Setting KPIs can often feel arbitrary, especially when entering new markets. How do you get past this uncertainty to set realistic goals?

I really like this question because it's so true! Leadership can break a lot of trust by implementing incorrect KPIs for a segment. Experienced sellers will get angry they are treated like SDRs, etc. The best thing leaders can do is watch, listen, observe, and then replicate. What have the most successful reps done in this position? Are they having 10 calls a week, 2 on-sites a month, and 1 "high value activity" a quarter (like exec intro, hackathon, etc)? Standardize from the top and make excel ...Read More

I think the key here is set proper expectations. You can still get team members to buy in to some of these metrics that may be arbitrary if you let them know that you might have to pivot. More specifically, if you set goals based on your own personal experience, review them every quarter, and then are open to making changes when appropriate, most sales people will respond well. This really comes down to having senior sales and ops leaders that have industry experience. You don't have to perfectl ...Read More

"You can't improve what you don't measure" - Peter Drucker. When starting out in a new market, there can be lots of uncertainty. This uncertainty is the starting point, however, for a fun and exciting journey to figuring this new market out. But uncertainty can be the enemy of action, so you want to remove as much uncertainty as possible, as quickly as possible, so you can get out there and start driving results. A few places to look for data in the planning and early implementation phase to eli ...Read More

As important as any KPI is why the metric is being measured, how you intend to reliably collect and review the data and the frequency you will get together to review the trend good or bad. In entering new markets, however difficult and unpredictable, you need to establish what you do believe to be true: size of the TAM, ICP definition and owners of each stage and target conversion of part of the funnel. Once you commit to the process - and give enough time for the work to show meaningful results ...Read More

Everyone has seen the "SMART" goals sheet. Are you specific with your goals when selling into new markets? Maybe it's by geo or by vertical or by title or by named accounts? Can you measure these goals on a weekly basis? Are the goals you set achievable? It's ok to shoot for the stars. Then here comes the tweaking part. You have to be realistic in a given time frame. It's always ok to ask for help. Usually, your network or higher-ups in your organization have seen mistakes or successes opening u ...Read More

Great question — I would recommend a few principles here for setting KPIs into new markets: Start small: understand what the 2-3 wins will be over the first few months into this new effort. Let’s set KPIs in accordance with those wins, and communicate them clearly to the team, and to the executives supporting that new endeavor. Report on them early and often: stay close to the KPIs in a new market endeavor—it’ll help identify trends to early wins and opportunities for adjusting KPIs. Retain the ...Read More

Having been someone who has expanded an office in a new region I can certainly empathize with anyone who is in this situation at the moment and I totally understand the hard work that goes in to getting a new market off the ground and eventually hitting goals. In this scenario I would recommend taking the time to understand the cultural buying norms of the new market and not assuming this new market will look immediately like your top performing markets. It takes time to understand a new market ...Read More

Agreed…setting KPIs that are focused on outcomes or the results of complex efforts without historical information can feel arbitrary. Therefore my coaching generally in the event you are setting up “first of kind” KPIs, whether it is a new organization or a new market, it is always better to focus on the inputs rather than the outputs. It’s impossible to accurately predict your ability to attain a revenue goal or a pipeline generation goal when you are doing something for the first time. Instead ...Read More

“SMART” goals; they’re simple and effective: Specific Measurable Achievable Relevant Time-Bound This is a classic way to hold yourself accountable with realistic outcomes. When I think about revenue, I challenge sellers and leaders to lead with data. Based on historical revenue, are you able to create a predictable model? Meaning, based on ACV, WR, sales cycle length, SQO/SAO production, are you able to determine how many opportunities you need at the start of each quarter/year in order to work ...Read More