Final Flashcards
2:35mins
Bernard Q: How did you handle a team member seeking career progression?
Situation: Team member aspiring for career growth.
Tactic: Conveyed honest feedback on performance, highlighting areas of improvement.
Action: Set SMART goals for Q3, provided training on performance management, and tracked quality bookings during 1:1s.
Result: Achieved revenue target for Q3, promoted to AE role at the beginning of Q4.
Reflection: Balanced honesty and constructive support in managing expectations.
2.00mins
Bernard Q: Describe a situation where a team member needed significant improvement.
Situation: One team member struggled with pitching skills, affecting performance.
Tactic: Identified the issue through call analysis during twice-weekly morning stand-and-pitch sessions.
Action: Implemented tennis ball objection handling practice.
Result: Improved confidence and technique, transforming the underperformer into a high achiever in one month.
Reflection: Emphasized the impact of personalized coaching.
1.40mins
Bernard Q How did you address an underperforming team member?
Situation: Dealing with an underperforming team member.
Tactic: Implemented a performance improvement plan.
Action: Provided targeted training on ICP, teach-backs, and regular check-ins.
Result: Despite efforts, termination was necessary due to a lack of improvement and coachability.
Reflection: Evaluated if aspects were overlooked during the hiring process.
2:21mins
Bernard Q: What strategies do you use to retain top performers?
Situation: Focus on retaining top performers.
Tactic: Recognized the need for individualized approaches based on motivations.
Action: Identified Cameron’s interest in marketing leads, created a project, and provided regular feedback, content, campaigns.
Result: Cameron stayed as a top-performing SDR for two years, leading to a strategic SDR role.
Reflection: Tailoring challenging projects fosters skill development and long-term retention.
2.29
Megan Q: Describe a situation where fostering AE and SDR team collaboration was crucial.
Situation: Needed to enhance collaboration between AE and SDR teams.
Tactic: Introduced regular cross-functional taped-call clinics.
Action: Created a new communication channel for constructive feedback, fostering mutual investment in success. Better Qualification.
Result: SDR staying behind to help get one more deal for AE to hit target
Reflection: Emphasized the impact of collaboration on achieving positive outcomes.
2:54
Megan Q: How did you lead through a major change?
Situation: Guiding the team through a significant change in QSL criteria and compensation plan.
Tactic: Maintained a positive and transparent approach, providing clear reasons for the change.
Action: Utilized a data-driven approach, comparing old and new plans to demonstrate benefits, and implemented incentives during the transition.
Result: Minimal disruption with only one representative expressing negativity, which was addressed promptly.
Reflection: Effective preparation and data-supported decision-making played a key role in managing the change.
3.04mins
Megan Q: How did you handle a high-pressure sales situation?
Situation: Faced a high-pressure sales scenario.Managing 3 teams, lots of hiring.
Tactic: Introduced stress-relief activities and positive recognition.
Action: Implemented “PWCS” - Pending tasks, Wins, Challenges, Solutions brain dumps.
Result: Achieved sales targets despite the pressure.
Reflection: Emphasized the importance of reducing unnecessary anxiety, practicing self-compassion, and maintaining a growth mindset when confronting challenges without always having immediate solutions.
3mins
Daniel Q How did you navigate a situation where team performance was declining?
Situation: Faced declining team performance, Missed revenue number
Tactic: Conducted data analysis, identified high AOV verticals, and shared findings with the team.
Action: Focused 80% of the Quality of QSLs from Biotech, provided targeted training and created a playbook for the vertical.
Result: Exceeded the 80% goal, healthy conversion of the pipeline into successful deals.
Reflection: Emphasized the importance of data-driven strategies and tailored training.
2.25mins
Daniel Q: How did you encourage team accountability?
Situation: Addressing a lack of team accountability.
Tactic: Goal to be known for high performance. Established clear expectations and consistency and implemented feedback sessions. Focus on the quality pipeline that will lead to revenue for the AEs.
Action: Promoted teamship and conducted 1:1 feedback sessions.
Result: Improved individual accountability, exceeding set targets.
Reflection: Stressed the role of consistent communication in fostering accountability.
2.10mins
Daniel Q: How did you motivate the team towards a challenging target?
Situation: Motivating the team to achieve a challenging target.
Tactic: Fostered a growth mindset and led by example.
Action: Organized summer events on LinkedIn, utilized attendee lists for personalized prospecting, and shared successes with the team.
Result: Reps were motivated to adopt the new prospecting method, meeting or exceeding the challenging target.
Reflection: Highlighted the impact of motivational strategies on team performance and outcomes.
2.06
Alexandra Q: describe your leadership style and provide an example of you showing it.
Situation: Practicing servant leadership with a commitment to improving team members.
Tactic: Led by example, dedicating time for pitching practice with a rep twice a week.
Action: Early morning sessions on WFH days significantly improved the rep’s confidence and performance.
Result: The rep, in turn, replicated the support for a new starter, creating a culture of mutual assistance.
Reflection: Highlighted the importance of fostering a culture of support within the team.
0.52 mins
Alexandra Q: How did you navigate changes in the fintech industry to keep your team competitive?
0.52
Situation: Addressing changes in the fintech industry.
Tactic: Established regular industry update sessions using Fierce Biotech.
Action: Encouraged continuous learning and add value, consultative selling, creat good hooks.
Result: The team remained competitive and well-informed in the dynamic fintech landscape.
Reflection: Emphasized the significance of staying ahead in a rapidly evolving industry.
2mins
Alexandra Q: What are the potential drawbacks of servant leadership, and how do you manage them?
Situation: Exploring the cons of servant leadership.
Tactic: Acknowledging potential drawbacks, particularly slow consensus and possible hesitation.
Action: Managed expectations by emphasizing the need for quick decisions when required, and demonstrated responsiveness to feedback.
Result: Established clear boundaries and expectations, mitigating potential downsides of servant leadership.
Reflection: Balanced the benefits of servant leadership with the necessity for timely decision-making and commitment.
My concern is that you dont have a experience selling to fintech companies?
How do you ensure accountability for the quality of the pipeline?
Working with Sales leaders to ensure there are clear expectations on QSL criteria that we know will lead to a healthy conversion of the pipeline. Consistently hold ourselves accountable if the standard drops.
Level of qualification and understanding of full sales cycle: being a former AE I knows it’s hard to sell if there is no identified pain. Do the BDRs know how to uncover pain? having been an AE and seen a deal from start to finish, I run training sessions with my team and then FOLLOW UP by monitoring their qualifier notes for high standards. Result: My team would always have the highest QSL:Opp ratio 1:1.2, compared to other SDR managers. 1:1.8. SDRs staying behind to help AE.
