Seth Prezant on LinkedIn: The #1 reason sales teams are not hitting quota… I was doing research on… | 12 comments (2024)

Seth Prezant

CEO & Founder | Continuous Sales Training for Teams | Staffing & Recruiting Sales Training | Speaker | Sales Team Retreats | Sales Enablement and Role Play Coach | #HikeYourSales

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The #1 reason sales teams are not hitting quota…I was doing research on RepVue last week and my mind was 🤯Scores of companies reaching only 25…30…47% of their quota attainment.In fact, most companies are below 70% and that’s barely a C- in grade school! If you are a founder, CEO, or VP of Sales, this post is for you.Here's the countdown why sales orgs are not hitting their quotas counting:#3) Forecasting. Quotas are usually based on company’s forecasting, which takes customer insights, market trends and historic data into consideration. Post covid was a tsunami of growth…some companies riding a wave of 20-46% YoY growth. But as we all saw last year, tides have changed. According to insights from Quotapath, 450+ Finance, RevOps and Sales Leaders reported that 91% failed to hit sales quota expectations for 2023. As much as we all wish this would continue, the market has stabilized. Responsible and more accurate forecasting will only help set challenging, yet reachable quotas.#2) Sales Leaders are stretched thin.Sales managers today are carrying 10+ direct reports. How is it possible to properly and intentionally do daily check-ins, weekly 1:1’s, continuous role plays, and proper pipeline and deal reviews with your folks? There’s just not enough time in the 10 hour day! In an effort to reach poorly forecasted sales quotas, executives are tightening the screws on sales managers to ramp up their team’s outbound activity, headcount, and revenue. At the same time holding sales managers responsible for employee engagement (on the job happiness), work-life integration, hitting 100% of every KPI, and onboarding new sales people to produce within 90 days. Phew! C-Suite, listen up. Sales leaders truly want to spend time growing and developing their teams and not in meetings that could have been an email. Let them lead or else they'll leave. #1) Lack of sales training.According to Task Drive, nearly 70% of all salespeople say they have not received any formal training in sales from their company– instead, they describe themselves as “self-taught”.Yet companies that invest in training are 57% more effective at sales than their competitors! Sales executives take note:According the Brevet Group, continuous training is said to result 50% higher net sales per sales rep. 50% increase in net sales!If you want a better ROI (return on individuals), implement continuous sales training in your organization. Not sure how to do it? I got you covered. Hike Your Sales Training and Community is designed for your team’s continuous sales enablement and training. It’s a low cost investment for high growth return. DM me to start the conversation and hike your team's sales. #sales #salestraining #salesforecasting #HikeYourSales #salescommunity

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Marc Mac

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absolutely agree 100% with your number one reason.. training. CONSISTENT TRAINING>. the problem is that sales leaders fall in to two categories: 1. They barely spent time as outbound SDRs, their success in that role for 3 months afforded them a promotion and another etc and now they dont have the ability to train or coach either because they dont know how to coach or train, or they simply dont have the answers the reps are looking for, but should be smart enough to point them in the right direction ((i.e. hire you to train them ongoing) 2. too many meetings and focused on the next role and simply dont have the time to do consistent training.

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Richard Saling

CMO. Affiliate Marketer. Real Estate Investor. Passionate about assisting American Families, Entrepreneurs, and Businesses achieve more cash flow.

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Why most sales organizations don't have daily or weekly training requirements is beyond me.

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Luke Beckley

Data Provocateur. Data enablement Specialist, Co-founder of Uncharted Summits, Chief Compliance Officer for Hope4, DPO & Head of Privacy and Data Governance at Correla

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Brilliant post my brother, loving the statistics and what you're highlighting here is that Sales is a people game, not a numbers game. Better forecasting will come from better understanding of your employees and their wellbeing... which in turns gives them a better starting point to understand their customers, their behaviours and how to understand how to sell to them.And YOU are the man to make people get this!!

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Dan Drucker

Empowering Fundraisers with Real-World Strategies | Live Virtual Workshops for Lasting Donor Connections & Renewed Purpose

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Forecasting has two components - leaders knowing their salespeople, and salespeople knowing their prospects. While data is important, if those two relationships are not deep enough, forecasting will be way off.

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Andrés Angulo

Senior AE @ Amplemarket | B2B Marketing & Sales | We're hiring!!!

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Love these videos! Specially if you are giving insights while in a walk!

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Martin MacArthur

I’m That Kidney Transplant Sales Guy 🚀 head of sales @ The SD Lab | Sales Development, Sales Coach, Repeatable & Scalable Growth Expert

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Great post here filled with valuable info! As for your second point regarding sales leaders being stretched thin I think this is where outsourcing & fractional partners can help eleviate some of that stress. When it comes to outbound this is one of the problems we help solve!

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  • Curolux

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  • Brandon Fluharty 🐝

    Brandon Fluharty 🐝 is an Influencer

    I help strategic SaaS sellers become millionaires using design & systems thinking (w/o sacrificing their well-being). Get started w/ the links in my featured section

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    Sales leaders need to put an end to this MADNESS. Here's a strategic seller who was put on a PIP after hitting 166% of his $1.2M quota because he didn't hit the required "activity metrics.” There’s a better way to lead:It's simple...Stop treating knowledge professionals like factory workers.Specialized knowledge, building networks, and embracing tech innovation are more important growth levers than measuring activity inputs.This is especially true for strategic sellers.If you're leading sellers who have to engage with multiple executives at large companies and you're scrutinizing their "activity metrics,” I suggest you do an audit of your management style.Here are 3 great places to start:1. WHO DO YOU WORK FOR?The average tenure of a VP of Sales is 17 months (down from 26 mos in 2010, per Gong).You’re in a high-pressure position, so it’s a good time to think about who you *truly* work for if this trend has any chance to reverse.Instead of thinking of your board and C-Suite as your bosses, what if you flipped the model on its head?This is known as Inversion Thinking.Instead of: “What do I need to show people at the top to keep my job?”Ask: “What can I do to help the people below me reach their full potential?”2. WHAT IS THE MEASURE OF SUCCESS?Is the team you lead given a revenue quota or something else?Businesses need revenue to survive and grow…Not more meetings on the calendar.So why over-index on activity inputs if the important outcomes are being surpassed?This is known as Linearity Bias, the assumption that a change in one quantity produces a proportional change in another.More calls, emails, and meetings ≠ more revenue.Instead of chastising reps who are over quota but under activity, try deconstructing their unique approach and giving them a platform to share it with the rest of the team.Viewing sellers like this as “lucky” will limit your growth and tenure.3. HOW MUCH TRUST DO YOU HAVE?“We had 2 reps put in their notice this week, and I know 2 more who are about to resign.”This was verbatim from a Strategic Account AE I spoke with last week at a Series D startup.Why? Because their senior sales team must participate in 2 cold call blitzes each week in addition to 80 outbound outreaches.“We feel like glorified SDRs. 1,000 calls have produced 10 meetings, a 1% return.”They’re fed up and burned out…so they’re leaving.If a tenured seller leaves tomorrow, what’s the cost of finding, vetting, onboarding, and training a new seller? What's the cost of lost momentum with existing pipeline?If you’re leading with activity and not strategy, I guarantee you don’t have trust in your sales team.As we enter 2024, I encourage you to think differently.The era of 17 months tenure, <40% quota attainment, and 63% of sellers experiencing burnout doesn’t have to continue.You can be the change.🐝 P.S.Strategic sellers seeking a better way, subscribe: https://buff.ly/3noPjbn

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  • Robert Gimbel

    Go-To-Market Advisor | B2B SaaS from 5M to 100M in ARR | exCRO & Head of Product of Camunda | Operator & Structure Builder

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    Great leadership advice from Brandon Fluharty 🐝Quote:Instead of: “What do I need to show people at the top to keep my job?”Ask: “What can I do to help the people below me reach their full potential?”I'd add:In a healthy culture, that is exactly what the 'people at the top' would want you to do the most.

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  • Paul Hicks

    Helping Sales & Service Teams think differently, so they can act differently

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    This infuriates me too Brandon Fluharty 🐝. Just another example of how leaders are losing touch in remote and hybrid work environments. When leaders lack intimacy with their team and the work they do, they revert back to reactively managing by spreadsheets/reports/KPIs.The universal infatuation with AI, Automation and "Activity, activity, activity!!!" (akin to the SNL "I need more cowbell" skit) is a big part of this.There is a new leadership playbook required for remote/hybrid work teams.Organizations that develop these NEW leadership skills are winning the talent battle. The good news is the rep who was at 61% of quota and 329% of their activity target just got promoted to Sales Director.✌️

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Seth Prezant on LinkedIn: The #1 reason sales teams are not hitting quota…I was doing research on… | 12 comments (43)

Seth Prezant on LinkedIn: The #1 reason sales teams are not hitting quota…I was doing research on… | 12 comments (44)

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