Pete Kazanjy: observation

Transcript context

…How much time do you give these folks before you make a decision? This is why it's so, so, so important to look at leading indicators. This is something that we just think about all the time here at Atrium, from a instrumentation and data-driven sales management, is if someone's not having customer-facing meetings, if they're low activity, you're never going to win anything. If you have a 50% win rate on two opportunities in a month, that's probably still not going to be super helpful unless you have a very, very, very high deal size. So, looking at those leading indicators like, "Are they having first meetings? Are they having second meetings? What does their email volume look like? Are they progressing things through, are they getting things to proposal, and then eventually, are things closing?" I do a bunch of masterclasses for Atrium on data-driven sales management and one of them is on ramping. It's called Ramping For Success, I forget the name of the masterclass, but looking at those leading indicators like opportunity inflow, "Is a person putting meetings on their calendar, are they progressing them? Are they being active in the meantime?" Those are all really good leading indicators. If somebody's not getting first meetings on the calendar, you know within a month, it's like, "Cool, this isn't working out. " Now, if they're not getting to second or third meetings, but they are getting those first meetings, well, now you know you've got a different problem, which they're getting those first dates, but they're not getting a second date and they're not getting a second date the same way that you were, maybe that's a coaching issue or maybe it's just a behavioral problem that's that you're not going to be able to surmount. But the point is having instrumentation on the most leading indicator possible gives you eyes onto whether or not things are working or not and you can make judgements fast, because the worst possible situation is nine months in, you're like, "Man, it's not working. " It's like, "Man, I bet if you looked at the leading indicators, you would have known two months in this wasn't working." I like that you gave us a bottom end of the range like, "In a month, you should be able to know, a lot of times." What would be the max by which like, "If things are going okay, by six months, it's probably going to be good," or what is that timeframe?…

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