Beyond the Baseline
Randy Seidl
Board Member | CEO | CRO | Executive Recruiter | Sales Community Leader | Advisor | Consulting
Push your team to go beyond just hitting the baseline goals.
Challenge your sales leaders to commit to higher standards, moving past the typical management numbers.
This way you help prevent sandbagging and promote more consistent pipeline and revenue growth.
And be sure to celebrate those commitments— hitting ambitious targets should be a shared victory!
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Tech Sales Insights LIVE
Title: Outcome Based Selling
Guest: Scott Harvey , Chief Customer Officer at Sprinklr
Date: Wednesday, September 18th
Time: 12PM EST
This episode is sponsored by AuctusIQ Sales Solutions , the Sales Performance Assessment sponsor of the Sales Community. AuctusIQ is a sales data and science software company, with the mission of providing the right data to solve your three biggest challenges: selecting and retaining exceptional talent, coaching to ensure readiness to meet or beat quota, and winning more deals.
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Randy's Tips to Sell More ?? Excerpts from Your Go-To Sales Advisor
Maximize Effort and Results: Pushing Beyond First-Level Management Goals
By Richard Dyke
What the Idea Is
Maximize effort and results by pushing beyond first-level management goals.
Why It Is Valuable
This approach helps to eliminate "sandbagging the number" at the district management level, leading to greater accuracy and consistency in forecasting reports, pipeline management, and revenue growth.
How It Works
Sales leaders conduct business reviews with their teams, but they can't always participate in every review. To address this, set up a format for goal reviews that includes high, medium, and required deal numbers (worst-case scenario). Ideally, the worst-case goal should exceed the district commit number for the team.
When I couldn't attend district meetings, I made it a point to attend the district dinner that evening. I would order a magnum of champagne or wine and have the meeting leader bring a Sharpie marker. During the dinner, all the salespeople would sign the bottle, date it, and write down their commit number and worst-case number.
I found that the worst-case individual number was often at least twice as good as the worst-case district number. This magnum bottle became a trophy and a rallying cry. If you do this, be sure to take pictures to share, reference it during the campaign, and use it during the award ceremony later. Ultimately, the bottle could be given to the sales manager or leader. This is a fun way to drive individual performance commitments that align with broader district objectives!