Leading with a Scorecard: How Top Sales Managers Drive Results with Guest Joe Downey

You have this cool thing.

It's a scorecard.

Can you take us through that? What is the salesperson's scorecard for? How do you use that? So,

you know, it's something I had always... maybe known about, but I didn't really put a word to it until you taught me.

So, and I've taken it a step further.

So historically we focus on what I'll say is the score board.

And that's the result, net close, net revenue, something like that.

And what, what I found again in the beginning, I didn't know I found it right.

But what I found was you have a bunch of managers and leaders, me included that we're coaching or trying to coach, um, you know, net close or net revenue, right? Sell more, close more.

Well, most of the time you won't meet a rep that doesn't run a lead that doesn't want to sell it, right? So, but what I found was, and this is where we created then a scorecard.

And the scorecard, yes, it's some lagging indicators in there, but basically it peels the onion back from net close to figure out where first and foremost is this rep challenged or broken, right? So here's a great example.

If I have a sales rep that is gross closing at 35%, loses 20% of their business and ends up, and I don't know if my math's right, but ends up at 20% net.

And I have another rep who sells gross 20%, doesn't lose a single deal and ends up 20% net.

Both of those are the same results, but there are completely different coaching conversations.

The one rep, you maybe want to find out from a cancellation standpoint where those challenges are.

Obviously, the other rep, I'd venture to say there's a good chance he or she's leaving, maybe leaving some opportunity in the home by not, I don't want to say pushing, but nudging in the right places.

So again, two completely different conversations.

Another prime example we see a lot of, probably now more today than ever, is And we just got to do this.

I told you about this five months ago.

Didn't have the complete time to work with the business as originally planned.

But the first thing that we fixed was we took demo rate from 70 to 85% where it should have been.

Right.

And we didn't touch anything else down the funnel from that.

All we did was say, hey, if we can get one more demo per rep, right, help them get into the home, overcome any initial resistance, all the things that typically come up.

our net number will actually improve down the funnel without improving anything else.