I was asked to share my view on the top three things an ideal SKO should include. Like the real estate agent considering Location, Location, and Location being the top three most important criteria for choosing a home, I replied: Education, Education, Education. Then they insisted on knowing if there was really something else, so I ended up adding Motivation and Purpose to the list, but everyone knows that motivational speeches fade within hours, and purpose is not something that requires an SKO, and can be reminded regularly in other ways. So while Education should be considered as the number one priority of the SKO, let’s take a look at how we can work on Motivation and Purpose as well. Whatever you have in the SKO agenda should be directly and clearly classified under one of the three categories below; Motivation, Purpose, or Education. If it’s not, then remove it. Your sales force time is their most valuable asset, directly impacting your revenue. (Read it again).

Motivation

A well-executed Sales Kick-Off (SKO) needs to do more than an internal networking venue; it must inspire, energize, and ignite a deep sense of motivation among sales teams. Attendees should leave feeling empowered, proud to represent the company, and ready to take on ambitious sales goals. To achieve this, the SKO should be structured to emotionally engage the audience through relatable, powerful content and stories that connect with their daily challenges and aspirations.

SKO Keynote Speech Focused on Motivation

Begin the SKO with a keynote speech from a high-level executive, focusing on the company’s vision, the importance of the sales team’s role in realizing that vision, and how their efforts directly contribute to the company’s success. This speech should mix recognition of past achievements with a rallying call to take on the challenges ahead. The goal is to leave the audience feeling valued and essential to the future of the organization. The speech should touch on personal motivation, passion for the solutions, and pride in being part of the company.

A Win Story Against a Tough Competitor

Nothing motivates a sales team like hearing about a hard-fought victory. Somewhere in the agenda, have an Account Executive share a story about how they won a deal against a particularly tough competitor. In this case, they might mention how they collaborated with the Champion to navigate internal obstacles. They can describe how they could influence the customer’s Decision Criteria to gain an edge over the competition. Leadership should make sure that everything about the deal is authentic and truthful. This should not be a fake, feel-good, look-good show, otherwise it will have the opposite effect.

A Win Story with a Very Short Sales Cycle

Somewhere in the agenda, have an AE share a success story of a fast sale, without cutting corners. This story focuses on efficiency and speed. The AE could describe how identifying a Champion early helped them quickly gather key information. By focusing on a streamlined sales process collecting metrics during initial presentations and demos, they were able to minimize the sales cycle by eliminating the need for a POC/POV, resulting in a swift win. They might touch on how they used Metrics to quantify the solution’s economic impact, thus creating urgency and making a compelling case for why the client should go fast.

A Win Story About a Very Large Deal

Similarly, make sure there is a success story about a large deal. The AE should explain how they strategically built a relationship with a Champion who had a clear influence on the client’s stakeholders and most importantly the Economic Buyer. They might mention how they worked closely with the Economic Buyer, ensuring the impact on mitigating risk or the bottom line. Throughout the process, the AE could describe how Metrics were used to build a compelling ROI, reinforcing the value of the deal and helping to secure approval from key decision-makers.

Motivating Product News @ SKO

Share the latest updates about product innovations that give the sales team a competitive advantage. Tie these updates to how they help influence customer Decision Criteria and make it easier for sales reps to articulate the ROI of the solution. This reinforces the team’s confidence in the product and its market position. Avoid talking about products that are not yet available in a SKO. You neither want your sales force to sell the future nor delay deals. Not to mention that new products are never available on the scheduled dates.

Top performers‘ Recognition during SKO

Reward and recognize top performers prominently. Bring them on the stage, put the spotlight on them, and disclose what they received as compensation. Announce all merit-based promotions and explain specifically what they did to deserve the promotion. Announce the new year’s incentives for top performers, showcasing how hard work and results will be rewarded. Showcasing these achievements builds pride in the company and motivates the team to push for more success.

Purpose

Leadership should announce the new year’s goals and strategic objectives. They need to be detailed and explained. But that’s not enough. A successful SKO not only sets targets but also provides a compelling sense of purpose. Attendees need to understand not only what they are working towards but why it matters. There should be a collective purpose and a personal identification with the collective purpose, and a personal win in there. By connecting personal achievement to collective success, you create a deeper commitment from your team.

A quote from my book “Leadership By Cyrus the Great”

I want to share here a passage from my recently published book where Cyrus the Great’s first speech, at a very young age, talked to his soldiers. It’s mind-blowing how these principles of leadership are eternal:

“From boyhood, we’ve been trained in the ways of honor and nobility. Now, let’s face our enemies. They may be skilled with javelins and bows and ride well, but they aren’t true warriors if they fail when endurance is needed. You, however, are not like them. To you, night is like day. Your training has taught you that hard work leads to happiness. Hunger is a daily companion, and water quenches your thirst like a lion at a stream. You have something rare and valuable: the love of victory. You seek honor and gladly face hard work and danger to earn it.”

Cyrus the Great.

When you hear this, you want to be part of this team. You want to win. This is not about money or commissions. This is much stronger.

Draw the Vision during SKO

Start by painting a clear picture of the ultimate destination. Where is the company heading? Share the long-term vision that inspires and excites the sales force. Describe the road ahead, including both opportunities and challenges. This vision should be aspirational but grounded in reality, showing how today’s efforts will contribute to future success. Just as Cyrus’s warriors were driven by honor and a clear sense of destiny, your team should understand the importance of their role in reaching this destination.

Set Goals for This Year

Once the vision is set, focus on the concrete goals for the upcoming year. From the shareholders’ viewpoint, these goals could include growth, profitability, or market expansion. For clients, it might be improving satisfaction, loyalty, lower churn or delivering innovative solutions. For employees, highlight goals like career development, recognition, and creating a supportive culture. Break down both qualitative and quantitative goals: revenue targets, client acquisition, and product milestones, while also emphasizing teamwork, innovation, and customer success.

The Why Behind the Mission

Leaders should inspire by explaining why these goals matter. It’s not just about hitting numbers or launching products; it’s about making an impact on the industry and the clients we serve. Ask clients why they are using your solution and you will be served with sources of purpose. By aligning personal efforts with the company’s broader mission, employees can find purpose in every step of their journey.

Building a Collective Mission during SKO

Through team-building activities and shared experiences, create a sense of unity. When people feel they are part of a larger mission, working not only for themselves but for the team, motivation and dedication follow naturally. Everyone should feel like they’re on the same road, moving toward shared success.

Personal Purpose

Each team member must see their individual growth as part of the company’s purpose. Personal victories—whether in career advancement, recognition, or financial rewards—must be connected to the broader mission. When hard work leads to both personal and collective success, motivation and dedication become second nature.

Education, Education, Education

First, make sure MEDDPICC is understood and practiced. If it’s not, whether because it was introduced many years ago and for whatever reason it’s out of focus, then you need a restart. MEDDPICC is not an option, it’s a must, even if you are using another framework. While some might feel it’s weird to introduce a new sales methodology, it’s important to remember that many successful frameworks—Solution Selling, Customer-Centric Selling, The Challenger Sale, MEDDPICC—are complementary. They each highlight a different aspect of sales. For instance, while Spin Selling focuses on discovery, MEDDPICC sharpens qualification. You will never find anything contradictory among these frameworks. They equip your sales teams with a diverse set of tools to navigate various sales scenarios.

The real challenge with training lies in ensuring that these insights are applied and retained beyond the SKO. Research shows that 85% of training content is forgotten or left unused after a few weeks if not reinforced. Even the most engaging sessions, keynote speeches, and high-energy presentations tend to fade from memory without consistent follow-up.

To make sure MEDDPICC becomes second nature, repetition through diverse formats—online learning, in-person training, workshops, and coaching—is crucial. Here’s how to deploy MEDDPICC effectively during your SKO:

1. Leadership and Managers buy in.  If you are a CRO leading the initiative, make sure your 1^st line, 2^nd line, … managers are involved, convinced and leading. If you are a sales enablement managers or sales ops leader, you have to make sure the CRO is considering the SKO as their most important event of the year. Put egos aside. You are not doing this FOR the CRO or the sales leadership team, you are not doing it ON BEHALF of them; you are doing this WITH them.
2. Pre-event Online Courses Kick off the learning process before the SKO by enrolling everyone in the online courses. Everyone means everyone from the CRO down to the AEs, including sales engineers, CSMs, consultants, and AMs.  This allows the sales force to learn at their own pace and provides them with a foundational understanding. By the time they arrive at the SKO, they will have already been introduced to the core concepts. You can track their progress through reports, ensuring everyone is ready for the event.
3. Event Training During the SKO, reinforce the eLearning materials through live sessions, either virtual or in-person. Although the content overlaps with what was learned online, the live format, enhanced with real-world examples, makes the material more impactful. Repetition in different formats helps solidify the key takeaways.
4. Event Workshop Live interactive workshops give attendees the chance to apply what they’ve learned through real deal scenarios. That’s where the training is customized to your products and services. Salespeople can analyze their active campaigns, refining their strategies, practicing MEDDPICC questioning techniques, and collaborating with peers. These workshops create a hands-on environment, allowing participants to learn through doing and preparing them to hit the ground running immediately after the SKO.
5. MEDDPICC for Managers Frontline sales managers are critical to reinforcing MEDDPICC. At the SKO, they should receive specific training on how to coach their teams using the framework. This coaching can begin online and be supplemented with refresher sessions during the SKO, ensuring managers are equipped to guide their teams effectively.
6. Live Opportunity Reviews & Deal Inspection Following the workshops, hold live reviews of real deals, just like a QBR session. Account Executives can present their analyses, using the MEDDPICC framework to assess the strength of their opportunities. These are collective deal inspection sessions that not only provide valuable feedback but also teach account executives and account managers how to self-assess and improve their chances of closing deals. With the right facilitators running these sessions, sales managers also learn how to review opportunities after the SKO, with their teams, to make sure the learnings are practiced.
7. Post-event Coaching After the SKO, ongoing coaching is essential to embed MEDDPICC into daily practice. Sales managers should continue one-on-one deal reviews, making MEDDPICC questions a regular part of forecast meetings. This ensures that the methodology becomes ingrained and second nature for the team. If you have read my book, Always Be Qualifying, you probably noticed one of my preferred quotes from Aristotle:

 “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” -Aristotle

By employing a multi-phase approach—pre-event learning, live training, workshops, and post-event coaching—you ensure that the education of MEDDPICC is not just introduced but fully embedded into the sales process. Continuous reinforcement guarantees better retention, improved performance, and long-term success.

With platforms like the MEDDIC Academy, you can support year-round learning, ensuring that your sales team and your leadership team stay sharp and engaged.

Are you ready to deploy MEDDPICC at your next SKO? Let us know if we can help.