Josephine spoke with Beth Shuman who is a Sales Enablement Consultant. She explains her methodical approach to achieving revenue goals.
Beth stresses that it’s important to have a shared vision and agree on what you’re trying to accomplish. She creates alignment through check-ins and various project updates. Beth sometimes coaches without telling reps what they need to fix or how to fix it. She gives them room for self-discovery, asking questions about course correction.
Beth explains that most companies are looking for a regular, quarterly revenue cadence. They don’t want lumpy quarters where one is good and one is bad. Initially, she tracks activity metrics, then moves on to metrics that change behaviors. Her philosophy for behavior change is based on repetition, providing a safe place to learn is key.
Beth stresses the importance of active participation in training. She gives learners almost as much time discussing material as working with trainers. She explains that to beat competitors, you need to do discovery calls properly. Correction is a continual process, there can be changes from the customers, market, or the competition. Beth uses metrics that are scalable enough to last for a year.
There are times when you can’t be so rigid, but if you change metrics too often you can’t measure your baseline. She uses metrics to bridge the strategic and tactical level. The company sets the goal for revenue growth first, then the sales leadership gets involved. Beth thinks about how to break that down into operational goals. There are different growth goals for different regions, teams and reps. This is where you can have some variability in the metrics.