Colleen’s Blog

Far too many sales teams underperform because they have underperforming sales reps in the team. These sales reps need to be replaced. Additionally, another reason for a sales team's poor performance is that one of the top sales performers left, resulting in a drastic loss. Both of those are issues that sales leaders have to address on a proactive basis.

I recently talked to a CEO whose sales were down $16 million. That represented a 20% decrease from the prior year. Thus, they were concerned. I asked him, "What would your sales VP tell me if I asked why your sales were down." He replied, "Our biggest customer that represents the vast majority of that loss is in flux. They pivoted their business and, as a result, they're not buying from us right now. We think it's going to pick up, but we are not sure."

I'm currently working on a large project where I work closely with several sales managers. Unfortunately, I have been disappointed with their managerial qualities. This is because they don't practice coaching and exhibit leadership—skills that all of these sales managers are more than capable of displaying. However, instead, they make excuses, hang on to existing customers, and get engaged in customer service or delivery work—work that isn't their primary responsibility. As a result, their sales team suffers.

Sales velocity is a powerful metric that every sales leader must know inside out. While it measures how fast you're making sales and earning revenue, it gives you something even more valuable. You gain an understanding of the relationship between the four key activities that comprise your sales velocity: opportunities, deal size, closing rate and sales-cycle speed.

When I ask sales teams what's the number reason why their pipeline isn't more full—how come they're managing a pipeline so lean it's going to be impossible for them to hit their targets—they give me an excuse. They abdicate responsibility, claiming that their marketing department has not provided them with enough leads. You have to be responsible for your own pipeline.

I recently talked to a group of sales leaders. It was the last three days of their quarter and they told me, "Colleen, we have to admit: we are having a fire sale. We're doing everything we can right now, including deep discounts to push us over the end of the month because we are a bit behind and we want to finish the quarter on track."

So far in this series—which looks at four adjustments you can make to improve your sales velocity — each activity has involved both a planning and execution stage.

I often get asked: what is considered a normal close rate and how do I improve it?

So far in this series on sales velocity—which is all about understanding how fast you and your team are making sales and earning revenue—we've talked about what you need to do more of. More opportunities earned, for instance, means a bigger, healthier sales pipeline for your business.

Today, I will be exploring how you can improve the metric of sales cycle length: how many days it takes to close a piece of business. If you can move that, for example, from 90 days to 80 days or 120 days to 90 days, you can dramatically improve your sales velocity.