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Simplify, simplify, simplify
Curtis states that if a process is too complex a rep will not complete it. He is also of the belief that the more restricted fields you have in the CRM, the worse your data will be.
This makes sense: salespeople have a hard enough job as it is, why make it harder with complex processes that hinder their progress towards what really matters?
The culture of your sales ops team
Every group of people that spends an extended period of time together will form a culture, including sales ops teams. Curtis states that you should be more deliberate about this… how do you want your sales ops team to behave and what do you want them to believe?
The core belief Curtis has instilled into his sales ops culture is that they are there to help sales reps succeed, not be a roadblock for them.
8 resources on data quality?
Workfront currently has 8 full-time resources focussed on data quality, 4 employed and 4 contractors. This is the most amount of resources I have seen committed to data quality in all 70 or so Sales Ops Demystified interviews.
Why?
Workfront has 130 reps that each have an individual territory, and for those to be effective… the data must be impeccable. To me, this sounds like the ultimate productivity hack: eradicate data issues and this will have a massive impact on rep productivity.
The only metric that really matters
Curtis states that Pipeline Value is the only metric that matters when it comes to measuring the performance of a sales organization. Using this metric, he can clearly see managers that are focussed on forecast rather than pipeline and coaches his manager to focus more on the latter.
To me, this seems like the difference between long term and short term thinking: are you just focused on surviving this quarter or are you focussed on thriving over the next three quarters?
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