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We take a moment to celebrate, high 5 each other and revel in the success. They pulled opportunities from the following quarter into the current quarter–some of that involved offering big incentives. It’s the end of the quarter, we’ve hit our numbers. We’ve met our goals! But what if we could have done more?
The surprising thing is that this is NOT a new revelation. After the SKO we want our sales reps to demonstrate competency in the 3 key traits of a trusted advisor. The activity KPI’s we set today, which incent the wrong behavior? It must be the right interaction that happens at the right time and in the right way.
In fact, we should revel when our people are into their overattainment accelerators–because it means they are blowing past their quotas and over achieving. We want to manage spend, we want to minimize risk. But we tend to look at comp planning in a different way, separating it from goal attainment.
We take a moment to celebrate, high 5 each other and revel in the success. They pulled opportunities from the following quarter into the current quarter–some of that involved offering big incentives. It’s the end of the quarter, we’ve hit our numbers. We’ve met our goals! But what if we could have done more?
All sales professionals revel in doing deals. But as managers, as great as that feeling is, if we are spending the majority of our time doing deals, then we aren’t doing our jobs. We do this by managing for performance, by putting in place the right metrics and incentives.
And most of our data now as a software company it’s because that’s my background, but you as a sales professional can go to RepVue and view detailed analytics about sales organizations related to compensation data. What do reps like in terms of culture, product, incentive comp structure?
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