Leading the team Flashcards
What is the situation
Based on the numbers, our gap to forecast is $136k but based on what we have in the pipeline, we’d have to close 50% of that. Based on the YTD results, I also felt the forecast was not likely enough to achieve plan based on growth rates. There is not enough detail to fully analyze the opportunity sizes and exact stages, but broadly need higher opportunity count, need them advanced effectively, and need to ensure they are team solutions where possible. We also have a leaky bucket problem, with only 2 of 6 showing truly positive NCVI results.
Where would you focus - RLC
Shown on the next page, but clearly have some gaps in RLC execution - sometimes on pace, sometimes not driving the right HVE outcomes. My focus would be on RLC hygiene - what should each call deliver, what questions should we be solving for, are we capturing growth opportunities, and most importantly are we focused on the right MCPs/COs.
Where would you focus - A-C execution
Team clearly needs to be solid on execution based on the CR needed.
I would work to review the named deals and ensure we are hitting key points - power, urgency, budget, objections. Also assess at each stage what we need to solve for - do we have desire and conviction?
Have we mapped the team and determined ways and paths to expand the solution size?
Are we assessing disposition with our urgency drivers?
Pipeline expansion
We know that nearly half of deals that close in Q4 had their first meeting in Q4, so pipeline is still a worthy project. However, the data is 11/8 so I maybe have 2 business weeks to set and schedule net new meetings, so I need to dig into YTD as well and ensure we are re-engaging and leverage what is out there to expand.
How to do this at scale?
First, would need to review what inputs does the team know well and just need a reminder. Chad, we discussed that it shouldn’t be a panic - we should be able to reference back to prior learnings and inputs. I flagged that the data was from November, but I am going to work under the assumption that as leader I was seeking to fix some of these things well before then.
Second, I would manage up - what are you planning on reviewing holistically, what are consistent opportunities across teams that we can get scale through focusing on as a broader team.
Then I would manage at the team level - using the team meeting to review key fundamentals that are critical to move forward and ensure we are embedded in that - keeping the team very focused on what’s critical. I would buddy up team members for rehearsals and shadowing, and then recap back.
Then I would ask that the team come prepared on their 1:1s with their plan in each of the key focus areas for consistency and then tailor my individual coaching where needed.
Rachel - My high performer - help her see potential and not lose team
Monica - See potential in growth and execute SKOs with growth in mind
Chandler - Solid, RLC results showing up now in growth, shadow for support
Joey - needs coaching, needs to expand his pipeline and advance deals. Would execute a territory review, partner to set an action plan, and be on calls.
Phoebe - Would need to diagnose, but would be concerned that she’s not selling on the right service or taking a set it and forget it approach. Would want to observe from RLC, bring in her CPs in action planning, and help her map territory potential for growth.
Ross - Clearly needs to be getting intensified coaching/maybe a PIP (or may be on one). However, what I am seeing is that he is getting the HVE results, so I don’t know if thats a sign of improvement or a clear indicator he isnt performing well on calls.
How do you approach intensified coaching?
Share expectations and that I am going to be supporting them more directly, set pre-call reviews, join calls, and ensure there is time for follow up. What I will be watching for is signs of improvement - are they coachable, are they responding, are they doing the work? After a period of time (30-90 days) I would move to PIP if not coachable or if coachable do learning reinforcements and start to pull back
PIP
Document expectations and timelines, weekly reviews of results, engage HR, you do or dont
