When I’m exploring sales performance issues with CEOs and their sales leaders, I always dive deep into what they feel the next steps should be.
I hear things like:
“We need a sales process—we’re not growing volume/margin like we should.”
“We need better efficiency and transparency--our CRM isn’t performing.”
“Our salespeople need better motivation--help us change the compensation plan.”
These may be valid pieces to the puzzle, but they’re not necessarily the highest priorities.
Only rarely do I hear an accurate self-diagnosis of the root cause of a lot of pain:
“We need to get the right people on the bus.”