Conquering your operating cadence

Convercent © 2020. All Rights Reserved.
Conquering Your
Operating Cadence
Maggie Callahan
Director, Revenue Enablement - Convercent

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© 2020 Convercent, Inc. All rights reserved.

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3
Our Timeline for Today…
The
Operating
Cadence
Prioritization &
Intention Setting
Where to
find
More!
Common
Meetings
Sales
Coaching

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5
Defining Operating Cadence
The Operating Cadence is the rhythm and pace at which work is
done and organized. It is a big part of company culture but isn’t
usually an explicit focus unless it’s broken. This might include
poorly run meetings, too many redundant processes, etc.”
- Dave Williams; The Chameleon Collective

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Common Sales Cadence
Forecasting
1:1’s
Pipeline/Leads
Team Meetings
Opportunity Reviews

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The 4 Keys to Effective Operating/Leadership Cadence
Opportunities – The Lifeblood of a Sales Organization
What is in the pipeline - how much or how little? What is the composition of the opportunities? how are we
continuing to create pipeline to hit our targets?
Pace – Understanding Time Management
What does stage advancement criteria look like? How are Reps and Leaders spending extra time during
the week? What are we doing to enable the opportunities we have in pipeline?
Deal Strategy – Leveraging our Methodology
How do our MEDPPICC/BANT/Deal Review meetings go? Are we effectively sending the right message?
Are we focused on strategy rather than feature and functionality? Are we differentiating clearly? Are the
right people involved? Are we all speaking the same language?
At Scale – Celebrating and Encouraging Team Success
Are we learning from one another? Are we sharing our successes and failures? Are we continuing to coach
and develop new skills? Are we iterating on existing best practices?

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Operating Cadence 101
Enough
Opportunities
Closing at the Right
Pace
With a Winning
Deal Strategy
At Scale
Pipeline Health
• # of deals in play
• Composition of deals
Forecast Health
• Accuracy of stage &
expected close date
• Trends & road bumps
Deal Health
• Right message
• Right buyer landscape
• Right strategy &
differentiation
Team Health
• Sharing best practices
• Developing new skills
Pipeline
:30
Week 1&3
Territory Plan
1 hour
Monthly
Forecast
1 hour
Week 2&4
1:1 MEDPPICC
1 hour
Monthly
(more as needed)
Development
1 hour
Quarterly
(more as needed)
Team
MEDPPICC
90 minutes
Monthly
(more as needed)
Team Meeting
1 hour
Week 1&3
(more as needed)
Can be
interchangeable
Individual
Team

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Coaching 101
9
Coaching Not Coaching
Observing your seller in action Taking over the sale
Asking discovery questions about deals, preparation or
skills
Telling sellers what to do
Mutually agreeing to expectations for behavior
improvement
Setting sales targets
Focused on the future Focused on the past
A mix of in-person, on phone or video conferencing Testing or short emails

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Pipeline 101
Enough
Opportunities
Pipeline Health
• # of deals in play
• Composition of deals
Pipeline
:30
Week 1&3
Purpose: Understand current pipeline and timeframes, discuss lead strategy, decrease opportunity cycle
between stage 1!2.
Primary Focus: Seller leads the conversation and discusses the status of leads and opportunities outside
of the current quarter. The goal is to begin looking quarters OUT to effectively nurture and progress leads
and opportunities.
• Seller reviews all outstanding leads and strategy to move into pipeline
• Seller reviews strategy for increasing pipeline to quote ratio
• Seller reviews early sales cycle opportunities to increase progression through funnel
Outcomes:
• Seller uses CRM as single source of truth
• Seller understands and can evaluate the composition of their pipeline
• Seller has a nurture strategy for out of quarter leads and opportunities
• Seller can execute upon a plan of action leaving the session
You may decide to merge the pipeline and
territory plan sessions together*

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Setting Expectations – The Sales Rep
*The Sales Rep runs this meeting. The Leader is the customer that the Rep is presenting to.
Sales Rep Must:
• Ensure CRM records are clean and up to date
• Understand open lead count and composition
• Knows their pipeline multiple needed for quota as it changes
with their territory plan
• Has at least two early stage opportunities to move through the
funnel

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Setting Expectations – The Sales Leader
*The Sales Leader is the customer in this meeting.
Sales Leader Must:
• Allow the Rep to take kick off and control the meeting
• Be patient and actively listen as they review their numbers
• Ask insightful questions that encourage the Rep to think rather than
answer the questions for them
• Give the Rep actionable next steps to come prepared with in
subsequent sessions
• Take notes of areas of opportunity and next steps
• Begin each meeting recapping the areas of opportunity from previous
sessions

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Getting Seller Buy-In
Set up Set up an action plan
Involve Involve others
Agree Agree upon advancement criteria
Ask Ask for gaps or areas of opportunity
Acknowledge Acknowledge their current process

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1. Talk to me about your current necessary pipeline multiple. What do you need to close your quota for the month/quarter/
year?
2. Where is most of your pipeline currently coming from?
3. What stage is your pipeline currently sitting in?
4. Walk me through any open leads you have.
5. Talk to me about your nurture strategy for opportunities next quarter. What are you actively executing upon to ensure
they’re still engaged?
6. How are you continuing to engage your pipeline in future quarters?
7. Talk to me about the composition of your pipeline – what type of opportunities tend to fill your pipeline (ARR threshold)?
8. Where should you focus your time with pipeline growth based on what you’ve laid out today?
9. Where do you see most of your time with pipeline growth going today?
Common Questions

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Conquering your operating cadence

Conquering your operating cadence

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