228 (Lead) Managing Managers and Diagnosing Low Performance (JD Miller, Kantata)

FOUR ACTIONABLE TAKEAWAYS:


Introduce frontline manager talent pulse meetings involving key stakeholders (yourself, frontline manager, HR partner, and sales ops) to comprehensively review both quantitative and qualitative seller performance data.

Maintain frontline manager capacity at optimal levels (typically up to eight sellers per manager) to ensure effective control and stability in sales force management.

Implement a structured 90-day ramp-up process for new hires, progressing from training to practical tasks like territory familiarization, prospecting, and live calls, to consistently exceed sales plan expectations.

Clearly articulate and differentiate between commitment (worst-case scenario) and forecast (expected performance) figures when reporting to stakeholders, ensuring transparency and accuracy in sales projections.


JD'S PATH TO PRESIDENTS CLUB:


Chief Revenue Officer @ Kantata

Chief Revenue Officer @ Motus

Managing Director @ Bravo Solution

Vice President, Americas @ Workplace Systems



RESOURCES DISCUSSED:


How to Forecast

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