To make these goals feel within reach, borrow the Agile “sprint” concept. Instead of looking at the end goal, break it down into sub-goals. These goals should be short-term (think monthly, weekly, or even daily).
For example, let's say that to make P Club you need to reach 120% of your annual quota. That translates to $84,000.
In other words, you need to sell $7,000 each month. But you know that some controlling directors email list months are better: the first quarter tends to be huge, while June, July, and August are slow. With that in mind, create this schedule:
(If you do the math, that comes out to $84,500. It's always good to have a cushion!)
qualifying for P Club seems much more feasible.
Sales managers, use this framework to guide your reps’ goal-setting process. First, figure out their “pie in the sky” goal. What do they want to accomplish this year? Then, work with them to create a timeline with milestones.
A flexible strategy
Flexibility and iteration are the foundation of agile sales. That means reacting in real time to new data and information and adapting as needed.
Let’s look at two examples of how you might iterate or pivot. First, imagine you’re the head of your company’s SMB segment. Over the past few weeks, your reps have lost ten deals to a new, lower-cost competitor.
Option 1 : Let this play out. You know that the competitor's product is inferior, so over time, customers will realize that the lower price isn't worth it and will switch to you.
Option 2 : Create a battle card that helps sellers position your product as the most reliable and highest quality option, discusses common customer objections and responses, and outlines testimonials from customers who have chosen you over the competition.
The first option, essentially staying the course, is not agile. The second option is quintessentially agile: being quick to respond and adapt to changing customer needs.
You can also use this mindset to react to:
Market/Industry Changes
New legislation
Product Updates and Releases
Strategic changes across the company
Changes in leadership
And more. Basically, you need to constantly analyze what's going on in your world and figure out how to change your process, goals, or strategy to keep up.
