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CEOs trust one salesperson’s forecast and question another’s, and assume it is a difference in ability. It usually isn’t. Sales is the last department to get the standards finance and operations already have, and qualification is where to start.
When revenue slows, many companies assume they need to hire. Nine indicators that the revenue you are missing is hiding inside the sales team you already have.
CEOs often say their salespeople keep bringing the wrong prospects. Usually the sales strategy already exists — it just lives only in the CEO’s head. That is a leadership communication problem, not a prospecting one.
Revenue flattens and the instinct is to hire another salesperson. In most small and mid-sized companies the real gap is sales leadership. Here are seven signs.
Most CEOs think their sales team has already adopted AI. A few reps use ChatGPT, someone added a note-taker, and it feels handled. But a team with AI habits is not a sales team with an AI strategy.
Most CEOs celebrate landing a customer worth 30% of annual revenue. I don’t. Revenue concentration is one of the most overlooked risks in business.
In a previous article, I explored why adding headcount doesn’t automatically solve a revenue problem and getting your structure right has to come first.
You can generate all the leads you want, but when your Revenue Engine is flawed, your pipeline will never turn into predictable revenue.
When a business misses its revenue target, the conversation usually goes straight to the sales pipeline. Business owners hear statements like: