How often should you ask for feedback in sales operations?

Asking for feedback in sales operations is like adjusting your tie: not too loose, not too tight, but just right! Aim for a balanced approach—regularly seek input after key sales events, process changes, or quarterly reviews. Keep it consistent but not overbearing; you want insights to flow like a smooth sales pitch, not bombard like a pushy salesman. Strike that sweet spot to fine-tune operations and keep the sales engine purring without overwhelming the team.

In Sales Operations, regularly seeking feedback is crucial for continuous improvement. I recommend soliciting feedback at multiple points throughout the year. Quarterly feedback sessions align well with business cycles, allowing for timely adjustments to strategies and processes. Additionally, after major projects or the implementation of new systems, immediate feedback helps assess effectiveness and address any issues quickly. In a dynamic environment like Amazon, ongoing informal feedback through day-to-day interactions also provides valuable insights. Balancing structured, formal feedback with more frequent, informal check-ins ensures a comprehensive understanding of performance and areas for improvement.

In sales operations, the power of feedback can't be overstated. It acts as a mirror, reflecting the effectiveness of our processes and strategies. By regularly gathering feedback, we can pinpoint areas needing improvement or capitalize on opportunities we might have missed. It's also a fantastic way to stay updated on the latest trends and best practices. Beyond process improvement, feedback fosters a culture of open communication, strengthening team dynamics and building trust. It's rewarding to see how recognizing achievements through feedback boosts team morale and drives innovation. Effectively leveraging feedback not only enhances operational efficiency but also nurtures a motivated and satisfied sales team.

Constructive feedback definitely a valuable tool. It is extremely important for Sales Ops to learn receiving regular feedback and criticism. It builds trust and rapport between Sales and Sales Ops.

I think that creating a solid feedback loop is one of the most important things in Sales Ops. Trends and industry standards do set somewhat of a line and benchmark for the team to play around with when it comes to implementations and processes, but creating a regular pulse check with some of your stakeholders will not only help break down the silos but also understand how your utopia can be translated into actual actionable processes and operations, that aren't just some great ideas that become isolated but rather truly impactful and levelling up the game.

Balance between positive and negative feedback is key to providing constructive insights without demoralizing the team. Additionally, we often encounter feedback that is vague or even contradictory, which requires careful interpretation and validation. It's essential to filter feedback, ensuring it's relevant and realistic to avoid overwhelming the team with unactionable information.

Feedback is vital to sales operations professionals. Seeking feedback from multiple sources is important. I like to ensure that sales managers, C-Suite, and the sales team (SDR, AE, Reps, etc.) can also provide feedback. Anytime I get feedback on for example a report needed, I try to get down to the "why" - why are they having the issue, why don't the like it, what's happening from their perspective. Often times, it comes down to training, teaching, and supporting. If they are frustrated with something, then it's my responsibility as the sales-ops leader to remedy it. The worst thing a leader can do with feedback is nothing! Get to the why, understand from their perspective, and offer solutions.

Feedback is often met with emotions, and that is also based on delivery from the giver and receiver. I find it is helpful to understand from the other persons perspective to remove my emotions and zoom out to the bigger picture to understand where this feedback may be driven from and how I can improve. We wont always like the feedback because if we are not failing we are not learning, but positioning that feedback as a leader to a team member/peer/associate its important to give intent on the feedback you are giving along with tying in their WHY.

The challenges of feedback are undeniable, but try to avoid taking it to the heart. Have recurring pulse checks with some of your main stakeholders and try to have all end-user feedback be channeled through said main stakeholders. It does not hurt to listen to end-user feedback here and there; many times you'd even uncover some pretty important gaps in the process and whatnot, and many others it would just be the "I don't like this" kind of feedback: seek to understand the -why- behind it and look for patterns across different sets of end-users. Avoid sticking to just one single opinion before taking any action.

Aunque el feedback continuo es importante tambien es importante seguir un proceso o ciclo de aprendizaje iterativo que te permita construir, optimizar, medir y mejorar por lo que demasiada frecuencia tampoco es recomendable. Se puede seguir un ciclo Lean de Construir, Medir y aprender de manera continua con tiempos determinados entre cada etapa que permita que las soluciones se adopten por un tiempo determinado para que los datos de exito o fracaso tengan mayor valor y se puedan evaluar objetivamente.

Continuous feedback is important. Utilize a form, chat group, etc. But make it easy, and review it often. Formal processes are so antiquated, and by the time they happen, the feedback isn't relevant. Make sure to provide SLAs in response to feedback, especially if you run a large org.

It depends on various factors, including the nature of the sales cycle and customer interactions. Regular feedback sessions, such as weekly or bi-weekly meetings, allow for timely adjustments and prevent issues from escalating. Timing-wise, consider aligning feedback with specific milestones or key stages in the sales process. Immediate feedback after critical interactions can be valuable, providing real-time insights. Additionally, periodic reviews, perhaps monthly or quarterly, allow for a comprehensive evaluation of performance trends. Striking a balance between frequent, timely feedback and comprehensive, periodic assessments ensures a well-rounded approach to continuous improvement in sales operations.

I've found success by being clear about the feedback's purpose, whether it's improving client relations or refining sales strategies. Choosing people with the right experience for feedback is crucial – this could be from senior sales managers or even frontline sales representatives who interact directly with customers. A mix of methods, like combining quantitative data from CRM tools with qualitative insights from direct conversations, gives a well-rounded perspective.

Be concise in your feedback and deliver your intent up front: This feedback is intended to do what for the person receiving it? - make it known how you are trying to help this person with this feedback. This eliminates the frustration a bit and helps to break down guards/walls someone may have when hearing it.