How do you go beyond just reporting and have a more strategic voice in how things get done?

This is a critical role of RevOps or Sales Ops teams but can be very challenging given the constant nature of any business and the questions/requests you get on a daily basis. Perhaps the most important way to do this is develop the ability (and the right) to say "no." You also need the right people on the team who have the skills and experience to be strategic, so think about what you're hiring for in each role. Finally, as a RevOps or Sales Ops leader, you need to have an open dialog with the CRO and Sales leadership team so they understand how you want to balance tactical work with strategic work. Without an articulated POV on what you want your team to do, it's hard to get anyone you work with to support it.

Some ways that can help you say "no" to create the space and time to

• Earn the right to say "no" by building a great relationship with your stakeholders. The Trust Equation (https://trustedadvisor.com/why-trust-matters/understanding-trust/understanding-the-trust-equation) is a helpful framework for this. The more you act as an advisor to them with the business's interest at heart, the easier it is to find ways to contribute to strategy.

• Align with your Sales partners on OKRs or quarterly goals. You can use that "contract" to allocate your team's time and push back when there are requests for new work. You'll always need to reprioritize, but this can make you less reactive.

• Automate the basics so Sales and other cross-functional partners can self-serve data questions. If you don't have to answer recurring, daily questions for them, it can open up a lot more time to be strategic.

• Be clear on what the tradeoffs are. If your team is only doing reporting work, your won't be able to drive material changes in the business. Very few senior leaders will say "that's the way I want it to be."

You should also be realistic with your team about the balance of daily run-the-business work and long-term strategy work. For more junior roles, they are likely spending 80-90% of their time on the reporting/RTB activities. At the Director+ level, that should decrease to 50% or less.

Establishing a strategic voice goes hand in hand with providing valuable insights through reporting. Here’s how I ensure that my team and I play a more strategic role in the organization:

1. Proactive Insights: Instead of just reporting on what has happened, we analyze trends and provide forward-looking insights. We highlight potential opportunities and risks, helping to guide strategic planning.

2. Building Relationships: I prioritize building strong relationships with key stakeholders across different departments. Through regular communication and collaboration, we ensure that our insights are integrated into decision-making processes.

3. Demonstrating Impact: We actively showcase examples where our reports and insights have led to positive outcomes. By illustrating our impact, we strengthen our credibility and reinforce the value of our strategic input.

4. Participating in Strategic Discussions: My team and I actively seek opportunities to participate in strategic planning sessions and high-level meetings. Being present in these discussions ensures that our insights are considered and that we can contribute directly to decision-making.

5. Continuous Learning: We stay up-to-date with industry trends, best practices, and emerging tools. This knowledge allows us to bring fresh perspectives and innovative ideas to the table, further establishing our strategic voice.

6. Aligning with Business Objectives: We ensure that our reports and insights are closely aligned with the overall objectives of the organization. By speaking the language of the business and focusing on key priorities, we ensure that our input is relevant and impactful.

7. Educating Stakeholders: We take the time to educate stakeholders on the value of data-driven decision-making. By enhancing data literacy across the organization, we foster a culture that values and leverages our strategic insights.

8. Offering Recommendations: Beyond just reporting on data, we provide actionable recommendations. These suggestions are grounded in our analysis, offering a clear path forward and demonstrating our strategic thinking.

This is obviously a journey, and by trying to adopt these approaches, I try to ensure that my team and I are seen as valuable strategic partners, going beyond reporting to actively shape how things are done in the organisation.