poweredbycaffeine

☕️

25 Days

Until the end of Q1--at least for us normies who use a standard calendar to measure our fiscal period.

You probably have some deals open in the pipe that you are diligently pulling along to the finish line...but for those at your number, how many times has your manager said today: "What can you pull in to help the team this quarter?"

From a management perspective, they obviously want you to help get the team to goal...because otherwise they fail and miss out on bonuses ore accelerators. However, for a rep it's setting you up to kill the momentum of a strong Q2 start. How do you push back?

Well, let's look at one important metric: Closing Velocity, as measured by how many days does it take to close a deal in your pipeline from first meeting to signed docs.

Understanding closing velocity can help you build that case for why you shouldn't awkwardly shove your prospect down the path of most resistance. They may already have told you they cannot sign until budget frees up in Q2, but thats' soft and your manager doesn't care. Point to the fact that your average deal takes 45 days to close and you're risking total loss over a fat chance win.

So...how many of you are going to dust off your SFDC metrics dashboard to start pushing back on the olde geezers with some cold hard data? If you cannot find that number, go bring RevOps a cookie and be their best friend.

🧢 Sales Management

6

7 comments

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CuriousFox

WR Officer

5

🦊

Data can be your best friend if you do your part on making sure everything is documented and entered correctly. By the way, I hit Q1 metrics last month. 😉

TennisandSales

Politicker

4

Head Of Sales

Love the idea of using data to fight this stupid ask from management.

“Can we bring that deal in this Q?
“Umm probs not I’ve been talking to them for 4 weeks and my average deal cycle is 13 months soooo probs not homie”

Justatitle

Big Shot

3

Account Executive

When asked "What can you pull in to this q?" or any variation my favorite response is that "I am always mindful to bring the deal in as soon as possible and not delay it, If I put pressure on it to close my fear is they will be turned off and lose the deal. I want to hit accelerators and all that good stuff but not at the cost of closing the deal to begin with."

poweredbycaffeine

WR Lieutenant

3

☕️

Golden line to use, but how many VPs have the “fuck your feelings” mindset when we hit end of quarter. Not saying it’s right, but I feel it’s more the norm.

Justatitle

Big Shot

2

Account Executive

Sure, if you want to go that route as a VP then by all means but when the deal doesn't close document it and bring it up to said VP, they usually learn pretty quick.

Pachacuti

Politicker

2

They call me Daddy, Sales Daddy

Glad I mostly work on a calendar year quota

Sunbunny31

Politicker

1

Sr Sales Executive 🐰

I know we need the revenue, they know I know, and so fortunately, when the question comes, I'll remind management of the accuracy of the forecast, that it's in the proper place. We're small enough where I don't need to manage to my manager's manager's manager. :)
However, I do have a story. Years ago, was working a few deals for Q1 and one really nice one for Q2. I was asked if there was any way to bring the Q2 one in and commit to Q1; I told them it was in the right place and unlikely, but would try, but would not commit the deal, as it was a Q2 deal. Left it forecast in the first month of Q2. It didn't close in Q1. On a Q1 close out call with my manager and the SVP (who could be kind of an ogre, but I'd worked directly with him so knew he was direct) started to yell at me about committing a deal that got pushed to Q2. Calmly, very calmly, I reminded him that I never committed to a Q1 close for the deal, and if he looked at the SFDC logs, it would clearly show it was in Q2 the whole time. Quiet, a mumbled "thanks for trying" and that was it.

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