A (3:11)

Yeah, you know, I do get it. I get it because there's a lot of people out there that are living in the past. I mean, I think Bruce Springsteen has a awesome song out there called Glory Days. And there's a lot of people, especially some of my partners from, you know, back in the day at that great company at ptc. There's some people that, you know, just. I mean, I understand they were glory days, but if you're not making it relevant to people around you today, then you're doing people a disservice. Nobody likes to hear about the good old days, but I will tell you, I think those good old days still exist. That company, Rachel, went from zero to a billion dollars in less than 10 years. The stock split five times in seven years. The family tree of PTC, like what happened after PTC, that extends out over several hundred billion, several hundred billion dollars of market cap that was created by PTC alumni. So sorry, but I think that's pretty unique and awesome. And what we used back then is just as relevant today and even more so because I think there's a lot more competition today. People are facing a lot more competition. Heck, we had a dominant product that was highly differentiated and we still held ourselves to a high accountability standard. So basically back in the day, if you didn't make your number, you did not keep your job. And you know what? That was fair enough for me. It was very clear. It was very clear what the expectations were. So, you know, I think we need more of that today. And not the threat of losing your job, you know, being an ogre out there as a boss or a leader, that those days are gone, but the confidence and conviction that you would have when qualification matters, what you do and how you qualify. It matters how many organizations out there right now, Rachel, are missing their numbers quarter after quarter. I just don't get it. Stop the bleeding. Let's go.

B (5:08)

All right, so let's go. Now. We know the history. We know the value of it. I'd like to start with talking about how people go wrong with Medic. Where are they getting it wrong?

A (5:18)

I think that a lot of people try to use it as a compliance tool. Medic is not a compliance tool. It's not screaming at the scoreboard tool. It's a confidence and conviction tool. So you should use it to increase your confidence and conviction on an opportunity. Think of it as an X ray. I often talk about this, that you know, that you use it to identify broken bones. The X ray does not tell you how to fix the broken bone, but it tells you that there's a problem. Medic tells you your gaps in the deal. So also, Rachel, I think we're going to talk about this, but Medic is not a sales process. It's not a sales process. It's qualification criteria. And we're going to talk about that in just a second.

B (5:59)

Right? It tells you your gaps in your deal. What is the X ray showing on your deal? You use the word compliance tool. John, what do you mean by people using Medic as a compliance tool? Is that just checking the boxes? What do you mean by compliance?

A (6:12)

Yeah, it's a good question. So. So when I run into companies that are saying they use Medic, I'm always eager to find out how. How do you use it? Many organizations are proud of all the fields they've created in salesforce.com and. And I don't want to be a hater. I mean, you do need fields in salesforce.com Heck, we got a. We have a great product at Force Management that plugs right into salesforce.com so don't get me wrong, that's a good thing. But if it's a check in the box, then forget about it. You have to live it. You got to breathe it. It has to be part of your bones. So reps should aspire to be voracious qualifiers, and managers should look to coach and develop reps by helping them get unstuck again. You know, a lot of firms out there are selling Medic, but many of them don't know how to get it into the culture, into the bloodstream. So telling your people stories about the good old days is a complete waste of time. You got to bring it to modern life. That's why I'M always so proud of what we do at Force Management. Simply, we get it in the blood, right?

B (7:15)

If the goal is to be a voracious qualifier, as a rep, if you want your organization to be filled with voracious qualifiers, Medic is the tool and you can use to embed great qualification into your organization. So given that, John in the blood, how do I think of this as a rep, as a manager?

A (7:35)

Well, the first thing I think about is visibility helps both of you, rep and manager get visibility into deals. So if I'm a manager, it helps me understand how many of those gaps there are. And if this deal is qualified enough to move to the next stage, it also helps me assess where and how to help my reps. That's your job. If you're a manager listening to this, your job is to help people. Your job is to help them with the how. It's not to scream at the scoreboard and tell them they don't have the right numbers from the medic worksheet that you give them. But you also have to provide. You know, you gotta provide the how. Let me give you a quick example. So in Medic, maybe you'll see that your rep hasn't gotten to the economic buyer or needs help with a certain Persona. You need the ability to coach your rep on how to get to the economic buyer or how to have that conversation. That's why I love what we do at Force Management. So we're not only finding the break in the bone, we're helping people heal the bone with what we call having command of the message and how you articulate how you do something based upon the problem that you solve. Check that out on our website, Rachel. Give some plugs in there. Right?

B (8:44)

Exactly. Exactly. Really, Medic is a qualification tool, as you said, not a methodology. To your point, John, you need to surround it with great value messaging and great sales process. And it also helps you. I think another point a lot of people miss, if I was just to survey LinkedIn messages about medic is it helps you qualify at all points of the customer engagement process. Not on that initial, I'm going to sign this person up. It helps throughout the whole shebang, the renewals, implementation, all of that. It can be just as effective at renewals as it is when you think about it earlier in this initial sales process.

A (9:22)

This is such a great point, Rachel. It's one of my pet peeves, is that people tell me, oh, we use Medic for our sales process. No, you don't. You might think you do, but Is that aligned to how the customer buys? Is that aligned by stage, who does what, when, where? Does it have customer verified outcomes which talks about what's the criteria and what's the customer supposed to be doing in the sales process? No, no, no and no. So it is a qualification criteria, but it's very, very powerful to be used like, you know, at the renewal process. Let's say the economic buyer might be different than in the original deal. The decision criteria might have changed, the metrics may have evolved. But if you aren't qualifying at the renewal process, you're doing it wrong. So at the same time, you need to make sure that you have a way in your organization where you are communicating this important information at critical handoffs. So one common language, Rachel, I'm shocked to learn that companies have different qualification criteria in different organizations. So for example, I know that many people out there, the inside seller level, the BDRs and the SDRs, those organizations, they use a criteria a lot called Bant B A N T. So Bant's, you know, pretty good. It was developed by IBM back in the day. Nothing against it, but how can you have one organization qualify with band and then hand it off to another organization using medic or something else? If you're hearing me now and you have that, fix it. Pick one. Remember, most of AES today were SDRs or BDRs in your organization. Why make them learn two different languages and I guarantee you that this mess is going to show up in a three foot conversation with a customer. So Rachel, you know that funny meme out there that says they're never gonna know? They're never gonna know. You know that one?

B (11:15)

Yes, yes.

A (11:16)

I guarantee you people they are going to know. Have you ever called, let me give you an example. Have you ever called a cable company that has multiple silos that you're involved with? Maybe you got the cable and the Internet, what have you. Do you really feel like they understand your problem in a holistic way? Do you really feel like they listen to you? If yes, send me an email and let me know who the provider is because I'll give them a call. But I shut down cable company a long time ago. You know, I'm one of those cord cutters, Rachel. I'm like, I'm total streamer now, right?

B (11:49)

Because of the experience that you get a lot of times when things go wrong. And you know, John, you're talking about the internal language you have as a revenue driving organization. But the key here, the link is the more consistent you are Internally, in your language, drives a more effective customer conversation because everybody has the information they need to execute with the customer, no matter where that customer is in the engagement process, no matter if it's a renewal, no matter if it's their fourth renewal, no matter if they just came to your website for the very first time. That consistency is critical. And when we talk about Medic, we're talking about it as a qualification tool. But as John said, the power of it comes when you surround it with value messaging so your reps know how to fill the gap and the sales process so everybody knows who's doing what. When we have a great ebook. Yeah, I want to make sure that I mentioned that it is on the intersection of Medic and value messaging and your sales customer engagement process. Process. Check that out. In the show notes, it talks about how it all comes together. We use this X ray analogy in that ebook. It's a great resource if you're a leader and you're trying to build this discipline in your organization. Another short plug a sender.

A (13:10)

Oh, Rachel. Plug. Plug Plug.

B (13:13)

Yes, our sales performance accelerator platform online subscription. We have a great Medic certification that anybody can log on and get. And it comes with a great deal value assessment that you can map your deals onto that, figure out where you are with any deal, and some great courses to make sure that you know how to execute with Medic. So I wanted to get those in there, check those out in the show notes, and as we wrap up, Jen, leave us with a great bottom line.

A (13:41)

Okay, so in my opinion, there is one medic or med pick and right there, people jump all over me. Oh, Kaplan, even you have multiple acronyms. No, I don't. Let's say we add the P. Why did we add the P for some companies? Because some companies fail miserably in the paper process. You know, it happens. You do everything that you're supposed to do and you don't get the deal because you didn't have the right paperwork in place. So when that's the case, we add the P to Medic. So give me a break. But these versions of the acronym, the versions that are out there, Rachel, I don't even recognize them anymore. And for me, it's just companies and people trying to be different. And what I say to that is, why don't you just try to be the same before you're different? What do I mean by that? Medic and Medpic have been around a long, long time. People had blood, sweat and tears out in the marketplace to make that come to life. Not creating PowerPoint slides, not yelling at the scoreboard, but having massive impact for you and your customers. Remember, it's not a compliance tool. It's a conviction tool. Managers, you need to help your reps get unstuck. And reps, you can't just do, you know, a check in the box or worse. Don't tell your manager what you think they want to hear. That's not doing anybody a favor. I see people doctor up medic worksheets and, you know, they try to convince themselves, I mean, their boss that they have a champion. They don't do that. You know, get thick skin, check your ego at the door, and do a really, really good, comprehensive opportunity review. Take the feedback. Come on, people. Be uncommon. You got to remember that how you sell it can be just as important as what you sell. And I'm going to put in a little plug here, but if I'm out there listening to this, I'm going to Force Management right now and joining the Ascender program. I'm going to get certified on medicine. It's like property values going up. That certification for Ascender from Force Management will make your value go up. I'd have it on my LinkedIn. I'd have it on my resume. And watch what happens to your opportunities out in the marketplace. So, Rachel, I know we got a little fired up today. I know I'm kind of talking loud and, you know, forcefully or what have you. I don't want to be arrogant. I don't want to sound arrogant, and I'm sorry if I did do that to anybody out there. I'm trying to give you spirit. I'm trying to give you confidence and conviction. If you're going to do it, do it right. Go crush it.

B (16:15)

Go crush it. Thank you, John.

A (16:17)

You're welcome.

B (16:18)

All right, and thank you to all of you for listening to the Audible Ready Sales podcast. At Force Management, we're focused on transforming sales organizations into elite teams. Our proven methodologies deliver programs that build company alignment and fuel replacement. Repeatable revenue growth. Give your teams the ability to execute the growth strategy at the point of sale. Our strength is our experience. The proof is in our results. Let's get started. Visit us@Force Management.com youm've been listening to.

A (16:48)

The Audible Ready podcast. To not miss an episode, subscribe to the show in your favorite podcast player. Until next time.