Name: Transforming sales teams with Mural
Uploaded: 2024-10-10T18:29:48.389Z
Duration: 45 min 52 s
Description: Transforming sales teams with Mural

Transcript for "Transforming sales teams with Mural": Alright. See you on the other side. Excellent. Hello, everyone. Thanks for dropping some awesome gifts in the chat. My name is Amelia Jones. I'm a principal customer success manager here at MURAL. And today you were joining us for transforming sales teams with MURAL. We are joined by the amazing Anthony Coppage, who I will introduce here in just a second, but first we need to get through a couple of housekeeping items first. So technical issues, if you're experiencing any technical issues, give your browser a quick refresh. This is a web based platform. So sometimes a hard refresh can help if you're trouble accessing the mural, which we'll be dropping here in the chat. Try the same thing, or you can just shoot us a note in the chat and we'll help you troubleshoot as well. Recording, we are recording this webcast. You'll receive an email with a link to the recording within about 48 hours after we conclude today. So keep an eye on your inbox for that. And then, of course, share with your friends. And then lastly, q and a. If you'd like to submit a question to our speaker, please use the q and a tab on the right of your screen. We'll cover them at the end of the session. So we'll keep an eye on the chat. We'll keep an eye on the Q and A. But definitely drop any of your questions into that Q and A structure. The mural has been added to the chat. So we'll invite you to join us in there live. I see a bunch of people hopping in. You may be joining us as a visiting animal. That is because we are sharing the mural visitor link. If you don't like the animal assigned, hit refresh, and you'll get a new one. Today's agenda is we're going to cover a bunch of stuff. So buckle up. This is going to be awesome. But first, we're going to start with a quick icebreaker. I'm going to force a little participation. Then we're going to talk about what's missing from the feedback loop. We're going to then take that from to formal to fun feedback, so talking a little bit about how you can take your existing feedback processes today, inject fun, and make them much more productive. And then we'll talk about aggregating and analyzing that feedback. Anthony has some incredible tips on how he's taken data from MURAL to really marry the magic of qualitative and quantitative feedback. And then we'll do a live q and a here at the end. So I'll invite you all to join me for the warm up. I am going to invite you all to follow me in the MURAL. So take a look at your browser screen where you are in the MURAL. And I'm gonna give us a timer of 1 minute, but I'd love to hear from you. How confident are you in your team's current feedback process? We've got a scale going from left to right, left being processed. No. We're flying blind. All the way on the right is we're total rock stars. Our feedback process is on point. Grab one of these dots, drag it up, let us know where you are on kind of that feedback spectrum. You can also, because it's Miro, of course, change the dot color. If you want to add an icon instead of a dot, feel free. But we'll see we'll see how people are feeling here. I would also mention that, we could, we we could point out that this is sales focused, but feedback is overall. Right? That's part of your culture. How do you do feedback in your organization? So feel free to answer it either on your sales teams or in your sales organization or for your company. However you feel comfortable answering that. Yeah. Awesome. Looks like most folks are kind of in the middle. We've got a little bit of on the it's messy. We're definitely struggling side and a couple who feel like there's room for some fine tuning, but most of our looks like most of our folks are kind of in that happy middle area. We've got about 10 seconds left, so get those last dots in. Alright. Buckle up. Now it's time to have a little fun. Before I hand it over to Anthony, I do want to do just a quick introduction. Anthony is one of the leading voices for IBM in facilitating business leaders and teams that focus on radical customer centricity and operationally sustainable outcome oriented growth. His business models, management systems, and team development coaching have been applied across sales, why we're here today, marketing product support and operations within the multinational technology company and his unique approach to business agility and OKRs has been validated at the huge scale of IBM. He is the creator of publicly available model for capturing, aggregating and scaling feedback as well as actionable data, the retrospective radar, which you'll see in action today, which has also been at use in IBM since 2019 and has led to 1,000,000 of dollars in cost savings and measurably improved business outcomes. Anthony's focus is on strategy, iterative work, prioritization and coaching leaders, managers, and teams on how to deliver outcomes over outputs at IBM. Anthony is responsible for the vision and execution of transformative work of agile digital sales, which focuses on creating value for prospects and clients instead of the traditional methods, which focus on extracting value from clients. So, Anthony, I am going to turn it over to you to lead us through this amazing content. Thank you so very much. What an awesome way to get started. So most of the time, feedback is seen as a complaint or negative. There is a general sentiment that when someone's giving feedback, there's almost an uh-oh. Here comes the feedback. But feedback is neither good nor bad. It's just true. And it's true based on the perception and the reality of the person that's experiencing it. So one of the things we wanna do is create that psychological safety that says all feedback is valid. Even if it's something that we can't change immediately, we want you to be heard. And so one of the biggest things when I first start talking about the idea of feedback is you have to be able to say, do we have a way to capture and understand what's actually going on on the ground? So in sales, I've got sellers working with prospects and clients and I need to understand we need to understand what's going on in that process. What's happening? This is true with marketing and product and ops. We have all of these people that have a ton of insight if we would just ask. And so we wanna create a create a way to do that and do it consistently and then at scale. So one of the things I was able to do, and I think this is what's super helpful, is leverage MURAL in a way that said, how do I capture feedback from people so that we can understand more than the complaint? We get to the place where there's actionable feedback, which is our next slide here. So the actionable feedback is what can we do with it? What does it look like for people to not only tell us something, but us to do something about what they've told us? If you're at any kind of company, I don't care how what size it is, feedback leading to change is often difficult because we don't always know how or to what extent or where to apply that feedback. And so what we wanted to do was make that super obvious and really intuitive. So with sales, when I first started in 2019, I was told you've got all these sales teams and they need to learn to be agile because our marketing is agile and digital sales is being rolled into marketing. So let's be agile together. And the sales leaders looked and go, agile what? So we invented ways of leveraging the principles of agility, which came from software development of iterating, delivering, making things better. The easiest example is, you know, my iPhone. I get I get pushes from my software. I don't even think about updates. It just automatically happens. That's not how software was used to be built. It used to be like in Windows 95 because I'm old. Windows 95, the next version was 98. That's 3 years before there was an update. Now it just happens all the time. That happens all the time because of Agile. So Agile was a way of working iteratively in teams to say, how do we work better together and how do we do it sooner and faster and learn and pivot as we go? So we took those principles and those values and applied it to marketing and then to sales. And I'm not really gonna go into that much detail about it today. I've written quite extensively on the subject, lots of podcasts. So that content's out there if you want it. But what I needed to weigh was to say, how do I act on feedback from these 26 teams that I had on day 1? So 26 teams is, I had 600 and some odd sellers. Right? So I had a lot of people to work with and not an easy way to capture it all. So what I wanted to do was make it easy. The thing was there were 3 factors that I found out and our next slide really covers this. 1, there's too much feedback to, like, ingest it all. If you've ever done a survey, you know, even survey data which is done infrequently can be hard to ingest when you give them an open text field and they just start typing. It's like, it's a lot to to parse. Number 2, it's either too specific, like it's so granular and their their complaint or their feedback is so specific to their unique situation that it's hard to extrapolate how does that apply to everybody or it's too vague. Like, this tool sucks. Okay. What sucks about it? What do you not like? So we needed a way to capture, feedback that we could act on. And then the third is it's usually not quantifiable. What do I mean by that? Someone saying that this tool is not very good or this tool sucks obviously has a negative sentiment, but how much does it suck? To what extent is it impacting your ability to do your job well and create and deliver value? If I don't understand that, if I can't quantify that, then I have no way to tell the story around it to say that's why we need to address this. So we needed a way to turn qualified feedback I e just verbatim feedback. People's language, their words into a quantifiable way. Those were the challenges. Right? So there was complaints. It wasn't really feedback. And then we needed to make it actionable. And then we had too much of it. It's either too specific, too vague, and it wasn't quantifiable. So what I did is I focused on qualitative data first. And our next slide says the word QUALS because QUALS and QUANTS is the kind of the insider language we use for qualitative data and quantitative data. We are all familiar with qualitative data because you do sentiment analysis. You say, how you doing? Pretty good. Well, is that a 7 or an 8 out of 10? Is it a 6? Is it a 6.5? Really hard to understand because to you that pretty good might be a 5 and to someone pretty good is a 9. Right? So if you're you're trying to understand what ways would we wait and understand feedback. Well, that became a challenge. So what we wanted to do is go from quals to quants. And when you move from QUALS to QUANTS, that's the big shift. So the next slide is QUANTS. And what we want to do is point out that there is a way to take all of this feedback and quantify it so that we can begin to weight it and measure it and understand it and, of course, act on it which is the whole point of this exercise. Right? It's where it's why I leverage MURAL in this way which you're about to see. So the next slide which will help us kind of go down this path a little further is we needed to figure out not just how do we do this, because I can do it for 1 team. I can do it for 1 person. But to do it for 26 teams every week was a challenge. Hundreds of bits of feedback from hundreds of people, really thousands. And then to do that every week, well, in a month I've got thousands of bits of data. In 3 months, I've got tens of like, it was really hard. So we had to figure out how do we do all this? And, oh, by the way, do it at scale. So intramural. This is where I I realized I had the answers during me and here's how I did that. The first thing and the next slide really takes us down this path. Is the here's how it's pretty straightforward. I wanted a way to capture feedback from the teams as they went. So we introduce what's called a retrospective. Another word for that is a reflection. It's a time to bring the team together and say, there's a couple of things we wanna know. And and I'm gonna zoom in here, to this slide here because what I wanna show you is the the the the piece on the bottom left. And on the bottom left there, you're gonna see what added value, what did not add value, and then what are some new and improved ideas. And all we really wanted, and feel free to do this with us because I want you to experience this today, is you can grab one of those sticky notes above and drag it down and tell me something that went at that added value. Now what do I mean by that? Had to teach the teams this. If I'm asking you as a participant today to say what added value in the last week, you could put anything. But what I was looking for is how do I understand it? So I asked for a little bit of context, and this is the way I would say that. What added value, what system or process or way added value that you would like to see happen again? What's something that added value that you would like to repeat? So feel free to grab one of these green sticky notes and drag it down into the what added value section. I'm just gonna drag one myself and pull it down here. And then by double clicking in it, I can start typing, and I can say I was able to introduce automation for my calendar invites. And so I'm just gonna put that there, and that's what I was able to do. That's a process that I figured out last week that helped me to do something that I have to do all the time, and I found a way to automate it. So that's really cool. So who else has one? Go ahead and feel free to take your time and type some things in there. Likewise, I wanted to not just know what feedback went well but there are those complaints. There are the pain points. And I wanted to have those. So you pull those pink ones down and you type in those. What are things that didn't go well? You know, did not hear back on the change to introducing new software. Because we were told we're gonna get some new software. So I put that in there. So it's a little bit of context. So I'm giving what it is and a little bit about why that's important. And the reason I have my teams do this is because after they're done with this, I'm gonna go look at this. And it would be great if it made sense to me, someone who wasn't in that call. So So I just ask them to give us a little bit of context, tell us what and why. And if there's an ask, you can have go go for the ask too. So this is a simple way that every team, every week comes together. They get the link to the mural ahead of time, and we just say, hey. Go look at your week. Go look at your calendar. Look at your notes. What added value? What didn't? Pre populate that. Take 2 minutes and put 2, 3, 4 stickies in there that we could talk about as a team. So they do that ahead of time. Then when we come into the call and we have our retrospective time together to reflect, I say, okay, let's group these things that people added. Which ones are similar? And let's group those by dragging them together. And we go those 2 are kind of similar and those 3 are kind of similar. So I'm gonna drag those. And now we can group and have people start sharing why was that. What what enabled it to be valuable. Or on the other side of the fence, what didn't allow it? What kept it from being valuable? And what I wanna do is make it super easy for people to discuss. So rather than taking time to type all this in live, we actually do that work ahead of time. And it takes them like 2 or 3 minutes. It's super easy. And then when we come together, now we're talking about things that people are discovering and learning. Part of the value of that is you get to go to the 3rd column, the blue one. What are some new and improved ideas? Well, if Anthony learned how to automate some of his calendar invites, I wanna know how to do that. So I'm gonna go duplicate Anthony's note over here. And I'm gonna drag it over. And I'm gonna put my initials at the end of it. I'm gonna put, you know, a c at the end of that. Now I'm making that mine. So I wanna know do so maybe we set up a call where Anthony shows us how to do it. And now the team learns how to do something that Anthony figured out. Good example of this, I had a seller who was working on a campaign, and their campaign was not getting we weren't getting great open rates on it and click through rates. And this person totally radically redid the subject line and the first, hook at the beginning, and went up to a 30%, click through rate. That's from, like, 1%. It was, like, nothing. And so this person shared the subject line, the opening hook of what they did for this particular campaign, for this target audience. Well, guess what? We can share that with the rest of the team. The rest of the team can use that because there's no competition to say my idea is mine. I can't share that with the rest of the sales team. No. It was beneficial for everybody to learn that because that helps us identify and qualify our our prospects better, and it helps them self identify. Oh, yeah. That's a pain point I identify it with. Yeah. That's my world. You're speaking my language. So by sharing it, now we did something really cool. The team got better. But there's even more. Once we're done with this, I collect all these, and we're about to do this together, and I put them onto the radar on the on the right. But I do this for 26 teams when I first started. Right? Now it's 100. But 26 teams, and now I could look at this data and then parse it, which we'll talk about. And I can say, I see the same pattern on 11 teams. So let's do that training that Anthony did for that automation and scroll it out to all 26 teams. Right? So now you see that scale come into effect where we have the ability to share learnings. What's working, what's not, how to, why not to, etcetera. And we're able to share that across teams so that we all benefit. That rising tide lifts all the boats. Alright. Any questions so far in the q and a that we're seeing, Amelia? Is there anything I need to address before we move forward? No questions. But I do wanna call back to something you said that I think is really powerful. And Okay. If any of you have been to my webinars before, I love to talk about psychological blah blah blah. Psychological safety and trust. And I think one of the really incredible things about running exercises like this, especially because you can do it in neural, you can add private mode, you can make it incognito, like, is you you build trust and you build that camaraderie amongst your team when you can do these exercises together. And as Anthony said, if you get you kinda take away that need for, like, this is my idea and you make it a collective effort and a collective engagement that could build your team so much stronger and you get better outcomes, you can ideate faster. And so if you can get into the habit of doing exercises like this as a team together, you will see all of your teamwork improve and you will see all of your outcomes improve. So I love that you call that out because I think that's such a crucial part of doing this. Yeah. Psychological safety is required for real teamwork. When I first got there, they called them sales teams, and I said, what makes them a team? Mhmm. Because we put them together? Well, that's not a team. Right? I could get a great baseball player, phenomenal basketball player, an amazing soccer player, a wonderful rugby player, a a really great swimmer, and I could put them all on a field and say, you're now a team. Are they really a team? No. Right? World class athletes. And it doesn't matter because the the the grouping, the physical proximity does not make them a team. What makes them a team is a shared understanding and a shared way of working that they all help each other be successful in the assigned, you know, outcomes that they're looking for. So one of the things I figured out very quickly was here I am being told that you got 26 teams. And I said, do I? Because what I realized is I had 26 groups. And these were individually compensated, individually motivated people. How do you make them work as a team? Well, Well, the first thing I did was reduce the amount of waste and low value effort they had to do. And the second thing I did was introduce the ability to capture feedback, so feedback led to change. And I'm gonna show you what that physically looked like and how we did that. It's it's pretty telling because one of the big outcomes that comes from that is the teams that gave us the most feedback performed the best, statistically. So of the 26 teams, the top 12 were really bought in, and their performance went way, way, way up. And the reason is is because they felt seen, heard, and valued. The psychological safety was there, and the support structure was there. We were actually doing what they asked for. And guess what? If you start listening to people's feedback and acting on it, 2 things will happen. They'll give you more feedback, and the quality of that feedback will improve every single time. So we had to figure that out and, again, do it all at scale. So that's where I wanted to start today. So let me just take you into the next portion. If you would, look at the things on that mural that are in the 3rd section. Is there anything there that someone's reading any of those stickies that you would say, yeah, I'd like to do that. You know, I would like to my, set, reoccurring current cadences. That that sounds like a good idea. So I'm gonna take that idea, and I'm gonna duplicate that. So I'm just gonna duplicate that sticky. You can right click and choose duplicate, or you can just click on it. And I'm on a Mac so Apple d or control d or PC, and that lets you duplicate a sticky. And I'm gonna say, I'm gonna start doing that, and I'm gonna drag it right on top of the radar to the right. And what I'm doing is I'm choosing to self prioritize what someone else was says a good idea. There's Anthony's thing that I said I was gonna do. I'm gonna duplicate that. I'm gonna start doing this automation that Anthony talked about. So I take that green sticky, I duplicate it, and I drag it onto the radar on the right. And you do this for everything that you've got over here. So we ask the team once they've done discussing this and grouping these and sharing their thoughts, we ask them to prioritize. So anything inside that center circle, the teal circle, that's what we call the circle of control. That comes from Stephen Covey. And what we're saying is what can you start doing? What can you stop doing less of, keep doing, or more of? Take those things and put them there. Then what would you like your manager to stop doing, start doing? And now we take those things and we duplicate them and I put them into the yellow. And I would like my manager to stop some of these. I'd like them to do more of other of these. And so I drag them right onto the radar. And then I go, you know, but my manager can't solve this problem that was listed over here. I'm gonna say we need to stop doing this all in all. So I'm gonna take that idea that was put in by someone. In this case, this was put in by, I can tell you who, Nicole Page. So Nicole put one in there. And I'm gonna say I want our senior leadership to stop that cause my manager can't fix that, but someone at the top could. Right? So now we have a feedback loop in that orange circle that is not only quantifiable, but it's segmentable. I'm not just telling them the thing. I'm telling them we need to stop doing the thing. So those 5 pizza slices, those 5 segments, which comes from a guy named Pat Kuo, a historicist retrospective, was I want this I wanna be able to say this is the way I want you to act on this. So it's now quantified and qualified feedback in that segmentation. And so we just do this for all the stickies and we drag them over here. Everything in the middle is for the team to self prioritize. They don't need to be told how or what to do that they self organize. Anything in that yellow ring, that's for the manager to get feedback on. And then anything in that orange third outer ring is for senior leaders to act on. So here's what that's going to to that's going to happen with that. We would take that and if you'll scroll to the right now, I'm gonna show you how we would do this at scale. So the next slide here shows an example of this. And the next slide shows you how we would do this. And if you'll go to the right a little bit more, I wanna show that whole right there. Let's zoom into that one. Thanks, Lauren. So what I wanted to do was show that this is how it works. We have prioritization for the team, prioritization for the managers for feedback, and then feedback for executives. That's how this works. And it all comes from what? The capturing and sharing of insights of what added value, what didn't add value, and what are new and improved ideas. The team's telling us. We're getting this from them, but then there's an action taking place. Once we're done that, the team's done, we go back and we change the color of those, of those notes to match this pattern that I did. Why? Because if you go to the right one more time, the next slide here will show you why. We're able to export all of that text directly into Excel. So I have a CSV file that lets me see what was said and by whom. This is all lorem ypsum just as an example. Right? Can we zoom back into that one? Yes. I was just gonna quickly show for anybody watching at home, you can download just by hitting the export button. So in case that question Thank you for pointing that out. Yeah. Thank you. That's that's exactly right. And if you'll go back to one slide, Emilia, to the, to the radar, one more. Let's go back 2 slides. My bad. To what the team just did. If you hold down shift and, and lasso all those sticky notes inside the radar, what she's doing is selecting all of the sticky notes. When she selects them all, guess what? We're able to say download just the content from the sticky notes. Right? And because we're gonna change the colors, we now know which color represents which ring in which segment. That's why we change the color of them so we have that data. And by the way, you can't do that with Miro. Miro doesn't let you have that level of granularity. Miro does. And so, again, back 2 slides to your right now, Amelia. This is what it looks like when we export it. We're able to show which which segment it came from, which circle it came from. So I know who that feedback's for. This is just all captured in Miro. Now I did this times 26 teams when I got started. Now we do it with 100. Let's go to the right for another slide. And here you see what this looks like. We can export that out and put it into pivot tables. So now I can slice and dice this by team, by segment, by is it for managers? Is it for which which types of teams? And I can do that at scale. So each team's radar gets exported fortnightly. We did every 2 weeks is what we ended up with. You get the team name and the feedback sticky notes get imported to match the circle and segment from the retrospective radar. And then the dashboards we started out in Excel, we just created pivot table to track all this over time. So we don't just get the one export from this iteration. We get it from the next iteration, then we add it to the next iteration. Then we have a quarter's worth of iterations. Then we have half a year, and then we have an annual, and so on. So now you have a ton of data. Right? I have a lot of feedback that we're turning into data. Remember qual? We have lots of qualitative. Now we can quant. We can quantify it. We can understand how often and to what extent and then which feedback is acted upon, which feedback isn't. That's how you do this at scale. Go to the next slide if we could, Amelia. Yeah. So we got started because, you know, MVP, minimum viable, was Excel, and Excel works just fine for this. So I'm able to see every team, all the teams, and I can filter by which, which circle. Is it for the manager's feedback or for the executives? And I could see and this is real data, by the way. I've just changed the names, and put loremipsum in just to protect the data. But this is real data. This is real percentages. Notice not all teams bought in. That's real. Right? Some teams didn't give us very much feedback, and they didn't perform as well. There is a direct correlation between the teams who bought in and had the most feedback with the team's performance, and we could track that. One of the really cool things that came out of this was because we were able to crack this nut, we were able to show how feedback leads to change. Now I don't know about your company, but at IBM, we have an annual survey that goes out that asks, how are we doing? It's like an employee survey. One of the 8 dimensions is, does feedback lead to change? And I've been a part of several very large companies, including IBM. And it's not just IBM. Every company struggles to implement change at scale. It's hard. Right? Really big companies, it's hard. But it's hard at small companies too. And I've worked for, you know, mom and pops before, so I I get that. What we wanted to do was make a case for it. So by showing that we were able to have feedback lead to change, guess what happened? When they did the annual report, it came back from all these IBMers of what our feedback leads to change, typically kind of down in the red. But for these 26 teams, on average, we went up, I think it was 32 or 36 points. It was so substantial that it was like low, low, low spike, low, low, low. And so I got a call from the GM and said, what are you doing? Like, that's incredible. And I said, well, feedback actually leads to change. So they do believe feedback leads to change because we're doing it. And we're doing it every 2 weeks. And the managers are held accountable, and the executives are held accountable, and the teams are seeing their feedback lead to change. If we go to the next slide, I'll show you one more piece of this, and then we'll dive into some q and a. At the larger piece when I did this breakdown, that, that radar that you see at the top there, that's the segment of how much feedback by less of, more of, keep up I could filter by that. But the little colored chart to the right is the way we acted on feedback. And so the vast majority of feedback was actually acted on. We did something with it. Either we escalated it or we approved it and it got accomplished. We're working on it. It's a hard thing you're asking for, but we're gonna do it. And and what we did is we could filter this by team, by manager. We could see how does this manage your so you're looking at a manager's view right now, not the whole. So one of the managers was doing okay, but they weren't there's a lot at that top grade they hadn't yet started on. We could hold them accountable to that. Right? Because the team needs to see feedbacks leading to change. So we value better outcomes, so we capture that feedback directly and then represent it so that people can see their feedback. It does, in fact, lead to change. This created a different culture for sales, which is very much about what have you done for me lately? Have you hit your quota? To how do we get better? Which is a huge game changer for the culture of sales and has been a massive, benefit for IBM. Let's go to the next slide. Can I ask you a question before we move to the next slide? So as someone who's been in the go to market side of the of the fence for about 10 years, I'm curious, how did you get their buy in to do this every 10 weeks? You know, when I was a seller, every seller right now is, like, I'm too busy. I'm too busy. How did you get them to commit this time? Right. And why the every 2 week cadence? So, we started with weekly, and that did feel a little heavy. So we changed it to 2 weeks. And what we found was in those 2 weeks, they could be running campaigns, they could be following up with leads, and they would have enough insight that it was still fresh within 2 weeks, but it wasn't a month before we changed. You don't wanna wait too long to change because if it's not working, change sooner, not slower. Right? So we found a 2 week ended up being a really nice sweet spot. How I did that, and I would recommend this for every person, is I said, look, if we if you will give me 5 minutes a day and 45 minutes every 2 weeks, that's all I need, I'll give you 1 to 1 and a half days of time back by reducing low value work. And so You freed the seller. I freed the seller. And we actually called it free the seller. That was the name of the campaign to free the seller. And so they were very happy to not that they all loved this process. No. Right? You can see that with some charts. But they loved getting time back to be able to sell. Because one of the things I said to our executives was we're asking if they had a 100% of their quota on 75% of their time. That's not okay. Right? So what I wanna do is free the seller to actually go do their job and to meet with prospects and clients. And so let's get this low value stuff out of the way. How do we know what the low value stuff is? They're telling us. And we understand it. We can quantify it. We can see the impact of that over time. More importantly, you could see the change that comes from it. And then they get even happier about it. Why? Because we solve something and now they're solving the next thing. Another example of that I have is I had, a team that we sold a particular piece of of software, a security software to telcos. And the telcos someone at IBM had written some software years ago that says when they order it, it provisions it, and it it invoices it. And it's every all in one. And they just wrote their own code. And it had a known bug, but that that was it's not that big a deal. Well, the sellers, one of these teams, talked to me and they said, is this happening, like, too often and it's taking too much time? And I said, well, how often? Because they didn't quantify it. And they go, I don't know. It just feels like a lot. I said, okay. So figure out how you would track that. So on their own, they just put every time it happened, they captured it in Trello. Right? They just captured yes. This happened. This happened. This happened per person. Then they just added that up, and they looked at the how many hours on their calendar did it take to solve that. Cause you're not selling when you're doing that. Right? What they also found was the customer wasn't get provisioned and we couldn't invoice. So they're lose, lose, lose. So they took that to their manager. Again, didn't come back to me. Went to their manager with this data, and the manager said, let me go see what I can do. Finds a person who had been on that original team writing the code, said, we've got this problem. And then they go, yeah. I know. We knew that problem on day 1. It really wasn't worth fixing. He goes, well, it is now. And he showed them the impact, which was, you know, it has a couple of commas in that equation. Right? It's it's significant. Mhmm. And and they said we had no idea. So from when they identified that it was a problem to when it got solved, and I mean permanently solved, never an issue again, just under 6 weeks. Right? So they love that. Why wouldn't they? But you can't act on the complaint. You have to act on the data. So by aggregating this with Miro, we were able to see this pattern across teams, not just one team, and say, how often does this happen? Now we have an impact assessment that we can go back with a story and a narrative and a cost and say, isn't that worth fixing? Well, heck yeah. And by the way, they didn't ask me to go fix it. They went and figured it out and their manager fixed it. Why? Because in the circle of influence, they asked their manager to solve it. They did. So that's an a real world example of how that really does make a difference. But we needed a way. MURAL gave us the way to capture, to collect, to converse, to share, to have visual collaboration, export, and then do something with it. So this is the key. Right? We weren't we weren't trying to just make it up. We were trying to be very data driven in the way we approach that, and it ended up having incredible results. Yeah. I love that. I mean, there there's that phrase, and I'm not gonna get it quite right, but it's, like, trust in God, all all others must bring data. Right? And if you can take the the story of, oh, gosh. It feels like this is happening all the time, Document it where you're supposed to document, but then be able to add that up, see that visual impact, and then tie it to money. Boom. I mean, that's huge. And it's not just for sales teams, but your product team, like, if you can figure out how to get that information in the hands of products and marketing, all of a sudden, you're in a whole different ballgame. That's incredible. That's one more thing I would just mention. I don't have a lot of time, but what I would say is that we we have found my my directive has been how do I bring product marketing and sales together? Because if you don't have all three legs of that stool, you're gonna have a siloed experience for the end user, and we we wanted to avoid that. So a lot of this work had to do with going beyond direct respect or just for sales. And then we implemented marketing. We implemented. So now you have this larger view and larger dataset. That's pretty powerful. Okay. Yeah. I know we're running short on time, so I wanna keep us moving. Where do you wanna go next? Next slide. Yeah. So AI is a big part of, IBM. We have Watson X as our AI, toolset and models. And it really doesn't matter to me if you use Google, IBM, Microsoft AI. I mean, at Bitchat, GPT, whatever. Pick the tools that work for you. Right? But, ultimately, we have Watson, and so we used it. So what I was able to do was take all those exports, everything in that blue box up there. Right? I did that for 26 teams. And I would export all that text, and I would run it through Watson natural language processor. And I would say, hey. Tell me the emotion, the tone, the keyword frequency, the patterns, the anti patterns. And Watson would look at all that text and try to discern what those things were. Well, that's how I could weight it. Now I could say this happens this often with this many people at this level of frequency. Right? Now I have a weight. Now I can say, oh, that's a bigger deal than this other feedback. That's more costly than this other feedback. So by doing that, it wasn't Anthony's opinion of what the sellers were saying. We used we used machine learning to actually run the the diagnostics on verbatim text and give us what you see at the bottom of the screen there. Tell us the emotion. Tell us the tone. Tell us the sentiment. And then we could say, and what's causing that? Now it lets us ask better questions. Right? So this data gave us an ability to to ask better questions of our leaders and to let them know that we have data to back up those questions. And it's a game changer. So AI definitely used as part of this toolset, and I know that what MURAL now has some AI built into it. This was an additional step that we took. So go ahead and, let's go to the next one. One of the big things is why I mentioned at the beginning we had the, the big annual survey. Well, that big annual survey lets them answer those 8 dimensions. And then of those dimensions, you're able to put a score. But next to the score, you could also put your your verbatim text. So we didn't just get the numbers on this. We were able to get the the the verbatims of what they said. However, because we had been building this, routine inside in MURAL and doing this with the retrospective radar, we actually had a bunch of correlating data, like months months worth. So we were able to use it as a as a rubric to say a comparative rubric to say, if this is what they're scoring here, do we have similar sentiment scoring on ours our 8 dimensions. Right? And the answer is, of course, we do because it's the same people. So what we were able to do is say, let's understand why there's a a gap between what the executives with the blue line why did they score something higher than the managers and the employees? And so we were able to see there's a pressure of inspection, which leads to a transfer of burden. And we knew this because the text tells us that. So we were able to have insight to this. Let's go to the next slide. We were able to then say, what are the correlating evidences that would do something with that? So if you wanna know what causes that, well, now I have the yellow lines that show it well, actually, you wanna see how not having the right tools or you wanna understand why the processes are are the way they are. This is what causes that. This is how it's related to that. And so now you have the ability to use data in a very interesting way. It's an annual survey. Sure. But we also have weekly data, biweekly data. And we're able to take this and compare and contrast, look at the verbatims between both of them, run it through Watson Natural Language Processing, and say, hey, we can tell you why, not just what. And that was a game changer. This took about, total said was just under 3 months worth of of work to pull all this together for the CMO. And I worked directly with her. I was the agile coach for the CMO in her cabinet. And we were able to really solve a lot. And at the end, let's go to the 3rd slide there, Amelia. You know, there's a whole piece that we've just really broke down what causes this and why that is and what we think we should do about it. And it created very actionable ways for the executives to go back to their managers and managers go back to the employees and vice versa. Because it's an up and down, not just a top down. It's a bottom up too. So we were able to implement change because the people closest to the problem are also closest to the solution, and we wanted to give their voice credibility and weight. This helped us do that in ways at scale that, again, led to some significant changes in the culture that I think were pretty profound. Next slide, please. And I know I'm going fast. So wrapping up. MURAL is the aggregator. It's where I captured. It's where I had the teams work to to capture this. It's all AI is the organizer. We organize the data with AI, and then insights are the activator. That's how we take action. Because once you start coming qualitative turn into quantitative, now you have insight. And you can look at patterns, trends, anti patterns, and now you can create meaningful decisions from that data and ask much, much more intelligent questions. Next slide. Some of the results are pretty astounding. I won't read the screen to you because you can all read, And you can see some of the things that happened as a result of just implementing this. It's it's been hugely valuable. And what we've seen is that while it's not perfect, there's I don't think there's anything that's perfect, it it's so much better. And on the journey to not sucking at all, you know, I really I really value sucking a little bit less each day, each week. You know, if you just get that 1% better, that has a pretty significant cumulative effect. And sometimes we're 3%, 5%, 10% better. And those are things people notice. So, you know, good feedback leads to good change, and we just wanted to make that super easy. Next slide. Amelia, one more, please. Thanks. Back to you, Amelia. And then we've also got some additional addendum stuff to the right here for some from things we can talk about if we need to. But it's let's let's open it up to q and a. Amelia, I pass it back to you. Yeah. Awesome. Anthony, I I love this. I, for those who have been to other webinars, we did a webinar earlier this summer about agile methodologies. And one of the things we sort of laughed about with the team from US Bank was they got their sellers involved in running retrospectives. And not once did they mention the word agile. And they just said, like, hey. We're gonna just reflect on what's going on. And it created this incredible culture of buy in. And I think you've really you've shown that here too. And they even though IBM operates in that agile mindset, just talking about it in the sense of, like, feedback and reflection, I think, is just such a powerful way to I don't use the word agile very often. Yeah. To your point. It's because that's kinda like it's like saying put one foot in front of the other when you walk. Oh, okay. Like, I don't wanna name that. I just wanna do that. Just do it. Right? Yeah. So before we reflect on everything that we've learned and answer any questions that are outstanding today, you'll see a couple things pop up in your screen. First, have to ask this question. If you'd like to learn more about using MURAL in your day to day, whether it's a demo, pricing information, how to roll it out to your team, there will be a a, talk to MURAL Experts button that'll pop up at the top right of your screen. We're happy to get in touch, help you get started. If you happen to be a MURAL Enterprise customer, you've got someone like me on your side, and we're always willing to talk and help and really get you moving. And then lastly, before we get into the questions, there's gonna be a survey pop up and we'd love to get feedback on this session. Feedback is the name of the game. We'd like to know, you know, any topics you're interested in in covering future mural webinars, and there will be a scale in there. So popping over to the questions, the first one I'll tackle real quick, somebody asked, how do I find the radar that can be exported? I dropped the answer in the chat. All mural content can be exported, whether it's the radar template, whether it's the data coming from it. You just hit the download button in the upper right hand corner, and it'll give you some options. But onto another question. What are some of the common challenges you see sales teams face when implementing a culture of continuous feedback and how can we overcome them? What a great question. Allison, thank you for that. The most common challenge is activity as the metric. So if I'm supposed to make more calls, did I make my calls or not? That's kinda not the point. I actually had a seller when I introduced this. He, I was I was traveling through the different offices. And I went to this office and the seller said, hey, Anthony. Come here. Come here. Come here. And I come over to his desk. He goes, take a look at this, man. I I did 200 calls this week, and I did 200 calls the week before. I'm, like, that was a lot of calls. And he goes, yeah, man. I'm really proud. This is working great. And I said, question. How many leads did you get out of those calls? He's like, well, none, man. But I but I made 400 calls. And I said, funny thing is we don't actually pay you to make calls. We pay you to generate leads. Should you make calls to generate leads? Yeah. Probably. Is it the point? No. So one of the things I have found is that when activity metrics become the point, that's like missing the the whole exercise. There are activities that will need to happen. So how do I do this? Well if I want to understand what is and isn't working, I have to say a culture of continuous feedback means we ask how is it going? What's going well? What's adding value? What's not? Everybody is okay with you asking that question because they do wanna get better. They wanna hit their number. They wanna achieve quota, etcetera. So there's not a battle for that with sales. Like, that's normal. What we had to do was figure out how do we make it really easy. So that mural, it's about as easy as it gets. You go in there. You put some sticky notes, and if things that added it didn't add value. By the way, first few times you do it, it's okay. They don't give you the best content because they haven't yet learned, oh, that's how this works. Right? But within a month or 2, you you have really good feedback and they're like, oh, wait. Wait. Wait. So if I tell you this, you're gonna, like, do something about that? Yeah. Here's an example. That same seller that had those 400 calls, I went to their manager. I said, why are we measuring this activity? Well, they have to have enough calls. I said, no. They have to have enough leads. If they're not getting enough leads, let's look at why that might be. And we changed that activity metric and got rid of it. So what we have is a culture of feedback leading to change, including going to the business unit executive and saying, that's a that's a bad idea. And so we changed it. It's a really easy example. I love that. Well, we are right here at time. I wanna thank everybody for joining us today. Anthony, it is always a sincere pleasure to chat with you. If you have additional questions, feel free to reach out to Anthony. There is a link here in the mural that will take you to his site. I think I'm gonna throw this out there. I think Anthony, you mentioned it's if folks wanna join, or connect with Anthony on LinkedIn, by all means, please do so. We appreciate your time today, especially to you, Anthony. Thank you. You're welcome. Thanks for joining everyone. To my next to my picture. If you I have a free download, a PDF that shows how to do some things. If you would like that, you just click that link. It'll take you to my website, fill out the form, and I'll email that PDF to you. Totally free. Awesome. Such a generous offer. Thank you, Anthony. Thanks to everyone. I hope you all have a great rest of your day and happy collaborating.