Do you think its good when your leader focus a lot about your KPIs? Or do you think, the KPIs are not relevant, if you reach your sales target?
mazee1406
What do you think about be KPIs (Calls, emails per day) focussed?
25
Dumb, KPIs should be based upon what leads to revenue. Endless calls and e-mails to meet a number donโt do dick
This is why I hate to see leadership base reviews off KPI's and not the results that matter
Yes! Numbers for numberโs sake is just a way to look busy. I hate that kind of KPI.
i agree! and in my eyes, if u tell me i need do 40 calls a day, i fell like u dont trust me enough for do make job good
I don't think there's anything wrong with sales management communicating that the reps that are successful are averaging 40 calls/day. This provides a benchmark for the team. However, putting a number up to have a KPI number to aim for without context or without coaching or any level of flexibility removes the action (calls) from the goal (revenue).
Everything is a KPI, youโre just talking about leading KPIs. Revenue is a lagging KPI, as is pipeline generation, so really anything results oriented.
Results should be the primary measure, and leading KPIs such as effort metrics should be measured, but really only analyzed if the lagging KPIs arenโt being met. That said, itโs good to know how many leading it takes to get to lagging as adjustments can be made there to help with velocity.
As far as your situation, leading KPI measurement is very old school and is unfortunately focused on because sales is perceived as a numbers game. In other words, skill is irrelevant so long as you get enough at bats. The sun will shine on a dogs ass and the blind squirrel will find the nut with enough effort and persistence.
Results should be the primary measure, and leading KPIs such as effort metrics should be measured, but really only analyzed if the lagging KPIs arenโt being met. That said, itโs good to know how many leading it takes to get to lagging as adjustments can be made there to help with velocity.
As far as your situation, leading KPI measurement is very old school and is unfortunately focused on because sales is perceived as a numbers game. In other words, skill is irrelevant so long as you get enough at bats. The sun will shine on a dogs ass and the blind squirrel will find the nut with enough effort and persistence.
haha, agreed :D
brilliantly articulated @MCP
Thanks @Gasty, sometimes I surprise myself with how good I am. This was not one of those times, but sometimes I do.
Perfectly explained.
KPI are relevant for sure but itโs should be strategic rather than quantitative
KPI'S
Should be Keep People Interested
Keep people Involved
Keep people Inspired
Be passionate, be authentic, care about what you do
Should be Keep People Interested
Keep people Involved
Keep people Inspired
Be passionate, be authentic, care about what you do
Awesome! u are 100 % right
Great thought @Bigzar. Care to share some examples of inspiring KPIs with us?
Mix of both. KPIs could lead to greater success if they are well-articulated and focused. However, if someone is already successful they are showing a working internal system that may be disrupted with a change of focus on KPIs.
This happened at my last company where higher KPIโs were set, specifically for call volume. Even those of us doing well whoโd been there a while were suddenly required to make 50 daily dials. Easy when youโre new with no book of business, much harder and more annoying when you have 20 current accounts to manage, 80% of which werenโt sourced from a cold call.
@LuxSales: Well said! How's it been in your org / past experience?
My past experience has been some decision-makers, without field experience, generating KPIs in order to feel comfortable that something is being done. They weren't always achievable or relevant which put individuals at odds with their roles that directly influenced their income.
KPIs should always be SMART (Specific, Measurable, Achievable, Relevant, and Time-Bound.
KPIs should always be SMART (Specific, Measurable, Achievable, Relevant, and Time-Bound.
I think A/B testing is very important when you want to have a structure and path you want to develop, not just to stick to a few KPIs but yes I do think focusing on numbers matter because that's how you build a story and scale the business
KPIs are (as much as the company believes) the granular building blocks that makes targets achievable. If you can show how youโve replicated your style of hitting target without necessarily following the set KPIs, then the KPIs may be reviewed towards your style so others can replicate it.
If you canโt show your style, then your success will be attributed to pure luck and no company can run on luck so good old KPIs it is!
Short answer, yes itโs good to focus on KPIs as long as it is not set in hard stone and followed blindly.
If you canโt show your style, then your success will be attributed to pure luck and no company can run on luck so good old KPIs it is!
Short answer, yes itโs good to focus on KPIs as long as it is not set in hard stone and followed blindly.
It depends on the KPI.
I heard from someone to use "customer conversations per day" as a KPI instead of call number/email number.
They aimed for 10 customer conversations per day and were able to hit it 3 days a week.
I think that's more helpful, focusing on stuff that moves the needle as opposed to dials that mean nothing.
I heard from someone to use "customer conversations per day" as a KPI instead of call number/email number.
They aimed for 10 customer conversations per day and were able to hit it 3 days a week.
I think that's more helpful, focusing on stuff that moves the needle as opposed to dials that mean nothing.
KPIs are indicators, but not solid evidence on actual growth.
ACV and Pipe are outcomes of the calls, emails, and impact each day.
So, it largely depends on your role, and what you are expected to drive.
In larger Entreprise roles, they may close 1 or 2 deals a year. So, it would be based on POV;s, meetings with senior stakeholders, jumping out of your buying unit, paper process related, milestone specific and anchored to your job.
In Inside Sales, meetings are the thing, but meetings are only good enough if its the right ICP, persona, and it moves from a meeting, into an opp and onto 20%.
So, in the latter, I would suggest some daily KPIs around calls, emails, meetings, while also investing the inside person to quality, like ACV at 20% for instance in SFDC.
So, it largely depends on your role, and what you are expected to drive.
In larger Entreprise roles, they may close 1 or 2 deals a year. So, it would be based on POV;s, meetings with senior stakeholders, jumping out of your buying unit, paper process related, milestone specific and anchored to your job.
In Inside Sales, meetings are the thing, but meetings are only good enough if its the right ICP, persona, and it moves from a meeting, into an opp and onto 20%.
So, in the latter, I would suggest some daily KPIs around calls, emails, meetings, while also investing the inside person to quality, like ACV at 20% for instance in SFDC.
KPIs are important but if leaderships makes them unrealistic or put to much pressure on them, it leads to fake dials and opportunities
In my opinion, if you are a top performer, KPI's don't mean a thing. They become EXTREMELY important for those that are not hitting numbers though.
i think if you meet your target it doesnt matter. but KPIs do have their place.
if the data shows that you do the best when you average X amount per month and you are not getting to that number, then you know you have more under your control that you can manage.
but I think when KPIs are taken TOO seriously it sucks.
demanding that someone make 120 dials EVERY day just doenst really make sense.
if the data shows that you do the best when you average X amount per month and you are not getting to that number, then you know you have more under your control that you can manage.
but I think when KPIs are taken TOO seriously it sucks.
demanding that someone make 120 dials EVERY day just doenst really make sense.
They can shove em up their ass
I believe it's important if you are under quota. It gives your manager the idea that you are at least trying to attain quota. I've never been a manager, but I would definitely keep a closed eyes to KPI if my reps aren't hitting quota
I have a manager that is laser focused on 4 KPIs (pipe created, meetings held, emails sent, people added to sequences). Sheโs also starting to push call KPIs. Doesnโt matter how well youโre doing, if one is missed you will get called out. Numbers arenโt realistic at all given the territory size and average deal size, and feedback about this has been ignored.
The result is I do what I need to make the numbers say what she wants to see. In my previous role I wouldnโt create an opp unless it was rock solid, now I create them just to appease the manager. Complete waste of time and skews the data, but it keeps her off my back.
The result is I do what I need to make the numbers say what she wants to see. In my previous role I wouldnโt create an opp unless it was rock solid, now I create them just to appease the manager. Complete waste of time and skews the data, but it keeps her off my back.
I support them, and do my best to show how the metrics help predict performance. I do not believe in a one shoe fits all metric system. I believe there are individual metrics and help my people understand their individual metrics as a way to show them how to max out compensation by winning more deals. It's worked for me and I'm from the old school era of Steve Schiffman metrics and telephonic sales.
People should be rewarded for outcomes, but also compensated for a great collaborative effort.
KPIs are essential, but they shouldn't be the backbone of judging performance. It should always be effort = outcome.
Putting the stressor of KPIs on AEs/SDRs makes it arduous for them to often stray away from their actual. And that is strategic prospecting.
Additionally, KPIs also allow Leadership to audit fraudulent sales activities, so that's a solid plus as well. When something is being measured then that means active monitoring will improve metrics.
KPIs are essential, but they shouldn't be the backbone of judging performance. It should always be effort = outcome.
Putting the stressor of KPIs on AEs/SDRs makes it arduous for them to often stray away from their actual. And that is strategic prospecting.
Additionally, KPIs also allow Leadership to audit fraudulent sales activities, so that's a solid plus as well. When something is being measured then that means active monitoring will improve metrics.
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