YouSaid · the spoken record

Larry Schurtz

lines on the record: 57
first: 2024-05-10
most recent: 2024-05-10
sittings or episodes: 1
sources: podcast

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“Always start playbooks with outcome first and work backwards. You can get super playbook happy, super playbook heavy, everybody's got a playbook, playbooks end up conflicting with each other. I always try and work playbooks backwards. What is the outcome that we're looking for? And depending upon the playbook, I typically work it backwards into if that needs to be true. By when does that need to be true? What are the critical things that need to happen for that to be true? And who are the people that we're going to ask to go do that? I like to keep it simple. Outcomes first work backwards and then measurement and cadence. How will we know if we're on target? How will we know if we're on track? If we're not, what pivots do we think we're going to make kind of play the chessboard out a little bit? But man, I'm just a fan of keeping it simple.”
2024-05-10 · The Twenty Minute VC · 20Sales: How to Build Vertical Sales Teams, Why No Customer Success is BS and Everyone Needs it, How to Hire, Train and Retain the First Reps and Lessons Scaling to $2.1BN Revenue and 1,300 People with Larry Schurtz, CRO @ Genesys · IDENTIFIED FROM THE TRANSCRIPT · source
“So, yes, I do share that opinion. I would expand if I can. This is more than like reading customers. You cannot train EQ. Really, really good high end EQ. I firmly believe that that's in you. And I think that is the art. And I would tell you as it relates to things like empathy, which is what we're all looking for from customer interaction with our co-workers and bosses. I think it's really hard to train empathy. Trust me, I've tried, right? And when it's not something that is core to people, you're asking them to work out of there. What I think is their DNA cycling. And it's really, it's uncomfortable for them. It's not a great spot for them to be working. And so I do think it's a lot of art. I think there is a beauty, a real beauty in people that do it well. And I think it separates the incredible from the great.”
2024-05-10 · The Twenty Minute VC · 20Sales: How to Build Vertical Sales Teams, Why No Customer Success is BS and Everyone Needs it, How to Hire, Train and Retain the First Reps and Lessons Scaling to $2.1BN Revenue and 1,300 People with Larry Schurtz, CRO @ Genesys · IDENTIFIED FROM THE TRANSCRIPT · source
“I have historically thought that it was probably seventy percent art and thirty percent science. And then I challenge myself on that because then I think, okay, well, if it's art, then like, can you learn art? Is art more talent and is science more skills? How do you balance those? How do you recruit for those? How do you organizationally model for those? I today am probably in the sixty, forty, if you press me, I still think it's a lot of art. I still think it's a lot of talent. And when I say talent, I'm talking things that you and I like that it's hardwiring. That hardwiring was when we turned 13, man, it's in us. You can pivot, you can adjust, you can learn new things, but all the skills-based things that happen after that, I would put into the science bucket right or wrong.”
2024-05-10 · The Twenty Minute VC · 20Sales: How to Build Vertical Sales Teams, Why No Customer Success is BS and Everyone Needs it, How to Hire, Train and Retain the First Reps and Lessons Scaling to $2.1BN Revenue and 1,300 People with Larry Schurtz, CRO @ Genesys · IDENTIFIED FROM THE TRANSCRIPT · source
“My framework, as I think about it from a leadership perspective, there's nothing more important than people. There's just not. Some people call it talent, whatever you want to frame it in, your human capital is the most important thing. And then in the job that I've chosen and that my teams have chosen, which is deliver the number, there's no plan B. There's no like other team that if we don't get it done, somebody else is going to. It doesn't exist. So for me, it's people, it's executing on the number. This is ruthless prioritization because I could argue this third one should be first. It's customer success. And I think if you're nailing those three things, you're probably doing a pretty good job.”
2024-05-10 · The Twenty Minute VC · 20Sales: How to Build Vertical Sales Teams, Why No Customer Success is BS and Everyone Needs it, How to Hire, Train and Retain the First Reps and Lessons Scaling to $2.1BN Revenue and 1,300 People with Larry Schurtz, CRO @ Genesys · IDENTIFIED FROM THE TRANSCRIPT · source
“We try and do too much. We really try and do it all. I would look at that from one, from the personal leader perspective, the impact that has on the leader and then the impact that has on your team. So I'll kind of unpack that. On the leader side, if you're personally trying to do too much, this is where you really get into what I know are mindset challenges. These end up in health challenges. You really get spread way too thin when you're trying to do too much. And we can kind of talk about my perspective on how you solve that piece of the puzzle. But I think that's number one. Number two, the impact that actually has on your team is pretty detrimental. It all ends up flowing down. It's a very diminishing trait when you try and do too much because you flow it down and you keep adding things on. You never take anything off. Like the list just kind of keeps growing. And when the list grows, your teams aren't able to do it either and the bag gets fuller and fuller and fuller and fuller. And for me, it's a little bit like a balloon eventually when there's so much air in there it breaks.”
2024-05-10 · The Twenty Minute VC · 20Sales: How to Build Vertical Sales Teams, Why No Customer Success is BS and Everyone Needs it, How to Hire, Train and Retain the First Reps and Lessons Scaling to $2.1BN Revenue and 1,300 People with Larry Schurtz, CRO @ Genesys · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, well, to a little bit of background. When I graduated from high school, I went into college. I want to be an electrical engineer. More specifically, actually most specifically, I wanted to build robots. I went in, took my first electroengineering courses, obviously heavy math, some things that I had not really been prepared for and realized that that was probably not the best spot for me. I quickly exited and got into marketing and I did a lot of even back then a little bit of kind of just soul searching of that's a pretty dramatic miss of what I wanted. And I realized I actually didn't want to like build the robots. I wanted to sell the robots. My love of sales really just came from my first job out of school. I graduated with a marketing and finance degree and two companies came onto my campus. One was Eli Lilly, pharmaceutical company and the other was EJ Gallo, the wine company. So these are tough choices as a college graduate. I went to Eli Lily.”
2024-05-10 · The Twenty Minute VC · 20Sales: How to Build Vertical Sales Teams, Why No Customer Success is BS and Everyone Needs it, How to Hire, Train and Retain the First Reps and Lessons Scaling to $2.1BN Revenue and 1,300 People with Larry Schurtz, CRO @ Genesys · IDENTIFIED FROM THE TRANSCRIPT · source
“If you can't forecast accurately, either you don't truly understand your business, you aren't truly doing the amount of diligence with customers and opportunities. You don't have enough opportunities to be able to balance out some of the riskier things with some of the things that look better. And we might not even be asking the right questions and we're likely not talking to the right people.”
2024-05-10 · The Twenty Minute VC · 20Sales: How to Build Vertical Sales Teams, Why No Customer Success is BS and Everyone Needs it, How to Hire, Train and Retain the First Reps and Lessons Scaling to $2.1BN Revenue and 1,300 People with Larry Schurtz, CRO @ Genesys · IDENTIFIED FROM THE TRANSCRIPT · source