Glide VP of Sales • 3y
Some of the worst KPIs to commit to achieving are usually around Talk Time. God gave you 2 ears and one mouth for a reason. We should look more at engaging questions asked in a sales cycle. Sharing is caring. You can ask different titles within your organization how they would like to be asked these types of questions or what's the last time they purchased and what made it a great experience.
SurveyMonkey Director, Expansion Sales • 1y
Those that are not reflective of your business or the products your reps are expected to sell. AOVs vary across businesses as do sales cycles. One size doesn't fit all!
If a rep can't clearly see the return on the time investment they are unlikely to be consistent with their weekly activity. Consistently showing reps what good looks like in terms of activity and how that converts in to sales attainment is the best way to move them in the right direction.
Loom VP, Revenue • 3y
I think about this in two ways: Vanity metrics Key business metrics Activity: Leaders should care less about the mass quantity of emails and calls and focus more on quality and conversion rates. How and why did someone respond should take priority vs. how many voicemails did you leave today. Revenue: Rather than looking at how many MQLs we’ve generated, let’s determine how many MQLs converted to SQOs, which converted to SAOs, which converted to annualized revenue. Why did a meeting not convert? ...Read More
Outreach Sr Director of Strategic and Enterprise Sales • 1y
The worst KPIs to commit to are the ones that:
Don’t drive to business outcomes (if we hit this KPI, does it bring us closer to our goals as an org?)
can’t be communicated easily (if it’s not understood, it won’t be adopted!)
aren’t tracked against a source of truth. (need a single view into how we’re performing against the KPI)
Work towards the opposite of that list when validating the effectiveness of a KPI. Hope that helps!
AlphaSense Senior Director, Strategic Sales • 2y
The worse KPIs to commit to achieving are those that you and your team do not have direct control over. If the KPI is highly reliant on the coordination of cross-functional partners your control becomes indirect. If your KPI relies on the action of a customer or prospect (which can you influence but not control), then you are putting your chances of success up to fate. Ideally, you are committing to inputs and not outputs. You can’t guarantee a commit to pipeline build goal (output), but you can ...Read More
HubSpot Director Sales DACH • 1y
KPIs which are not tied to objectives, initiatives or strategic goals are irrelevant.
E.g. why should someone focus on ratio between emails sent to meetings booked if meetings will only be scheduled via phone. Why looking at seasonality or amount of revenue booked in the final 2 days if the pattern stays the same month over month or quarter over quarter?
October 23 @ 10:00AM PT
October 22 @ 10:00AM PT
December 18 @ 10:00AM PT
Head of Sales, Lending & Credit · Bluevine
Director, Expansion Sales · SurveyMonkey
Sr Director of Strategic and Enterprise Sales · Outreach
APAC Vice President of Sales · Braze
Director, Adobe Sales Academy · Adobe
Director of Sales, SMB · Figma
VP of Sales · Glide
VP of Sales · Collectly
Director of Sales · HubSpot
VP, Revenue · Loom
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