But what I love is what they also do across those other weeks, where they are using Accelerate as part of their workflow. And so the idea of preparing for my calls, and I am preparing for my calls and sharing the strategies with my sellers and with my managers as part of a particular Accelerate program. So there's a whole bunch that we can have an entirely separate webinar on change management, adoption. And our digital design team has just really dove into the space over the past couple of years, but rest assured, we're right there with all of you who are thinking "How do you get folks to use something like this? How do we get folks excited about the possibility?"
And I can also speak from my own experience, there is just something very refreshing about really focusing your own skills and capabilities, your own insight. And you get that particular session. You have three or four video questions that you answer. And you really want to tighten down your own scripting. And you end up [inaudible 00:49:45] practicing several times before you actually submit your final video, your final answer. So you're building in that practice that we always hope folks are doing into their request for a particular program completion or anything else.
The other piece I'll highlight, just quickly here, Mark, is I love these quotes on the bottom, particularly on the far right hand side, from Jerry Nichols. Can you just talk a little bit about the sellers and their experience as they were going through the initial adoption of Accelerate?
Mark Newman: Yeah, I'd love to. So the key in all of this, is that the seller gets back more than they have to put in. So compared to a traditional sales training, sales kickoff learning program, it's a very one-way type program, right? It's tough, logistically, to give really great feedback, really great one-on-one coaching, and then empowering them to get something out of it.
And so our approach is how do they get back more than they put in? So for a person like Jerry, he nailed it right on the head. He was able to practice and refine his own content and then learn from everyone else what good looks like, right? Was he better or worse? Was he able to perform? And the comparison value was incredibly valuable to the seller. And so that's always been key, is how do they get back more than they put in? And it's incredibly powerful because feedback is just a gift that keeps on giving to people. And unfortunately, it's really hard to do because you always have a day job. You have a quota to hit, a number to deliver, or whatever it might be.
But when you can time-shift and make it on demand and do this, it really is a powerful way for that seller to engage with.
Jessica Cash: Wonderful. Thanks for that. Keeping an eye on the clock here, we'll spend just a brief period of time highlighting a bit of the investment that we've spent on really accelerating Challenger success. There are three big areas that our amazing digital learning and design team have been focused on. And that is, based on all the feedback that we've heard from folks, diving into programs that help embed Challenger seamlessly into workflow.
So what we mean by that is getting a seller to approach pre-call prep like a Challenger, do a deal review with their team like a Challenger, really live and breathe those insights, those tactics and techniques that they've been introduced to. Improve the delivery, in the middle of the page, of those disruptive Commercial Insights and really perfect them before the live player interaction with the customer.
And also, our managers, to better and more effectively coach to the Challenger model and to do that accurately. So those are the three areas we've really prioritized in developing what we are calling our Challenger Library. So Mark was showing you how to build and develop program, and that's always available within Accelerate.
However, we are privileged at CEB to have that amazing digital learning and design team, and they have spent quite a bit of time focusing on how to design the most effective programs and really build that out into a library that you can take off the shelf, configure it to your organization, and deploy immediately.
The idea is that the programs that are created don't happen in isolation. So they're carefully considered in terms of sequencing, modality, or question type, so videos versus essay responses, versus multiple choice. And the idea really being we can make sure that we are using the most powerful content within this technology. Because without the most precise and specific program, you run the risk of asking questions that aren't focused or putting forth something that feels repetitive versus something that's engaging and fresh and powerfully, and frankly, is packaged enough to fit into the workflow and the easy breaks that happen within a seller's schedule.
We hit a bit on this next page in Mark's discussion of Apollo, so I will skip right over this to get into some additional Q&A that we've heard. But this is just highlighting, again, thinking creatively about the right launch plan to get the levels of engagement initially with your team right up there and make sure you have a fantastic first impression that will allow to more and more adoption across the team and more visibility and success within the organization.
Having said that, let's spend a little bit of time on a few of the questions that have popped in. So some of them, we've actually addressed through the last couple of discussions we've had. Some folks had questions about, "What does it look like? What's the seller experience?" So I think we've hit upon those, and ping us back again if we haven't.
One question that we had was: "I have a ton of users, teams within my organization. This one is for you, Mark. Is there an easy way to manage those teams or those groups within an organization? I was thinking about programs and deployment."
Mark Newman: Yeah, the crash course didn't show quite all the [inaudible 00:54:59] structure built into the program. We definitely support all of that. You have what you consider teams and themes inside of your single instance, inside of your account. And so you can delineate by region, by territory, by program, by product, whatever the kind of differentiation is that you want, and manage those users as a group so you're not adding individual people one-by-one. So yeah, that's all supported and part of our core capabilities.
Jessica Cash: Right. Thank you for that. Another one that came in that we've seen a bit of, but I'll talk to you, Mark, first. "We have a Salesforce that's not used to using video. So what are some of the barriers that you've seen or recommendations you have for overcoming that potential adoption hurdle?"
Mark Newman: Yeah, that's a terrific question. Because in reality, they may not be using video inside of their daily work but they'll be using video inside of their daily life. Every single day, people are using Skype and FaceTime to communicate with family, friends, kids away at college, grandchildren, you name it. The technology is becoming ubiquitous, and so it's actually an alignment of the work experience with their life experience.
So that's, a lot of times, the work that we do around communications. So you may not use video every day for video conferencing and whatever, but people actually are very comfortable with the medium and the way to do it.
Jessica Cash: Right. Thanks for that. I'd say we've definitely seen that internally and I think there's also an innate curiosity around "How does my reader deliver this value proposition?" or "How does my peer deliver that?" So curiosity is also an incredibly powerful motivator. I love that. I love thinking about blending what you're doing outside of work with what your organization is equipping you to be successful.
Mark Newman: It's a classic case of "The person that dishes it, can they take it?
Jessica Cash: Exactly right. That's exactly right. Well said. I have one more fast question that I think we can answer before we close out the call today. So one was just: "We'd love to get another couple of examples of how companies are using this." So some that we've seen are on-boarding programs. And I love, Mark, your term of re-boarding, because once we're on board, it doesn't necessarily mean that we remember everything we got in those first couple of months or weeks on the job.
Team collaboration and working with technical support. So if you have a technical product that you're selling, partnering with your internal technical support teams to prepare for a deal review, are a couple of other pieces that we've seen. Mark, is there anything else that you would say, "I've also seen these trends pop up in terms of utilization"?
Mark Newman: Yeah, one of my favorites is in a high account volume sales organization, Salesforce, is the customer stories. Because a lot of times, the case studies are created by marketing. And if [inaudible 57:55] that somebody hears about. There's all that innate knowledge about what's going on in accounts. So you could be assessing for capability. It could be developing that messaging, but frankly, then just asking everybody, "What is your favorite customer story to use in x type of situation or y type of situation?" and then building up that library of that tribal knowledge. That's really exciting and it's really helping for us at HireVue, and we're seeing that emerge in all of our programs.
Jessica Cash: Wonderful. Well, Mark, I will say to you and to the folks that are on the line, thank you so much for spending your time with us today. It's been a fantastic conversation. I know we flew through a whole host of different topics.
We'll close by doing a couple of things. One, you'll see a feedback box pop up on the screen. So for those of you that are on the line, we always appreciate your feedback. So please do take a moment just to click your input on that before you log out.
And also, I'll just highlight, if you're interested in learning more, either about Challenger, if that might be newer to you, about Accelerate or the upcoming CEB Sales and Marketing Summit, which is in October, just let us know. You can contact us at email@example.com. And again, thank you so much for the time. It's always an honor to connect with our members, and we're looking forward to continuing the conversation. Have a great day, everyone. Thanks again, Mark.
Mark Newman: Thank you.