$250M CRO Teaches: How to Master Sales Metrics

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1. 0:41

   giving us a metrics masterclass. So Mark, I'm excited for this one. I get some personal coaching. Let's just start with why does this shit even matter? I know where my team needs help. Have you ever heard urgent versus important, Nick? Yeah, the Eisenhower matrix. “Metrics help you identify what's urgent and what's important.” typically your reps and the noise around the things that you do and the way you're operating create an urgency. But metrics tell you what's important. And when you have a very complicated

   In Metrics

2. 1:42

   the least amount of effort was the fastest fix that you can make to solve a problem that you have. Otherwise, you're going to get pulled into, well, we're getting bad leads. And then you're going to go explore bad leads because you don't know your numbers well enough and can't say to that rep, actually, no, the lead quality is fine. The problem is your discovery process isn't getting “Or you're taking four meetings to get into a qualified pipeline.” All your peers are doing it in two or less. And so you can't find the right problem, which means you're not going to apply the right fix. You're a CRO of a massive public company. I have to imagine that when you are communicating with cross-functional executives, you're using data or numbers in some way to communicate what's going on. And I'm wondering

   In Opportunity conversion rates

3. 2:11

   which means you're not going to apply the right fix. You're a CRO of a massive public company. I have to imagine that when you are communicating with cross-functional executives, you're using data or numbers in some way to communicate what's going on. And I'm wondering if you could give me a sense of how you will typically do that. When you are explaining “what you need is factual evidence that supports the story.” away with telling a story for a while, but without factual evidence, when those stories start to not be true, when you start not to get the outcome that the story suggests that you'll get, then you don't have the real reason. And then what happens is people start wondering, can you tell the right story? And then that's them deciding, I don't know if this person can actually diagnose the problems.

   In Proof and social proof

4. 2:42

   be true, when you start not to get the outcome that the story suggests that you'll get, then you don't have the real reason. And then what happens is people start wondering, can you tell the right story? And then that's them deciding, I don't know if this person can actually diagnose the problems. That's the first seed or multiple seeds into, they don't trust you as a leader anymore. “Your job is to know the story of the business based on the facts of the business” getting caught in the weeds and all the rabbit trails that you could go down that can explain why you want to. I had a really awesome VP at outreach. And he's like, Mark, I only tell you the bad news. And the reason he can only tell me the bad news is because he had all the metrics of everything that was going good. He would only pick out the bad. And guess what? I knew most of it was

   In Account research briefs

5. 23:05

   this thing's been in stage one for more than two weeks. That normally never happens. We need to nudge the rep and be like, Hey, this thing's been in for two weeks. Did you get the meeting rescheduled? If not, what are you going to do about it so that we can make sure that the data stays clean? So it really comes down to like, you don't, can't just have the data structured. “You have to have the processes that you put in place that make sure that that data is good.” And listen, it's a war. It's really difficult. Just because you put all this stuff in place doesn't mean it's going to be perfect. You just have to make sure that in general, your reps are doing it the best that they can, and that you are maniacal on your communication that you expect it to be right. My last question is, I mean, you've got a massive team of leaders that report up into

   In Data hygiene

6. 24:42

   We went from 25 to 30%. I'm like, no, you didn't. You increased it 20%. You increased it five percentage points. So always be super careful and clarify people. Do you mean percentage points or percentage? Because you can get totally thrown off because everybody uses percentage for both, “it can either hide a problem or reveal a problem, right? The second is context and trend.” When you get a number, we booked 83 meetings last week. I have no idea if that's good or bad. Well, if our goal is 50 and we booked 83, that sounds awesome. But if for the last seven weeks, we've booked a hundred. How to Master Sales Metrics, Intedat, Apollo, ZoomInfo, Cognism, Lusha, Hunter, UpLead,

   In Metrics

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