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60 days, no closed deals. 60 days, no closed deals. 60 days, no closed deals. I'm sitting across from this rep that I was hired to I'm sitting across I'm sitting across from this rep that I was hired to from this rep that I was hired to coach, and in my head, I've coach, and in my head, I've already written the ending. coach, and in my head, I've already written the ending. already written the ending. He's the problem, the pits in my stomach, He's the problem, the pits He's the problem, the pits in my stomach, in my stomach, that urge that urge to walk out and just tell that urge to walk out and just tell to walk out and just tell the CEO, cut him, he's tanking the business. the CEO, cut him, he's the CEO, cut him, he's tanking the business. tanking the business. Then he says, I'm worried about Then he says, I'm worried about Then he says, I'm worried about fulfillment, not I can't sell. fulfillment, not I can't sell. fulfillment, not I can't sell. He says, I don't think we can handle one more client. He says, I don't think we He says, I don't think we can handle one more client. can handle one more client. And that's the moment. And that's the moment. And that's the moment. If I demand effort without understanding the If I demand effort without If I demand effort without understanding the understanding the constraint, constraint, I'm not leading, I'm just reacting. constraint, I'm not leading, I'm just reacting. I'm not leading, I'm just reacting. This episode is the move that saved it. This episode is the move This episode is the move that saved it. that saved it. Diagnose before you demand. Diagnose before you demand. Diagnose before you demand. Welcome to calm under quota. Welcome to calm under quota. Welcome to calm under quota. This is the show for sales leaders, This is the show for This is the show for sales leaders, sales leaders, cloud closers, managers, founders, anyone who's felt cloud closers, managers, founders, anyone who's felt closers, managers, founders, anyone who's felt that pressure that pressure spike when the numbers slip that pressure spike when the numbers slip spike when the numbers slip and suddenly and suddenly everyone wants answers. and suddenly everyone wants answers. everyone wants answers. Not motivational answers, real ones. Not motivational Not motivational answers, real ones. answers, real ones. This show exists because leadership isn't This show exists because This show exists because leadership isn't leadership isn't proved proved when everything's going well. proved when everything's going well. when everything's going well. It's proved when it's not. It's proved when it's not. It's proved when it's not. When the scoreboard gets loud, when your When the scoreboard gets loud, When the scoreboard gets loud, when your when your team gets weird, team gets weird, when your brain starts team gets weird, when your brain starts when your brain starts running worst case scenarios and you're tempted running worst case scenarios running worst case scenarios and you're tempted and you're tempted to lead from anxiety to lead from anxiety instead of reason. to lead from anxiety instead of reason. instead of reason. I'm Stephen Worley, my husband, father, former I'm Stephen Worley, my husband, father, former I'm Steven Werley, I'm a husband, father, former Army Ranger, Army Ranger, ultra marathon runner, founder of Army Ranger, ultra marathon runner, founder of ultra marathon runner, founder of Closable.AI and your host. Closable AI and your host. Closable AI and your host. This episode is called diagnose before you demand. This episode is called diagnose before you demand. This episode is called Diagnose Before You Demand. Here's the leadership question for today. Here's the leadership question for today. Here's the leadership question for today. When results slip, how does When results slip, how does When results slip, how does a stoic sales leader respond? a stoic sales leader respond? a stoic sales leader respond? By diagnosing reality first, Reducing By diagnosing reality first, By diagnosing reality first, Reducing Reducing uncertainty, uncertainty, clarifying causes, getting specific. uncertainty, clarifying causes, getting specific. clarifying causes, getting specific. Instead of leaning on louder, pressure Instead of leaning on Instead of leaning on louder, pressure louder, pressure and generic, and generic, do more demands. and generic, do more demands. do more demands. And, let me be clear about what this is not. And let me be clear And, let me be clear about what this is not. about what this is not. This is not an excuse. This is not an excuse. This is not an excuse. This is not about just being nice. This is not about This is not about just being nice. just being nice. This is not lowering standards because This is not lowering standards This is not lowering standards because because you want to be light. you want to be light. you want to be liked. This is about tightening the quality of This is about tightening This is about tightening the quality of the quality of your your questions before you tighten expectations. your questions before you tighten expectations. questions before you tighten expectations. Because if you demand more before you diagnose, Because if you demand more Because if you demand more before you diagnose, before you diagnose, you can you can easily demand the wrong thing. you can easily demand the wrong thing. easily demand the wrong thing. And then you're not leading, you're just adding noise. And then you're not leading, And then you're not leading, you're just adding noise. you're just adding noise. All right, let's get into the All right, let's get into All right, let's get into the the scene that I started with. scene that I started with. scene that I started with. I was meeting with a rep. I was meeting with a rep I was meeting with a rep. I'd been hired a coach who hadn't I'd been hired a coach I'd been hired a coach who hadn't who hadn't closed a deal closed a deal in 60 days. closed a deal in 60 days. in 60 days. 60 days is a long time. 60 days is a long time. 60 days is a long time. Long enough that everybody around Long enough that Long enough that everybody around everybody around them starts them starts building a story. them starts building a story. building a story. The CEO had a story, the team had a story. The CEO had a story, The CEO had a story, the team had a story. the team had a story. The rep definitely has a story. The rep definitely has a story. The rep definitely has a story. And I walk in already leaning toward my story. And I walk in already And I walk in already leaning toward my story. leaning toward my story. That's the honest part. That's the honest part. That's the honest part. We sit down and pretty quickly he We sit down and pretty We sit down and pretty quickly he quickly he tells me he's tells me he's worried about fulfillment. tells me he's worried about fulfillment. worried about fulfillment. He's basically saying, I'm not pushing deals to close He's basically saying, He's basically saying, I'm not pushing deals to close I'm not pushing deals to close because I'm not sure because I'm not sure we can even handle them. because I'm not sure we can even handle them. we can even handle them. The second he says it, my body reacts, right? The second he says it, The second he says it, my body reacts, right? my body reacts, right? I get the pit in My stomach. I get the pit in my Stomach. I get the pit in My stomach. Not because I'm mad at him, because I'm scared. Not because I'm mad at him, Not because I'm mad at him, because I'm scared. because I'm scared. I'm thinking, oh, no, if this is real, I'm thinking, oh, no, I'm thinking, oh, no, if this is real, if this is real, this is much this is much bigger than a sales problem. this is much bigger than a sales problem. bigger than a sales problem. And immediately my first story shows up. And immediately my And immediately my first story shows up. first story shows up. The rep and the company aren't aligned on what matters. The rep and the company aren't The rep and the company aren't aligned on what matters. aligned on what matters. Because I can't help here. Because I can't help here. Because I can't help here. Maybe he's the problem. Maybe he's the problem. Maybe he's the problem. Maybe this is one of those situations Maybe this is one of those Maybe this is one of those situations situations where the answer where the answer is just replacement. where the answer is just replacement. is just replacement. Then the urge hits that Then the urge hits. Then the urge hits that That hot, confident, hot, confident, totally unhelpful urge. hot, confident, totally unhelpful urge. totally unhelpful urge. I want to tell him, you I want to tell him, I want to tell him, you you are single handedly are single handedly tanking this business. are single handedly tanking this business. tanking this business. I want to walk straight to the CEO and say, fire him. I want to walk straight I want to walk straight to the CEO and say, fire him. to the CEO and say, fire him. That would feel clean. That would feel clean. That would feel clean. It would feel decisive. It would feel decisive. It would feel decisive. It would also be me reacting to It would also be me reacting It would also be me reacting to to an impression an impression and pretending it's a fact. an impression and pretending it's a fact. and pretending it's a fact. So here's the cho. Here's the. So here's the cho. Here's the. So here's the choice point. So here's the choice point. So here's the choice point. I can demand or I can diagnose. I can demand or I can diagnose. I can demand or I can diagnose. I can give him a speech about I can give him a speech I can give him a speech about about responsibility, responsibility, urgency, standards, effort, or I can responsibility, urgency, standards, effort, or I can urgency, standards, effort, or I can get curious get curious about what's actually true. get curious about what's actually true. about what's actually true. I chose the harder move. I chose the harder move. I chose the harder move. I slowed down and I asked him three questions. I slowed down and I asked I slowed down and I asked him three questions. him three questions. I want you to hear how plain they I want you to hear how plain I want you to hear how plain they they are because that's are because that's really the whole point. are because that's really the whole point.

really the whole point: 4:27

I said, what's your split right I said, what's your split right I said, what's your split right now between ops and sales? now between ops and sales? now between ops and sales? Then what have your conversations with Then, What have your Then what have your conversations with conversations with the CEO the CEO looked like around this? the CEO looked like around this? looked like around this? And then what breaks in ops And then, What breaks in ops if And then what breaks in ops if you close one more client? if you close one more client? you close one more client? Two things happened. Two things happened. Two things happened. One, he relaxed a little. One, he relaxed a little. One, he relaxed a little. I wasn't attacking him. I wasn't attacking him. I wasn't attacking him. I wasn't doing what he expected, I wasn't doing what he I wasn't doing what he expected, expected, which was which was pressure and judgment. which was pressure and judgment. pressure and judgment. And two, we got to the truth faster. And two, we got to And two, we got to the truth faster. the truth faster. Here's what I learned. Here's what I learned. Here's what I learned. The rep wasn't just selling. The rep wasn't just selling. The rep wasn't just selling. He was also carrying real weight He was also carrying He was also carrying real weight real weight on the ops on the ops and fulfillment side. on the ops and fulfillment side. and fulfillment side. He wasn't helping out. He wasn't helping out. He wasn't helping out. He was in the delivery weeds. He was in the delivery weeds. He was in the delivery weeds. He was running the team. He was running the team. He was running the team. He was backed up. He was backed up. He was backed up. And in his mind, closing another client wasn't a win. And in his mind, closing And in his mind, closing another client wasn't a win. another client wasn't a win. It was a throw threat because he It was a throw threat It was thrown threat because he didn't because he didn't think he didn't think he could survive one more. think he could survive one more. could survive one more. So while he wasn't tanking deals, So while he wasn't tanking So while he wasn't tanking deals, deals, he wasn't pushing he wasn't pushing them forward either. he wasn't pushing them forward either. them forward either. Not because he hated the job, not because he didn't Not because he hated the job, Not because he hated the job, not because he didn't not because he didn't care, care, not because he didn't get along with the CEO. care, not because he didn't get along with the CEO. not because he didn't get along with the CEO. They actually had a great relationship because his internal They actually had a great They actually had a great relationship because his internal relationship. Because his internal math was, if math was, if I close this, we break. math was, if I close this, we break. I close this, we break. And if we break, I'm the one who suffers. And if we break, And if we break, I'm the one who suffers. I'm the one who suffers. That's the constraint. That's the constraint. That's the constraint. It's a real one. It's a real one. It's a real one. So we stopped pretending it was a motivation issue. So we stopped pretending it So we stopped pretending it was a motivation issue. was a motivation issue. We treated it like it actually was a We treated it like it actually We treated it like it actually was a

was: 5:47

a role design problem role design problem and a capacity problem. role design problem and a capacity problem. and a capacity problem. So I worked with the owner to So I worked with the owner So I worked with the owner to to get this rep prioritized get this rep prioritized towards sales. get this rep prioritized towards sales. towards sales. We clarified responsibilities, we reduced We clarified responsibilities, We clarified responsibilities, we reduced we reduced the load on ops. the load on ops. the load on ops. We created breathing room. We created breathing room. We created breathing room. And within a couple of And within a couple of weeks, And within a couple of weeks, deals started closing again. weeks, deals started closing again. deals started closing again. Now here's the honest line Now here's the honest line. Now here's the honest line I was afraid after I I was afraid after I I was afraid after I heard the rep heard the rep side, I wasn't sure I could help. heard the rep side, I side, I wasn't sure I could help. wasn't sure I could help. Because if fulfillment Because if fulfillment really was the constraint, you can't Because if fulfillment really was the constraint, you can't really was the constraint, you can't sales coach your sales coach your way out of that, right? sales coach your way out of that, right? way out of that, right? But once we saw clearly, the path got obvious. But once we saw clearly, But once we saw clearly, the path got obvious. the path got obvious. The revenue from closing would provide the The revenue from closing The revenue from closing would provide the would provide the cash flow cash flow to invest more into ops. cash flow to invest more into ops. to invest more into ops. And the tension result. And the tension resolved. And the tension result. Here's what I want to land Here's what I want to land Here's what I want to land because it's really the whole episode. because it's really because it's really the whole episode. the whole episode. I wanted to tell the CEO to fire this guy, but I wanted to tell the CEO I wanted to tell the CEO to fire this guy, but to fire this guy, but because because the move was to understand his reasoning, fix the real because the move was to understand his reasoning, fix the real the move was to understand his reasoning, fix the real blocker and train him up to close more deals. blocker and train him up blocker and train him up to close more deals. to close more deals. That's diagnosis before you demand. That's diagnosis That's diagnosis before you demand. before you demand. Here's what most leaders do in that situation. Here's what most leaders do Here's what most leaders do in that situation. in that situation. They see 60 days, They see 60 days, no closes, They see 60 days, no closes no closes and they go and they go straight to volume. and they go straight to volume. straight to volume. More dials, more outreach, more. More pipeline. More dials. More More dials, more outreach, more. More pipeline. outreach. More pipeline. More pressure. More pressure. More pressure. They start threatening targets. They start threatening targets. They start threatening targets. They send team wide messages. They send team wide messages They send team wide messages. That's basically step it up. that's basically step it up. That's basically step it up. In fact, that was already happening before I got there. In fact, that was already In fact, that was already happening before I got there. happening before I got there. And maybe that works for a day, but most And maybe that works for a day, And maybe that works for a day, but most but most of the time of the time it doesn't fix the constraint. of the time it doesn't fix the constraint. it doesn't fix the constraint. It just makes the room louder and It just makes the room It just makes the room louder and louder and it increases it increases a lot of tension. it increases a lot of tension. a lot of tension. The reason leaders do it is simple. The reason leaders The reason leaders do it is simple. do it is simple. Pressure feels like action and Pressure feels like Pressure feels like action and action and diagnosis diagnosis feels like delay. diagnosis feels like delay. feels like delay. But pressure without diagnosis is But pressure without diagnosis But pressure without diagnosis is is how you punish symptoms. how you punish symptoms. how you punish symptoms. And symptoms don't care how loud you are. And symptoms don't care And symptoms don't care how loud you are. how loud you are. They care what's actually causing them. They care what's They care what's actually causing them. actually causing them. So let's put a stoic lens on this. So let's put a stoic So let's put a stoic lens on this. lens on this. Epictetus is going to be my anchor for this episode. Epictetus is going to be my Epictetus is going to be my anchor for this episode. anchor for this episode. He has gone through one of He has gone through one He has gone through one of of the worst lives the worst lives you can imagine. the worst lives you can imagine. you can imagine. He, you know, was a slave. He, you know, was a slave. He, you know, was a slave. If you know anything about Epictetus, his. If you know anything If you know anything about Epictetus, his, his life is about Epictetus, His life is not one that his life is not one that not one that anyone would really wish upon themselves. anyone would really wish upon themselves. He. anyone would really wish upon themselves. He. Yet he maintains an impressive Yet he maintains an impressive life philosophy. Yet he maintains an impressive life philosophy. life philosophy. So there's a line from the first discourses book, in. So there's a line from So there's a line from the first discourses book, in. the first discourses book, in. In 18, verse four that goes. In 18, verse four that goes, In 18, verse four that goes show them where they've Show them where they've gone wrong and"Show them where they've gone gone wrong and you'll see them desist from their mistakes. wrong and you'll see them you'll see them desist from their mistakes. desist from their mistakes. If they don't see what you're getting at, If they don't see what If they don't see what you're getting at, you're getting at, they they remain bogged down in their mistaken beliefs. they remain bogged down in their mistaken beliefs. remain bogged down in their mistaken beliefs." That's what happened here. That's what happened here. That's what happened here. This rep wasn't waking up trying to hurt the company. This rep wasn't waking This rep wasn't waking up, trying to hurt the company. up trying to hurt the company. He was acting from a belief that made sense to him. He was acting from a belief He was acting from a belief that made sense to him. that made sense to him. If I close, more fulfillment breaks. If I close, more If I close, more fulfillment breaks. fulfillment breaks. This belief isn't evil. This belief isn't evil. This belief isn't evil. It might be wrong or incomplete or It might be wrong or It might be wrong or incomplete or incomplete or out of date, out of date, but it's coherent. out of date, but it's coherent. but it's coherent. So as a leader, your job isn't to win the argument. So as a leader, your job isn't So as a leader, your job isn't to win the to win the argument. argument, it's to surface those belief and test it. It's to surface those belief and test it. It's to surface the belief and test it. And if it's mistaken, you correct it. And if it's mistaken, And if it's mistaken, you correct it. you correct it. Not with humiliation, not with Not with humiliation, not with Not with humiliation, not with dominance, but with clarity. dominance, but with clarity. dominance, but with clarity. Now here's the guardrail, because I Now here's the guardrail. Now here's the guardrail, because I Because I know know this can be abused. know this can be abused. this can be abused. Sometimes fulfillment is a real constraint. Sometimes fulfillment Sometimes fulfillment is a real constraint. is a real constraint. And sometimes it's a story we hide behind. And sometimes it's A And sometimes it's a Story we hide behind. story we hide behind. The leader's job is to tell the difference fast. The leader's job is to tell The leader's job is to tell the difference fast. the difference fast. And how do you do that? And how do you do that? And how do you do that? It's not by a vibe. It's not by a vibe. It's not by a vibe. It's by questions. It's by questions. It's by questions. What's your split between ops and sales? What's your split What's your split between ops and sales? between ops and sales? What have your conversations with the CEO look like? What have your conversations What have your conversations with the CEO look like? with the CEO looked like? What breaks if you close one more client? What breaks if you close What breaks if you close one more client? one more client? That's how you turn a That's how you turn That's how you turn a vague excuse into a vague excuse into concrete vague excuse into concrete constraint. concrete constraint or expose that it's neither. constraint Or expose that it's neither. or expose that it's neither. This is where a lot of leaders get it wrong. This is where a lot This is where a lot of leaders get it wrong. of leaders get it wrong. They label something as a bad attitude or They label something as a bad They label something as a bad attitude or attitude or a bad fit, a bad fit, and sometimes they're right. a bad fit, and sometimes they're right. and sometimes they're right. But a lot of the time, it's bad But a lot of the time, But a lot of the time, it's bad role design. it's bad role design, role design, mismatched incentives, unclear ownership capacity. mismatched incentives, unclear Mismatched incentives, unclear ownership capacity. ownership capacity. And if you don't diagnose, you'll keep replacing And if you don't diagnose, And if you don't diagnose, you'll keep replacing you'll keep replacing people and keep recreating the same bottleneck. people and keep recreating people and keep recreating the same bottleneck. the same bottleneck. Just to be clear, diagnosis is not softness. Just to be clear, Just to be clear, diagnosis is not softness. diagnosis is not softness. It's precision. It's precision. It's precision. It's surgical. It's surgical. It's surgical. Because once you know what's real, you Because once you know what's Because once you know what's real, you real, you can set expectations can set expectations that actually make sense. can set expectations that actually make sense. that actually make sense. Here's another Passage from Epictetus that hits this. Here's another passage from Here's another passage from Epictetus that hits this. Epictetus that hits this. This is from book 2, 16 This is from, book 2, 16 of This is from, book 2, 16 of Discourses, verses 21 and 22. of Discourses, verses 21 and 22. Discourses, verses 21 and 22. And by the way, everything that I'm And by the way, everything And by the way, everything that I'm that I'm reading today, reading today, the first verse in this reading today, the first verse in this the first verse and this verse is translated verse is translated by Robin Waterfield. verse is translated by Robin Waterfield. by Robin Waterfield. And then, because of our lack of training,"And then, because of our lack And then, because of our lack of training, of training, we're constantly we're constantly compounding our problems and making them we're constantly compounding our problems and making them compounding our problems and making them out to be out to be greater than they really are. out to be greater than they really are. greater than they really are. For instance, when I'm on board a ship, I peer down For instance, when I'm on For instance, when I'm on board a ship, I peer down board a ship, I peer down into the depths, or I look at the sea all around into the depths, or I look into the depths, or I look at the sea all around at the sea all around me, me, and with no land in sight, I become unsettled and me, and with no land in sight, I become unsettled and and with no land in sight, I become unsettled and imagine myself swallowing all that water if the ship goes down. imagine myself swallowing imagine myself swallowing all that water if the ship goes down. all that water if the ship goes down. It doesn't occur to me that It doesn't occur to me that It doesn't occur to me that three pints is all it takes. three pints is all it takes. three pints is all it takes. What is it that's that's disturbing me? The sea? What is it that's What is it that's that's disturbing me? The sea? that's disturbing me? The sea? No, my judgment. No, my judgment." No, my judgment. So Epictetus basically says, the thing disturbing you So Epictetus basically says, So Epictetus basically says, the thing disturbing you the thing disturbing you isn't the situation, it's your judgment about it. isn't the situation, it's isn't the situation, it's your judgment about it. your judgment about it. That was me in this scene. That was me in this scene. That was me in this scene. My first judgment was huge. My first judgment was huge. My first judgment was huge. The rep is the problem. The rep is the problem. The rep is the problem. This is catastrophic. This is catastrophic. This is catastrophic. The business is sinking. The business is sinking. The business is sinking. That's the C diagnosis. That's the "sea." Diagnosis That's the C diagnosis. Shrinks it not by pretending it's fine, shrinks it not by pretending Shrinks it not by pretending it's fine, it's fine, by narrowing it by narrowing it to what's true. by narrowing it to what's true. to what's true. What's the split between ops and sales? What's the split What's the split between ops and sales? between ops and sales? What conversion have already happened with the CEO? What conversion have already What conversion have already happened with the CEO? happened with the CEO? What conversations have already happened with the CEO? What conversations have What conversations have already happened with the CEO? already happened with the CEO? What breaks if I get. What breaks if I get. What breaks if one more client closes? What breaks if one What breaks if one more client closes? more client closes? Once we ask those, the catastrophe turn Once we ask those, Once we ask those, the catastrophe turn the catastrophe turn into into a solvable constraint, a capacity issue, into a solvable constraint, a capacity issue, a solvable constraint - a capacity issue, a role a role clarity issue, a prioritization issue. a role clarity issue, a prioritization issue. clarity issue, a prioritization issue. This ties directly into controlling what This ties directly into This ties directly into controlling what you can. controlling what you can. you can when numbers slip. When numbers slip. When numbers slip. You can't control the scoreboard in the You can't control You can't control the scoreboard in the the scoreboard in the moment, moment, but you can control your judgment. moment, but you can control your judgment. but you can control your judgment. You can control the quality of your inquiry. You can control the quality You can control the quality of your inquiry. of your inquiry. You can control whether you Turn You can control whether You can control whether you Turn you turn anxiety into pressure anxiety into pressure or into questions. anxiety into pressure or into questions. or into questions. One of those builds clarity, One of those builds clarity, One of those builds clarity, the other just spreads stress. the other just spreads stress. the other just spreads stress. If you've led a team, you know the feeling. If you've led a team, If you've led a team, you know the feeling. you know the feeling. You see a dashboard and your brain starts writing You see a dashboard and your You see a dashboard and your brain starts writing brain starts writing fan fan fiction, worst case scenarios, who's failing, what it fan fiction, worst case scenarios, who's failing, what it fiction, worst case scenarios, who's failing, what it means means about you, what it means about the business. means about you, what it means about the business. about you, what it means about the business. The stoic move isn't to shut down The stoic move isn't The stoic move isn't to shut down to shut down with positivity, with positivity, it's to catch it. with positivity, it's to catch it. it's to catch it. To say, that's an impression. To say, that's an impression, To say, that's an impression. Let me test it. let me test it. Let me test it. Because the first story in your head Because the first story Because the first story in your head in your head is usually not is usually not leadership, it's your nervous is usually not leadership, it's your nervous leadership, it's your nervous system trying to protect you. system trying to protect you. system trying to protect you. So let's name the move for you to make as a leader. So let's name the move So let's name the move for you to make as a leader. for you to make as a leader. Understand the full reasoning before Understand the full reasoning Understand the full reasoning before before you instruct to react. you instruct to react. That's it. you instruct to react. That's it. That's it. Understand the full reasoning before Understand the full reasoning Understand the full reasoning before before you demand more effort. you demand more effort. you demand more effort. Here's what that looks like in practice. Here's what that looks Here's what that looks like in practice. like in practice. Before you give instructions, ask for the Before you give instructions, Before you give instructions, ask for the ask for the full reasoning full reasoning behind the rep's behavior. full reasoning behind the rep's behavior. behind the rep's behavior. Not the excuse, the reasoning. Not the excuse, the reasoning. Not the excuse, the reasoning. Then separate what sits Then separate what sits in their Then separate what sits in their in their control control from what sits in yours. control from what sits in yours. from what sits in yours. They control outreach, They control outreach, preparation, They control outreach, preparation, preparation, follow follow up, deal strategy. follow up, deal strategy. up, deal strategy. You control role You control role design, You control role design, design, capacity, process capacity, process tools, clarity. capacity, process tools, clarity. tools, clarity. And then make it safe for them to And then make it safe for them to And then make it safe for them to surface constraints surface constraints so you can fix the system surface constraints so you can fix the system so you can fix the system instead of punishing symptoms or micromanaging. instead of punishing symptoms or micromanaging. instead of punishing symptoms or micromanaging. Because here's what would have happened if Because here's what would Because here's what would have happened if have happened if I'd gone I'd gone with my first story. I'd gone with my first story. with my first story. I would have pushed harder, demanded more, I would have pushed harder, I would have pushed harder, demanded more, demanded more, might have might have even gotten the rep fired. might have even gotten the rep fired. even gotten the rep fired. And the real blocker fulfillment capacity And the real blocker, And the real blocker fulfillment capacity fulfillment capacity, would still be sitting there. would still be sitting there. would still be sitting there. The business would still be stuck just The business would still The business would still be stuck just be stuck just with a different with a different person wearing the problem. with a different person wearing the problem. person wearing the problem. So here's a quick contrast. So here's a quick contrast. So here's a quick contrast. I've had moments where I didn't do this, where I I've had moments where I I've had moments where I didn't do this, where I didn't do this, where I saw a number slip and went straight to pressure. saw a number slip and went saw a number slip and went straight to pressure. straight to pressure. And, and what I got was compliance theater. And, and what I got was And, and what I got was compliance theater. compliance theater. More activity that didn't convert, more busy that More activity that didn't More activity that didn't convert, more busy that convert, more busy that didn't produce revenue, and a team that got didn't produce revenue, didn't produce revenue, and a team that got and a team that got quieter quieter with the truth and it increased tension. quieter with the truth and it increased tension. with the truth and it increased tension. That's the cost. That's the cost. That's the cost. When you lead from demand, first When you lead from demand When you lead from demand, first first, people learn people learn to hide constraints. people learn to hide constraints. to hide constraints. When you lead from diagnosis, When you lead from diagnosis When you lead from diagnosis, first people surface them. first, people surface them. first people surface them. Here's your practice for the week. Here's your practice Here's your practice for the week. for the week. One question I want you to sit with One question I want you One question I want you to sit with to sit with is, "What's the full is what's the full reasoning behind my reps is what's the full reasoning behind my reps reasoning behind my reps lack of performance lack of performance from their point of view? lack of performance from their point of view? from their point of view?" That's the anchor I'm going to give you a That's the anchor. I'm going That's the anchor I'm going to give you a to give you a repeatable move repeatable move you can run in 60 seconds. repeatable move you can run in 60 seconds. you can run in 60 seconds. Before any high pressure conversation about missed Before any high pressure Before any high pressure conversation about missed conversation about missed numbers, ask yourself, what do I know numbers, ask yourself, numbers, ask yourself, what do I know what do I know factually, factually, not what do I suspect? factually, not what do I suspect? not what do I suspect? Then what's the constraint here? Then, what's Then what's the constraint here? the constraint here? Is it pipeline skill? Is it pipeline? Skill? Is it pipeline skill? Or is it something in the Or is it something Or is it something in the in the system? system capacity, process, role design? system capacity, process, role design? Capacity? Process? Role design? Then what's their control this week? Then, what's their Then what's their control this week? control this week? What's in mine? What's in mine? What's in mine? And finally, what's the smallest thing we And finally, what's And finally, what's the smallest thing we the smallest thing we could could test in the next seven days? could test in the next seven days? test in the next seven days? And here's the rule. And here's the rule And here's the rule no No instructions until you've answered those. no instructions until instructions until you've answered those. you've answered those. Not because you're being cautious, because Not because you're being Not because you're being cautious, because cautious, because you're you're being accurate or surgical. you're being accurate or surgical. being accurate or surgical. All right, here's your standard for the team. All right, here's your All right, here's your standard for the team. standard for the team. On this team, we diagnose with"On this team, we diagnose On this team, we diagnose with with evidence before evidence before we demand more effort. evidence before we demand more effort. we demand more effort." That's a mantra, if you will, that That's a mantra, if That's a mantra, if you will, that you will, that you want you want your team to have. you want your team to have. your team to have. We diagnose with evidence before we demand more effort. We diagnose with evidence We diagnose with evidence before we demand more effort. before we demand more effort. Because demands without evidence are Because demands without Because demands without evidence are evidence are how you lead from stress. how you lead from stress. how you lead from stress. Diagnosis with evidence is how you lead from reason. Diagnosis with evidence is Diagnosis with evidence is how you lead from reason. how you lead from reason. I hope you enjoyed today's episode. I hope you enjoyed I hope you enjoyed today's episode. today's episode. As a closing remark, I'll leave you with this. As a closing remark, I'll As a closing remark, I'll leave you with this. leave you with this. If you want to do this, well, you need visibility. If you want to do this well, If you want to do this well, you need visibility. you need visibility. Not vibes. Not vibes. Not vibes. Not, I think, not. Not, I think. Not, Not, I think, not. It feels like you need clean it feels like. You need It feels like you need clean clean insight into what's insight into what's actually happening. insight into what's actually happening. actually happening. Where deals stall, where follow ups Where deals stall, Where deals stall, where follow ups where follow ups drop, what's drop, what's consistent and what's not. drop, what's consistent and what's not. consistent, and what's not. That's why I built Closable AI. That's why I built Closable.AI. That's why I built Closable AI. It helps you reduce It helps you reduce the guesswork around It helps you reduce the guesswork around the guesswork around performance so you can ask better diagnostic performance so you can ask performance so you can ask better diagnostic better diagnostic questions questions instead of reacting to vague dashboards. questions instead of reacting to vague dashboards. instead of reacting to vague dashboards. AI enabling your team helps reps be more consistent AI enabling your team AI enabling your team helps reps be more helps reps be more consistent consistent and spend time doing what they actually and spend time doing what they actually love. and spend time doing what they actually love, having love, having conversations human to human. Having conversations human to human. conversations human to human. Most reps would trade admin and tech headaches Most reps would trade admin Most reps would trade admin and tech headaches and tech headaches for more for more time communicating and helping their prospects. for more time communicating and helping their prospects. time communicating and helping their prospects. That's what we're trying to make possible. That's what we're trying That's what we're trying to make possible. to make possible. You, you can check it out at Closable AI. You can check it You, you can check it out at Closable AI. out at Closable.AI. Here's your move. Here's your move. Here's your move. Next time you feel that pressure spike, before you Next time you feel that Next time you feel that pressure spike, before you pressure spike, before you send the message, send the message, before you drop the demand, before send the message, before you drop the demand, before before you drop the demand, before you announce the new rule, run the checklist, ask you announce the new rule, you announce the new rule, run the checklist, ask run the checklist, ask the questions. the questions, diagnose before you demand. the questions, diagnose before you demand. Diagnose before you demand. I'll see you in the next episode of Calm Under Quota. I'll see you in the next I'll see you in the next episode of Calm Under Quota. episode of Calm Under Quota.