Hiring

Career Development

Performance Management

Compensation

Coverage

1. Hiring targets feel unachievable, and regular shortfalls increase the capacity deficit

2. New hires don’t seem to fit from cultural or performance perspectives

3. Recruiting process is choppy because Recruiting and Revenue teams don’t fully align

1. Tenured reps fear new experienced hires will replace them or block career growth

2. Pipeline of potential sales managers is insufficient; top performers don’t see benefits of leadership track

3. Coaching for reps and managers is insufficient, ineffective, or often just not taking place

1. Leaders disagree on what metrics truly lead to success and how to measure them

2. Reports and dashboards proliferate, leading to analysis paralysis or doubts on data accuracy

3. Forecasts take too long to assemble and are too inaccurate to be useful

1. Original comp plan rewards territory or tenure instead of a consistent results and true overachievement

2. Targets are poorly calibrated, inconsistently applied, or unclear

3. Plans are complex, reward the wrong behaviors, or are tedious to administer and communicate

1. Territory design driven by tenure and politics, not capability; territories not equitable

2. New Enterprise, Inside, or Int’l teams must created with supporting process, profiles, resources, etc.

3. Teams argue over deals, territory boundaries, multi-national accounts, and lobby for exceptions

Enablement

1. Reps are overwhelmed by volume of sales, product, buyer, and industry knowledge required to succeed

2. Content quantity and quality improves, but reps can’t seem to find or use it effectively

3. Leaders struggle to know and prioritize training and tools that will truly move the needle

Deal Support

1. Reps create proposals from scratch, so quality varies widely and win rates aren’t tracked

2. Price discounts are auto-approved and discount data isn’t captured or analyzed

3. Contract terms are inconsistently applied, adding risk and variability to closing process

Process Improvement

1. Hand-offs between teams get dropped or delayed, and follow-up is usually manual

2. Data is manually transferred across CRM, ERP, product, and communication platforms

3. Remote staff and offices exchange too many emails or voicemails to get stuff done

Cross Functional Support

1. To get stuff done, reps build relationship-based workarounds that are short-term and inefficient

2. Staff across departments propose solutions that reps are unlikely or unable to follow

3. Policies and processes are not fully embraced or are rejected by revenue teams

Tech Stack

1. Leaders are unsure about what to buy, when to buy, who to choose, and how much to pay

2. CRM demands exceed resources, so critical work is held hostage by squeaky wheels

3. Utilization of tech tools varies widely, reducing ROI from scale and complicating training