Have your RevOps and sales team lost that lovin’ feeling?
For Tyler Morrow, director of corporate sales at Qualtrics, expanding the definition of a “win” is key for keeping your sales team motivated and focused while reinforcing the importance of working together and supporting RevOps to achieve goals.
In this episode of Go to Market with Dr. Amy Cook, Tyler explains why transparency and communication between sales and RevOps teams are crucial, especially when there are changes in territories, and shares his thoughts on why collaboration among RevOps and sales teams is too often overlooked.
Learn the advantages of involving frontline AEs in account scoring, why RevOps should seek AE input to avoid costly mistakes, and discover the daily habit sales leaders love that places A players ahead of the crowd in quota attainment.
Here are some interview highlights.
Amy: What are your best practices for sales, particularly quota attainment?
Tyler: I instruct people to work backward from their annual number to their day-to-day. Calculate how much you need annually, all the way down to how much pipeline you’ll need to generate on a day-by-day basis. Typically, that starts with your best clients… If you have the data to show your average deal size, your average win, and your average sales cycle, you can do the backward math to figure out how much pipeline you need and how many deals you need to close to set yourself up for your annual attainment.
But the issue is, most people never look at this plan again until the end of the quarter or the month, or when their manager says, Hey, what’s going on with this account? That is the difference between A players and B players.
Your B players are just winging it. They’ll have the roller coaster of attainment, where in some quarters they crush it, and in some quarters they miss horribly. That’s the cycle they go through. However, A players are people you can rely on because they prioritize their day by referring to their plans daily or weekly.
Amy: How can the RevOps team better engage with sales?
Tyler: When RevOps makes decisions that affect people’s territories or books, that’s effectively messing with their W2 at the end of the day. So the one piece of advice is just being transparent about what you’re doing and when you’re doing it.
You have to understand both perspectives. And the unpopular opinion I have between RevOps and sales is that there’s not enough collaboration between the two. As a leader, my job is to get in front of that. I realize more than anyone on my team that sales leaders are not successful because of themselves. They’re successful because of the team they’ve built around them. If I can build that relationship with all the supporting functions, then I’m at least doing my job to support my team, especially with RevOps.
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