quota, 100 percent participation, and the fastest ramping group of all time. Subsequent Agoge teams just keep raising the bar. Here are a few reasons the Agoge

Tribe method works wonders: • It’s the perfect environment to clone a top performer.

• The Agoge leader can specialize in issues specific to new reps.

• Big classes can be trained as one. • It’s a great incubator for new processes and ideas.

• Implementing needed changes is easy.

• Agoges train each other. • The structure builds camaraderie.

And it’s not a drag! Focusing on

new reps the first few months is actu- ally a lot of fun. They’re all pumped up to be getting started, and have a ton of energy. They’re fresh slates:


A Free Way to Motivate Reps Sales managers are often told to do more with less; work smarter, not harder; and get peak performance from their teams despite increasingly limited resources. There’s one motivational tool in the sales manager’s belt that is never in short supply: praise. Yet, for some rea- son, many managers don’t use praise as a sales and motivation tool. The root cause of this usually stems from one of three reasons.

1. Sales managers don’t realize how much salespeople can learn from specific praise. Many sales managers think praise means a pat on the back or, “Great job on the call.” This is a nice thing to say, but it lacks strategy. Specific praise, however, can be a manager’s best friend – and a great coaching tool. Try this instead: “That was a great open-ended question you asked at the end of the presentation, and it really helped the prospect open up. Nice job.” In some cases, this kind of praise can also segue to a longer coaching conversation on some specific aspect of the call. 2. Sales managers confuse recognition with praise. Recognition is when you acknowledge a salesperson in front of his or her peers for exceptional performance, but

a reward or prize is not praise. Recognition is a more general tool, whereas praise can and should be employed to achieve specific goals for

improvement with individual salespeople. 3. Sales managers think it’s not their style to praise reps. This is a case of sales managers holding themselves back from becoming better at their job. Giving praise has nothing to do with management style. Think about it: there’s not a profession in the world at which people are expected to prevail purely through natu- ral ability. Any manager can learn to use specific, targeted praise until it becomes second nature. Learning to use praise effectively is just like any other sales-management best practice. The best part? Praising your salespeople never costs you a dime.


open to both established best prac- tices and radical new ideas. Having all that fresh blood and

energy on a team is super motivating for everyone. A successful team is a happy team.

APPLICATIONS FOR YOUR SALES DEVELOPMENT At its core, the Agoge Tribe is a system for making the onboard- ing, training, and ramping process faster and easier for SDRs. There are many other applications, how- ever. It can spearhead new sales development and engagement experiments. It can improve sales rep retention. Sam even advocates deploying the Agoge SDRs at events. Yep, his method gets sales reps from zero to booth-hustling in less than a month.

This component of your sales

engagement strategy is not only for companies that break out SDRs, AEs, and customer success manag- ers (CSMs), but also for companies that have full-cycle reps that pros- pect, close deals, and upsell. It works for both large companies and small sales teams. Fact: Training new sales reps can be easy and fun! At Outreach, we drink our own champagne and pride ourselves on being quick to ramp – making every quarter faster than the previous one.

Check out The Agoge Tribe and

more proven sales engagement strat- egies in the book Sales Engagement: How the World’s Fastest Growing Companies Are Modernizing Sales Through Humanization at Scale. 

Max Altschuler is CMO at Outreach.

Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37