No More 'Maybe Next Quarter'...

I remember working with a techie founder who was visibly disturbed at the mere mention of sales funnels and forecasts.

"I don't want to be in the numbers game," he declared. "It sounds to me cut-throat. I want to help and serve as many businesses as possible."

"All right", I told him. "Let's reframe it. We'll track how many businesses agree to let you help & serve them, and in return, you'll charge a service fee. Is this a fair approach?". He agreed.

Wanted to share this experience as we may articulate differently but end of the day, we shouldn't feel bad or uncomfortable talking about the 'numbers game'.

I know - many of you might not like this article.

Philosophically, we're often told that sales shouldn't be a numbers game.

It feels cold, impersonal, heartless, ruthless and even soul-crushing.

But here's the hard truth:

ARE THESE JUST NUMBERS?

No. They represent revenue, profitability, and growth. They're directly linked to the future and survival of your business, and the livelihoods of hundreds or thousands of families depending on it.

Our mission is definitely to solve real business problems using cutting-edge technology.

But internally we need a system and a culture to track our progress and hold ourselves accountable.

Building an accountability-focused culture isn't easy.

But it's essential for consistent growth and long-term existence.

Here's how to get started:

1. Set clear, measurable goals for each role. - Tangible and Intangible

2. Implement a robust tracking system. - Sales Rituals and Sales System

3. Provide regular feedback and coaching. - Sales Competency

Often people mix Discipline and Accountability with 'Punishment'.

Remember, this isn't about creating a pressure cooker environment. It's about building a culture where everyone understands their role in the company's success, takes responsibility, is accountable to get results and has the tools and support to excel.

Let's dive deeper into how to make this work in your tech solution company.

Defining Your North Star Metric

Every tech solution company needs a North Star Metric - that one key indicator that aligns your team and drives growth.

For some, it might be Revenue, and for some Profitability. For others, it could be the number of new logos or MAMR.

The key is to choose a metric that reflects both your business model and your impact on customers. Make it the centrepiece of your accountability culture.

Remember, the goal isn't to create a complex web of KPIs. It's to give everyone a clear target that connects their daily work to the company's Mission.

Next, communicate this metric relentlessly.

Plaster it on walls, include it in every all-hands meeting, and celebrate milestones.

Make it impossible for anyone in your company to not know what you're collectively working towards.

Implementing a Rigorous Goal-Setting Process

Here's a quick rundown:

1. Break the FY goals into HY, and Q and set 3-5 high-level objectives for the quarter.

2. Define 3-5 key results for each objective. These should be qualitative and quantitative.

3. Cascade these down to team and individual levels.

For example, a high-level objective might be to "Dominate the mid-market segment."

Key results could include "Increase mid-market revenue by 30%" and "Achieve 50% market share in target industries."

Tie these goals directly to % of compensation. This doesn't mean you should create a cutthroat fear environment. Instead, balance individual targets with team and company-wide goals. This encourages collaboration while still driving personal accountability.

Frame this as a tool for identifying where support is needed. If someone's consistently falling short, it's a signal to provide additional resources or coaching, not to start disciplinary action.

Building a 'Numbers-Driven' Culture

Now that you've got your North Star Metric + Goals, it's time to build a culture that lives and breathes data (or numbers).

This doesn't mean turning your team into number-crunching robots. It means empowering them with information to make better decisions.

Start by making simple dashboards, as simple as Excel sheets with dynamic data around key metrics and goals, getting updated daily.

Through this system, we are building desired behavior, and habits and developing the right mindset.

Next, train your team on how to interpret and act on this data. Don't assume everyone knows how to read a sales funnel.

Remember, the objective isn't to create a culture of micromanagement but owing the 'RESULTS'.

And here's a pro tip:

Celebrate data-driven wins, no matter how small. Even if someone decides to withdraw from an opportunity and justify with data and facts.

Sales Rituals - To ensure the intense FOCUS & Feedback

A year has only 52 weeks, and a quarter only 13 and if you check, you don't have 90 days in a quarter but about 45-50 productive days. You need intense focus on each day.

Getting performance discussions in front of the team can be uncomfortable. Your job is to make it a normal, expected part of daily work life.

Forget QBRs and FYR reviews - they're too infrequent to drive real change. Instead, encourage weekly team and 1-on-1s between managers and their direct reports.

Dealing with Underperformance

Now for the tough part - dealing with underperformance.

In a results-driven culture, this is non-negotiable. But it doesn't mean you should rule with a dagger in hand.

First, remember that underperformance is often a symptom, not the problem itself. When you notice someone consistently missing targets, your first step should be to investigate why.

Is it a skill gap? A motivation issue? Are there personal problems affecting their work? Your approach should vary based on the root cause.

Give them time - usually 3 to 5 months - to show improvement. During this period, increase the frequency of check-ins. Provide specific feedback and recognize any progress, no matter how small.

But here's the hard truth - if there's no improvement after this period, it's time to make the tough call. Keeping underperformers on the team isn't just bad for results - it's demoralizing for your high performers.

When it's time to part ways, do it with empathy and professionalism. Offer whatever support possible - a severance package or help finding a new role that might be a better fit.

Remember, how you handle these situations sends a powerful message to the rest of your team. It reinforces that you're serious about results, but also that you treat people with respect and fairness.

Fostering a Growth Mindset

Building an accountability culture isn't just about tracking numbers and hitting targets.

It's about creating an environment where people are taking ownership and constantly pushing themselves to improve.

Invest in your team's development. Hire a coach or engage a 3rd party where they are more open to discussing their challenges. And it involves both technical and professional skills.

Building this culture is not about a one-off training session or a motivational speech. It's about consistently reinforcing these ideas in your daily interactions and decision-making.

Conclusion: The Path Forward

Building an accountability and results-focused culture in a tech solution company isn't easy. It requires consistent effort, tough decisions, and a willingness to challenge the status quo.

But the payoff? A high-performing team that's aligned, motivated, and constantly pushing the boundaries of what's possible.

The road ahead may be challenging, but the destination - a high-performing, accountable tech solution company - is worth the journey.

Now, it's time to take that first step. What will you implement first?

Happy Building Numbers Culture,

Rajneesh

PS: Let me have your feedback. You can DM me if you are not comfortable commenting here.